Following The American Psychological Association’s Guidelines
Abstract
Most personnel in organizations often recoil at the thought of training because they fear they are not efficient with their occupation. However, training programs can be observed as a positive methodology in order for personnel to improve their occupational statuses and shall feel fortunate that their employers are encouraging training programs. Despite major organizations with the highest reputations, very few personnel wish to participate in the training usually for reasons of time constraints and lack of interest. CapraTek, one of the leading designers and manufacturers of computer server components for industrial solutions, is planning to merge into wireless technology to expand these needs. Additionally it is planning to integrate this technology into the home appliances and technology. Ultimately once the training is complete, CapraTek’s management and human resources intends to establish select personnel to practice this new technology within a new establish in another state. The purposes of this training program to implement and evaluate CapraTek’s personnel based on their current knowledge and expertise and associate them with the concepts of innovative wireless technology as aforementioned. The program will be challenge during the implementation of enticing personnel, including management, in interest upon participating in the training program in order to willingly relocate for advancement. Some personnel will be hired in the state of Illinois locally, but a prior incentive to require voluntary relocation internally may be the beginning of a positive feedback. The major issue Capratek may wish to avoid is impromptu training where they bypassed steps to collect data and identify personnel responsibility. The results of this training will help develop future training programs intent on improving the current skills along with new skills for CapraTek’s personnel consistency and advancement.
Keywords: training programs, department personnel training, wireless technology
1.0 Introduction
As CapraTek is establishing its new facility in the state if Illinois, it wants to prepare its training program for its ambitious technicians and programmers willing to take upon the challenges of expansion. The reason involving all technical staff is because the new positions will not necessarily be limited to permanent employment, but may be temporary as well. Since the plan revolves about a new facility, each department will begin separate training to keep with better concentration on the program. All personnel shall focus on the specific objectives of the skills and tasks to be performed. Each lesson and preparation time window can be outlined as a chronological syllabus to help personnel prepare for the next lesson. Invitations to each lesson will be distributed by email with responses expected.
Each personnel planning to attend are obliged to participate in a survey regarding their objective and subjective perspectives on the topic of wireless technology. The first preparation will naturally be challenging as personnel are expected to forward precise and appropriate questions particular to training rather than the topic of wireless technology. Prior to training, personnel will be thoroughly briefed periodically for two months on the project and new facility before actual training for three months will begin following the establishment of adequate personnel. The general topics of the training plan will consist of:
- Training objectives
- Particular department personnel
- Rewriting basics for quality service
- Training material (i.e. Powerpoint presentation)
- Preparing the schedule
2.0 Training Topic
2.1 Training Objectives
The project and plant managers (PMs) transferring to the new facility will require familiarization of the new facility by a slideshow presentation displaying a virtual tour. If viable Capatek shall arrange for the PMs a trip to physically view the facility prior to transfer. The PMs will be able to compare the effective processes with the virtual software in order to monitor and collaborate on the projects and report back to CapraTek’s main office. Preferably a group trip to the facility to surmise an agreement on the finalized layout would accelerate the development process in finalizing the newly hired personnel (Solar, 2014). The purpose of the tour is to ensure the practical process is as accurate as the virtual process.
Each PM will propose separate training programs later to be approved by the CEOs based on the level of training for the range of technicians, programmers and software developers, including novices and experienced PMs. The intent of training will depend on the personnel, whether they are PMs, office or plant team members. Training will be provided for the wireless technology in connection with PM objectively. An ideal objective Capratek can utilize to previously acquire adequate information on its current and new personnel is to ask questions based on the 4Ws and H (why, who, how, what, when) to summon training needs. It can be generalized as follows:
- Why: to associate what management and personnel already with new learning material to adjust to new technology and the new facility
- Who: who will be invited to the training and who will be training personnel (departments required to be trained and relocated to new facility)
- How: a performance analysis to identify current skills and to determine if skills suffice or require additional training
- What: the best methods of performance to adjust to the new facility and if the subject facility enforces its own standards of performance and practices
- When: training will take place after surveys are completed. The training dates will depend on employee workload. Mainly the training will take place between Tuesdays and Thursdays, inclusive because are known to be days with most in attendance at work.
2.2 Prerequisites
The PM will be receiving assistance from selected current personnel and perform as functional experts and consulting service specialists. Since they are tasked with the responsibility for the development, delivery, and administering the training, the end result of their personnel in training rests upon their shoulders, as the new facility will be staffed with potential experts and PMs. To ensure novices receive effective training, they shall be previously enrolled in a project management-training program and have a working or training practicum record alongside with experienced PMs to be fully prepared.
2.3 Time Scheduling
Since variable departments are subject to training, the greatest challenge will be to arrange time training. Making separate pre-training arrangements provides an intimate environment for each department for the purpose of capturing program material as much as possible.
3.0 Training Need Analysis
A finalized format of a training needs analysis (TNA) can help CapraTek’s employees identify from all invited individuals their skills and job objectives. The TNA can be modeled in forms of surveys, interviews, and workshops. Once the data is collected, it is surprising that most employees and even the PMs do not recognize each other’s duties and responsibilities. Not acknowledging or understanding personnel’s job descriptions can have repercussions on future job employment especially when planning to relocate or recruiting new employees. Some companies have been trapped in dilemmas when they relocated or hired employees only to discover the new employees were not provided with precise job descriptions causing an overlap in responsibilities, even if they are fully capable in their positions. An example of an uncomfortable result is employees unknowingly crossover their duties and perform on the same projects that would frustrate their clients.
Hence the training program is not only to prepare personnel for performance but also to identify their responsibilities and be reminded of their job descriptions (McNamara, 2014). The training needs will serve as the bridge between current status of participants’ capabilities and their desired capability goals. At the end of the TNA, the comparison between the required performance and the actual performance will be measured. If personnel perform less than expected especially on a larger scale, this does necessarily imply they are performed poorly. The training program will need to be reassessed to bring personnel back on track. The issues can range from lack of skills to unpleasant working conditions. CapraTek may have to require reiteration of the standards and expectations that are initially communicated. Hence PMs shall set the ground rules of accurate job descriptions for each employee.
3.1 Steps of TNA
Identify the Problem or Solution
Many companies fear when they hear of a potential problem. But CapraTek has the intent of regarding problems as opportunities to find viable solutions. The challenge is locating new personnel for the facility in Illinois and setting up interviews to screen new personnel. The issue at hand is the timing of the establishment of the new facility regarding the events prior to or after the new facility has been established. When shall PMs be relocated to the new facility? When shall new personnel be hired? When will new personnel be trained? Training new personnel is essentially required and be scheduled an orientation day before the new facility is established (Gwaltney, 2009). The facility will entail new wireless technology not fully understood or practiced by current personnel or management, and hence training of new technology is essential.
What Trainees Need To Know and What They Need To Do
Trainees need to understand the concept of wireless technology capability and its transition from conventional wiring. They shall be able to integrate their current knowledge of internet technology, using it as a guide, in order to become innovative with the introduction of the Alfred system. Lessons of what the Alfred system is will begin by examining its components and comparing it with current technology to follow its evolution into wireless technology. As aforementioned, trainees will be trained based on past work and technical experience and present specific duties to ensure their capability of incorporating their knowledge with the wireless Alfred system.
The new facility personnel will be faced with a multitude of client service interaction. PM and computer technician trainees for the new facility will require some sales training in order to promote the Alfred system. However, prior to attempting any sales, the training program incorporates the actual schematics of the Alfred system to become familiar. Management does not expect trainees to fully absorb the intricate workings of the Alfred system. But to magnify progress they will be encouraged for a limited time specialize specific components of the Alfred system and shadow experienced personnel. As pre-training exercise, trainees will be provided manuals of facility material and be tested to acquire their knowledge. The purpose of the testing is not to grade the trainees, but to determine where they are located with their progress and take the steps necessary to improve.
3.2 Trainee Questionnaire
What is not well-known is most applicants fear that interviews are to screen applicants from companies. However, the purpose of the interview is to gather as much information and how the applicators present themselves. Having the utmost knowledge does not guarantee becoming the successful candidate for a position (Bolander, 2010). For example, if five applicants are seeking to be a plant manager for CapraTek new facility, it may take more than just plain years of experience. It requires specific skills and practices in various fields. The interviewers may only seek one single piece of information that is suitable for the applicant to become the successful candidate for the position (Dattner, 2013). The following interview questions may seem familiar and conventional to most interviewers, but are slightly reworded to monitor how the applicant is being presented.
- What is your purpose for applying for this occupation?
- What are your areas of expertise?
- What is your most expedient method of handling a heavy workload?
- What kind of projects go wrong during the manufacturing stage and why?
- What do you hope to achieve once you are awarded this position?
- How do you deal with an irate customer?
- How would you handle a situation if you received a call from a client and he/she wants a product in a short period of time? How would you deliver prompt instructions to your staff?
- What are your future aspirations for Capratek’s new facility? What are your long term goals with CapraTek?
- What is the difference between the current electrical code and past codes?
- Which departments would you frequently be dealing with?
- (Question based on a pictorial representation) the following diagram is a design of a wireless modem. What do you see wrong with this design, and what are your recommendations for redesign?
- If approached by a client with a problem, would you seek assistance from management, or attempt to resolve the problem on your own? Explain.
4.0 Recommended Training Design
4.1 Resourcing The Instructor
Resourcing an instructor is by far the most challenging task for a company. The reason is because the result is often a conflict of interest and internal personnel do not often wish to take on the training responsibility. Whether a new or existing, a CapraTek being in a specialized field shall hire an external instructor with field experience on contract to train personnel. The instructor has the knowledge, background and time to research the sources deemed suitable for personnel. With field experience, the instructor understands the attitudes and the practicing policies of experts on the wireless technology field.
Since the instructor is specifically hired to train personnel, he has the time to keep in touch with the industry and integrate any industrial updates into Capratek. Regulations and by-laws pertaining to the industry are frequently updated and the external instructor is the better hub to keep CapraTek informed. This is not to suggest management shall rely solely on the instructor, but the instructor is tasked based upon the job description to update personnel. The instructor will also have the time to research the latest technology that Capratek personnel do not have the time or resources to research.
4.2 Program Location
Trainees prefer a location where they have plenty of space and where it is convenient. For starters, the boardroom onsite will be the ideal environment because the capacity of the room can house a large occupant load. When trainees are attending onsite, they feel the training is more concentrated rather than being on another’s premise. An onsite training room can more easily bring together especially as an orientation for various departments to become familiar with the program simultaneously (Sell, 2014). Once the training progresses, departments can be invited to attend in smaller groups on a periodic basis.
However training in personnel’s office is not a viable atmosphere because often management finds personnel to be distracted by other personnel who suddenly need to consult with them or interruptions from reception. If the training program is to take at least two months, providing it in the same conference rooms provides familiarity to personnel and for the instructor. Sometimes an off-site training may be necessary but they hall be reserved for field trip training and hands-on work experience.
4.3 Program Timing
As mentioned in Section 4.2, orientation to training will begin by inviting all relevant departments so they can understand personnel elsewhere in the company who will be trained also for future reference. An attendee roster can be previously prepared as well so all departments are able to properly consult with one another when required. If not all personnel cannot attend during the same sitting, management and the instructor shall arrange two orientation sessions and give an option to work around their scheduling. Following the orientation sessions, project managers of each department will be periodically trained over a two-month period.
5.0 Training Content
Rather than describing per verbatim how the content will be presented, a brief illustration of the training needs analysis is basically presented as below with questions following:
Trainee Name: Occupation Method of Instructor:
Major Job (training required) Achievement (who? when?)
Responsibilities (external/ (who will organize?)
on the job training)
What training skills do you think are required for project management?
What are your goals in the next year? 5 years?
What will you do to make this happen?
What will you require from the company to help you reach your goals?
The above example is only a crude model of what will be required for trainees to provide the instructor during training. This will also help management help trainees identify where they may fit within divisions of CapraTek and who which personnel they may be able to work this efficiently and effectively.
6.0 Training Strategies
Deriving the best method is often confused with the most expedient method. The instructor may find it difficult to decide whether the training recipients are visual or audio. Presenting the training with a Powerpoint presentation is an excellent incentive to reach out to trainees because it contains both spoken words and pictorial representations to reach out to variable perceiving trainees. In recent years Powerpoint has been the most popular presentation tool for training personnel as the recipients are able to relate the instructor’s words with practical examples. At least with Powerpoint if any information spoken is missed, it will be easier to recount the material with illustrations.
7.0 Evaluation Plan
The following is a simple set of evaluation questions following the completion of the training program.
- What did you find the most positive out of this program?
- What did you least like about this program?
- Do you feel the program was long enough or too short?
- How did you find the use of equipment and material for this program?
- Do you find this training program prepared you for your position as a plant manager?
- Was the instructor frequently open to questions during training?
- Would you recommend this training program to others? To other companies?
- Provide further comments and/or recommendations to improve this training program.
References
McNamara, C. (2014). Assessing Your Training Needs: Needs Assessment to Training Goals. Free Management Library.
Solar, A. (2014). How to Prepare Your Employees for Relocation. Urban Bound.
Gwaltney, D. (2009). Onboarding: Guidelines For Engaging New Employees, Belmont University.
Bolander, J. (2010). How to Be a Good Interviewer. The Daily MBA – Tips, Tolls and Techniques to be a Better Manager.
Sell, G. (2014). On-Site Vs. On-Site Training. Training Magazine – The Source for Professional Development.
Dattner, B. (2013). Become a Better Interviewer. Psychology Today.
Moran, G. (2011). How to Make Employee Training a Winning Investment. Entrepreneur.
