Introduction
Training and development is a major function that varied human resource managers have to take seriously to ensure that employees are influenced to utilize the skills learnt. It is imperative to consider the most effective training methods such as the blended training methods that incorporate on job training and the technological based training methods. While on job training methods involve training employees on various functional aspects including wash fits, pant fits and dry cleaning, technological methods are aimed at improving flexibility of training. It is also strategic to consider the learning principles including motivational factors, self-efficacy and adult learning theories as well as identifying ways to ensure positive transfer of skills learnt. The training is aimed at increasing skill levels of those in the production and sales department to be able to understand the needs and expectations of customers better. This report section, therefore, addresses the need to rely on most effective and efficient training methods and learning principles to ensure positive transfer of the skills being learnt.
Blended Training Methods: On Job Training and Technologically Based Training
The training plan will utilize a blended training methods approach which will incorporate e-learning and coaching methods. Coaching is selected as the appropriate on job training method to be utilized since it enables coaches to organize the employees in groups and be able to tell the trainees what to do while on the site where training is taking place. This implies that the trainees will be required to adhere to the instructions given by the coaches and be able to carry out the tasks accordingly. However, it is all-important to consider various factors that make the coaching method successful which implies incorporating a well-structured training program with clear time frames and objectives to be achieved from the process.
The need for training and structuring of the coaching program is brought about by the fact that lack of such steps lead to situations where the trainers and trainees are unaware of what to do and hence tend to lack the skills necessary to achieve the desired output. Structuring of the training process allows for coaches and the trainees to identify learning principles that affect individual’s ability to perform well during the training sessions. Coaching is important since it enables an external trainers to give instructions to employees and the coach is able to detect the factors that could lead to resistance to change from the traditional practices. This implies that the coach is able to identify the reasons for the resistance and design actions plans to create a desirable culture among the employees. The coaching method is also strategic in training since it avoids incidences where there is abuse of power from internal trainers specifically the supervisors who fail to conduct effective training for fear of being demoted in the future. The supervisors may end up frustrating the learning exercise meaning that in the end, the trainees are affected psychologically and unable to successfully complete the training sessions.
Effective structuring of the coaching program is key to achieving effectiveness and efficiencies in the session since it ensures that individuals reach the skills levels desired within a short duration. The coaching program needs to take interest in preparation, instruction, and performance, follow up and behavior modelling of the trainees. Preparation makes it possible for the trainer to break down the training session into smaller parts while acquiring the necessary material needed for the process. Breaking down the parts is key to ensuring that the training session takes a simultaneous process meaning that completion of one step leads to start of the next process hence trainees are able to learn every aspect from the training design.
The other key consideration in the coaching session is the necessity for a communication strategy that enhances ability for the trainers to relate with one another in the most appropriate manner. A good communication between the coach and the trainees needs to be concerned with the background, capabilities and attitudes of the trainees such that the coach is able to identify the factors that could lead to resistance to changes.. Trainees ought to be at ease with the coachers at the training sites by showing willingness to show interest in the sessions and be committed to achieve the goals of the training session. In most cases, the management needs to provide the right resources to the coach including performance aides that ensure instructions are given in a sequential manner and that employees do not miss out on any instructions from their trainers. Coaches rely on checklists to evaluate the performance of trainees in the area identified including knowledge on washing instructions, understanding ways through which clothes could be set up for the customers and ability to identify the needs and expectations of customers. While relying on the coaching method, the coaches ought to advise the management and the employees on the need for job rotation since it allows the brand ambassadors to have a clear knowledge on the functional aspects of each division in the organization. With the objective to ensure successful outcome, coaches play a great role in training employees on additional aspects such as the need for effective interpersonal skills, communication skills, leadership skills and self-management skills. The other component of the blended training method incorporates the technological training such that trainers rely on the use of technological aides to achieve the training goals. E-learning training tools used on the training process include web based training, computerized self-study and teleconferencing.
The need for e-learning training methods arises from the idea that it is necessary to depart from traditional methods that limited exposure to technology during training sessions. Various aspects are considered in e-learning but the internet is the most preferred since it enhances memorable training programs and improves training outcomes through live sessions with trainers . The internet attracts attention attention due to the flexibility with which trainers and trainees interact with trainers being able to show practical skills to the trainees. Through the internet, it is possible to engage experienced trainers from all over the world with trainees being exposed to a unique experience. The other e-learning tool used by trainees and trainers is the mobile learning such that the brand ambassadors are able to access ways on how they can be effective brand ambassadors through their smart phones. .
6.2 Rationale for the Choice of Technological and On Job Training Methods
The coaching method is chosen since it enables the trainers to organize the employees in groups and be able to tell the trainees what to do while on the site where training is taking place. According to Tripathi & Chaurasia (2014, p. 93), a systematic coaching program contributes to 80% of work related knowledge and skills when a training expert is involved. It is necessary to depart from traditional methods that limited exposure to technology during training sessions. The e-learning methods such as the use of teleconferencing and mobile learning provides a unique environment for learning allowing trainees to effectively rely on memorable events to influence their adoption of the knowledge and skills learnt at the training sessions. According to Tripathi & Chaurasia (2014, p. 94), combining e-learning and coaching methods is necessary since they both contribute to overall effectiveness of the training program by improving chances of having successful skills transfer.
The Principles of Learning applied in Training and Development
The principles of learning take into account the various theories of motivation, adult learning and self-efficacy that are necessary in influencing application of new skills learnt. The adult learning theory is concerned with the fact that individual are willing to develop new skills and acquire knowledge if given in the opportunity to develop an inner motivation. This implies that employees only feel the need to learn when they feel there are benefits from the learning experience. In case they develop the motivational elements, then they are able to learn by practical application of their motivational factors such that they focus on solving problems they feel are realistic and could lead to desirable solutions. However, it is imperative to identify the fact that the employees could prefer learning in an informal environment since they feel that a formal environment denies them the chance to freely express themselves.
More so, in order for the brand ambassadors to improve their attitudes and enhance their position as key assets for the organization, it is significant to involve coaches who are able to provide the necessary guidance on the most appropriate skills and knowledge to be given to trainees. The motivation theory discusses the fact that employees need to be assured by the coaches that the organization is focused on developing their career aspirations. Employees who show willingness to learn and develop their skills are important for the firm and a positive sign that they hired the right individuals for the job. Motivated employees are engaged in their jobs as brand ambassadors and are keen to grow with Gap Company and help the firm reach new heights. Coaches are key to making employees understand their role in the organization as brand ambassadors and are aware of what to do without close supervision from their bosses. Training for the departments, work groups and the work teams can help get things right on track and improve the performance of the organization. Through the training, it is possible for Gap to identify the factors that make employees happy such that in the end, it is possible to fulfill the needs and expectations of the customers. Self-efficacy is also a key learning principle managers at Gap ought to consider to ensure successful outcome from training. Self-efficacy is directly tied to the individual performance at the organization such that it is important for firms to advise their employees on the significance of personal goals. Managers have to look into personal factors that could lead to relapse in application of the new skills acquired and be able to design effective coping strategies. Self-management is among the core concepts of self-efficacy such that individuals need to be aware of the imperative nature of being able to manage themselves through setting clear goals that are SMART. This implies setting goals that are specific, measurable, realistic, and achievable and set time lines to determine their steps towards improving their performance.
Managers at Gap ought to seek ways through which the self-efficacy is achieved in the dry cleaning department, shirt fits and dress fits and be able to sustain the efficiency for a long period. A key step to improving self-efficacy is to ensure that the right candidates are hired such that the positive beliefs of individuals are concentrated on improving overall performance. Employees self-efficacy is improved through guided experience from coaches such that by assigning coaches who understand how to fill skills and knowledge gaps, it is possible incorporate and maintain a positive attitude among employees. Employees have to be encouraged to set realistic personal goals and set priorities through organizing themselves effectively and utilizing time available to them.
Transfer of Training
The skills learnt during the training sessions need to be applied and maintained in a desired way. Three scenarios are used to determine whether the training was a success and that the trainees are likely to rely on what they learnt to improve the operations at the firm and hence ae better brand ambassadors for the firm. Positive transfer of the skills learnt is desired since it creates a positive culture that is receptive to the changes made and therefore likely to create more for the firm. It is necessary to eliminate negative transfer of skills where the training programs worsen the performance of employees thereby suggesting a waste of resources used in the training exercise. There is need for positive transfer of skills such that employees influence one another to use the skills learnt at the training sessions to improve the position of the firm since they are likely to benefit for the success of the entire firm. The managers also ought to utilize the need for vertical transfer of skills such that there is transfer of instructions from the individuals to those at the higher ranks.
There are barriers to effective training such that if the firm is not careful with its training objectives, it is likely that it may fall in the trap of the barriers. Immediate managers’ attitudes need to be analyzed since they may be unwilling to support training for the fear that their jobs could be at risk and that they need to prevent the trainees from acquiring skills that enhance their career development. Other incidences of barriers result when the employees are unwilling to utilize the skills learnt during training such that it is impossible to create a desirable change from the programs. Such is the case with negative transfer of skills search that instead of the trainees’ improving performance of employees, it worsens the situations and therefore affects stability of firms operations.
There could be resistance to change from employees such that event after the training has been done, they are still unwilling to embrace positive changes since they feel there is no need to apply the skills. However, in such cases, the firm has to evaluate its strategic planning to consider where the training went wrong. There is need for the management to consider how the skills affect the culture and attitudes of the employees to avoid frustrations. This implies that the skills learnt need to be aligned to the change management programs with employees given a chance to make contributions to the decisions taken to prevent resistance to change. The firm has to look for way through which it can change old habits and influence people to adopt attitudes and habits that focus on improving the firm’s positions and improving the position of the employees as the brand ambassadors.
In most cases, the employees assume that improvement is skills will lead to improvement in the reward systems such that they will be able to earn more financial and non-financial incentives that reflect their new skills levels. However, in the case where there are no additional financial incentives, since change responsibilities need to come with better incentives, inability of the management to take into consideration such measures could lead to negative and zero transfer of the skills such that in the long run, there are no substantive changes from the training programs. To ensue effective transfer process, there is need to take into consideration various factors such as the design of the training program, the characters of the trainees, the work environment and the need to maintain the skills learnt. Training design implies that the trainees need to be aware of the events in the program such that they are able to adopt to the system requirements. However, a major factor is to consider the characteristics of employees through understanding their personality, attitudes, self-efficacy and the factors that motivate them to have positive transfer of the skills learnt.
The pre-training and post-training environment needs to consider all the essential aspects that improve performance of employees such that employees are willing to apply the new knowledge. Strategic trainings need to include managers, trainers and trainees since they all have a roe lot play in promoting positive transfer of skills learnt. Managers need to identify the people who should attend the training program and provide all the materials needs to successfully achieve their skills development ambitions. Trainers need to meet and discuss the element of the training programs and clearly outline the needs and expectations to avoid frustrations in the form of resistance to change. Trainers need to have the relevant skills to be able to successfully influence employees to take the desired steps and apply the new skills at their work stations. The trainees on the other hand have to be informed in all the elements in the training program including the reason for the programs and the effects the session have on the career and personal development of employees. Action plans need to be clearly identified with the program well-structured to avoid confusions on the roles to be performed by various team members in group training.
Conclusion
There is need to consider the most effective training method which in this case is the blended training methods that incorporates on job training and the technological based training methods. While on job training methods involve training employees on various functional aspects that improve their efficiency, technological methods are aimed at improving flexibility through breaking geographical barriers. It is also strategic to consider the learning principles including motivational factors, self-efficacy and adult learning theories as well as identifying ways to ensure positive transfer of skills learnt.
References
Saks, A., & Harcourt, R. (2013). Managing Performance Through Training and Development. London: Nelson.
Tripathi, R., & Chaurasia, K. (2014). Analysis and Evaluation of Training Methods. International Journal of Multidisciplinary Research in Social and Management Sciences, 2(2), 91-98. Retrieved from www.ircjournals.org/vol2issues2/91-98.pdf
APPENDIX
BUDGET
TIME PLAN: Gantt chart
