HRM420 DeVry University New York Week 3 Training Objectives and SMART Goals Paper Training Objectives and SMART Goals Paper Building on your assignment fr

HRM420 DeVry University New York Week 3 Training Objectives and SMART Goals Paper Training Objectives and SMART Goals Paper

Building on your assignment from last week, where you used a Gap Analysis to conduct a Needs Assessment, identify one specific training need from that assessment and one group or department of employees who need the training.

Create three specific training objectives for that training, and analyze those objectives by creating SMART training goals. Your paper should include the following sections.

Introduction: Post an introduction that explains the company background (brief), the training need established from last week’s needs assessment, and the group of employees who need the training. (5 points)
Learning Style: Based on your readings from this week, identify the specific learning styles that will apply to that particular group of employees. (15 points)
Training Objectives: Create three specific training objectives for your training. Ensure those are broken down in the three parts identified in our course lecture this week, and in your textbook (outcome, criterion, and condition). (25 points)
Analysis: Analyze your training objectives using SMART training goals. (Review the Course Lesson for examples). Provide your analysis of your objectives, your brainstorming of the connections to future pieces of training (where applicable), and create your training goals. Again, show your work. (25 points)

Your paper should be about 4-5 pages, not including references or a title page. Use APA formatting. Include at least 3 scholarly sources (5 points).

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Need Assessment Summit
Karmen Fleming
DeVry University
Professor Miraz
Need Assessment Summit Union
Summit Credit Union is a member cooperative offering them a variety of financial
services and was founded in 84 years ago, in 1965. The headquarter offices of the Union used to
be in Madison, Wisconsin. The Union has since moved them to Cottage Grove, a village outside
Madison, Wisconsin. According to its report in the last financial year, the Union has 39 branches
in the US and with a membership of at least 192,000. Due to its large membership, the Union has
more than $3.6bn in assets rendering it among the largest unions in the US. The primary factor
that responsible for its growth is a merger it underwent in 2015, which enlarged it twice as much.
The number of employees increased from 366 to 633 after the merger. The Union has high
potential as before the merger, in 2013, its members saved at least $13 million. A high rate of
growth and development experienced by the company is responsible for its increasing valuation
of at least $3.6 billion. The stock prices of the Union share have risen from cents of dollars to
tens of dollars. The discussion below is a training needs analysis of the Union to determine the
needs assessment to develop its training program.
GAP analysis
After the merger, the management was less concerned over the need to create an
environment with a consistent culture to facilitate the creation of value for the involved
stakeholders. Therefore, employees from the original organizations had different approaches to
executing a particular (Durrant et al, 2015). Lack of a consistent way hampered the ability of the
Union to create value. For example, using standards from each Union contributed to confusion
on the standards of engagement of new members in the Union. The business suffered from a lack
of regulations that likely resulted in financial challenges.
A second gap that developed after the merger is poor communication. It is necessary for
the management of an organization to communicate with all its stakeholders to facilitate the
seamless provision of services by the Union (Singh et al, 2018). Poor communication existed
between senior management and employees and even between senior management with the line
managers. Employees from the merging organization as well experienced a breakdown in
communication, which affected the Union, making it hard to render services to the members of
the Union.
Going by the above needs, the management must develop and integrate a training
program. A significant role that the training program will play includes informing all employees
of the organizational culture (Singh et al, 2018). Organization culture is a critical element as it
helps in upholding consistency in the operations of an organization. Promoting a common
organizational culture will help overcome some of the challenges experienced by employees in
the merger. For example, the management will find it possible to enforce standards across all
branches. That way, the members will benefit from homogenous services across all branches.
Secondly, training is essential in the Union as it will inform all the stakeholders the role
that communication plays. Through training, the employees, senior management, among other
stakeholders, will be informed of the role they play how such roles inter-relate. It will, therefore,
be possible for the employees in a branch to consult with each other when the need arises. The
management will, in turn, engage employees in decision-making committees (Larsen, 2017).
That way, employees will not feel segregated by the management during the decision making
process. As a result, there will be peaceful co-existence and among all the involved stakeholders
enhancing the Union to add value to its members resulting in a higher number of members.
Need assessment methods
An interview is an example of a need assessment method that can be adopted for need
analysis in Summit Credit Union. Need assessment through interviews has various benefits
associated with it. For example, interviews provide a consultant with an opportunity to ask for
clarification when some answers are not clear. By asking for clarification, the consultant gets to
understand the challenges facing the employees after the merger. Interviews as a method of need
assessment also allow the employees of the Union to build rapport with the management and
consultants engaged for such an undertaking (Singh et al, 2018). Lastly, the fact that there direct
interaction between stakeholders of the Union and employees, high trust is experienced, resulting
in the sharing of honesty information that can be used to better operations in the Union.
Some of the interview questions to be asked to the employees among other stakeholders of
the Union include;
1. Are you facing any challenges working in the Union after the merger?
2. How would you rate communication between employees and management?
3. How would you rate communication between and among employees?
4. Are you finding it hard to execute your role after the merger? If yes, what are some of the
factors do you think are responsible for such difficulty?
5. What are your recommendations for a conducive work environment in the Union?
The second method that can be used for need assessment is report assessment. Reports form a
vital source of data when effectively studied contributes to immense positive development in an
organization. The primary source of such a report is financial and other operational information
generated by the Union previously (Durrant et al, 2015). As a consultant, accessing the previous
information of an organization presents one with an opportunity to assess the current
performance against the past year. It is by comparing performance at different periods that the
existing difference becomes visible. That way, the management and the consultant deduce some
of the skills, abilities, or knowledge that is lacking in an organization. Plans are then established
to provide employees with the skills, abilities, and expertise needed to ensure the business
achieves high performance similar to the previous performances.
Interviews and report assessments are the most effective analysis and assessment strategies
that should be adopted to assess the training needs of the organization. Interviews make it
possible for the consultant and the management to understand the extent of the challenges that
the employees face while executing their roles (Dougherty, 2016). Through interviews, the
management can seek further clarification on areas where employees provide scanty information.
That way, it becomes possible for the management to implement strategies that help employees
meet their goals in the Union. Report assessment provides the management with an opportunity
to compare current performance with the past performance (Larsen, 2017). Through such a
comparison, it becomes possible for the management to identify previous strategies that were
effective or non-effective, eventually adopting or dropping them, respectively.
In conclusion, the management of the Union should adopt on-job training for its
employees. Through on-job training, the employees from the two merging organizations will be
offered an opportunity to learn about the new organization that has been formed. Practice-based
training is a second method of training that the management should consider when for the
employees in the merger. By adopting such a training method, the management will have the
opportunity to illustrate to employees the process to follow when handling the needs of the
customers, encouraging consistency of products and services offered by the Union. Lastly, a
limitation encountered during the need assessment process is the absence of employees. After the
merger, employees were denied opportunities to go for their annual leave. As such, the
management offered a large number of employees their annual leave to compensate for the one
that they did not go. Therefore, the analysis was carried out when all employees were not
present. It is, therefore, necessary to carry out the assessment again in the future to include the
perspective of employees on leave.
Dougherty, D. (2016). TruMark financial credit union: a case study. Exploring Cooperatives,
Durrant, G., Luff, R., Wiles, R., & Crow, G. (2015). Consultation on Training Needs in
Advanced Social Science Research Methods.
Larsen, H. H. (2017). Key issues in training and development. In Policy and practice in
European human resource management (pp. 107-121). Routledge.
Singh, J. P., Kroner, D. G., Hamilton, Z., Desmarais, S. L., & Wormith, J. S. (Eds.).
(2018). Handbook of recidivism risk/needs assessment tools. John Wiley & Sons.

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