Employeetraining in human resource management is the most important pillar inany company. It is concerned with the organizational activities aimedat improving job performances of groups and individuals within thecorporate setup. The vocational training process constitutes of aseries of procedures that need to be followed in an orderly manner tohave an operational training program. Job training is objected tomodifying skills, behaviors, and attitudes of workers in performingspecific duties. A well-developed training plan is perceived as aworking document, and it is flexible enough to meet all the needs ofthe organization (Boella & Goss-Turner, 2013). Training plansconsist of concepts and knowledge development processes thatconstitute the major part of human resource management. Developing aneffective training plan that utilizes all the set training methodsenhances the organization`s management duties where human resourcemanagers can manipulate the company`s employees according to theirjob abilities. The paper will focus on analyzing the current trainingprocess, proposing a new training model and provide suitablerecommendations to Intercontinental hotel as a human resourcemanager.
Intercontinentalhotel uses group training as their primary employee`s trainingprogram. Group training is a method used to teach more than onetrainee on the same job-related information at the same period. Themethod can be done at the workplaces or away from the work site.There are two group training methods, which are commonly used by thehospitality industries. The first one entails lecture method wherethe trainer talks and may use videos, handouts or audio equipment tofacilitate a conference that incorporates questions and answers. Theinformation provided by the lecture method is quick but does nottypically give the trainee a chance to participate actively. Thesecond is the demonstration process where the trainer physicallydemonstrates to the trainees on how to perform specific tasks intheir respective positions (Hayes & Ninemeier, 2009). Traineeshave the ability to see and hear how some duties are conducted in areal working situation. The demonstration method is prone tolimitations such as trainees forgetting the information presented iffrequent and immediate repetitions are not done. The best grouptraining technique is often the integration of a lecture anddemonstration, questions, discussions, answer sessions, case studyanalysis, role-playing and project assignment
Prosand Cons of Group Training
Theadvantages of group training are that the method is time-saving andcost-effective because more than one employee receives the sameinformation simultaneously. For instance, several dietary aids haveto learn how to complete a new dietary format at the same time. Thetechnique also ensures that a substantial amount of information isprovided in a relatively short period. The limitations of grouptraining are related to individual differences among the traineesduring training sessions (Hayes & Ninemeier, 2009). The methodignores personal knowledge and exposure, the rate of learning, andinterests to immediate and personalized feedback. Similarly, theintegration of both individual and group training into one programensures efficient outcomes. For instance, all new workers canacquire generalized information in a group orientation session thenfollowed by individualized training and each trainee has thecapability to learn specialized skills needed for the position.
Forreliable and efficient job training, on-the-job training alsoreferred as direct instruction method provides the suitableopportunities. On-the-job training is located at working places whereinstructions are given one on one by most senior or experienced staffon how some duties are performed. This technique is appropriatebecause it only needs one skilled personnel and the tools required inperforming duties at work (Hayes & Ninemeier, 2009). It is easierto manage and plan properly using this technique as opposed toothers. Since training takes place at the work site, the methodappears realistic and limited transfer of learning is needed. Themodel is more than often cost effective since no specializedequipment are required, and the trainer uses the standard workingtools during the training process.
On-the-jobtraining consists of various steps aimed at ensuring that thetraining objectives are achieved. The first phase is the preparationwhere several principles are used to groom for the training. The nextstage involves presentation where the trainee is provided with a copyof task descriptions, and the trainers explain the significance ofthe job including the intervals at which it is conducted. The traineeis finally expected to explain, present and demonstrate similar taskas performed by the trainer. In the third stage, the trainee is givenan opportunity to practice and demonstrate the acquired skills andknowledge while applying important multiple principles. The last stepinvolves coaching where the intern is mentored with concludingactivities that ensure training effectiveness (Hayes & Ninemeier,2009).
Benefitsand Drawbacks of Implementing On-the-Job Training
Thetechnique has a broad range of advantages. Trainees are givendetailed guidelines on the job that they will perform under thepractice of a more qualified personnel, which enables the employee toacquire confidence in the related field. The method ensures that theemployee is given a direct guidance on how to perform a particulartask and corrections are made immediately by pointing out the errors(Boella & Goss-Turner, 2013). Besides, the model leads thetrainee to become proficient and dynamic since they work asstipulated in the learning. The model may not be the most efficientmethod at times because it is not evident that the trainee passes onthe skills and knowledge needed for a specified job. If the trainerlacks teaching and training skills and still offer training to theworkforce, he/she may end up delivering limited knowledge or evenconfuse the employee, and this situation becomes counter-productiveto the company.
Importanceof Training Lessons
Awell-developed and regular training plan reduce the cost and the timespent on learning. It is economical in the utilization of resourcesthus reducing supervision, curbs accident occurrences and boosts theemployees` morale. The workers need training since their selection ofthe job may lack qualifications needed to accomplish the taskefficiently (Boella & Goss-Turner, 2013). Advanced technologiesrequiring automation and mechanization increased in the applicationin various organizations, therefore, provide a necessity for trainingnew skills. Training is essential in internal mobility of employeeswho move from one job to another because of transfer or promotions.The productivity of organizations increases with the performance ofadvanced workforce.
Criteriafor Measuring Performance
Thecriteria for the determination of performance in the model willinclude effectiveness, efficiency, quality and time management. Therating of the mentioned criteria will focus on the results of theoutput, how a trainee is efficient in completing the task, how closework resembles some detailed requirements for goodness and workcompleted on time progressively.
Threedate collection methods will be used to fill out the performanceappraisal. First is the observation of performance after trainingwhere the managers, supervisors, and trainers will make a regularvisit to the trainee to note if the knowledge and skill taught arebeing applied. Second is the objective test, which can be oral,written or skill-based to assess the after-training knowledge andskills gained. These tests can be open or closed headed, and separateassessment should be administered for every performance objective intraining. Lastly, the model will utilize the interviews with traineesand trainers where the use of direct questions by instructors,mentors, and human resource personals may be asked to providesignificant inputs about the intern (Hayes & Ninemeier, 2009).
TheImportance of Evaluation Methods Used In On-Job Training Model
Evaluationwill be done with the aim of ensuring that the objectives set by theorganization are achieved (Hayes & Ninemeier, 2009). Success andfailures will be identified through evaluation where correctionmeasures are put in place, provide information that helps furtherdevelopment, offering guidance for plans and references, and gainingthe support from the institutional managers.
Employees`learning in on-the-job training is accomplished by a well-designedprogram, which is well planned, utilizes the available resources,involves competent coaching personnel and one that outlines thecriteria used in evaluating performance standards. The Propertraining program will ensure efficiency, quality in service deliveryand promote cost effeteness contributing to the achievement of theorganization set goals
Boella, M. J.,& Goss-Turner, S. (2013). Humanresource management in the hospitality industry: A guide to bestpractice.London [U.A.: Routledge.
Hayes, D. K.,& Ninemeier, J. D. (2009). Humanresources management in the hospitality industry (2nd Ed.).Hoboken, NJ: John Wiley & Sons.
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