DEVRY HRM 592 ALL WEEKS DQS – COURSE PROJECTS AND FINAL EXAM
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DeVry HRM 592 all
weeks dqs – course projects and final exam
devry hrm592 week 1
discussion dq 1& dq 2
dq 1
Strategic Training and Development Process
(graded) Let’s begin by discussing the process of linking our organizational
strategy with our training and development process.
Take a look at Figure 2.2 on page 66 of the
Noe text. How do we begin the strategic training and development process?
Let’s also take a look at some examples of
organizations and their training programs. Take some time to research a few
organizations of your choice on the Web (if you need some suggestions, you
might try General Electric, Pfizer, or Qualcomm). Then do the following for
each organization you research.
Identify and research: Identify the
organization’s mission, values, and goals. Find any information that is
provided regarding the company’s training practices and how they relate to the
goals and strategies of the organization (hint: many organizations include
information about their T & D practices in their Careers sections).
Compare and contrast the different organizations
that you research, including their approaches. How are their processes similar
or different? What elements impact each company’s approach?
dq 2
Future Trends in
Training and Development (graded)
Go online and research the future trends
relative to the field of T & D. Consider researching professional
organizations such as SHRM or ASTD. What predictions do you find? Where do you
think the field of T & D is heading? How can T & D help an
organization’s competitive advantage?
DeVry hrm592 week 2 discussion
dq 1& dq 2
dq 1
Needs Assessment (graded)
Present some methods of training needs
assessment. Imagine you are an operations manager at a manufacturing facility.
What method would be best for this type of setting? Who should be involved in this
process?
dq 2
Learning Theories (graded)
How do we incorporate adult learning theory
into the design of our training programs? What types of training might be more
appealing to adults, and why? How does active learning apply?
Devry hrm592 week 3
discussion dq 1& dq 2
dq 1
Transfer of Training (graded)
How can we motivate managers to play a more
active role in ensuring that transfer of training (TOT) occurs? What could be
done to increase the likelihood of TOT if the work environment conditions are
unfavorable and cannot be changed? Who is responsible for making sure TOT
occurs, and why?
dq 2
Program Design (graded) Customer service
training involvesfar transfer. What design features would you include in a
customer service training program to ensure that transfer of training occurred?
Discuss your design thought process.
DeVry hrm592 week 4
discussion dq 1& dq 2
dq 1
Training Evaluation Design (graded)
What factors influence the choice of
evaluation design? Which of these factors would have the greatest influence on
your choice of an evaluation design? Which would have the smallest influence?
Explain your choices.
dq 2
Quantitative Evaluation (graded)
What advantages accrue to training evaluation
that measures return on investment (ROI)? What are some of the obstacles to
implementing ROI measures, and how can they be overcome?
DeVry hrm592 week 5
discussion dq 1& dq 2
dq 1
Training Methods (graded)
What are the strengths and weaknesses of
different training methods, such as lectures, case studies, and behavior
modeling? When would it be appropriate to use each of these or other training
methods? Provide specific examples.
dq 2
Technology in Training (graded)
Explain how technology has changed the learning
environment. What are some examples of how technology can assist with training?
How might new technologies make it easier to learn? How do they facilitate
transfer of training? Provide details.
DeVry hrm592 week 6
discussion dq 1& dq 2
dq 1
Career Management System (graded)
Why is career management an important element
of any organization? How would you go about designing a career management
system? What employees and positions should be included in this system?
dq 2
Career Path (graded)
Why do employees plateau? How could you help a
plateaued employee? Discuss the characteristics of a plateaued employee who
might resist your help. This section lists options that can be used to view
responses.
DeVry hrm592 week 7
discussion dq 1& dq 2
dq 1
Employee Retention (graded)
You were asked in the You Decide scenario this
week to choose an option to improve employee morale. Which option did you
choose, and why? How might employee development impact turnover? Explain your
answer.
dq 2
Change Management (graded)
In a fast-paced work environment, technology
and processes are constantly changing. What challenges have you faced on the
job related to organizational change? How did you handle those changes? What
recommendations might you give to a team that is facing a major organizational
change? How does change management link to meeting strategic goals?
devry hrm592 all
week(3,5&7)course project
The Course Project is designed to provide you
with real-life, practical experience in conducting a training and OD needs
assessment for a selected organization and in developing a training or
intervention strategy to address the needs that have been identified.
Guidelines The Course Project must be comprehensive and follow the analytical
stages below.
1.
Select an organization
to be studied.
2.
Develop and conduct a
needs assessment.
3.
Analyze the data
collected and identify training needs.
4.
Develop a training or
intervention strategy to address the needs.
5.
Determine the training
intervention cost and quantify expected results.
6.
Develop an evaluation
method.
Once the steps have been completed, a detailed
paper outlining your processes, methodologies, results, and recommendations
should be prepared. Although the length of the paper is not predetermined, a
paper of 10–15 pages in length, double-spaced, is customarily necessary to
cover the topic adequately. This does not include the title and reference
pages.
Note: There is an excellent guide online called
Human Capital: A Guide for Assessing Strategic Training and Development Efforts
in the Federal Government put out by the United States General Accounting
Office. Although this relates to the government and not the private sector, it
contains excellent information that can be applied anywhere.
Milestones: Project
Phases—In Detail
Part 1: Select an
Organization to Be Studied
There are a number of ways in which an
organization can be selected. One option is to look outside your organization
for companies that would be interested in participating in the project. Another
is to volunteer your own organization, or if you are not currently employed,
use a church, school, club, or other organization.
Once your organization has been selected, you
will need to learn a lot about it. It is essential for you to understand the
organization’s business, goals, objectives, and mission in order to complete
this project successfully.(Submit the information on your selected organization
to your Dropbox by the end of Week 1—this is an ungraded step but required and
essential to help you make sure you are on the right track.) Also note that you
will besubmitting a progress report for this project in Week 5 in the Minipaper
assignment—this is worth 100 points.
Part 2: Conduct a
Needs Assessment
Training and development processes begin with
a needs assessment. Given the economic pressures that businesses face today, it
is imperative that those needs be connected to specific organizational
performance issues. There are three different forms of analysis you will need
to complete.
1.
Organizational analysis involves determining the appropriateness of training given the
organization’s business strategy, its resources available for training, and
support by managers and peers for training activities.
2.
Person analysis involves (1) determining whether performance deficiencies result from a
lack of knowledge, skill, or ability (a training issue) or from a motivational
or work-design problem; (2) identifying who needs training; and (3) determining
employees’ readiness for training.
3.
Task analysis identifies the
important tasks and knowledge, skill, and behaviors that need to be emphasized
in training for employees to complete their tasks.
Hints for a Successful Needs
Assessment
As you conduct your needs assessment, you may
want to consider four potential sources of information that may help you in
your analysis. Information such as employee turnover analysis, incident
reports, long-range production goals, employee satisfaction studies, and
physical plant layout can tell us a lot. Examples of other documents you may
wish to consider include the following.
Business documents:
Key business documents can be used to
determine areas of poor performance and developmental needs. Such documents may
include
1.
unit productivity
reports;
2.
customer satisfaction
surveys;
3.
communication survey
reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for
areas in which systems, structures, or processes are not functioning as
intended. They can be used to look toward group, departmental, or individual
issues.(Submit your survey to be used for gathering data by the end of Week
3—70 points.)
Potential questions include the following.
Questionnaire Questions
1.
I am involved in
decisions that directly affect my job.
2.
My supervisor
communicates with me on a regular basis.
3.
I clearly understand
what is expected of me.
4.
I am rewarded for good
performance.
5.
My opinion has been
asked regarding what needs to change in my work area.
6.
I understand why the
decisions that affect my job are made.
7.
My supervisor gives me
information that is important to me.
8.
I have the skills
necessary to perform my job properly.
9.
I am rewarded for
working well with others.
10.
I receive frequent
feedback on my performance.
11.
I believe the
information that I receive from my supervisor.
12.
I have the tools
necessary to perform my job properly.
13.
My job leaves me with
a sense of accomplishment.
14.
I understand the
information that I receive from my organization.
15.
I am encouraged to
make decisions that affect my job.
16.
I am encouraged to
communicate with my supervisor.
17.
Team goals are
supported throughout my organization.
18.
My organization treats
all employees well.
19.
I have the information
necessary to make decisions that affect my job.
20.
I am encouraged to
communicate with others.
21.
The feedback that I
receive is directly related to my job performance.
22.
My organization treats
all employees fairly.
23.
My supervisor allows
me to communicate my thoughts without fear of reprisal.
24.
The feedback that I
receive is constructive in nature.
25.
My organization is
interested in the growth and development of its employees.
26.
I believe the
information that I receive from my organization.
Observations:
Individuals can be observed on the
job, and their interactions and activities can be noted for further analysis.
Observations can include the following.
Interviews: Interviews can be conducted in person or via a
distributed questionnaire that probes for areas where performance may be
improved. Potential interview questions include the following.
1.
What do you think the
most important part of your job is? What is least important?
2.
What would you like to
learn to make your job easier or better? What are the programs, processes, or
resources available for you to learn from?
3.
How have you developed
the skills that you have?
4.
Who brings problems to
you and what kind of problems are they? How do you usually solve them? Whom do
you ask for help?
5.
What do you find most
frustrating about your job?
6.
What would you like to
be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology
to be used in conducting the assessment. Considerations should include the
willingness of the organization and its employees to provide information, the
availability of information from the organization to be studied, and the
availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course,
also should be based on the type of assessment desired. Given the broad
coverage of the course, assessment may include, but would not be limited to,
the following.
1.
Group processes and
group effectiveness
2.
Departmental
effectiveness
3.
Decision-making
process effectiveness
4.
Individual skills
development
5.
Group skills
development
6.
Career development
Part 3: Analyze the
Data Collected and Identify Training Needs
Analyze the data you have collected and
identify one or more training needs for the organization. Be sure to fully
justify your recommendations and link your recommendations to the
organization’s business goals.
The data collected must be viewed in terms of
the initial intent of the project. Care must be taken to evaluate the data for
what they portray. Insufficient analysis or understanding of data, as well as
reading more into data than what they actually portray, are equally ineffective
activities.(Submit your course Minipaper that describes your needs assessment
findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a
Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the
objective of the investigative segment of the project. The strategy may include
the following.
1.
Training Sessions
1.
Traditional classroom
2.
Simulations
3.
Self-managed
strategies
4.
Opportunity to perform
2.
Career management
systems
1.
Self-assessment
programs
2.
Mentoring systems
3.
Action planning
3.
Organizational
development intervention activities
1.
Team building
2.
Intergroup activities
3.
Survey feedback
activities
4.
Education and training
activities
5.
Structural activities
6.
Process consultation
7.
Blake-Mouton grid
activities
8.
Third-party peacemaking
9.
Coaching and
counseling
10.
Career planning
11.
Goal setting
4.
System redesign
1.
Search conferences
2.
Confrontation meetings
3.
Strategic planning
meetings
Part 5: Determine the
Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is
conducting a cost-benefit analysis. Training costs must be evaluated against
anticipated results. This will only be palatable if, in the initial assessment,
specific behaviors and processes and their impacts on the performance of the
organization were determined. If so, conducting this final analytical segment
should be possible.
Part 6: Develop a
Method of Training Evaluation Once you have completed the training, how will you know whether
it has been successful? There are a variety of ways to evaluate training and
development programs. Clearly identify the specific outcomes you expect from
the project. Then develop a method of evaluating the effectiveness of your
project.
Submit your assignment to the Dropbox, located
at the top of this page. For instructions on how to use the Dropbox, read these
See the Syllabus section “Due Dates for Assignments & Exams” for due date
information.
Grading Criteria Category
DeVry Hrm592 final
exam
Question 1. 1. (TCOs
C, D) Assess and explain how
you would ensure the transfer of training of employees. What must be in place
in order to ensure the effective transfer of newly gained skills? Why is it
important to ensure that the newly gained knowledge is transferred back to the
organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended
learning in their training delivery? How does blended learning change the
delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs
A, B) Congratulations! You
have been hired to manage a brand new training department! The salary is much
more than you expected, so you are highly motivated. You will have five
trainers reporting to you: sales, quality, technology, safety, and leadership
development. You also occasionally hire various vendors for employee
development and other special areas. What model of training department
organization will you use, and why? Fully explain your rationale for your
choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for
identifying and categorizing training outcomes. What is the utility of applying
such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and
human resource managers take in career management? Discuss things that can be
done so that managers are supportive of training efforts. Why is it important
to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the
value of a dual career path? (Points : 40)
devry hrm592 all
week(3,5&7)course project
The Course Project is designed to provide you
with real-life, practical experience in conducting a training and OD needs
assessment for a selected organization and in developing a training or
intervention strategy to address the needs that have been identified.
Guidelines The Course Project must be comprehensive and follow the analytical
stages below.
1.
Select an organization
to be studied.
2.
Develop and conduct a
needs assessment.
3.
Analyze the data
collected and identify training needs.
4.
Develop a training or
intervention strategy to address the needs.
5.
Determine the training
intervention cost and quantify expected results.
6.
Develop an evaluation method.
Once the steps have been completed, a detailed
paper outlining your processes, methodologies, results, and recommendations
should be prepared. Although the length of the paper is not predetermined, a
paper of 10–15 pages in length, double-spaced, is customarily necessary to
cover the topic adequately. This does not include the title and reference
pages.
Note: There is an excellent guide online called
Human Capital: A Guide for Assessing Strategic Training and Development Efforts
in the Federal Government put out by the United States General Accounting
Office. Although this relates to the government and not the private sector, it
contains excellent information that can be applied anywhere.
Milestones: Project
Phases—In Detail
Part 1: Select an
Organization to Be Studied
There are a number of ways in which an
organization can be selected. One option is to look outside your organization
for companies that would be interested in participating in the project. Another
is to volunteer your own organization, or if you are not currently employed,
use a church, school, club, or other organization.
Once your organization has been selected, you
will need to learn a lot about it. It is essential for you to understand the
organization’s business, goals, objectives, and mission in order to complete
this project successfully.(Submit the information on your selected organization
to your Dropbox by the end of Week 1—this is an ungraded step but required and
essential to help you make sure you are on the right track.) Also note that you
will besubmitting a progress report for this project in Week 5 in the Minipaper
assignment—this is worth 100 points.
Part 2: Conduct a
Needs Assessment
Training and development processes begin with
a needs assessment. Given the economic pressures that businesses face today, it
is imperative that those needs be connected to specific organizational
performance issues. There are three different forms of analysis you will need
to complete.
1.
Organizational analysis involves determining the appropriateness of training given the
organization’s business strategy, its resources available for training, and
support by managers and peers for training activities.
2.
Person analysis involves (1) determining whether performance deficiencies result from a
lack of knowledge, skill, or ability (a training issue) or from a motivational
or work-design problem; (2) identifying who needs training; and (3) determining
employees’ readiness for training.
3.
Task analysis identifies the
important tasks and knowledge, skill, and behaviors that need to be emphasized
in training for employees to complete their tasks.
Hints for a Successful Needs
Assessment
As you conduct your needs assessment, you may
want to consider four potential sources of information that may help you in
your analysis. Information such as employee turnover analysis, incident
reports, long-range production goals, employee satisfaction studies, and
physical plant layout can tell us a lot. Examples of other documents you may wish
to consider include the following.
Business documents:
Key business documents can be used to
determine areas of poor performance and developmental needs. Such documents may
include
1.
unit productivity
reports;
2.
customer satisfaction
surveys;
3.
communication survey
reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for
areas in which systems, structures, or processes are not functioning as
intended. They can be used to look toward group, departmental, or individual
issues.(Submit your survey to be used for gathering data by the end of Week
3—70 points.)
Potential questions include the following.
Questionnaire Questions
1.
I am involved in
decisions that directly affect my job.
2.
My supervisor
communicates with me on a regular basis.
3.
I clearly understand
what is expected of me.
4.
I am rewarded for good
performance.
5.
My opinion has been
asked regarding what needs to change in my work area.
6.
I understand why the
decisions that affect my job are made.
7.
My supervisor gives me
information that is important to me.
8.
I have the skills
necessary to perform my job properly.
9.
I am rewarded for
working well with others.
10.
I receive frequent
feedback on my performance.
11.
I believe the information
that I receive from my supervisor.
12.
I have the tools
necessary to perform my job properly.
13.
My job leaves me with
a sense of accomplishment.
14.
I understand the
information that I receive from my organization.
15.
I am encouraged to
make decisions that affect my job.
16.
I am encouraged to
communicate with my supervisor.
17.
Team goals are
supported throughout my organization.
18.
My organization treats
all employees well.
19.
I have the information
necessary to make decisions that affect my job.
20.
I am encouraged to
communicate with others.
21.
The feedback that I
receive is directly related to my job performance.
22.
My organization treats
all employees fairly.
23.
My supervisor allows
me to communicate my thoughts without fear of reprisal.
24.
The feedback that I
receive is constructive in nature.
25.
My organization is
interested in the growth and development of its employees.
26.
I believe the
information that I receive from my organization.
Observations:
Individuals can be observed on the
job, and their interactions and activities can be noted for further analysis.
Observations can include the following.
Interviews: Interviews can be conducted in person or via a
distributed questionnaire that probes for areas where performance may be
improved. Potential interview questions include the following.
1.
What do you think the
most important part of your job is? What is least important?
2.
What would you like to
learn to make your job easier or better? What are the programs, processes, or
resources available for you to learn from?
3.
How have you developed
the skills that you have?
4.
Who brings problems to
you and what kind of problems are they? How do you usually solve them? Whom do
you ask for help?
5.
What do you find most
frustrating about your job?
6.
What would you like to
be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology
to be used in conducting the assessment. Considerations should include the
willingness of the organization and its employees to provide information, the
availability of information from the organization to be studied, and the
availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course,
also should be based on the type of assessment desired. Given the broad
coverage of the course, assessment may include, but would not be limited to,
the following.
1.
Group processes and
group effectiveness
2.
Departmental
effectiveness
3.
Decision-making
process effectiveness
4.
Individual skills
development
5.
Group skills
development
6.
Career development
Part 3: Analyze the
Data Collected and Identify Training Needs
Analyze the data you have collected and
identify one or more training needs for the organization. Be sure to fully
justify your recommendations and link your recommendations to the
organization’s business goals.
The data collected must be viewed in terms of
the initial intent of the project. Care must be taken to evaluate the data for
what they portray. Insufficient analysis or understanding of data, as well as
reading more into data than what they actually portray, are equally ineffective
activities.(Submit your course Minipaper that describes your needs assessment
findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a
Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the
objective of the investigative segment of the project. The strategy may include
the following.
1.
Training Sessions
1.
Traditional classroom
2.
Simulations
3.
Self-managed
strategies
4.
Opportunity to perform
2.
Career management
systems
1.
Self-assessment
programs
2.
Mentoring systems
3.
Action planning
3.
Organizational
development intervention activities
1.
Team building
2.
Intergroup activities
3.
Survey feedback
activities
4.
Education and training
activities
5.
Structural activities
6.
Process consultation
7.
Blake-Mouton grid
activities
8.
Third-party
peacemaking
9.
Coaching and
counseling
10.
Career planning
11.
Goal setting
4.
System redesign
1.
Search conferences
2.
Confrontation meetings
3.
Strategic planning
meetings
Part 5: Determine the
Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is
conducting a cost-benefit analysis. Training costs must be evaluated against
anticipated results. This will only be palatable if, in the initial assessment,
specific behaviors and processes and their impacts on the performance of the
organization were determined. If so, conducting this final analytical segment
should be possible.
Part 6: Develop a
Method of Training Evaluation Once you have completed the training, how will you know whether
it has been successful? There are a variety of ways to evaluate training and
development programs. Clearly identify the specific outcomes you expect from
the project. Then develop a method of evaluating the effectiveness of your
project.
Submit your assignment to the Dropbox, located
at the top of this page. For instructions on how to use the Dropbox, read these
See the Syllabus section “Due Dates for Assignments & Exams” for due date
information.
Grading Criteria Category
DeVry Hrm592 final
exam
Question 1. 1. (TCOs
C, D) Assess and explain how
you would ensure the transfer of training of employees. What must be in place
in order to ensure the effective transfer of newly gained skills? Why is it
important to ensure that the newly gained knowledge is transferred back to the
organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended
learning in their training delivery? How does blended learning change the
delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs
A, B) Congratulations! You
have been hired to manage a brand new training department! The salary is much
more than you expected, so you are highly motivated. You will have five
trainers reporting to you: sales, quality, technology, safety, and leadership
development. You also occasionally hire various vendors for employee development
and other special areas. What model of training department organization will
you use, and why? Fully explain your rationale for your choice of models.
(Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for
identifying and categorizing training outcomes. What is the utility of applying
such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and
human resource managers take in career management? Discuss things that can be
done so that managers are supportive of training efforts. Why is it important
to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the
value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course
project
The Course Project is designed to provide you
with real-life, practical experience in conducting a training and OD needs
assessment for a selected organization and in developing a training or
intervention strategy to address the needs that have been identified.
Guidelines The Course Project must be comprehensive and follow the analytical
stages below.
1.
Select an organization
to be studied.
2.
Develop and conduct a
needs assessment.
3.
Analyze the data
collected and identify training needs.
4.
Develop a training or
intervention strategy to address the needs.
5.
Determine the training
intervention cost and quantify expected results.
6.
Develop an evaluation
method.
Once the steps have been completed, a detailed
paper outlining your processes, methodologies, results, and recommendations
should be prepared. Although the length of the paper is not predetermined, a
paper of 10–15 pages in length, double-spaced, is customarily necessary to
cover the topic adequately. This does not include the title and reference
pages.
Note: There is an excellent guide online called
Human Capital: A Guide for Assessing Strategic Training and Development Efforts
in the Federal Government put out by the United States General Accounting
Office. Although this relates to the government and not the private sector, it
contains excellent information that can be applied anywhere.
Milestones: Project
Phases—In Detail
Part 1: Select an
Organization to Be Studied
There are a number of ways in which an
organization can be selected. One option is to look outside your organization
for companies that would be interested in participating in the project. Another
is to volunteer your own organization, or if you are not currently employed,
use a church, school, club, or other organization.
Once your organization has been selected, you
will need to learn a lot about it. It is essential for you to understand the
organization’s business, goals, objectives, and mission in order to complete
this project successfully.(Submit the information on your selected organization
to your Dropbox by the end of Week 1—this is an ungraded step but required and
essential to help you make sure you are on the right track.) Also note that you
will besubmitting a progress report for this project in Week 5 in the Minipaper
assignment—this is worth 100 points.
Part 2: Conduct a
Needs Assessment
Training and development processes begin with
a needs assessment. Given the economic pressures that businesses face today, it
is imperative that those needs be connected to specific organizational
performance issues. There are three different forms of analysis you will need
to complete.
1.
Organizational analysis involves determining the appropriateness of training given the
organization’s business strategy, its resources available for training, and
support by managers and peers for training activities.
2.
Person analysis involves (1) determining whether performance deficiencies result from a
lack of knowledge, skill, or ability (a training issue) or from a motivational
or work-design problem; (2) identifying who needs training; and (3) determining
employees’ readiness for training.
3.
Task analysis identifies the
important tasks and knowledge, skill, and behaviors that need to be emphasized
in training for employees to complete their tasks.
Hints for a Successful Needs
Assessment
As you conduct your needs assessment, you may
want to consider four potential sources of information that may help you in
your analysis. Information such as employee turnover analysis, incident
reports, long-range production goals, employee satisfaction studies, and
physical plant layout can tell us a lot. Examples of other documents you may
wish to consider include the following.
Business documents:
Key business documents can be used to
determine areas of poor performance and developmental needs. Such documents may
include
1.
unit productivity
reports;
2.
customer satisfaction
surveys;
3.
communication survey
reports; and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for
areas in which systems, structures, or processes are not functioning as
intended. They can be used to look toward group, departmental, or individual
issues.(Submit your survey to be used for gathering data by the end of Week
3—70 points.)
Potential questions include the following.
Questionnaire Questions
1.
I am involved in
decisions that directly affect my job.
2.
My supervisor
communicates with me on a regular basis.
3.
I clearly understand
what is expected of me.
4.
I am rewarded for good
performance.
5.
My opinion has been
asked regarding what needs to change in my work area.
6.
I understand why the
decisions that affect my job are made.
7.
My supervisor gives me
information that is important to me.
8.
I have the skills
necessary to perform my job properly.
9.
I am rewarded for
working well with others.
10.
I receive frequent
feedback on my performance.
11.
I believe the
information that I receive from my supervisor.
12.
I have the tools
necessary to perform my job properly.
13.
My job leaves me with
a sense of accomplishment.
14.
I understand the
information that I receive from my organization.
15.
I am encouraged to
make decisions that affect my job.
16.
I am encouraged to
communicate with my supervisor.
17.
Team goals are supported
throughout my organization.
18.
My organization treats
all employees well.
19.
I have the information
necessary to make decisions that affect my job.
20.
I am encouraged to
communicate with others.
21.
The feedback that I
receive is directly related to my job performance.
22.
My organization treats
all employees fairly.
23.
My supervisor allows
me to communicate my thoughts without fear of reprisal.
24.
The feedback that I
receive is constructive in nature.
25.
My organization is
interested in the growth and development of its employees.
26.
I believe the
information that I receive from my organization.
Observations:
Individuals can be observed on the
job, and their interactions and activities can be noted for further analysis.
Observations can include the following.
Interviews: Interviews can be conducted in person or via a
distributed questionnaire that probes for areas where performance may be
improved. Potential interview questions include the following.
1.
What do you think the
most important part of your job is? What is least important?
2.
What would you like to
learn to make your job easier or better? What are the programs, processes, or
resources available for you to learn from?
3.
How have you developed
the skills that you have?
4.
Who brings problems to
you and what kind of problems are they? How do you usually solve them? Whom do
you ask for help?
5.
What do you find most
frustrating about your job?
6.
What would you like to
be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodology
to be used in conducting the assessment. Considerations should include the
willingness of the organization and its employees to provide information, the
availability of information from the organization to be studied, and the
availability of individuals in the organization to be interviewed and observed.
The nature of the needs analysis, of course,
also should be based on the type of assessment desired. Given the broad
coverage of the course, assessment may include, but would not be limited to,
the following.
1.
Group processes and
group effectiveness
2.
Departmental
effectiveness
3.
Decision-making
process effectiveness
4.
Individual skills
development
5.
Group skills
development
6.
Career development
Part 3: Analyze the
Data Collected and Identify Training Needs
Analyze the data you have collected and
identify one or more training needs for the organization. Be sure to fully
justify your recommendations and link your recommendations to the
organization’s business goals.
The data collected must be viewed in terms of
the initial intent of the project. Care must be taken to evaluate the data for
what they portray. Insufficient analysis or understanding of data, as well as
reading more into data than what they actually portray, are equally ineffective
activities.(Submit your course Minipaper that describes your needs assessment
findings and other relevant project information in Week 5—100 points.)
Part 4: Develop a
Training or Intervention Strategy to Address the Needs Creating a developmental strategy is the
objective of the investigative segment of the project. The strategy may include
the following.
1.
Training Sessions
1.
Traditional classroom
2.
Simulations
3.
Self-managed
strategies
4.
Opportunity to perform
2.
Career management
systems
1.
Self-assessment
programs
2.
Mentoring systems
3.
Action planning
3.
Organizational
development intervention activities
1.
Team building
2.
Intergroup activities
3.
Survey feedback
activities
4.
Education and training
activities
5.
Structural activities
6.
Process consultation
7.
Blake-Mouton grid
activities
8.
Third-party
peacemaking
9.
Coaching and
counseling
10.
Career planning
11.
Goal setting
4.
System redesign
1.
Search conferences
2.
Confrontation meetings
3.
Strategic planning
meetings
Part 5: Determine the
Training or Intervention Cost and Quantify Expected Results The fifth section of the Course Project is
conducting a cost-benefit analysis. Training costs must be evaluated against
anticipated results. This will only be palatable if, in the initial assessment,
specific behaviors and processes and their impacts on the performance of the
organization were determined. If so, conducting this final analytical segment
should be possible.
Part 6: Develop a
Method of Training Evaluation Once you have completed the training, how will you know whether
it has been successful? There are a variety of ways to evaluate training and
development programs. Clearly identify the specific outcomes you expect from
the project. Then develop a method of evaluating the effectiveness of your
project.
Submit your assignment to the Dropbox, located
at the top of this page. For instructions on how to use the Dropbox, read these
See the Syllabus section “Due Dates for Assignments & Exams” for due date
information.
Grading Criteria Category
DeVry Hrm592 final
exam
Question 1. 1. (TCOs
C, D) Assess and explain how
you would ensure the transfer of training of employees. What must be in place
in order to ensure the effective transfer of newly gained skills? Why is it
important to ensure that the newly gained knowledge is transferred back to the
organization? (Points : 40)
Question 2. 2. (TCO F) Why are so many companies moving to blended
learning in their training delivery? How does blended learning change the
delivery of onsite training and online training? (Points : 40)
Question 3. 3. (TCOs
A, B) Congratulations! You
have been hired to manage a brand new training department! The salary is much
more than you expected, so you are highly motivated. You will have five
trainers reporting to you: sales, quality, technology, safety, and leadership
development. You also occasionally hire various vendors for employee
development and other special areas. What model of training department
organization will you use, and why? Fully explain your rationale for your
choice of models. (Points : 40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for
identifying and categorizing training outcomes. What is the utility of applying
such a framework for evaluation purposes? (Points : 50)
Question 5. 5. (TCO G) What role should employees, managers, and
human resource managers take in career management? Discuss things that can be
done so that managers are supportive of training efforts. Why is it important
to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing. What is the
value of a dual career path? (Points : 40)
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