...Training and Mentoring Program xxxxxxxxxxxxx HRM/531 December 5, 2011 Dr. Penny Wilkins Evaluation Ford provides many kinds of training programs to its employees, dealers and suppliers. For successful training programs it is important to see the reaction, transfer and its effect on the employees and company. Six Sigma is a successful training program Ford started in 1999. The first phase of Six Sigma called for customer satisfaction. "In fact, one and a half points of customer satisfaction drive about one point more loyalty. In North America alone, this translates into more than $2 billion in incremental revenue and roughly $100 million in profit." (http://www.qualitydigest.com). The employees gave a good response to this training and earned green belts, black belts, master black belts. Master black belts helped train senior leaders to apply Six Sigma in their departments. This program was such a success that in 2000, it helped to add $52 million to the bottom line of the company. Ford assembly plant in Chicago underwent a new training program accompanied with new tools and machinery, successfully reinvented Ford Explorer 2011. Ford Explorer 2011 is best in class fuel economic, improved driving dynamics and lightweight in design. ‘The reinvented 2011 Ford Explorer has started rolling off the line at Ford’s Chicago Assembly Plant, marking a new beginning for both the historic factory and the iconic SUV (media.ford.com). Reinforcement and Sustainability Ford reinforce...
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...Development of Training, Mentoring, and Coaching Program Human Capital Management 531 Training and coaching of employees is an integral part of a business organization. Employers may use training programs to help their personnel acquire knowledge and skills as well as improving their performance. Through the development of a training program organizations can empower their employees increasing their expertise, thus expanding their productivity and efficiency. This can have cost-effective results in the company because of the subsequent progress in production and service that a well-trained employee can bring to an organization. The continuous changes in the business world and the competition force companies to modify and reinvent their business strategies. Part of these strategies involves providing their employees with the necessary resources and tools that will allow them to keep pace with the changes in the business world. As Cascio (2005)states “the organization is responsible for providing an atmosphere that will support and encourage development, and the individual is responsible for deriving maximum benefit from the learning opportunities provided. This may involve the acquisition of new information, skills, attitudes, or patterns of social behavior through training and development” (p. 288) In addition to training and developing their employees’ skills, managers may use coaching and mentoring to also improve their productivity. Coaching and mentoring motivate...
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...InterClean Job Training and Mentoring Program Rozenia Cummings HRM/531 August 2, 2010 Julie Gedro CONFIDENTIAL MEMORANDUM TO: InterClean Executives FROM: Sales Manager DATE: August 2, 2010 RE: InterClean Job Training and Mentoring Program Currently, the sales force excels at demonstrating and selling products, but under the newly proposed solutions/service model, reps will be grouped into multi-functional teams prepared to support InterClean’s high-quality products with high-quality service. The sales teams will be instructed in development of full-range service packages tailored to individual accounts. The sales teams will be trained to engage directly with facilities managers, health care professionals and operational executives in their customers’ organizations, (InterClean, 2005). All initial training will happen within the next 90 to 180 days, with certain courses being continually updated upon the release of new rules and regulations. The job analysis of the sales team has determined that in order to implement this new solution/service model the sales personnel will need to more knowledgeable about emerging issues in sanitation, environmental regulation of cleaning and cleaning systems, and OSHA standards, ( InterClean, 2005). Therefore the sales training was developed to focus on specific skills related to behavior and performance that will ultimately have an impact on customer satisfaction. In developing training to address these...
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...Clean-Tech Performance and Career Management Plan Jmettea P. McFadden HRM/531 Les Colegrove August 30, 2010 Clean-Tech Performance and Career Management Plan Clean-Tech is committed to establishing itself as an industry leader in the cleaning and sanitation industry. In order to accomplish this objective, Clean-Tech must ensure its employees are meeting their highest level of performance. By setting up formal and effective performance and career management plan, Clean-Tech helps employees understand their job responsibilities and expectations of the company in terms of job performance. Performance appraisals are very important to the continued development of our sales team and to the mission of our company. “In general, appraisal serves a twofold purpose: (1) to improve employees’ work performance by helping them realize and use their full potential in carrying out their firms’ missions and (2) to provide information to employees and managers for use in making work-related decisions.” (Cascio, 2006, p.379) A performance appraisal form will allow a formal review to be conducted and recorded of an employee’s job performance. The proposed performance appraisal form for our sales team is attached. Feedback Feedback is an important tool that must be utilized to develop an effective performance and career management plan. Feedback is necessary to sustain and improve employee job performance. Performance appraisal feedback must be a two way process and...
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...A Training and Mentoring Program Training Program Believe that a training program should cover each aspect of what the job requires. What is the mission statement and vision for the future of the organization, allowing the employee to see how the organization will enhance them and how they can be a valuable asset to the organization? Training is consists of planned programs delegated to improve performance at the individual, group and for organizational levels. Improved performance, in turn, implies that there have been measurable changes in knowledge skills, attitudes and for social behavior. In order to build an effective and efficient training program the very first component is to do a need assessment which serves as a foundation for the entire training effort. A needs assessment is comprised of training and development phase and the evaluation phase. There are four levels of analysis for determining the needs that training can fulfill which are: Organization analysis, Demographic analysis, Operations analysis and Individual analysis. Taking a closer look at Organization analysis – focuses on identifying where within the organization training is needed. Demographic analysis - helpful in determining the special needs of a particular group, such as workers over 40, women, or managers at different levels. Those needs may be specified at the organizational level, the business-nit level, or at the individual level. Operational analysis – attempts to identify the...
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...HRM/531 Human Capital Management October 18, 2010 Cassandra Molavrh A Training and Mentoring Program Training and mentoring Training consists of planned programs intended to develop performance at the individual, group, or organizational levels (Cascio, 2005). Our training and mentoring program designed to help support all employees’ career paths. It will address the company needs, and assist the employees in identifying their goals. In addition to the above, it provides individual training that will assist employees to improve his or her skills. Initially, employees will be asked to jot down a specific goal. After goals identified, a schedule developed to provide on- the- job training both onsite and offsite in relation to their goals. Milestones can establish and deadlines will be set when each training objective must complete. Employees, who have finished training will not be left without any support. The mentoring program will give new employees a mentor to help them adapt to their new position, and this will continue throughout their entire caret with the company, but they can expect to become more independent as they continue to learn and grow in their positions. Organizations generally benefit from mentor-protégé relationships (Kram, 1980). Mentorship aids in the expansion of managerial ability for the business. Not only do these associations help young professionals become skilled at procedural knowledge, but they also aid them in learning the organizational...
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...affiliated with LOUISIANA WILDLIFE FEDERATION “. . . conserving our natural resources and your right to enjoy them.” 8 June 2010 Lorraine and Marie LeBlanc 7717 Hampson Street New Orleans, LA 70118 Dear Ms. Lorraine and Ms. Marie: Thank you for your contribution of $150 in support of the Louisiana Wildlife Federation. LWF is engaged with other organizations in responding to the onslaught of oil spreading throughout the Louisiana coast. In the near term options are limited and only partially effective for keeping the oil away from sensitive wetlands and the wildlife that inhabits the coastal barriers and marshes, and for saving animals that become oiled. Once the oil from the well blowout is stopped, restoration and recovery can begin with greater expectation of success. It will be a long process. Your contribution will support LWF’s efforts toward response, restoration and recovery. The Louisiana Wildlife Federation is a tax-exempt charitable organization under Section 501(c)(3) of the Internal Revenue Code and therefore any contributions received are deductible from income for tax purposes as proscribed by law. LWF’s tax ID # is 72-0445638. You have received no products or services of monetary value in consideration of your contribution. You may wish to file this acknowledgement with your financial records. Please let me know if you have any questions that I may be able to address concerning LWF and this unprecedented disaster that is unfolding along our coast. Sincerely...
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...3rd Edi ti on Elements of Effective Practice for Mentoring™ Newly revised edition, which includes evidenced-based operational standards Sponsored by Introduction As a strategy for helping young people succeed in school, work and life, mentoring works. It helps give young people the confidence, resources and support they need to achieve their potential. But, the fact is this: these positive outcomes are only possible when young people are engaged in high-quality mentoring relationships. The Elements of Effective Practice for Mentoring holds the key to success in producing high-quality relationships. The new edition of the Elements provides six evidence-based standards for practice that incorporate the latest research and best-available practice wisdom. It also reprises advice that appeared in earlier editions on program design and planning; program management; program operations; and program evaluation. We believe adherence to the Elements will ensure that mentoring relationships thrive and endure. They include measures that any mentoring program in any setting can implement, as well as measures that any agency can incorporate within the mentoring element of broad-based, positive youth development programming. This means that community-based, corporate-based, school-based, faith-based and Internet-based mentoring programs can use the Elements to meet the specific needs of the young people they serve and the milieu in which they operate. And, it means that afterschool...
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...Career Development Plan Part II - Development of Training and Mentoring Program HRM 531 October 6, 2010 Career Development Plan Part II - Development of Training and Mentoring Program InterClean has completed the staff selection process and the new sales team has been announced. The next step in moving toward the projected goals as outlined by the strategic plan is training of the selected employees. The concept associated with training is training will improve performance. This improvement will be evident in the actions of the selected employees. Trained employees will display learned changes in knowledge, skills, attitudes, and social behavior (Cascio, 2005). InterClean has accessed the training needs of the outside sales representatives and has outlined a comprehensive training and development plan that each employee in the sales department will be required to complete. Training and Mentoring Needs In order for this to be a successful proper training and mentoring must be given to the new sales team. When adjusting to a new company, employees must be willing to behave in a new way. Training will provide necessary but innovative ideas for employees. Training consists of planned programs designed to improve performance of the individual, group, and organizational levels (Cascio, 2005). A new training plan is essential after the transition to allow the employees to operate as a team. Training will allow the formation of new relationships among employees, and these...
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...Master of Adult education Mentoring the workplace Submitted to: Kate Collier Submitted by: Jaininderjit Kaur Student number: 10524597 PROPOSAL INTRODUCTION:- "Mentoring is an alliance that creates a space for dialogue that results in reflection, action and learning." Mentoring – developing insight to turn hindsight into foresight!” This essay aims to provide an overview of the submission report proposing the introduction of formal mentoring for my current workplace. In the first part of paper I gave overview about my organization. Then I add definitions of mentoring and formal mentoring and then I presented the literature review of formal mentoring. In the second part of this paper I explained the importance of mentoring and formal mentoring and I also shed the lights on models of mentoring. In last part of the essay I prepared the proposal for a pilot of mentoring scheme. ABOUT ORGANIZATION: - at present I am working in the Wahroonga Nursing Home, Wahroonga, it comes under the Thompson Health Care Organization. This facility is for forty two residents. My designation is there as an Assistant in Nursing and I am working there from last three years as a permanent part time employee. The total numbers of employees are sixty four. Out of them thirteen were registered nurses and twenty eight were registered nurses and rest of the staff belongs to other departments such as kitchen, laundry...
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...Mentoring Made Easy A practical guide NSW Government Publication ISBN 0 7310 9771 8 Written by Carlie Spencer Updated by Kathy Tribe Designed by Jana Sokolovskaja © Employment Equity and Diversity, Public Employment Office, NSW Premier's Department 2004 First published 1996 Second edition 1999 Third edition 2004 To order more copies, please contact: Employment Equity and Diversity, Public Employment Office, NSW Premier's Department 2004 Level 17, Bligh House, 4-6 Bligh Street Sydney NSW 2000 Phone 02 9228 4444 Fax 02 8243 9484 TTY 02 9228 3544 Email eeo@eeo.nsw.gov.au Home page www.eeo.nsw.gov.au CONTENTS Introduction .............................................................................................................................. 4 What is Mentoring? .................................................................................................................. 5 Why a Mentoring Program? ..................................................................................................... 6 The Benefits of Mentoring Programs ....................................................................................... 7 Steps to a Successful Mentoring Program............................................................................... 9 Choosing a Mentor................................................................................................................. 15 Roles and Attributes of the Mentee and Mentor.......................................
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...Part II- Development of a Training and Mentoring Progr HRM/531 March 14, 2011 Julie Gedro Career Development Plan Part II- Development of a Training and Mentoring Program With the recent merger of InterClean and EnviroTech, IntrClean has taken a giant step in achieving domestic market dominance in the sanitation industry. With the newly selected sales team in place, it is imperative that InterClean provide its team with the proper training and mentoring program in order to achieve our goal of being the industry’s leader in high quality products and services. The heart of an organization is its employees and its members (Wetland, p.01). With this concept InterClean is committed to providing an effective training and mentoring program. This report will outline training and mentoring needs, objectives of the training and mentoring program, performance standards, delivery methods, content for training and mentoring, time-frame, evaluation methods, feedback, and alternative avenues for those sales associates who need further development. Steady, long-term competitiveness requires an organization to be committed to putting employee’s first and developing quality training programs that are linked to its strategic objectives (Wetland, p.01). Quality employees equate to organizational success, whereas unqualified and poorly trained employees equate to organizational failure (Wetland, p. 01). Cascio defines training as consisting of planned programs designed to improve performance...
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...CONTENTS EXECUTIVE SUMMARY INTRODUCTION - Definition of coaching - Definition of mentoring - Application Part A) Identify the process steps need to be taken to assess the learning needs of the organisation * Step 1: Perform needs analysis * Needs Assessments * 1) Organisation Analysis * 2) Task Analysis * 3) Individual Analysis * Step 2: Identify priorities and important * Step 3: Design Phase of training and development * Step 4: Implementation * Summary Part B) Identify and compare the costs and benefits that introducing a coaching system would involve * Cost * Benefits * Benefit 1: Recruitment and retention * Benefit 2: Continue Learning * Benefit 3: Several Skill Acquisition Part C) Identify KPIs that they should expect to achieve through the implementation process Part D) Identify the key stakeholders that will need to be involved in the process and how their support can be built. Part E) Case Study Example – ASDA Recommendations and conclusion EXECUTIVE SUMMARY High performance and contemporary company need to acquire a much broader set of skills if they are to survive in the world of modern business. The pace of change is unpredictable fast, partly driven by the advances in information technology and the pervading influence of globalisation – has become relentless. The complexity of work has increased while career paths have become less obvious due to the flattening...
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...1 Career Development Plan Part I—Training and Mentoring Program Training and Mentoring Program Christina Hill University of Phoenix HRM/531 Human Capital Management Dr. Decosmo Monday, August 2, 2010 Career Development Plan Part I— Training and Mentoring Program InterClean, Inc. is an International sanitation and cleaning company which is planning on increasing growth and market share at a fast pace. InterClean, Inc expects to a 40% increase in its sales profitability over the next year. In order to accommodate this aggressive sales goal, the company has decided to implement a new solutions-based selling approach which requires organizational restructuring and staffing initiatives practically with the Marketing and Sales areas. To accomplish the organizational initiatives, management has decided that a formal training and mentoring program needs to be implemented at InterClean, Inc that will support the acquisition and address the training needs of its growing employee base. The Human Resources department has been tasked with creating the new enhanced training system based and mentoring program. This paper will discuss the development of the training and mentoring program at InterClean, Inc. It will discuss new training and mentoring needs, training and mentoring program objectives, performance standards, delivery methods, training and mentoring content, time frame, evaluation methods, feedback, and alternative learning options. ...
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...Definitions The definitions below are to explain the research clearly: Mentor. These are individuals whom possess both experience and knowledge in the work place, and because of this, they are able to offer guidance to those who are starting in their company (The Pennsylvania State University, 2005) Protégée. The individual whom the mentor provide with guidance and support (Journal of Business and Psychology, 2001) Social Exchange Theory. Social theory that states that people continue or terminate relationships based on the weight of the benefits and costs of doing so (pyschologyabout.com) Leadership. A relationship between leaders and followers, both individually and in group, in mutual pursuit of organizational outcomes and in the fulfillment of individual needs and wants (Mavrinac, 2005) Value. The regard that something is held to deserve; the importance, worth, or usefulness of something (google.com). Methods and Procedures The primary research was conducted by administrating an electronic survey to ten working people. The survey ranged from questions on their thought of mentorship in the work place to whether they had actually implemented it and if was proven successful. Secondary research was gathered electronically. Findings Since its early history, mentorship in the workplace has proven to be successful in almost all instances when implemented correctly. Through mentorship, protégées are able to learn the both the values of the company and...
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