Directions: Please read each passage below and respond to each part. (These are responses to classmates) I DO NOT need a reference or title page, however please provide the reference(s) underneath the passage. Please label as I have done below, example D1 Part 1 and place your response along with the reference. IT IS 6 PARTS PLEASE USE THE SAME TITLE!!! Keep each one on the same document! Please cite properly and use correct grammar. DUE Monday 9/12/22 BY 6PM CST NO LATER
D1 PART 1
The Oregon National Guard (ORNG) G6 Information Technology department seems to follow the Miles and Snow framework of Defender in that they focus on low cost and they utilize a centrally controlled operation with only the top level having control over operations that include training, hiring and outsourcing.” Building talent pools involves maintaining relationships with groups of potential candidates for future jobs. Talent pools may consist of students, job seekers and current employees who possess certain skills or experienced desired by the company” (Hunt, 2014) That statement alone completely applies to the ORNG. This is an organization that is made up of students, job seekers and current members who have been trained in information technology by the Guard. This allows G6 to recruit and target internal candidates. These are candidates that they train and hire from on a regular basis through our Human Resources department. “There are 4 principles of strategic HRM. The first state that HR polices shall have a link to the company business strategy and policies should have consistency and congruence in between themselves.” (Tadesse & Jembere, 2020) As far as improving the process, the only thing that can be improved with be an increase in pay for those that work in G6. They have a strong handle on the training and re-training process, but the pay disparity is the biggest reason that they struggle keeping high quality personnel.
Works Cited
Hunt, S. T. (2014). Common Sense Talent Management: Using Strategic Human Resources to Improve Company Performance. ebook.
Tadesse, W. M., & Jembere, M. W. (2020). Strategic HRM Principles Implemntation and Organizational Performance : The Case of Ethio Telecom. Indian Journal of Industrial Relations, 636-665.
D1 PART 2
Consider your firm’s orientation in regard to the Miles and Snows framework. How will the firm retrain, hire staff, or outsource to meet future demand? How might the processes be improved considering the strategic orientation?
Miles and Snow believe that all organizations have a business strategy that fits into one of four general categories. These categories are Prospector, defender, analyzer, and reactor (Academ Lib., 2015). According to Miles and Snow (1984), “prospector companies compete to develop new products and new market opportunities” (as cited by Díaz-Fernández, López-Cabrales, & Valle-Cabrera, 2016, p. 209). This is basically a company that strives to be the first in the market with a product. Miles and Snow (1978) describe defenders as companies that “only provide a limited range of products, and their main concerns are efficiency in the use of their resources and improving their current processes as a means of minimizing production costs and prioritizing efficiency” (as cited by Díaz-Fernández, López-Cabrales, & Valle-Cabrera, 2016, p. 206). Essentially, defenders concentrate on their current products by reducing costs, improving efficiency, and improving the processes used. Analyzers fall between prospectors and defenders. Analyzers will explore new products like prospectors and concentrate on their existing products like defenders. Reactors tend to react to the environment (or its competition) and do not adjust until they are forced to.
Like every company, Starbucks will face changes in the future. These changes will have an impact on employees in various ways. Therefore, the company will need to retrain some of its employees so that they will be able to perform their job (or similar job). This retraining will entail a multi-step process that begins with relatively short training sessions on the computer that inform employees why the changes are being made, why employees need to be retrained, and details regarding their new tasks/duties/job within the company. Once this has been completed, employees will undergo on-the-job training that will entail employees teaming up with already trained individuals to learn how to correctly complete the job.
Academ Lib. (2015). Miles and Snow’s Typology of Defender, Prospector, Analyzer, and Reactor (Links to an external site.)
Díaz-Fernández, M., López-Cabrales, A., & Valle-Cabrera, R. (2014). A contingent approach to the role of human capital and competencies on firm strategy. BRQ Business Research Quarterly, 17(3), 205–222
D2 PART 1
The Kirkpatrick model has a timeless and flexible design that works in all sectors of an industry or program. The Kirkpatrick’s model is broken up into four levels. Level 1 discusses the reaction of the participants and how favorable, engaging, and relevant the training is. The next level, Leve 2, learning, focuses on the knowledge, skills, and confidence the participant retains from the training. Level 3 asses the behavior of the participants apply to their job after the training. Finally, Level 4, results, analyzes the outcomes the employees produce after the training.
· Discuss the changes in the model since 1970.
o In the 1970s it was used as a worldwide standard for training Assessments. However, many entities only focused on the first two levels. Kirkpatrick’s son Jim focused on Level 3 as a career consultant to successfully help clients and employees identify and achieve career goals (Kirkpatrick, 2018). He then worked alongside his father to co-author books highlighting the importance of Levels 3 and 4 to create a partnership with frontline by providing support and nurturing the necessary behaviors necessary to achieve the desired task.
· Are the improvements significant?
o The improvements in the model were significant because it helped the model expand beyond the boundaries of training. The model has continued to adapt its application especially with the inclusion of drivers that reinforce or enable actions, procedures, and reward performance.
· How would application of such a model improve training in your organization?
o The firm I have selected often uses small leader-led trainings to educate the frontline staff about new products and policies. The model could be used to analyze the effectiveness of the training and improve opportunities. It can also be used in evaluating the effectiveness of the organization’s succession plan and other sectors.
· What ways could you evaluate results if you were devising a training program?
o Technology has helped the model continue to adapt to the different aspects of the organizational needs. It can help evaluate the results more seamlessly. The organization can create a control group, annual Assessments, and observations can be used to analyze the effectiveness of the program.
References:
Kirkpatrick, J. (2018, August 21). The kirkpatrick model: Past, present and future. Chief Learning Officer – CLO Media. Retrieved September 8, 2022, from https://www.chieflearningofficer.com/2009/10/25/the-kirkpatrick-model-past-present-and-future/
D2 PART 2
Kirkpatrick’s model has been updated multiple times since it was first introduced in the 1970s. The most significant changes have been to the levels of Assessment, which have been expanded from four to five. The additional level, level 5, evaluates the training program’s return on investment (ROI). The other significant change to the model is that it now includes a fourth step: developing an action plan based on the Assessment results. This step is essential to ensure that the training program is continuously improving. Using Kirkpatrick’s model would improve training in Home Depot by helping to ensure that the training program is effective and produces a positive ROI. The expanded levels of Assessment would help to provide a more comprehensive overview of the training program, and the addition of the action plan step would help to ensure that improvements are made on an ongoing basis. One way to evaluate the results of a training program using Kirkpatrick’s model would be to conduct a post-training survey to assess participants’ satisfaction with the program. Another way to evaluate results would be to track participants’ performance before and after the training program to see if there is an improvement. One could use Kirkpatrick’s model to evaluate the program’s results in devising a training program. They conduct a post-training survey to assess participants’ satisfaction with the program and track participants’ performance before and after the training program to see if there is an improvement. If they wanted to evaluate the results of a training program using Kirkpatrick’s model, one could conduct a post-training survey to assess participants’ satisfaction with the program. One could also track participants’ performance before and after the training program to see if there is an improvement.
D3 PART 1
Using table 7.1 on pages 253 and 254 of your textbooks, discuss the development methods that would add value to your Capstone organization. Which methods does your organization currently utilize? How could these methods be improved? Which methods should your organization use and why?
Development is about the organic growth of capabilities so that individuals can build on solid foundations and succeed. Development, however, is not a simple process. There are many different facets to consider and numerous different avenues to consider. As analyzing Table 7.1 on common development methods, several methods have been exposed to in the past as well as methods that have not been experienced. While working in the banking field I was able to utilize succession management, training resources, social learning, and assessment measures with my teams. I truly enjoyed the succession management process as I trained my Associate Team Leader to understand what was needed to lead the team and help to further develop his skills. This process helped to develop a very useful professional relationship and great friendship.
In the banking field I utilized many different training resources from manuals to online formats. We also would utilize social learning in scheduling individuals together that benefited from different skill sets with the objective of completing the necessary work as well as showing each other different tips and tricks in their respective specialties. We were able to measure how effective much of this training was by utilizing various assessment measures that were available so that we could learn where we were improving and where we needed to increase focus. I learnt that the assessment process should be an ongoing dialogue between leaders and their teams that continues throughout the calendar. I think that this process could have opened doors to new opportunities that we may not consider otherwise.
Hunt, S.T. (2014). Common sense talent management: Using strategic human resources to improve company performance
D3 PART 2
· Discuss the development methods that would add value to your Capstone organization.
o The development method that would add value to the organization would be succession management. It helps identify high potential talent and fill key positions (Hunt, 2014). Succession planning helps with the long-term success of recruiting, retention, and reducing production delays. Internal candidates that are prepared carefully to be successful in the precise role the company is looking to fill will minimize or eliminate downtime caused by the vacant position and quicken the recruiting process (Timms, 2016). Appointing internal candidates to leadership positions allows the company to reduce recruitment time, effort, and costs.
· Which methods does your organization currently utilize?
o The organization I am writing about currently utilizes career planning as its common development method. It hosts an annual career fest to help its frontline employees plan their future within the company. It is a virtual career fest, so it includes videos and podcasts of individuals who currently fill the position to provide an insight into their responsibilities and their motivations.
· How could these methods be improved?
o Although the podcasts and videos provide a helpful insight into the role and its responsibilities, it does not always answer the questions the individual may have surrounding the position. It would be helpful to create network or mentorship abilities to answer the inquiries of the individual and guide them towards achieving their desired career path.
· Which methods should your organization use and why?
o The organization can create a mentorship program that better prepares the employee for leadership roles. HR can combine succession planning and career planning to invest more into their employees, retain high potential employees, and better achieve organizational goals.
References:
Hunt, S.T. (2014). Common sense talent management: Using strategic human resources to improve company performance. Retrieved from Ebook Central.
Timms, M. (2016, September 1). Fix broken recruiting with succession planning. Industrial Management, 58(5).
