Global Computer Training - Assignment

Global Computer Training

Report of Training at Global Computer Co

1.0 Executive Summary

This report aims on identifying the strategies that Global Computer Co can use to identify the training needs of their employees. It can be said that through the analysis, the report suggests that the company uses performance appraisal approach to determine the training needs of the company. After which, the company is recommended to use the human resource development approach as a learning and intervention approach to meet the needs identified through the performance appraisal approach. Lastly, this paper revealed that human resource development is an effective approach for Global Computer to meet their organisational goals and objectives.

2.0 Introduction

The case study was about the restructuring of Global Computer Co and its launch of a new training and development programme that will address the needs of the employees to enhance or improve their productivity and morale. Primarily, the main goal of this report is to provide an analysis on how the needs of the employees for a new training and development can be identified. In addition, this will also provide on the possible learning strategies and interventions that the Global Computer Co will need to meet the needs of the employees and to discuss the effectiveness of these interventions.

3.0 Assumptions

For this case, it can be assumed that the company has training and development needs and these training needs should be identified properly to know which learning strategies and interventions should be used. In addition, it is assumed that the intervention that will be considered is effective and suitable for the Global Computer Co.

4.0 Training Needs and Analysis Approach

To determine the needs of the employees of Global Computer Co, there are many approaches that the company may use. One of these is through the use of performance measurement approaches, specifically the performance appraisal system.

Performance appraisal is the process of examining and discussing employee performance for the purpose of making judgments regarding strengths or areas of improvements for training needs, and identifying opportunities for skills development (Performance Appraisal 2006). There are three things to consider for a performance appraisal system to be effectively put in place. First, the organisation has to determine the objectives of the process. The objectives would serve as the guiding principle for the conduct of the entire procedure. Typically, the major reason for having the system is to monitor employee performance to identify training needs, encourage employees, and improve organisational morale (Lawrence 2004). The Global Computer Co can adopt these objectives since it currently has no mechanism for monitoring performance, has a need to motivate all its employees, and change the culture and morale of the entire organisation. Secondly, the organisation must develop a plan, a form, and a timeframe for launching the program. The planning stage involves all the managers to contribute to the components of the program like procedures as well as the indicators to be measured which is useful for identifying the training needs of the employees of the Global Computer. The primary tool for assessing performance is through a performance appraisal form. A basic structure for an organisation performance appraisal form consists of parts for the employee’s major responsibilities and duties; achievements within the rating period; difficulties encountered in the job; actions taken; needed trainings; a rating scale for specific areas like judgment, technical knowledge, hospitality skills, problem-solving, communicating, teamwork etc; future plans and activities; supervisor’s observations and recommendations; agreements; and other issues (Chapman 2006). Performance appraisals should be guided by a calendar. Managers should conduct at least two formal dialogues with each employee annually. The first is to plan and the second is to review the accomplishment of plans. In between the rating periods, the managers have to consistently coach their subordinates (Allen 2003). Coaching is a form of performance feedback that lessens the managers’ fear of criticism and facilitates real-time performance evaluation. It addresses management questions such as manager’s behaviour or activity that makes the employee’s job more difficult; any measures that the supervisor can render to assist the employee in effectively carrying out his/her functions; employee’s understanding of the manager’s expectations from his/her performance; steps that the employee can take in order to prepare him for the next promotional opportunity; and what the supervisor can further provide to the employee in order for him/her to perform at his/her full potential (Chapman 2006). The Global Computer should start the establishment of its performance appraisal system to formulate the objectives, plan the process and steps of the implementation of the system, craft the performance appraisal form, decide on the time of implementation, and deliberate on other matters that can be done to stimulate the strength of the organisation’s workforce and make the most out of their performance.

The managers of Global Computer should start by again considering the mission of the organisation and patterning the performance appraisal objectives with this mission. Each of the departmental managers must be able to determine the key performance indicators in their respective division. They should have an overall view of how their specific department contributes to the accomplishment of the organisation’s mission. Corollary to this, they should know the individual functions of the employees within their department and how to be able to effectively measure each function. The meticulous delineation of the functions would make the appraisal system cover and scrutinise all the necessary areas within the organisation that impact its business performance. The specific key performance indicators would be the contents of the performance appraisal form. Moreover, the Global Computer has to be rigid in the implementation of the program. The managers should be able to set a specific date of the first implementation, the fixed rating periods, and the schedule for staff orientation regarding the performance appraisal system. Although the managers are the most convenient persons to conceptualise the system, the staff has to provide their inputs too.

According to Chapman (2006) futile implementation of performance appraisal systems can be caused by lack of employee acceptance. Performance standards set by the managers would be well accepted by the employees if they are informed of them prior to implementation. Employee input is advantageous in identifying possible biases or weaknesses in the system, and rendering suggestions for improvement (p. 3). Finally, the organisation has to discuss the matter of coaching. The managers must be aware of their responsibility towards their subordinates. The Global Computer lacks a solid organisational culture. Since there are no internal career development and performance appraisal systems, the staff have to decipher what the organisation wants them to achieve in the long run. The organisation has to practice simple steps of making the staff feel valued. Managers must constantly monitor their activities and engage them in dialogues in order to provide a channel for ideas and difficulties encountered in daily business undertakings. This simple step would provide a strong foundation for the implementation of the more formal training and development program. Thirdly, the performance appraisal system is not a static structure. It has to be reviewed in order to adapt to the changing needs of the staff and the organisation. An annual review of the system is highly recommended with an emphasis on examining the grading system in the form, extent on how hard and soft skills are evaluated, ample space for employee’s comments and suggestions, and categories that correctly tackle and measure the employees’ responsibilities and job descriptions (Lawrence 2004).

5.0 Learning Strategies/Interventions

Having been able to identify the training needs of the company through the use of Performance appraisal system, the interventions that the company may consider is the implementation of a human resource development strategy. It can be said that HRD will be able to provide the needs of organisations to enable the employees have up-to-date expertise for non-technical matters to help improve the performance of Global Computer. Advances in human resource development models and processes must keep pace with the needs of the company.

Accordingly, human resource development is concerned with organisatinal learning and how this might be efficiently managed. Furthermore, human resource development is also concerned with change of behaviour which is present in the manifestation of changes or improved skills, initiation of new knowledge and comprehension and considering new attitude. This approach focuses both the intentional and accidental learning of employees which will be useful for Global Computer. It covers the firm entirely, and address to the needs of individual employee functions (Walton, 1999). As mentioned, the HRD involves various activities and processes initiated by the company with the intention of enhancing or improving the performance of both the firm and employee. The definition conceived that a particular company can become a learning entity, and that this learning approach of both the individual and company has the ability to influence and deliberate the planned interventions for Global Computer learning (Stewart & McGoldrick, 1996). Human resource development is a revealing and improving skill of employees by employing training and development for the goal of enhancing the competency of a company (Swanson, 2003).

In addition, it is a systematic approach within the environmental and larger organisation system. In this regard, the human resource development is capable of harmonising, supporting and shaping the larger company system. In theoretical manners, Swanson (2003) had been able to implement three usable theories so as to clearly understand the concept of human resource development. Such theories consists of the psychological, economic and system theory. Such important elements of HRD theories as well as their integration are noted as the Three-Legged Stool of human resource development.

Human resource development intention can be utilised by the management of Global Computer for both short and medium term. With this, the following suggestion may be applied by global computer. First, Global Computer should determine the value of their employees, specifically in decision-making activities as well as satisfying employees. The employees of Global Computer working within the company should be noted as the firm’s asset. To be able to promote double-loop learning and skill development, Global Computer should be encouraged to participate in different decision-making process. In addition, the employee should be included in industry conferences, and must have a say in all company decisions.

Secondly, other strategic approach for the Global Computer is the redevelopment of a more comprehensive training and learning process. In this regard, company should refrain from using their old practices. Herein, new strategies, specifically in training and teaching their employees, should be adapted by the Global Computer human resource department. Such new training effort promotes competence in the industry, which can enable them in overcoming business competition (Swanson & Torraco, 1999).

The strategic intentions given above are the chosen intervention that can be used by Global Computer for their strategic human resource development, since these factors are achievable and that it can really enhance the organisational performance of the Global Computer. As mentioned, one of the essential processes to consider is valuing the employees. Identifying the importance or the value of employees is needed by Global Computer so that the employees will be more motivated to do their jobs effectively and efficiently.

6.0 Effectiveness of Interventions

It can be said that the Human resource development intervention strategy for the Global Computer is effective in different ways. It is said that human resource development is effective since it enables the entire organisational activities and processes involved in creating global computer achieved total development for their employees. As a result, it is important to note the human resource development will play an important role in the Global Computer in order to make the employees be trained and developed to meet the needs of the company. In addition, human resource development has a key role to play in enhancing and improving the knowledge of the company particularly the enhancement of the abilities and skill of the Global Computer employees (Sambrook, 2000).

Furthermore, it also gives attention on the combination of learning and organisation, in this case the Global Computer. This indicates that the learning concepts must be considered by the Global Computer as a purposeful business approach rather than an accident context (Ruona & Roth, 2000). Accordingly, the intervention process for the Global Computer in attracting, reducing, customising, directing, as well as guiding processes and responsibilities in such a manner that the entire individuals and teams have the skills, knowledge, as well as competences they require to efficiently do their current and future tasks required by Global Computer. In addition as a learning strategy and intervention, human resource development has played significant role in sustaining Global Computer competitive advantage with regards to having knowledge and trained employees.

Based from the assessment of the training needs through the use of performance appraisal, it becomes notable that the HRD as an intervention and learning approach should be improved further within the HR practice of Global Computer. This is effective in optimising the influence of human resource development pathway in the Global Computer, the learning intervention of the company will have to undergo specific development in line with its training program and other human resources development approach.

7.0 Conclusion

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Based on the given analysis, it can be said that Global Computer is in need of a strategy that would be able to help them determine the training needs of their employees in terms of enhancing the employee morale, technical and managerial skills, management styles of expatriates and development team and leadership skills. In this, the report recommends that the Global Computer should consider performance appraisal. In order to meet the training needs of the employees, the report suggests that the company will use the human resource development approach as an intervention or learning strategy. With regards to the assumptions given, it can be concluded that the human resource development intervention approach is effective in meeting the needs of Global Computer.

8.0 Reference

Allen, P 2003, Performance Appraisals With More Gain, Less Pain – Evaluate This! The New Performance Review, Harvard Business School Working Knowledge for Business Leaders Website, viewed May 14, 2008, <http://hbswk.hbs.edu/archive/3425.html>.

Blanchard, PN and Thacker JW 1998, Effective Training: Systems, Strategies and Practices, Prentice Hall, New Jersey.

Chapman, A 2006, Performance Appraisal Form Template, Business Balls, viewed May 14, 2008, <http://www.businessballs.com/freematerialsinword/appraisalformtemplate.doc>.

Holton, E.F. III (2002). Theoretical assumptions underlying the performance paradigm of human resource development. Human Resource Development International, 5(2), 199-215

Lawrence, P 2004, The Importance of Having a Performance Appraisal Program, Part I, New York State Society of Certified Public Accountants, viewed May 14, 2008 <http://www.nysscpa.org/trustedprof/1104/tp29.htm>.

Mankin, D.P. (2001). A model for Human Resource Development. Human Resource.

Ruona, W.E.A. and Roth, G. (2000). Philosophical Foundation of Human Resource Development Practice. Advances in Developing Human Resources, 7.

Stewart, J. and McGoldrick, J. (1996). Human Resource Development: Perspectives, Strategies and Practice. Melbourne: Pitman Publishing

Swanson, R.A. and Torraco, R. (1999) The strategic roles of human resource development. Human Resource Planning, Vol. 18.

Swanson, R. A. (1995). Human Resource Development: Performance Is the Key. Human Resource Development Quarterly 6 (2): 207-213.

Walton, J. (1999). Strategic Human Resource Development. Great Britain: Pearson Education Limited.

Weinberger, L.A. (1998). Commonly held theories of human resource development. Human Resource Development International, 1: 75-93.

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