3-3 Final Project - Milestone Two PDF

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3-3 FINAL PROJECT: MILESTONE TWO

3-3 Final Project: Milestone Two Todd Foster Southern New Hampshire University OL-211-J3022 Human Resource Management 21EW3 Professor Dana W. Moss, MSA, PHR January 22, 2021

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3-3 FINAL PROJECT: MILESTONE TWO

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3-3 Final Project: Milestone Two Training: Needs Assessment A training needs assessment is the quintessential foundation to base all training activities within the organization. It must be based on the objectives of the company to truly be effective. Larger companies with the resources and time can conduct a lengthy analysis, but most companies are smaller. Is this available for them as well? The good news is that smaller companies with smaller budgets can quickly assess their employees’ training needs, just like the rest. Doing a needs assessment does not have to be overly complicated, just very thorough. A proper needs assessment has three parts: “an organization analysis, a task analysis, and a person analysis” (Snell et al., 2015, p. 7.2). These parts will be examined in more detail later. Training: Learning Activities Maersk needs to develop learning activities and a training program for their new and existing Maersk Customer Service – CARE Business Partner employees. The training will be based on the results found in the needs assessment. The characteristics of the learning activities for the training programs are another critical aspect of the process. Maersk employees will need to learn the material, understand it, and transfer the training to their work. Goal setting, presentations, modeling, learning differences, practice, repetition, and other components will all be addressed in each learning activity for the CARE Business Partner training (Snell et al., 2015, p. 7.3c). It is also essential to consider that adults are being taught, and there are special considerations for adult learners. Adult learners are self-motivated, bring experience, are problem-centered focused, and like to know why they need to learn something (“Malcolm

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Knowles and the six assumptions underlying andragogy,” 2010). A training program that does not consider these factors will do poorly, if not fail. Training: Training Needs Assessment The training needs assessment components to determine the requirements of the Customer Service – CARE Business Partner training program at Maersk are as follows. First, Maersk will begin with an organizational analysis, analyzing the resources, environment, and strategies to determine the areas where the training is most needed and the most effective. Next, determine what skills need to be acquired, gather performance data for the company, and examine the most effective way of delivering the training program (Snell et al., 2015, p. 7.2a). Second, move to the task analysis. Review the job description and KSAOs (knowledge, skills, abilities, and other attributes). List the steps to each task the employee must complete. Make sure to list any special knowledge or skills necessary to do these or specific tasks. It is also good to incorporate some competency assessment that focuses on each employee’s knowledge and skills to succeed in their role (Snell et al., 2015, p. 7.2b). Third, the person analysis is the final step in conducting a thorough training needs assessment. A person analysis can yield some extremely helpful information that can save Maersk time and money. This analysis will help determine which of Maersk’s employees need training and those who do not. In this way, the company can spend its time, money, and efforts only on those who genuinely require training. Also, information from an employee’s performance appraisal can be used to conduct a person analysis. Managers should speak with each employee, find their deficiencies, and focus on the training that will be the most beneficial (Snell et al., 2015, p. 7.2c).

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Training: SMART Allan F. Mogensen coined the phrase, “Work smarter, not harder.” We all want to work smarter and not just harder. Look at what the computer age has brought about. Maersk wants to be SMART (Specific, Measurable, Achievable, Realistic, and Timely) and meet all the company objectives for their employee training plans. Specific means to be well defined and clear to the point. Measurable is a specific criterion that measures progress to accomplish goal completion. Achievable means the goal is attainable and not impossible. Realistic can be a hanging spot at times. The goal must be in reach and relevant to Maersk’s purposes. If the goal is not timely, with a clear timeline, what good will it be in the end? No, there must be a start date and end date. Being timely helps with accountability and creates urgency (“SMART goal - Definition, guide, and importance of goal setting,” 2020).

3-3 FINAL PROJECT: MILESTONE TWO References Malcolm Knowles and the six assumptions underlying andragogy. (2010, September 2). HRDevelopmentInfo.com. https://hrdevelopmentinfo.com/malcolm-knowles-and-thesix-assumptions-underlying-andragogy/ SMART goal - Definition, guide, and importance of goal setting. (2020, June 17). Corporate Finance Institute. https://corporatefinanceinstitute.com/resources/knowledge/other/smart-goal/ Snell, S., Morris, S., & Bohlander, G. W. (2015). Managing human resources (17th ed.). Cengage Learning. www.cengage.com

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