A training program design refers to the methodology to be initiated to help employees in an organization to adapt to changes that have been set up within the organization. The business environment is very dynamic hence it is susceptible to change caused by the conditions which exist in the outside world (Keen, 1981, p.1). Consequently, employees need to be trained on the nature of the circumstances. The dynamic nature calls for a particular system through which the organization can adequately equip its employees with the necessary skill and knowledge to meet the needs of the changes.
The initial step to a successful program training design is the employment of a trainer. In his context, employment is used to imply the use of a trainer. The organization may not be mandated to hire a new person to conduct the training sessions. An employee within the organization has the responsibility of carrying out the training sessions. The organization should delegate the duty to a highly qualified professional within the organization who has worked within the organization for a reasonable period.
An employee within the organization is the best fit since they have adequate knowledge of the issues affecting the organization. They are in a better position to foretell the expected changes. As a result, they can adequately prepare the other employees for the expected changes. An employee who has been within the organization for a certain period has the ability to assess the areas that have to be diversified.
Methods for Transfer of Training
The initial step in the methods for transfer of training is an in-depth examination of the reasons why the training is required and who exactly the audience is. The training may be centered on all the employees, a section of them or a particular department. The audience will be identified based on the various departments that the organization wishes to diversify. For instance, changing the outlook and content of a product will necessitate a diversification within the production department (Chiang, 2010, p.2).
Having examined the reason for the training and the relevant audience, the trainer should design and implement the training program. The designing step involves the coming up with a schedule where the trainees will attend sessions on a regular basis. The schedules can be in the form of a time-table where time has been allocated for training session on organizational diversity periodically. It could be on daily, weekly or monthly basis depending on the needs of the organization. The last step in the method transfer stage is the implementation. Implementation is where the employees attend the actual training sessions.
Another method for training is the use of a trial and error policy. In this method, the organization notifies the employees of the changes or diversifications made. The management will let the employees work in the new environment while they receive feedback on a regular basis. If the changes are working well, the management then proceeds with the instituted changes.
How the Trainees Acquire Information
The employees will receive training through lectures. The lectures can be formulated in a manner that the organization in fit them within the working schedules of all the employees. For instance, the employees can attend short and regular presentation sessions in the boardroom on the changes that have been instituted. Alternatively, the organization can arrange to hold long seminar sessions within a period where the training is done once and for all.
Lectures have been chosen because they present a one on one situation where the employees can ask questions and receive answers immediately.
How Employees will Practice what they have learnt
The trainees will practice what they have learnt by implementing the training lessons in their various departments. Implementation comes by way of them doing what the management requires them to do in relation to their new tasks. If they are required to change the way they relate to diversify and change he outlook of the product, they will do exactly as required by the management.
In addition, they can practice what they have learnt by taking regular quizzes and examinations to determine how much they have internalized the content of their training.
Having complemented the training and implementing the diversification changes, it is important for the employees to know how well they have performed by receiving feedback. They can receive feedback by having an evaluation of their entire department by an independent and neutral party like an auditor. Audit procedures are fair enough, and they can evaluate the performance of the employees of an entire department or organization based on the financial performance compared to the financial performance of the years (Mazzanti, Antonioli & Mancinelli, 2011, p.3). For instance, an organization’s profit before tax can be used to assess the performance of a marketing department
Feedback on individual base performance can be centered on the management of the organization. The management can give feedback by appraising the individuals by word of mouth or actions such as promotions and salary increment (Groves, 2006, p. 4).
Brief Lesson Plan
Chiang, C. (2010). Perceived organizational change in the hotel industry: An implication of change schema. International Journal of Hospitality Management. doi:10.1016/j.ijhm.2009.08.002
Groves, K. S. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership & Organization Development Journal. doi:10.1108/01437730610692425
Keen, P. G. (1981). Information systems and organizational change. Communications of The ACM. doi:10.1145/358527.358543
Mazzanti, M., Antonioli, D., & Mancinelli, S. (2011). Are Environmental Innovations Embedded within High-Performance Organizational Changes?