Essay Sample on Achieving Success Through Organizational Training Programs

Introduction

The success and achievement of the goals of the organization will depend on the productivity of human resources. This function includes all the employees and the stakeholder's indirect influence on the employees. Continuous training programs are among some of the ways of ensuring that the productivity of the organization is maintained. It is very commendable that the organization has adopted this kind of training program, and more so at the department level. This paper aims to give a recommendation plan for a development program that focuses on the lower-level management level.

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Instructional Coaching

Following the plan of the organization to train the new supervisors and the inside house employees, the organization would adopt a coaching plan for the team. This is a process of assisting individuals in getting motivated trough changes that would improve their professional development. Coaching enables individuals to develop skills, increase their working strength, and ultimately achieving goals. It is most efficient when the individuals are willing to learn and grow ad when there is a gap. Since the organization is training supervisors, both new entrants, and existing employees, instructional coaching would be the most appropriate.

Instructional coaching involves the coach working one on one with the trainees to model and observe the practices of the organization, to support reflection and professional conversation. Instructional coaching aims to create partnerships among the trainees. The coach would be involved in giving instructions to the leaners after which they follow. The coach would be leading them by first doing it for them the employees can follow. It may involve using mock examples that would apply in the job place. The reason why this is very effective is that the coach would get a chance of introducing the new supervisors into the organization, and they would have an easy time developing partnerships with the employees. The leaders would also have practice examples instantly and therefore. Make the whole process of learning very easy and effective.

Selection of the Coaches

The range of the coaches would apply a screening process on their integrity, creativity, skills, and qualifications. The coach should have the know-how of tackling the experience and specialty that the organization has. There or should asses how the coach works with clients, how they coach best, the results past clients have on the coach, and the purpose of the coach working with the organization. They should have a clear picture of what is required by the organization. There are specific traits for a good coach that the organization should consider. The employees should be comfortable with the coach, and the conversations should be interactives and flowing well. Employees should be able to understand the coach, the points he gives, and looks forward to the next sessions.

Advantage of Using Instructional Coaching

The advantage of using instructional coaching is because the chances of meeting the desired impact are very high. This is because the coach leads by inspiring action, which would be followed by others and, therefore, give an optimistic future. Instructional coaching is about setting an example, and therefore, it would also challenge the coach to maintain honesty, integrity, and fair treatment of individuals. The appr0och also would give the new employees a chance to know the organization and easily plug into the organization. Through smooth communication with the team members, the coach gets an opportunity to identify areas of improvement, make decisions that are informed and lead the organization on track.

Foreseen Issues

There are anticipated issues with this coaching technique, however. One of the problems includes the reproduction of what the coaches do by the employees instead of creating a similar niche. The effect of this is that the same results would be identified. The program aims to develop supervisors who can spearhead development in the organization and improve not reproducing what has been. Where a very established coach is identified, individuals may be reluctant to grow themselves since they already have a perfect person who can do the work. The organization would, therefore, end up having to employ coaches from the external to train the people would, if we're diligent, would not be needing the training.

Component to this Development Program

Apart from coaching, there are several other components of development which the program should consider. The first one is leadership in which managers are taught the basics required of a leader. The supervisory team should be able to motivate ad to improve participation among the employees. The necessary leadership skills would help in elevating the productivity of the employees across the organization.

Along with leadership is the communication component. The focus on communication is mainly aimed at openness, direct, and concise culture in the organization. This would involve all departments in the organization having a definite way of communicating.

Communication does not only involve the leaders but also the channels of communication such as the type of flow of information is it is vertical or horizontal, giving a clear distinction f who reports to who. Communication devices such as cell phones and landlines should also be active and used correctly in the organization. The third component of the development program is delegation. Delegation improves the productivity of the supervisor since they have too much workload to handle. They would, therefore, be able to do smaller workloads and do it efficiently. Delegation gives the supervisor a chance to identify specific skills in the employees under their management so that they can be delegating the work to. Overloading of work for managers lowers their job satisfaction, and the chances are that they would likely look for employment elsewhere.

Details of the Program

The program will have three primary levels, namely, intermediate, curriculum development, and final level. The middle level will involve five main activities. The first one would be establishing an advisory committee for the program, followed by planning the tips for productive meetings. The third step would be to analyses the demand analysis of the program, analyzing the market, and finally identifying the applicants for the advisory committee. The second level is the development of the curriculum in which there will be the choice of the appropriate template, program title, and credential leave and program description. The learning requirements, curriculum mapping, status. Feedback and recommendation techniques, and finally, program delivery, would be implemented. The final level would include the approval of the advisory committee and installing the needed facilities and technology for the training. The PRC document would be submitted at the last level, which would also incorporate feedback and recommendations for future program development.

The advisory committee assists the board of directors in the development and maintaining of the programs which would fit the needs of the organization. These often form the coaches who would be running the program. During the sessions, the employees who are being coached would be expected first to set objectives of the meeting, give the participants the list of the course, do theory at first explaining key factors then later assigning action items. While the members do the activities, the coach would be supervising and correcting mistakes to ensure they're on track. This would apply to the lessons which require active learning.

Assess the Needs of the Individuals

The program would assess the needs of the individuals in the organization and the new entrance. This analysis plan aims to identify the needs of the employees and how they can be met. The instructor would, therefore, be an original form the internal organization because they understand all the activities of the organization and the human resource needs as well as the specific requirements of the individuals. The identification of these needs would require setting clear expectations for each of the employees and monitoring their performance based on the expectations. The employees can be asked directly about what they expect and what they need. The coach may also analyze the goals and objectives of the organization, which would inform the employee's needs. Personal development plans would be set for each supervisor in their department so that they establish self-discipline. Focus groups can be created for the participants available for the training after selecting them. They would be fed into the coaching system once they have known what is expected of them. The organization has established what the employees expect of the organization. This would increase the effectiveness of the employees and the training program.

Training Metric

The training metric to be used in determining the training effectiveness would employ the Kirkpatrick model. The model has four metrics, which are measured mainly reaction, learning, behavior, and results. The response would be assessing if the trainees are enjoying the program or not. The measurement to be used would be giving printed surveys and questionnaires with marks, which would be recorded as an average of the total. An example of the metric would be as below

The second one is learning, which measures the knowledge, attitudes, and skills they trainees get. The measurement may involve giving a test on the content they have been taught, either written or practical examination. The results may be given a score I term of percentage, and if the majority of the employees sore more than 70%, for example, then a conclusion can be made that they have learned.

Behavior checks if the knowledge learned is being applied in the workplace. On the job, checklists can be used to assess and comparing it with the records to check any improvements. Customers can also be given surveys; their complaints and comments can be evaluated if there are any changes. The assessment of behavior change is also essential in the establishment of whether the managers want new skills in their jobs. The final metric is the results part, which looks at the impact of the results on the business, for example, on costs, quality, time, and income earned.