Hr586 Training and Development

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TRAINING AND DEVELOPMENT
AT
THE ALBERT LAW FIRM, PC

Melissa E. Jones
HR586- Professor Michael Komos
Keller Graduate School of Management
December 15, 2011

TABLE OF CONTENTS

Introduction ……………….…………………………………………………………….. Page 3-4 Assessment/Diagnosis ..…………………………………………………………………..Page 5
Organizational Analysis …………………………………………………………. Page 5/6
Person Analysis ………………………………………………………………….. Page 6
Task Analysis …………………………………………………………………….. Page 7 Analysis of Change Strategy……………………….. …………………………………… Page 8 Training Evaluation ………………………………………………………………………Page 9-10 Reflection …………………………………………………………………………….………….. Page 10-11 References …………………………………………………………………………………..……. Page 12

INTRODUCTION

The Albert Law Firm, P.C. is a collections law firm located in Chicago, Illinois. The office represents companies whose clients have entered into some type of contract, but have defaulted on payments, been through one or several collection agencies, and forwarded to our firm for a lawsuit. The Albert Law Firm, P.C. collects on medical bills, credit cards, car loans, and several other types of debt. The firm employs no more than 10 people (one owner, one manager, two attorneys, and the rest are legal assistants) and since it is a collections environment, incentives were already in place. Goals and incentives were attainable and employees were content. Since the downturn in economy, the focus has been on money and not employee satisfaction. As a legal assistant, I entered all new files into the system and eventually filed lawsuits on them. Each person at the law firm had different attitudes about the work and upper management. When the incentives and goals were increased and the rewards decreased employees attitudes changed for the worse. After working at The Albert Law Firm for about a year and a half and I noticed employees have become unhappy with the way the firm was operating and treating its employees. No one has received an annual raise because the owner says the firm is not in a position to raise anyone’s salary. The turnover rate had increased and it seemed as if the owner was not concerned with this fact. The firm to this day still has not given a salary increase, the goals are steady increasing which means more work with no overtime, and the incentives are being reduced as well. The employer continually states that if the firm does not collect at least $200,000 in a month then someone will be let go as he will not continue paying salary when money is not coming. The focus is more on money and not employee satisfaction. If the employee is not motivated to do the work, then it will not get done and the firm eventually suffers. Employees have ideas to improve work performance and if the employees can get the owner and the manager to understand from their point of view, the firm can be changed dramatically. The employees agree that there should be some type of training and development program included and an upgrade with technology. According to the Organizational Culture Inventory, The Albert Law Firm, P.C. scored the highest in Dependant (Passive/Defensive) and Perfectionistic (Aggressive/Defensive). A Dependant culture has “centralized decision making which leads members in an organization to do only what they’re told and to clear decisions with its superiors.” (OCI Interpretation & Development Guide Online) Because of this centralized decision making, “poor performance results from the lack of individual initiative, spontaneity, flexibility, and timely decision making.” (OCI Interpretation & Development Guide Online) The second primary style is Perfectionistic. In this culture, members “feel they must avoid all mistakes, keep track of everything, and work long hours to attain narrowly-defined objectives.” (OCI Interpretation & Development Guide Online) The norms lead members to set unnecessary, unrealistic, and irrelevant goals that will eventually cause undue stress and...
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