In today dynamic business world, organizations are always required to be flexible and adaptive. A key contributor to such flexibility is the organizations employees. The employee’s ability to understand the situation and demonstrate desired behavior is what makes organizations survive. Thus it is always imperative that employees are on the top of their game.
Knowledge, Skill and Attitudes (KSA) are an employee’s tools for success. The more KSA an employee have the more successful the employee is likely to be in achieving objectives and enabling organizational success.
Employees never enter an organization with all the KSA ever needed. Employees develop needed KSA either through training or through experience. However in today’s ultra-competitive environment time is an asset thus is not invested on employees to learn. Therefore the alternative is to train employees to learn the needed KSA at a much quicker rate. Training varies from organization to organization in terms of method, duration and complexity.
1.1 The Case in Hand
Samsung Bangladesh R&D Centre Ltd. started operations in Bangladesh in February 2012, becoming the first multinational company to do so, with the goal of utilizing the skilled work force of Bangladesh to develop devices to match the specific needs on this region. The unit has distinctive departments with ever growing number of employees. The unit must operate according to global standards and requirements so as to its progress in track with other r&d units around the world.
A majority of the employees hail from engineering back grounds and performs the core organizational tasks with the rest of the employees working in accounts, administration and human resources.
Despite the employees technical education background their present KSAs are not enough to sustain the global pressures and unit objectives. Thus employees underwent a 3 month on the job training program to improve their KSAs and bring out their latent potential into the work place for synergistic organizational outcomes.
However although the training was successful and all trainees passed the training program, their performance was still at the level expected by the organization after the training. In short their training was not transferred to their jobs. The employees of the testing department were expected to identify 350 binary coding defects in their chipsets every day after their training. But their defect identification was stuck between 300-315 per day. And although they had been able to identify 350 defects during the concluding days of the training program, their actual performance on the job was not satisfactory and is turning out to be an area on concern for the management so as to point out the reason for the performance gap.
1.2 OJT Development at Samsung, Bangladesh
Training Needs Analysis
The need for training is determined by the gap in expected employee performance and actual employee performance. However being a relatively new organization in Bangladesh, Samsung’s training need is formed on the basis of performance standards that have been established in other R&D units across the globe and which every unit is required to achieve.
Since past performance data are not available the training need is observed to enhance employee KSA in order to meet global performance objectives.
Based on the training need determined employees of the testing department of Samsung Bangladesh were chosen to undergo training with the core objective of reporting 350 defects of the binary coding for the operating system of Samsung cellular phones to the engineering department every day. The core objective was sub divided into the following components:
• Trainee Reaction Objectives: Trainees were expected to accept the training program with enthusiasm and complete dedication. Trainees were also assumed to consider the training as a tool for establishing long...
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