Training Program Development
Topics: Management, Organizational studies and human resource management, Leadership / Pages: 5 (1042 words) / Published: Aug 31st, 2012

Training Program Development and Delivery The senior leadership of the customer service call center has realized that current practices are damaging the organization’s reputation and without making some serious improvements in training and development the organization will not have a future. Hiring a HR advisor to progress from their current state is the first step in the right direction. The HR advisor is responsible for providing the customer service call center with valuable practices to establish a well organized training program. In addition the HR advisor has to implement guidelines on how to educate and develop current and new employees. This paper will provide the necessary analysis to ensure that the customer service call center can increase employee satisfaction and therefore increase profits.
Components of job analysis and design The first step in analyzing the situation in the customer service call center is to gather information on the organization’s business plans, the job descriptions, job specifications, and job contexts. Then continue with studying the essential functions for each job. “The analyst lists the tasks that comprise the job and determines the skills, personality characteristics, educational background, and training necessary for successfully performing the job” (Byars & Rue, 2008, p. 66). Analyzing the situation of the customer service call center takes time and requires input from employees, managers, and leadership. The HR advisor can pursue the analysis through observation, conducting interviews with employees, and creating structured questionnaires to evaluate the situation. With all the information gathered, the analyst can start developing training programs to fit the organization and improve performance.
Techniques in developing training programs The senior leadership needs to understand that without instilling training sessions, they cannot improve their organization’s value and therefore their profit. To start



References: Byars, L. L. & Rue, L. W. (2008). Human resource management (9th ed.). New York: McGraw-Hill. * Diamantidis, A. D., & Chatzoglou, P. D. (2011). Human resource involvement, job- related factors, and their relation with firm performance: experiences from Greece. International Journal of Human Resource Management, 22(7), 1531- 1553. * Raţiu, L., & Băban, A. (2012). Executive Coaching as a Change Process: An Analysis of the Readiness for Coaching, 16(1), 139-164.

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