Jim’s Training Needs Analysis
Dr. Tom Javarinis
June 8, 2014
In this case study the training needs analysis is lacking in job duties and responsibilities that create an unsafe environment. The training program is not consistent or is it cost effective in the trial and error method in backhoe procedures. Jim needs the organization to create a training objective in KSAs. Management needs to review the workplace methods in safe practices, regulations and work conditions that meet the goals and objectives of the organization. Potential Cost to Lack of Training
This method in trial and error for a day to check an employee’s skills can mean they are doing well, but improvement is needed in their progress to determine their KSAs. Jim is adaptable to changing situations, but truly does not know the backhoe equipment, safety precautions, or the operating techniques of digging a hole. This type of training does not align in cost effective measures, the supervisor should observe and mentor Jim in his position as a backhoe operator and teamwork is essential to get the job done. There is no transfer of training to the task. It appears the organization is small and lacks resources to train their employees in new skills. There was no development phase of formulating an instructional strategy (Blanchard & Thacker, 2013). The organization lacked high quality services, and continued to grow and Jim’s job satisfaction to a large degree is dependent on input from other co-workers.
The crew chief and Bill Granger, gave credible advice, standards of performance and guidelines by providing proper instructions in operating the backhoe. However, Jim’s work quality was deficient in breaking waterlines or digging up underground telephone lines. According to Blanchard & Thacker (2013, p. 151) table 5-4 would have been cheaper in a training program, then constantly paying for the damage Jim imposed upon the company. It was as if there were no rules to work by, and Jim did not have a clear sense of appropriate behavior. In addition, his crew members were not happy in Jim’s operating techniques and they strived to get the job done safely and effectively. This type of non-training is detrimental to the organization, and can create a hostile work environment with individuals needing proper skills. Jim is performing inefficiently and lacks the application to perform the job satisfactorily. Recommended Methods and Training for the Organization
The employee selection process starts with the job description. The employee employed is interviewed and other applicable testing for the position. This will include the pre and post-test method in screening the applicant according to the organizations policies and state, federal regulations. In addition, consider a ninety day probationary period. This would help the organization to determine if Jim’s performance, attitude, attendance measures to the organization’s standards. The business stakeholders want to know that the employees and training matches the experience, benchmarks and performance metrics (Saunderson, 2012). According to Saunderson (2012) the training needs to be transparent, solve problems, how to operate equipment and relay information and not provide redundant skills.
According to Blanchard & Thacker (2013, p. 155) table 5-6 verbs is transferring the training: Knowledge to analyze, cite explain and reproduce tasks.
Skills to assemble, operate install and demonstrate.
Attitudes align with the organization in commitment.
Jim was deficient in these skills as the operator of the backhoe and the crew chief and team members realized he was not prepared for this position. Therefore, the TNAs would be cost effective for the organization. This means a combination of classroom and on-the-job training. The workplace training is to incorporate the latest organizational policies, procedures and state, federal guidelines. In...
References: Blanchard, P.N. & Thacker, J. W. (2013). Effective Training: Systems, Strategies, and Practices (5th ed). Upper Saddle River, N.J: Prentice Hall.
Planning for people. (2012, Dec 29). Winnipeg Free Press Retrieved from http://search.proquest.com/docview/1265594428?accountid=32521
Saunderson, R. (2012). Transparency in training. Training, 49(1), 134-135. Retrieved from http://search.proquest.com/docview/1020618237?accountid=32521
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