Employee Development Plan
Employee Development Plan
Employee management tools for the purpose, to promote both the technical and personal growth in the workplace, which contains technology, such as formal performance ratings, multi-source feedback technology, occupations and employers and personal development plan agreement. The understanding of what is driving the company to reach its target; making it easier to identify the areas they need to focus on, as for the culture of the culture of the company and its employees to provide important information. There is the high challenge and struggle in the fast developing technology and computer industry; therefore the company wants to live in the computer or technology industry, they have to learn the skill to predict changes and to effectively react to market demands. Apple wants to survive in the future computer industry, unless they have enough of this business environment. This is the driving factors for the project. Vocational training is necessary for every organization, regardless of size. It can be said that each person on site needs to know what to do. In this way, Human resource managers must develop a plan, job training to improve the skills and abilities of the employees. The plan should include elements to break the task of deciding how best to interpret and explain these elements, their progress and get feedback from the learner (Latham, 1988). Mire, learning outcomes must be identified in the training plan in order to make sure whether these outcomes are achieved.
When it comes to give the training period, which is very important to the coach to select the appropriate method to effectively meet the needs of learners. According to Kraiger, McLinden and Casper (2004), there are many ways to provide training courses, seminars, counseling, brainstorming, debate, lectures, role-playing, and group discussions, to guide the discussion, case studies and experiential learning. These techniques have been accepted by the experienced coach,
Employee management tools for the purpose, to promote both the technical and personal growth in the workplace, which contains technology, such as formal performance ratings, multi-source feedback technology, occupations and employers and personal development plan agreement. The understanding of what is driving the company to reach its target; making it easier to identify the areas they need to focus on, as for the culture of the culture of the company and its employees to provide important information. There is the high challenge and struggle in the fast developing technology and computer industry; therefore the company wants to live in the computer or technology industry, they have to learn the skill to predict changes and to effectively react to market demands. Apple wants to survive in the future computer industry, unless they have enough of this business environment. This is the driving factors for the project. Vocational training is necessary for every organization, regardless of size. It can be said that each person on site needs to know what to do. In this way, Human resource managers must develop a plan, job training to improve the skills and abilities of the employees. The plan should include elements to break the task of deciding how best to interpret and explain these elements, their progress and get feedback from the learner (Latham, 1988). Mire, learning outcomes must be identified in the training plan in order to make sure whether these outcomes are achieved.
When it comes to give the training period, which is very important to the coach to select the appropriate method to effectively meet the needs of learners. According to Kraiger, McLinden and Casper (2004), there are many ways to provide training courses, seminars, counseling, brainstorming, debate, lectures, role-playing, and group discussions, to guide the discussion, case studies and experiential learning. These techniques have been accepted by the experienced coach,
References: Latham, GP, 1988, ‘Human Resource Training and Development’, Annual review of Psychology, vol. 39, pp. 545-582, viewed 14 April 2011, EBSCOhost Database. Kraiger, K, McLinden, D & Casper, W, 2004, ‘Collaborative Planning for Training Impact’, Human Resource Management, vol. 43, iss. 4, pp. 337-351, viewed 14 April 2011, http://onlinelibrary.wiley.com/doi/10.1002/hrm.20028/pdf Van De Wagen, L, 2007, Human Resource for Management for events: managing the event workforce, Butterworth-Heinemann, UK. Apple Inc., (2010), Training and Development Program for Apple Inc. De Cieri, H, Kramar, R, Noe, RA, Hollenbeck, JR, Gerhart, B & Wright, PM, 2008, Human Resource Management in Australia: Strategy,People,Performance, 3rd edn, BcGaw-Hill/Irwin, Australia.