WEEK 5

Training Plan Week 5
Luis Caos, Nestor Prado, David Dejesus, Charles Metayer and Claudio Gorostiaga
HRM 531
April 06, 2015
Martha Stanislas

Introduction Team C was hired by Clapton commercial construction to develop a training plan to enhance the company's employees. The team designed the following training plan for Clapton Commercial Construction which will focus on three main areas. The first will be the needs assessment. Under the needs assessment we will be going over the environmental, organizational, demographical, operational, and individual analysis. The second point will be training methods. Here we will expand upon the types of media, learning principles, training for learning skills or facts, and effectiveness of methods. Our final point will be training evaluation strategies which will include criteria, pretests, monitoring and observing training, collecting feedback, and implementing feedback. Our training plan will take into consideration the information provided by the HR Director and Head of Arizona Expansion, Marylee Luther, including the current annual net revenue, expected revenue of -3% for the first year of expansion, company turnover rate, and plans to increase the workforce by 20%.
Needs-Assessment
“The assessment (or planning) phase serves as a foundation for the entire training effort” (Cascio, 2013) As Cascio mentions assessment is the planning stage of training. In planning, the company needs to know the objectives, resources, how they will allocate them, and control those allocations. In order to align the training with the company’s necessities, there are five analyses to consider. They are environmental, organizational, demographic, operational and individual.
Environmental Analysis One of company’s external factor is economy, as Fox Business mentions “the lack of a rebound in the construction industry is one of the major reasons the state continues to see lower-than-normal job growth, according to the presentations at the Arizona States University business school’s annual forecast luncheon in Phoenix” (2014). Even though the construction industry is slow, the overall economy is improving in this area “the forecast calls for about 68,000 new jobs next year” (Fox Business, 2014). Furthermore, with the investment that the company is doing in opening a new branch in Arizona the economic indicators will get better and it will worth to invest in personnel training.
Organizational Analysis
Organizational analysis “focuses on identifying whether training supports the company’s strategic directions” (Cascio, 2013). As a new branch in a different State the company will need to teach its policies, procedures and processes. It is imperative that training aligns with the company objectives.
Demographic Analysis Demographic analysis “is helpful in determining the special needs of a particular group, such as older workers, woman, or managers at different levels” (Cascio, 2013). Target those employees that need special training. For example, people that have not worked in the construction industry are not familiar with the terms. Training them to know these terms will help the day by day workflow and save some tension between the people that are familiar with them.

Operational Analysis Every state has different building codes. The building codes are rules that builders must follow in order to “ensure the safety and stability of all structures within the City ” (Sabouri, 2013). The lower level workers are not required to know these codes, they are only responsible for the construction task they are given which should be in compliance with the codes. However, the supervisors are required because the building codes are the guideline of the City for structures. The training should focus on the basics of Arizona’s building codes. If the lower level employees know the basic of building codes, it will reduce cost and save time. However, the training should be specific. The building codes vary from houses to commercial buildings. Divide the staff into teams, for example, a residential group and a commercial group. Then you train them on the basics building codes relating to their group. Furthermore, safety training should be done as well. For example, Osha provides training over safety and health jurisdiction for Arizona. This training is specific to the construction industry, and it will be an investment for the company.
Individual Analysis
Individual Analysis “focuses on identifying employees who need training and the types of training they need” (Cascio, 2013). As mentioned in the operational analysis the codes vary from structure to structure. The best approach to an effective training is sorting the employees by the structure they are going to build and provide them the necessary training.
Furthermore, there will be employees that will need more training than others. Targeting the training to the employees that need will be a plus. Additionally, the employees with experience can be asked to join the training team or can be considered as supervisors as well if they qualify for the position.

Training and Evaluation Strategies
Criteria
To evaluate a training program, there are several key criteria that an organization should consider. One criterion is to determine the reaction of the participants toward training and its methods such as content and process. For example, it must enhance trainees’ skill, knowledge, and motivation. Another criterion is to analyze the changes in trainees’ attitude after a training program. The changes in their attitude and belief can result in better performance and behavior. Change in job performance is another criterion because when one demonstrates a different way to perform a job after participating in a training program, the conclusion to draw is that the program has been effective. Management should consider organizational performance to identify improvement created by training program on overall performance and activities. This criterion also focuses on improvement in productivity and quality. For example, training program should fulfill the company’s needs in areas such as reducing employee turnover, enhance the level of productivity, increasing quality output, improving labor relationships, and son. Training effectiveness can only be based on whether it had achieved its set goals and objectives.
Pretest
In training evaluation, pretests are strongly recommended because of their effectiveness in introducing areas in which training are needed. One can define a pretest as an assessment tool that is administered at the beginning of a training program. As a direct evaluation tool, it is used to assess progress within or after a training program have been implemented. Some of the advantages of a pretest include that it can monitor trainees' progress, learning capability, as well as determine if assumed expectations placed on trainees have been met. The pretest can be useful in indicating factors such as where skill and knowledge deficiencies exist, and where they are most frequently developed. To design a pretest, a questionnaire should be created to test employees’ knowledge of learning outcome at the end of training. The level of difficulty of the questions should be appropriate to trainees’ skill levels. The questions should be designed to attract trainees’ interests because their motivation to excel in pretest will be keyed in encouraging them to try to do their best. Managers should determine the proper time to give pretest to trainees. However, pretest should be given after trainees have received some knowledge of the training program. To completely assess the effectiveness of a new training program, another test (post-test) should be administered at the end of training. The last test should include the same questions as in the pretest.
Monitoring and observing Training
To evaluate training plan, one must monitor and observe training thoroughly. Monitoring can be defined as a structured process of observation, data collection, and inspection. The process of monitoring a training program is essential to the effectiveness of the program. The reason to monitor such program includes many factors. For example, it ensures that the program is planned and delivered in appropriate format for both content and participants. Managers also monitor training to determine its impact on job performance, as well as whether it meets the needs of trainees as identified. In addition, training programs are monitored to determine if they are in compliance with local, state or federal regulations. There are several monitoring methods to choose from. One is to perform the following before training; review training forms and principles to apply when dealing with adult learning. For example, adults are internally motivated and self-directed, likes to bring life experiences and knowledge to learning environment, goal oriented, relevancy oriented, and like to be respected. Therefore, training should foster trainees to learn in those areas. In addition, monitoring individual should be present at training facility, but as an observant, and should prevent other distractions. Monitoring individual must provide details about the program such as whether the training materials are aligned with organizational objectives.
Collecting Feedback
To evaluate a training program, collecting feedback is an important aspect that should not be overlooked. Collecting feedback will help the company determine the effectiveness of the program in relations to meeting its objectives. The goal of this aspect is to make meaningful inferences and rule out alternative explanations for the results. For example, managers should rule out alternatives such as trainees’ length of experience on job, outside economic events, performance incentives, and so on. To accomplish this goal, the company should install a procedure such as an experimental design as a type of "before-and-after" training, as well as another group to compare trainees with. Members of trained group should be matched as closely as possible to untrained group. Further, the untrained group might become the trained group at a later time. This is done to determine the outcome of the program. It is important to note that post-training appraisal of performance should not be done sooner than 90 days or more to provide trainees the opportunity to put what they have learned into practice.
Implementing Feedback
The impact of training on organizational results is the most significant effect to demonstrate. According to the text, Managing Human Resources, “measures of results are the bottom line of training success” (Cascio, pg. 332). To save the company financially, one way to implement feedback is to consider re-administering the training program. A new training program may be costly to the organization. Managers should use the information collected from the post-test, monitoring, and observing training, and feedback in implementation. While re-administering program, it is important to apply changes in the program where feedback recommended. One must choose the appropriate approach when implementing feedback because it can cause harm to the program. Therefore, implementation strategy must be cleared.
Training Methods
Clapton Commercial Construction has considerable types of employee training methods to embrace from. The objective is to encounter and apply the right training methods based on the profession. Different types of employee training used are methods , self-study, hands on training, Internet base training, classroom styles as well as, seminars or courses. The most commonly used employee training method for Clapton Commercial Construction are hands on training and seminars. The reason for this is because Hands on training is good for those in the profession that are include manual labor. Since Clapton is a construction company, it can sometimes difficult to show or train employees how to do a job. Hands on training and seminars are perfect for this type of company because the employee can be shown how to perform a task physically. There are different types of techniques and media materials that the organization has the option of using. These choices range from cross training an employees in various capacities, showing demonstrations, coaching, apprenticeship and, drills. The best technique for Clapton Commercial Construction is apprenticeship. Apprenticeship will help shape and develop inexperienced employees for current and future jobs. Apprenticeship will also offer younger employees the opportunity to learn a trade. This method combines supervised training as well as on the job training with classroom instruction in a structured and formal program that can last for a year or more. Learning in the natural environment is the most ideal, thus on-the-job training methods are generally the most desirable. We propose that the desirability of learning environment (from most to least) is: the natural environment, then the simulated environment, and lastly the contrived environment (Human Resource Development Review March 2014)
Principles the organization needs to focus on during trainings are, being strong, being a role model, having a balanced sense of responsibility and flexibility. Being tenacious requires the trainer to have an open mind. This requires pushing the trainer out of him/her comfort zone, trying new methods, analyzing new topics, promoting challenges as well as acceptting if you don’t have all the answers. In order to present yourself as a role model it requires a trainer to learn as well as lead. The trainer should also practice what they preach or walk the talk. This is how the trainer can gain credibility from the trainee. Responsibility is being able to understand the needs of a trainee which is a vital component of being a good trainer. Make sure that all trainees understand the concepts and are able to apply the concepts to their daily tasks. Making this connection will help maintaining training techniques in line with the organizations goals.
Clapton Commercial Construction needs trained and experience people to reach their goal. The Employment and Training Administration (ETA) identifies high growth/high demand industries such as construction, as well as works with industry leaders to determine their key workforce challenges. It also invests in demonstration projects that help ensure individuals gain the skills that they need to get good jobs with good wages in rapidly expanding or transforming industries. (America’s Construction Industry: Identifying and Addressing Workforce Challenges. 2004, December 1) Sometimes an organization has to continually train their employees and this means changing what an employee knows and how they work on the job to complete their task. Continued on the job training, apprenticeship and, coaching will help the organization stay competitive.
Effective method of training for Clapton Commercial Construction is also a never ending process. Trained employees are more effective and, efficient to their job responsibilities. Training can be used for new hires and seasoned employees for ongoing skill advancements. The understanding of an effective method of training can help issue the right tools for a more valuable workforce.
Conclusion
We believe that after the implementation of the training plan we have developed for Clapton Commercial Construction all of their employees will have the necessary tools to be highly trained professionals in each of their areas. The training needs assessment provided will be the blueprint the company needs to develop the process necessary to reach the outcomes the company desires to achieve. Effective training methods will provide the employees with the knowledge necessary to perform their job functions to the best of their abilities while maintaining a safe work environment. Finally, the training evaluation strategies will continually monitor the training program in order to ensure that the program remains at maximum effectiveness and to make changes to the program when necessary.

Reference
Brown, J. (2002). Training needs assessment: A must for developing an effective training program. Public Personnel Management, 31(4), 569-574. Retrieved from http://search.proquest.com/docview/215929238?accountid=35812
Fox Business. (2014). Economists forecast for 2015 Arizona job growth unspectacular because of slack in construction. Retrieved from http://www.foxbusiness.com/markets/2014/12/04/economists-forecast-for-2015-arizona-job-growth-unspectacular-because-slack-in/
Human Resource Development Review March 2014 13: 11-35, first published on October 11, 2013doi:10.1177/1534484313497947
America’s Construction Industry: Identifying and Addressing Workforce Challenges. (2004, December 1). Retrieved April 6, 2015, from http://www.doleta.gov/brg/pdf/high_growth_construction_report_final.pdf
Sabouri, J. (2013). City of Plantation. Retrieved from http://www.plantation.org/Building/