Five questions on training and development - each must be 200 words


Question Description

1. In order for an organization to increase employee engagement, the company may use various methods. Discuss the influences and learning in the workplace that contribute to training and development. In addition, address your personal experience with employee engagement.

Your response must be at least 200 words in length.

2. What is the relationship between human resource management (HRM) and human resource development (HRD)? Identify one pro and one con for HRM and HRD as contributing factors to business success.

Your response must be at least 200 words in length.

3. A needs assessment consists of an organizational analysis, a person analysis, and a task analysis. Identify what is involved with each analysis.

Your response must be at least 200 words in length.

4. Training is needed to address several concerns within the organization. Address why training is needed. Identify what a manager should consider in the needs assessment.

Your response must be at least 200 words in length.

5. Of the seven techniques and methods used in conducting needs assessments, which would you select to use? Why?

Your journal entry must be at least 200 words in length. No references or citations are necessary.

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UNIT I STUDY GUIDE Introduction to Training and Development Course Learning Outcomes for Unit I Upon completion of this unit, students should be able to: 1. Discuss the training implications of behavioral and cognitive learning in the training environment. 1.1 Discuss the influences and learning in the workplace that contribute to training and development. 2. Compare the relationship between human resources and human resource development functions in a large global organization to the functions of a small global organization. 2.1 Explain the use of training and development as a contributing factor to business success. Course/Unit Learning Outcomes 1.1 2.1 Learning Activity Unit Lesson Chapter 1 Chapter 2 Unit I Assessment Unit Lesson Chapter 1 Chapter 2 Unit I Assessment Required Unit Resources Chapter 1: Introduction to Employee Training and Development, pp. 7-50 Chapter 2: Strategic Training, pp. 64-91, 107-108 Unit Lesson Human Resource Management and Human Resource Development Human resource management (HRM) consists of seven functions: strategy and planning, equal employment opportunities (EEO), talent management, risk management and worker protection, recruitment and staffing, rewards, and employee and labor relations (Mathis, Jackson, Valentine, & Meglich, 2017). HRM plays a vital role in human resource development (HRD). In HRM, you have the human resource manager who is responsible for all functions of human resources (HR), compared to an HRD manager who is solely responsible for training and development and project management for HR. HRD is the use of training and development, organizational development, and career development to improve overall effectiveness within the organization (Noe, 2020). In creating the needed training and development plan for an organization, HRM and HRD work collaboratively, or it can be an individual effort by each entity. According to Noe (2020), organizations can allow training to be a part of HRM, but that can lead to less attention being provided and less focus being applied than when allowing the training aspect to be handled by HRD. Regardless of the choice, training and development requires a team effort from upper management, middle management, frontline managers and workers, and others. BHR 4680, Training and Development 1 What Is Learning? UNIT x STUDY GUIDE Title Learning is when employees acquire “knowledge, skills, competencies, attitudes, or behaviors” (Noe, 2020, p. 7). During the learning and training processes, you must consider your audience type(s) and the learning style(s) of your audience members. Your audience types can consist of high-tech, low-tech, or lay audience members or a combination of these types. With learning styles ranging from tactile learners to auditory learners to visual learners, you, as the manager, must be able to deliver training to meet the needs of your audience. A person also can be more than one type of learner. Learning can take place in two forms, formal and informal (Noe, 2020). Formal learning involves interactive learning with instruction provided by an expert on the topic, as compared to informal learning, such as selflearning, which is not provided by an expert on the topic and includes little or no interactive learning. It is recommended that each form of learning is offered to all employees for a more well-rounded learning experience. You will find in most learning environments that formal learning is the best choice for providing training. Of course, it is still the individual’s responsibility to supplement the learning experience in whatever form is more conducive to developing his or her knowledge of the topic. Knowledge Transfer and Knowledge Management In addition to recognizing forms of learning, it is just as important to recognize knowledge transfer and knowledge management. Knowledge transfer is the process of information being distributed to and from the intended parties. Similar to learning, knowledge transfer can take place in two forms, formal and informal. As knowledge is being transferred, it is important to properly manage the transfer of knowledge. Knowledge transfer can take many shapes such as written and non-written forms, one-on-one interactions, mentoring and coaching efforts, and technology such as gamification, applications (apps), and social media platforms. As a part of a training team, it is important to assess the delivery needs. It is crucial to address the needs of the audience and provide the material in a manner for the best learning outcome. This involves developing the material in various learning style forms and managing the efforts of the learning experience, which is handled through knowledge management. It is the responsibility of the knowledge officer, sometimes called the chief learning officer, to oversee the success of the learning experience and to determine needed enhancements. The following website has information that can be used for basic learning and to assist professionals. Chief Learning Officer: Learning Organizations A learning organization is an organization that fosters the ability to learn and supports training efforts in specialized and non-specialized areas. In addition to fostering the learning experience, it is the organization’s responsibility to create lifelong learners and supporters of the organization. It starts with the employees of the organization. The employees are viewed as the number one customers of the product that the learning organization offers. By being a learning organization, the organization is fostering better employee engagement opportunities. According to Noe (2020), employee engagement is when employees are provided opportunities to interact with working efforts in order to strengthen one’s abilities, loyalty, and work ethic for the organization. The organization can provide various opportunities for internal or external employee engagement such as company-sponsored activities like industry-specific events, holiday events or celebrations, social learning opportunities, and other basic interactive efforts. Employee engagement opportunities are a great way for the employer and employee to develop the basic connection between the two, which leads to adopting and adapting to the corporate culture for the best interest of the business. During the engagement moments, it is important that management is available and transparent while communicating the goals and objectives of the organization and allotting time for questions and answers from the employees. An organization’s success is a collective effort, which requires full support from all parties involved. BHR 4680, Training and Development 2 Talent Management UNIT x STUDY GUIDE Title Talent management consists of various efforts in attracting, retaining, developing, and motivating highly skilled employees and managers. As a responsibility of the HR manager or HRD manager, it is important to properly identify and apply the learning needs of the employees and managers. In determining what training is needed, the HR or HRD managers can conduct surveys, obtain feedback from managers, review production numbers, identify skill demands, and conduct basic observation assessments. Regardless of the methods used, it is important to address the learning and training needs of the organization. In the effort to provide the best talent management possible, it should be a requirement for all employees to go through a performance evaluation. The evaluations can take place annually, quarterly, or semi-annually. From a result-oriented standpoint, it is best to conduct performance evaluations quarterly or semi-annually. This allows for growth and development to take place for a better outcome for all parties involved. It also reduces the number of performance improvement plans, probationary periods applied, and terminations. In the efforts of talent management, we must begin with leadership development. It is crucial that levels of management are properly trained in order to manage the day-to-day operations of the business. The various levels of management should be trained in the areas of business strategy, talent management, recruitment and staffing, rewards, EEO, safety and risk management, and employee relations. By developing the managers, a more developed advantage in accomplishing the goals and objectives of the organization is created. According to Noe (2020), managers contribute to the efforts of employee engagement by performing basic management functions. Strategic Training Strategic training is learning-related action used to help an organization accomplish the identified goals and objectives or initiatives. Refer to Table 2.4 on page 75 in the textbook to see initiatives and implications used in strategic training and development. Questions to be addressed during the process are found in Table 2.5 on page 77 in the textbook. In the process, it is important to identify with the vision, mission, and values of the organization. The Influences of Training In the training process, you must consider organizational characteristics that play a crucial role in the process of training. Some of the organizational characteristics are listed below:      roles of employees and managers, top management support, integration of business units, global presence, and business conditions (Noe, 2020). As previously discussed, top management plays an important role in supporting the demands of training. The responsibility of upper management is to collaborate with training management to address the needed training of the organization. The training manager creates the learning curriculum, determines the training modality, identifies locations, and also selects who will conduct the training. The learning material can be delivered by a number of methods including basic classroom instruction, online instruction in an instructor-led or online course setting, self-paced instruction utilizing a computer-based or manual version, or a combination of these. Regardless of the method used, it must address the identified training needs. Keep in mind that it is important to meet the learning styles and needs of your targeted audience members. By doing this, it creates a better opportunity for fostering and meeting the desired success rate for the training. Once the delivery modality is identified, it is important that the style of delivery for the curriculum or activities is identified for the material. Some of the more basic approaches used to develop the material are lecture style, discussion style, and simulation style. Again, this helps in meeting the learning styles of your audience members. A best practice is to incorporate visual, tactile, and auditory styles for a broader approach in delivering the material. Of course, this is a case-by-case decision based on the support of upper management and financial capabilities since not all organizations have a large budget, let alone a budget specifically for training. BHR 4680, Training and Development 3 References UNIT x STUDY GUIDE Title Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. A. (2017). Human resource management (5th ed.). Boston, MA: Cengage. Noe, R. A. (2020). Employee training and development (8th ed.). New York, NY: McGraw-Hill Education. Suggested Unit Resources In order to access the following resources, click the links below. The article below focuses on basic applications in creating a guide or template for better involvement and interactions with employees through recruiting, evaluating, assessing, and overall managing efforts for the talent within the organization. Gale, S. F. (2015, February). Talent management orientation guide. Workforce Magazine. Retrieved from The following article discusses the importance of training and why employees want more training. It also addresses the need for organizations to listen to the employees to bring about better training and a return on investment for training including longevity, lower turnover rate, better retention, and job satisfaction. Kuzel, A. (2016, June 17). Employees demand training over other learning opportunities. Chief Learning Officer. Retrieved from The following article provides more information about strategic training and development and how it can be used to obtain further success within an organization. Strategic training and development: A gateway to organizational success. (2008). HRMagazine, 53(3), S1. Retrieved from 7028732&asid=822227190c59ffbfddc77914c427d6c1 As mentioned in the lesson, the following article discusses what a learning organization is. Wilhelm, W. (2017, February 22). What are learning organizations, and what do they really do? Chief Learning Officer. Retrieved from Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. The learning activities below create the opportunity to apply your knowledge. Each of the activities introduces topic material from the unit lesson including self-assessment tools, career research, interview best practices, and industry knowledge development (from a manager standpoint). You may complete one or all of the assignments below, which can be found in your textbook.    Application Assignment, page 52, #1 Application Assignment, page 52, #4 Application Assignment, page 52, #5 BHR 4680, Training and Development 4 The following is a great website to visit that will help in identifying your currentUNIT learning style: GUIDE x STUDY The path to access the assessment is provided below. Title 1. 2. 3. 4. Hover over “Students,” and a dropdown will appear. Click “Self Assessments.” Click “What’s Your Learning Style?” Click “Answer the 20 Questions,” and begin the assessment. The assessment takes you through a series of 20 questions. Select your best choice, and then click the red apple arrow. Once you complete the 20 questions, your results will appear. Also, keep in mind, you will not be able to save the results or return to the previously answered questions; however, you can print the results. The print feature is available in the upper right-hand corner of the screen. BHR 4680, Training and Development 5 UNIT II STUDY GUIDE Needs Assessment Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 8. Analyze the results of a training needs analysis (TNA). 8.1 Explain the components of a needs assessment. Course/Unit Learning Outcomes 8.1 Learning Activity Unit Lesson Chapter 3 Article: “Dear Workforce How Do I Develop a Needs-Analysis Template” Unit II Assessment Required Unit Resources Chapter 3: Needs Assessment, pp. 119-152 In order to access the following resource, click the link below. The reading material below discusses developing a needs analysis template. This is an opportunity to take content and apply it to the process of creating a usable template and developing a needs analysis. Dear Workforce how do I develop a needs-analysis template. (2011, September). Workforce Magazine. Retrieved from Unit Lesson The needs assessment determines the training requirements after analyzing the three standpoints of the organization, the person, and the task (Noe, 2020). Of course, there are various components associated with each (e.g., addressing the who, what, when, where, why, and how of the training needs). This can be done with focusing on what needs to be accomplished from the training efforts. When determining needs, an organization can use surveys and interviews such as questions and answers; observations; performance or production numbers; feedback from supervisors, managers, and employees; periodic evaluations; and any other documents or methods that yield strategic goal outcomes (Noe, 2020). For example, if a questionand-answer (Q&A) session is used for determining the needs analysis, then the questions below will need to be answered. 1. 2. 3. 4. 5. 6. Who needs training? What training is needed? When should the training be conducted? Where should the training take place? Why is the training needed? How should the training be delivered? Of course, other questions or concerns develop from the basic questions that are presented. When identifying who needs training, there are various methods that can be used such as the evaluation method where formal or informal monthly, quarterly, and yearly evaluations are used to assess the performance of the employee. By using this method, structured documentation is used to formally assess the employee’s level of achievement in performing his or her outlined duties and responsibilities. If the evaluation method is used, it yields results showing how the employee is performing in his or her position, according to the duties and BHR 4680, Training and Development 1 responsibilities identified in the job description. From these results, you can identify needsGUIDE training as UNIT xwho STUDY well as the knowledge, skills, and abilities (KSAs) that need to be taught and/or improved upon. Title Again, these answers can be derived from other documents or methods from within the organization. As the human resource management (HRM) or human resource development (HRD) manager, it is your responsibility to analyze and address concerns when determining the need for training. In administering the Q&A session, online tools, such as SurveyMonkey, Zoho Survey, and FluidSurvey can be used to create the desired survey. When using these online tools, you can conduct in-house surveys without involving external factors such as vendor selection, privacy concerns about participation, and possibly flawed or inaccurate results. As an organization, you can develop your own line of questions distributed to the desired targeted audience and obtain immediate results. In addition, let’s not omit that it is cost effective for the organization to use these online tools instead of using an external consultant in developing and conducting the survey. Subject matter experts (SMEs), frontline workers, managers, and company leaders may all contribute to the development and analysis of the surveys (Noe, 2020). They are all needed for various reasons; therefore, they all contribute to each part of the needs assessment—the organization, the person, and the task. Once the results are assessed, it is at this time that the HRM or HRD manager can identify the specific needs. Examples of specific items that must be identified are listed below.      Who will receive training? o Employees o Middle/lower management o Upper management o Frontline workers What training will be provided? o Industry-specific training o Soft or hard skill training o Employee relations training When will the training be conducted? o During work hours o After work hours o Combination Where will the training take place? o Onsite o Remote location o Online o Combination Why is the training needed? o Mandatory o Safety o Production BHR 4680, Training and Development 2  How will the training be delivered? o Instructor-led o Computer-based o Self-paced o Traditional classroom lecture o Internally o Externally UNIT x STUDY GUIDE Title Of course, the goals and objectives of the organization are the two ma ...
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School: UT Austin



Training and Development
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1. In order for an organization to increase employee engagement, the company may use
various methods. Discuss the influences and learning in the workplace that contribute to
training and development. In addition, address your personal experience with employee
Employee engagement is important in the achievement of organizational goals, and it
focuses on methods that nurture employees' skills. Training and development are some of the
employee engagement methods that can be contributed by influences and learning in the
workplace. The effectiveness of employee training and development can be influenced by the
employee’s perception of the training. That is, employees are more engaged if they can
understand the link between the training objectives and the organizational goals. Another
influence is the reward criteria used by the organization. The employees need to feel motivated
to improve their commitment.
Also, learning contributes to effective training and development. An organization can
help the employees to learn by creating a business condition that allows them to learn and
nurturing talents (Noe, 2020). Employees need to feel that they are gaining more skills from their
work and that their skills are playing a part in organizational development. Organizations can
nurture talents by allocating tasks according to employees' skills. Besides, based on my personal
experience, employee engagement is the basis of organizational growth. I observed this after
visiting my friend's workplace where employees were engaged in the decision-making process.
Because an employee possesses a clear understanding of an organization's operation, engaging
them improves performance.



2. What is the relationship between human resource management (HRM) and human
resource development (HRD)? Identify one pro and one con for HRM and HRD as
contributing factors to b...

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