Training tools are programs where employees take part in a series of captivating and engaging events which are meant to make them more productive and innovative at work, ensure they are learning and developing, improve communication at work, strengthen the culture of the firm or business, and improve employee’s retention at work (Tacho & Singh, 2018, p. 181). Training tools can either be traditional or modern. Traditional training tools involve employees interacting face to face or one on one with their respective instructors at either the workplace or at another designated area. Modern training tools, on the other hand, are online or computer-based software programs whereby employees are trained in the workplace area. In this article, I will assume the responsibility of creating a training tool on how to best coach and develop employees, who have varied strengths, in the decision-making process.
There exist different decision-making processes that firms adopt as a way of managing their workforce. Most of the adopted approaches involve customization of a process to ensure maximum positive gains for a firm. One particular process is where t management notifies the workers of a specific situation and invite them to air their view on the feasible solution. Such a process affects workers differently, especially those who have distinctive strengths. For instance, an employee whose strength is effective communication skills will benefit from the approach as they will use their ability to share their ideas. Another worker with analytical strength will also be affected by the adopted decision-making process (Moore, Quelch, & Boudreau, 2018, p.11). This decision process will encourage the individual to analyze the current situation, understand the issue, and offer a sound suggestion on the issue.
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A manager at a firm or a company can develop employees with different strengths. A manager should first identify the strengths of his/her employees and inform them about their strengths. Through programs such as the strengths finder test, employees can identify their strengths. Employees who are aware of their strengths and the strengths of their colleagues become more productive because they know they can depend on each other. It also increases the level of understanding among employees thus making them more effective (Truss, Shantz, Soane, Alfes, & Delbridge, 2013, p. 2660). For example, in a situation where two employees have discovered that they have strategizing and researching strengths, both would be confident when solving a task that requires any of their strengths. It is because the employees, after discovering their strengths, trust and depend on each other. Afterward, a manager should use the identified employee strengths when setting up goals. Personalized employee goals increase the levels of engagement and boost morale. The levels of productivity rise too because employees are conversant and confident with the tasks that they are given. For example, an employee with strength in strategizing would be given tasks that require strategy while an employee whose strength is researching would be given a research task. It also creates a conducive working environment. Ultimately, employees in a firm develop and hone their skills hence leading to high levels of productivity.
The decision-making process that is used by management to develop viable courses of action to a variety of management issues is as follows. First and foremost, management identifies the problem that requires a decision. It is the initial step of the decision-making process where management recognizes or acknowledges and defines the apparent problem. It is a very vital step in the decision-making process because management realizes that there is a decision that needs to be made. Secondly, management gathers relevant information. In this step, management solicits a wide range of information about the problem where it tries to find out the possible causes of the identified problem, process, and the employees involved (University of Massachusetts Dartmouth, 2019). The problem is analyzed in depth by management who may use internal or external sources of information about it. In the third step, management identifies the alternatives to the problem at hand. The identified alternatives are listed by management as it collects and analyzes information about the problem. Depending on the nature of the problem, the amount of time taken during this step varies. Management weighs the alternatives or evidence in the fourth step of the decision-making process.
Upon successful completion of gathering information and identifying alternatives, management evaluates and studies which of the listed alternative could solve the problem (University of Massachusetts Dartmouth, 2019). A pros and cons list of each alternative is compiled to choose the best possible alternative. In the fifth step, management chooses an alternative. It is after reviewing all the alternatives presented and weighing them. The best alternative is selected by management who then announces it to the employees who are likely to be affected by it. In some cases, the alternatives chosen may be more than one. In the sixth step, management puts the chosen decision into action. Management implements the chosen decision by communicating and convincing the employees that the chosen decision is the best solution for the problem. In this step, management is tasked with getting all the relevant employees on board with the selected decision. However, in situations where the majority of the employees are not convinced about the chosen decision, it can be changed. In the seventh and final stage of the decision-making process, management reviews the decision made. Management receives relevant feedback about the chosen decision to evaluate whether or not it has solved the identified problem (University of Massachusetts Dartmouth, 2019). If the feedback is positive, management retains the chosen decision whereas if the feedback is negative, the whole process may be repeated by management.
The managerial planning process involves multiple aspects or features. The first aspect of the managerial planning process is to establish goals. Clearly defined company goals are identified in this step. A detailed outline of the established goals is also formulated. For example, a company may establish a goal of raising its revenues by 10% in 6 months. The details of this goal would be well detailed. The second aspect of the process is identifying resources which would aid in achieving the set goal (Mullane, 2015). These resources can be either human or financial. For example, for a company to raise its revenues by 10% in 6 months, it will need to identify the financial cost of achieving the goal and the number of employees it will require to achieve the goal. The third aspect of the managerial planning process is establishing goal-related tasks. Urgent tasks that aid in achieving the set goal is given the priority and completed first. The fourth aspect of the process is creating assignments and timelines for employees. For the set goal to be achieved, specific timelines are formulated while each employee is assigned his/her task which they should complete in the stipulated time (Mullane, 2015). The fifth aspect of the process is the establishment of the evaluation methods. A goal progress strategy is formulated which ensures that a progress report is available at a given time. The final aspect of the managerial planning process is identifying other courses of action. If a certain aspect cannot be attainable, a backup plan should be available.
In conclusion, training tools improve the work environment through engaging employees which further increases their productivity levels. The programs also strengthen business culture and improve employee retention. Additionally, for productivity levels to grow at a firm, a manager should first identify the strengths of his/her employees and assign them tasks based on their strengths. By doing this, goals set by a firm or a company become achievable because each employee works on what they are most comfortable at.
References
Moore, G., Quelch, J. A., & Boudreau, E. (2018). The Decision-Making Process. Oxford Scholarship Online . doi:10.1093/oso/9780190886134.003.0004
Mullane, T. (2015, April 24). The Basic Steps in the Management Planning Process. Retrieved from https://www.linkedin.com/pulse/basic-steps-management-planning-process-terry-mullane
Tacho, N., & Singh, A. K. (2018). The Impact of Training on Employee Performance and Its Effect an Organization. Journal of Advances and Scholarly Researches in Allied Education , 15 (4), 180-184. doi:10.29070/15/57403
Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory. The International Journal of Human Resource Management , 24 (14), 2657-2669. doi:10.1080/09585192.2013.798921
University of Massachusetts Dartmouth. (2019). Decision-making process - UMass Dartmouth. Retrieved from https://www.umassd.edu/fycm/decision-making/process/
