The purpose of this paper is to examine the organization’s training and development function, as well as the management of the performance. Training and development are vital in the provision of the development of managers, as well as supervisors, with the abilities to organize and develop effective management systems for the accomplishment of the goals and objectives of iFlex. The firm focuses on the utilization of training and development approaches to alleviate potential labor market shortages while reducing personnel turnover. In supporting the programs for employee training and development, iFlex focuses on aligning the training and development of the workers with the operating goals and objectives of the management concerning the level of production, better performance, and customer satisfaction.
The firm focuses on the integration of on-the-job training methods for the development of the workers. The approach is through job rotation, coaching, internship training, and job instructions. These training and development programs are valuable in creating room for the achievement of the set goals and targets among the workers in ensuring that the firm achieves the set goals and targets. There are also communications training and technical training associated with the organizational development and culture in pursuit of competitive advantage. The management aligns the training and development programs to the strategic and operational objectives of the organization (Larsen, 2017). The approach offers the opportunity for the optimization of the revenues while ensuring that employees remain competitive in aiding the achievement of the organizational goals.
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In the determination of the need, the firm considers the assessment of the job roles and contributions of the workers in the realization of the performance levels. The firm explores the potentiality of the workers to achieve or satisfy the needs of the organization in the determination of the needs for training. In the development and implementation of these programs, there is the orientation toward the job skills, leadership skills, and the abilities necessary for the strategic goal attainment. The approaches are valuable in creating room for the employees to improve their competence in the achievement of the set goals while ensuring that they align their practices to the strategic goals and expectations of the company in question. There is also the orientation of the new employees into the organizational culture for the case of iFlex. Notably, the firm has over 5,000 employees. This highlights the potentiality of the firm to use the platform or pool of resources to attain the desired set of objectives. The orientation of the new employees is valuable in enabling the workers to have the right skills to execute their expectations and duties following the set goals and targets of the organization.
In the course of dealing with employee turnover issues, iFlex plays a critical role in maintaining its training staff. In this aspect, the firm has the chance to minimize the cost of outsourcing for the trainers while ensuring that the training and development aligned to the strategic goals and targets of the organization. Furthermore, indoor training practices ensure the quality transmission of the organizational culture. Based on this, the firm has the chance to determine the right tools and programs for training and developing employees. The approach proves to be effective based on the needs and expectations of the employees oriented on the institutional goals and targets.
From this perspective, iFlex focuses on the utilization or exploitation of in-house training and development practices. In this aspect, an in-house training approach creates room for the improvement and polishing of the existing skills of the trainees aimed at the acquisition of the new skills based on the needs. The approach focuses on teaching employees about the most appropriate practices to do the job effectively and efficiently in improving convenience. Amid digitalization of modern practices, there is the practice of distance learning through conferencing on the internet platforms. The training practice offers room to ensure that the acquired skills are necessary for the attainment of the strategic goals.
From a definitional perspective, training evaluation refers to the systematic process used in analyzing the training programs and initiatives based on the effectiveness and efficiency. In the case of iFlex, trainers and HR professionals focus on the utilization of the training evaluation in the assessment of the extent to which the training programs align with the objectives and goals of the organization. In the evaluation, the organization begins with the end in mind while ensuring that it optimizes the trainees’ feedback on the materials and other concepts of training. The evaluation also assesses the behavior while measuring the learning takeaways in the determination of the alignment to the strategic goals and targets.
The performance management system in this context focuses on the clarification of the expectations and job responsibilities. In its comprehensive optimization, the performance management creates room to enhance individualistic and collective productivity while developing capabilities of the workers fully based on quality feedback and coaching process. The performance system also aligns the driving behavior to the core values, strategies, and goals of the organization (Buckingham & Goodall, 2015). This is through the provision of the basis for attaining and making the human capital decisions in attempts to improve communication between managers and workers. In the provision of career planning and counseling for the employees, the firm uses a comprehensive performance management and reward system.
The change management process is inclusive. The approach creates room for the involvement of the employees and managers to have the chance to engage in diverse decision-making practices for the achievement of the set goals and targets (Hornstein, 2015). From this perspective, the organization uses change management approaches to identify the needs and implement change by the organizational culture.
References
Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Harvard Business Review , 93 (4), 40-50.
Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management , 33 (2), 291-298.
Larsen, H. H. (2017). Key issues in training and development. In Policy and practice in European human resource management (pp. 107-121). Routledge.
