Hanson Place, Child Development School, is a non-profit making institution which was opened in 1997 by Vikki Small. The first branch was at 55 Hanson in Brooklyn. It started as a pure child care center and has grown into a development center for kindergarten children. It has over seventy-eight pupils and more than twenty employees. Most of the pupils are between two to six years. The development center gained a profit of 1.8 million in 2017. The purpose of the school is to provide children with a favorable environment to learn new skills ("Our Programs - Hanson Place Child Development Center - Child Education - Brooklyn, New York," 2018) .
The manager of the school discovered that he was having performance challenges with teachers in the school when he received complaints from the parents. He consulted with a consultant on ways of offering training to the teachers on their responsibilities. The consultant gave him a recommendation on carrying an examination of practice needs to identify the performance gap. The TNA was to provide information on the training needs of the supervisors ("Our Programs - Hanson Place Child Development Center - Child Education - Brooklyn, New York," 2018) .
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The KSA helps workers to carry out their activities in an efficient manner to give the customers quality services. Training is essential in increasing the performance of the employees when they are recruited and exhibit poor productivity. The employees need training when there is a performance difference real and expected level of efficiency. Concerning our case, the school has poor customer service, experienced a decrease in the margins and low motivation among the staff.
Groups to Receive Training
The job qualifications of the schools are high which needs the employee to have an adequate understanding, experience, and competence. The HR managers develop jobs that related to teaching because it is the mission of the development center ( York, 2010 ). The job descriptions in Hanson Place are non-teaching staff, teachers, counselors, head-teachers, and deputy head-teacher.
The job specifications of Hanson Place are similar because the school has few departments. The main specifications of the job are teaching and counseling skills. The HR department specifies that an employee must have at least a diploma in the teaching discipline for the position of a teacher. The non-teaching staff such as cooks and caretakers does not require an education certificate ( York, 2010 ). The groups that will get training are teachers, counselors, deputy head-teacher and the head-teacher.
Training Issue
Hanson Place should optimize workers’ retention to reduce the losses they have incurred. The decrease in the profits can lead to the low achievement of the business goals. The development center should identify the essential factors that that will meet the needs of the employees resulting in satisfaction. Monster carried out analysis and found that employees do not leave their jobs due to the low salaries. The reasons for employees shifting to other companies are low career development, appreciation and few chances of improving the professional ( York, 2010 ). The school needs to provide training to its employees who require professional improvement to reduce the turnover rates.
Training assists employees to carry out their activities in an effective manner. The new employees can shift to other corporations where they perceive there are better positions as a result of inadequate training. The provision of training facilitates the improvement of professionals which leads to the reduction of work turnover through increasing the morale of the employees (Benjamin, n.d.).
The manager and the head-teacher can be the major contributors of delivering poor customer facilities, the rise in the turnover in the development center, and low motivation. The management should receive training on the methods of leading the employees effectively, solve conflicts, and develop managerial skills. The teachers will feel more valued, get comfortable in the school and perform their activities efficiently s a result of incorporating the manager and head-teacher with understanding along with experience ( York, 2010 ).
The other reason for the performance gap is the absence of mentorship programs in the institution. Mentoring involves learning new skills from an experienced employee to improve the performance. It is an essential strategy for establishing communication, developing skills and getting immediate experience on the way to handle activities in an organization ( York, 2010 ). Hanson Place should provide training to the new and young teachers for them to complete tasks resulting in increased work satisfaction.
Assessment Questionnaire
The questions will comprise of TNA for the employees such as managers, head teacher and teacher (See Appendix 1).
Utilizing the Training Questionnaire
The questionnaire will assist in creating a favorable environment for the employees that motivates increased performance. The main component of the surroundings is establishing the institutions where the employees discover that it is the suitable place to work in. The training questionnaire will assist in creating and sustaining the success of the institution as a result of encouraging the employees. It will give the employees a chance to develop solutions for improving their performance in the company ("Training Needs Assessment Survey from HR-Survey.com," n.d.) .
The questionnaires will be available on the school’s website or sent through e-mails to facilitate fast collection and analysis of the information. The questionnaires will be assessed by another institution to establish anonymity. The respondents will not identify themselves when filling the questionnaires. The outcome of the analysis will be used to make improvements in the institution. The employees will be informed of the feedback and the organization’s plans ("Training Needs Assessment Survey from HR-Survey.com," n.d.).
Training Outcomes
TNA aims to assist Hanson Place to identify the elements and the causes of the performance gaps in the school. It is essential for the institution to determine whether the issue can be solved through training. The school will establish the suitability of the jobs to the employees and the work surroundings after carrying out the needs assessment ( York, 2010 ). The examination of the workers’ needs helps in the determination of work satisfaction. The needs of the employees will be aligned with the demands and expectation of the institution which will increase job satisfaction. The performance of the employee will improve because the school will provide training concerning their needs.
In conclusion, Hanson Place is among the well-performing development centers in the country. The institution should make sure that human resources get support to meet their needs and goals. The school should take into account their operations such as organizational processes and their relation to developing human resources. The school must address the workers’ training and its contribution to improved efficiency.
References
Benjamin, T. (n.d.). The Reasons to Train in a High Turnover Business | Chron.com. Retrieved from http://smallbusiness.chron.com/reasons-train-high-turnover-business-35904.html
Our Programs - Hanson Place Child Development Center - Child Education - Brooklyn, New York. (2018). Retrieved from https://www.hansonplaceinc.com/child-care-our-programs
York, K. M. (2010). Applied human resource management: Strategic issues and experiential exercises . Los Angeles: Sage.
Training Needs Assessment Survey from HR-Survey.com. Retrieved from https://www.hr-survey.com/TrainingNeedsMethods.htm
