If I were the Vice President of learning for McCormick, I would different approach training and development in the company. Organizations must properly invest in their training and development in the human resource department to ensure a productive workforce. Training and development give the employees the needed confidence and prepares them for their responsibilities and skills. Moreover, a lasting impression can only be created through training and development. For instance, I would employ four training and development initiatives for the organization: shadowing and cross-training; public content; lunch and learns; and mental health talks. Cross-training involves giving the employees the opportunity to take responsibilities of different jobs within the same company in an effort to increase their effectiveness and skills. It gives a sense of upward mobility and growth to the employees, hence important in retaining the organization’s employees (Roger, 2010). Public content is important for the growth of the employees’ talent especially in encouraging the employees’ versatility, openness, and skills in the organization. Lunch and learns are important in giving the employees the chance to share with their colleagues what they learned from a conference and workshop. In as much as they can be less formal, it is critical for quick recaps. Mental health talks help the employees in regarding the organization’s new initiative from invited the professional speaker.
In an effort to measure the effectiveness of my training and development initiatives, I would post questions to the employees at the end of the training sessions, organize one-to-one discussions with employees to determine how much they learnt during the training, conducting surveys in the organization, offering official certification exams and organizing case studies for the employees to participate in. however, this can only be possible if the organization had set the factors needed for measuring and collection of these data (Tony & Pat, 2009). More importantly, I would greatly employ the levels of training response: analyzing the reaction of the training participants; learning to determine what the training participants have attained the intended skills, confidence, attitudes and commitment; determining the behaviors of the participants to analyze the degree in which the participants apply the learning during their training; and checking the training results to determine the target outcomes from the training events.
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Personally, I am against the idea of organizations where they employ non-trained or non-experts to teach their employees as a means of making the learning and training more strategic. Basically, training is aimed at helping the employees acquire new skills and sharpen their already existing skills in an effort to ensure increased productivity, better performance and lead their organizations into the right directions. In as much as some of the employees may be more experienced than other employees, it does not appear to use them in training the employees (Noe & Peacock, 2009). Expert teachers have the capability of determining the best way to ensure that the employees being trained grasp maximum skills and knowledge needed during the training. Therefore, it is only experts that can ensure maximum skills and knowledge are realized during the training and learning activities organized by the organization.
References
Roger Chevalier (2010). Gap Analysis Revisited .
Tony B & Pat G (2009). Growing Talent and Sales at McCormick .
Noe, R. A., & Peacock, M. (2002). Employee Training And Development .
