Staff Development Issues at Natural Knibbles

Posted: September 9th, 2013

Staff Development Issues at Natural Knibbles

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Staff Development Issues at Natural Knibbles

1. Identify the key characteristics of Natural Knibbles orientation program and how it supports the goals of the organization.

A formal orientation program identical to the one used by numerous organizations sin the corporate world. The orientation program could be termed as necessary to ensure that the employees have adequate information related to their new work place. The orientation program is essential for the organization as it forms a basis for transition to a new employee who is responsible for execution of the various tasks in the organization. This is enhanced by the use of an experienced employee who gives the new employees first hand information related to their duties, tasks, responsibilities and expectations from the management (Craig, & American Society for Training and Development, 1996).

The new employees are subjected to care by their experienced colleagues in a rotational basis. This ensures that the employees are able to relate with others and development of better social skills which is essential in the workplace as it reduces the possibility of conflict. However, this ensures that the employees are acquainted adequately with the respective positions they are yet to assume. It could be described as an engaging orientation program for employees. Enhancing the skills, knowledge and proficiency in the execution of tasks by the employees is vital for the organization as higher productivity translates to a higher value for the employees and thus greater profitability. It also reduces the possibility of idle time, which could result from inadequate skills to execute delegated tasks and duties.

2. What forms of training and development do you believe would have been beneficial to

a. Kane and Lisa following their initial experiences at Knibbles.

Training and development activities are essential for new employees in the organization as well as of immense importance to the organization. Usually considered as a subsystem of an organization by ensuring that learning of the new duties, tasks and responsibilities is taken up by the employees adequately with the use of a structured format. Two main approaches are applicable: traditional and modern approaches are usually used in the training and development of the new employees.

Modern approaches could have been used by the organization to enhance the skills and knowledge of the Kane and Lisa in assuming their new positions. Cognitive methods could be used to ensure theoretical training of the employees to enable them assume their new positions comfortably. Such provides the employees such as Lisa and Kane with the rules for execution of tasks, the oral and written ideas or information related to their individual positions. It also provides for the relationships between the various tasks, duties and responsibilities of the new employees. Hence, the employees are able to focus of the acquisition of new knowledge and information, which relates to the new positions, which they are to assume. Such methods include; lectures, demonstrations, discussions, and technology based training or computer based learning and training.

Behavioral methods are also used in enabling the new employees to assume their new employment positions in an organization. They entail giving practical training to the employees in relation to the tasks, which they are expected to perform. Such includes simulations and games, which mimic the execution of tasks by employees for them to relate the tasks and responsibilities delegated to them. Games are used in a professional manner to ensure that the employees are able to understand the set of rules, procedures and planning processes in the related tasks delegated to them. This uses unique or common organizational scenarios that invoke the critical thinking of the employees in the execution of tasks related to such events. Critical thinking enables employees to remember protocols used in the execution of tasks.

3. What are the advantages and disadvantages of peer evaluation and why would Natural Knibbles choose this approach as part of its performance management process?

Peer evaluation enables the organization to appraise the performance of the various employees in relation to the execution of individual duties and responsibilities. It involves the establishment of relevant appraisal criteria for employees in relation to their tasks in the organization. Peer evaluation techniques used by an organization such as Natural Knibbles are essential for the entity as well as its employees (Nankervis, et al, (n.d)). The employees benefit from such through the attainment of growth and knowledge. Employee skills and knowledge is increased by the ability of the employees to make effort, which is subsequently reflected on the peer evaluation efforts. Employees thus increase their productivity, as they want to emerge as reliable to the organization given the presence of peer evaluation processes. It provides team building for the employees, as they are able to learn form one another as well as motivate one another towards the achievement of individual and organizational goals and objectives.

However, peer review or evaluation processes lay emphasis on individual output instead of the quality of the work given by an employee. The peer evaluation process could also be a source of interdepartmental or employee conflicts in the organization. Employees could eventually view each other as competition in a negative aspect. Competition should be encouraged and adopted positively. However, some employees tend to use competitiveness to accrue fame and favor form the management of the organization. Unhealthy competition results in reduced employee productivity in terms of output and quality of work delivered (Mankin, 2009).

4. What HR strategies could natural knibbles use to develop effective career planning processes?

Career planning process within an organization, such as Natural Knibbles, is essential as it enables the entity to improve the focus of the employees in terms of their acquisition of skills and knowledge in their respective positions, in the organization. The entity could develop effective career planning processes via the use of education and formal training to enhance the skills and knowledge of the employees. A dynamic environment should be present to ensure the presence of career development processes (Swart, 2005). Dynamic working environments invoke the thinking of the employees in terms of their career needs and direction in the organization as well as in the future, in other organizations. The organization could begin by mapping out the individual and organization needs and benefits, which could be accrued from the processes. The needs of the employees and the organization should merge to ensure that both benefit from the career planning processes (McGoldrick, Stewart, & Watson, 2002).

The employees could be motivated with initiatives such as developmental and educational programs to enhance their individual skills, which would be subsequently used in the organization. The employees could also be encouraged to set up individual goals and objectives, which they are set to achieve within a specified period. In addition, career development programs should attract individuals with the will and potential to utilize such platforms adequately (Deb, 2010).

This should also provide employees with adequate counseling services. Such services are usually necessary within organizations especially in demanding conditions for employees to seek professional help in relation to work related stress, and matters such as conflicts.

The employees in the various influential positions could be asked to further their skills through the various provided developmental programs. Such ensures that the entity increases individuals with better skills for managing the various organizational duties with up to date skills and knowledge given the high rate of changes in terms of skills and knowledge in the business world (Delahaye, 2005).

5. Do you believe that Cherrie should have hired an HRD consultant to design and deliver the programs needed at Natural Knibbles? Why or why not?

The implementation of new programs such as new production equipment introduction could be done by the use of employees within the organization (Chalofsky, & Reinhart, 1988). This is because they have first hand information, knowledge, experience and skills as they relate to the production processes of the organization. In addition, this could also be incorporated with the use of outsourced labor such that there is the presence of expertise in the introduction of the new equipment theoretically as well as practically with the use of the HRD Consultants and the experienced employees respectively (Sleezer, Wentling, & Cude, 2002).

Outside expertise is necessary for the organization, as it would result in the introduction of new ideas form the consultants, which could subsequently result in improved productivity of the organization as well as improvements in terms of effectiveness and efficiency in the production process with the use of the new production equipment. In addition, the new consultants would provide essential information that would enable the entity to improve employee relations and productivity in terms of communication and interpersonal relations amongst themselves (Sleezer, Wentling, & Cude, 2002).

New expertise from external of the organization is essential to the organization is because they are conversant with many aspects in terms of the functionality of an organization. Furthermore, they would be able to impart additional information knowledge and skills to the Human Resource department. Additional information accrued could be used in the future for similar undertakings. Despite the high costs of consultancy services, the benefits accrued could range form new strategies for dealing with employees and improving productivity with the use of new equipment. Consultancies usually provide information that has been proved to work effectively and relates to such an organization (Swanson, & Holton, 2001).

Reference

Craig, R. L., & American Society for Training and Development. (1996). The ASTD training and development handbook: A guide to human resource development. New York: McGraw-Hill.

Chalofsky, N., & Reinhart, C. (1988). Effective human resource development: How to build a strong and responsive HRD function. San Francisco: Jossey-Bass Publishers.

Deb, T. (2010). Human resource development: The theory and practice. New Delhi: Ane Books Pvt. Ltd.

Delahaye, B. L. (2005). Human resource development: Adult learning and knowledge management. Milton, Qld: Wiley.

Gilmore, S., & Williams, S. (2009). Human resource management. Oxford: Oxford University Press.

Mankin, D. (2009). Human resource development. New York: Oxford University Press.

McGoldrick, J., Stewart, J., & Watson, S. (2002). Understanding human resource development: A research-based approach. London: Routledge.

Mondy, R. W., Noe, R. M., & Gowan, M. (2005). Human resource management. Upper Saddle River, N.J: Pearson Prentice Hall.

Nankervis, A., Compton, R., Baird, M. Coffey, J. (n.d). Human Resource Management: Strategy and Practice. Cengage Learning.

Sleezer, C., Wentling, T. L., & Cude, R. L. (2002). Human resource development and information technology: Making global connections. Boston: Kluwer Academic Publishers.

Swanson, R. A., & Holton, E. F. (2001). Foundations of human resource development. San Francisco: Berrett-Koehler Publishers.

Swart, J. (2005). Human resource development: Strategy and tactics. Oxford: Elsevier, Butterworth Heinemann.