Focus on part -> Leadership Development Training

 

Make sure that is 2 page with References page. Also make sure to have in text citations. 

 

Mondy, R. Wayne, and Joseph J. Martocchio. "Part Two-Staffing." Human Resource Management. 14th ed. Boston: Pearson Education, 2016. 132 +. Print.

 

Team Project – Training & Performance Management

HR professionals sometimes get involved in training and employee development, and also in the development and administration of performance management within organizations.

 

The situation: Greater Allegheny Services (GAS), a small family owned business specializing in cleaning and waste removal for medical facilities was so pleased with the Staffing & Recruitment Plan that you developed, that they’d like to continue their partnership with your HR firm.

Part 1 Scenario - Until now, Gordon, the owner of GAS, trained his new employees by working with them for the first week. During this time, he would introduce the new employee to the contacts at each facility, and the cleaning and waste removal process required for each. He believed this was a great way to get to know the new employees, and show them how he liked to complete the jobs. He also enjoyed telling them stories of how GAS got started! On the rare occasion that he wasn’t available to train the newbies, he’d ask Sally, his longest term employee to do the training. After that first week, the new employees would take over all cleaning and waste removal services for those facilities. Since GAS was a small company, the “Sit with Sally (or Gordon)” training approach worked well! Gordon doesn’t see how he and Sally can learn all the “in’s” and “out’s” of 50 new facilities in time to train the new employees! He’s also going to need to spend time with the employees who he just promoted to supervisor! He contacts your HR firm for help!

Your task is two-fold - Your training specialist has recommended an Orientation Training for new employees and Leadership Development Training for employees being promoted to supervisor.

Using what you’ve learned in Chapter 8 of our text, and drawing from scenario information provided, as well as your own experiences, develop outlines for these programs:

• New Hire Orientation Training. Your outline should address the information new employees at GAS will need to effectively perform their jobs, and the things that Gordon believes are important to convey to his new employees (i.e. history of GAS, quality, consistency, safety, work ethic, etc.).
• Leadership Development Training. Your outline should address additional skills these employees will need to transition from employee to supervisor (i.e. giving effective feedback, coaching, resolving conflicts, disciplining employees, scheduling, etc.) In addition, it will be important for the supervisors to reinforce what new employees learned during orientation.