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Creating Training Tools

CreatingTraining Tools

CreatingTraining Tools

Decisionmaking is an essential function of management, and it incorporatesplanning. Problem solving is also a critical role of the managementfunctions and is a distinct phase in the planning process (Mone &ampLondon, 2014). Managers often face the challenge of choice whenpresented with alternative strategies or possibilities. Whereas mostof the decisions are based on making optimal returns for thebusiness, failure to select best options can harm the firm. Managers,therefore, employ rationality in picking optimal alternatives. Forany organization, the primary goals are to earn as higher profits aspossible and to incur the least losses. The human resource departmentis essential to achieving the set objectives. It is important for thefirm to identify the strengths and weaknesses of their employeeswhile actualizing employee development programs.

Laborforce for any business is characterized by dynamism, where individualworkers have different skills. It is important to develop trainingstrategies that best suits an employee based on their strengths andweakness (Mone &amp London, 2014). Management can develop trainingtools, for instance in a case of two employees with differentabilities. A training approach should reflect considerations ofparticular qualifications and characteristics of an employee.

Scenario1:How to approach a decision-making process for employees withdifferent abilities.

Contrastinglearning potentials of employees presents a tool for definingindividual skills. Some learn faster while others take more time toabsorb new ideas or alternative ways of executing their functions.However, it’s not appropriate to assume that slower students areworse off or fast learners deserve retention. It is an aspect ofhaving unique capabilities. For the slow learners, training needs toallow for appropriate and progressive facilitation of new knowledge.Quick learners require being accorded the training at best times andconditions that maximize their comprehension of new strategies. Assessing the effectiveness of the training process requires thatemployees should be equally granted different strategies. They shouldbe judged based on the effectiveness but most importantly, theappropriateness of the training process.

Scenario2:Development strategies for employees with different abilities

Thereare various mechanisms for the developing the strengths of employees.The dynamic nature of employee skills dictates that manager structuretraining programs that best suits employees at individual levels. Jobrotation is one of the ways to allow for employee development whilestill considering contrasting talents. It helps the employee to learnnew things still while still familiarizing with new environments atthe workplace. Managers can make appropriate consideration for theworkers who may have challenges adjusting to new situations. Forinstance, brainstorming can be considered for them to preparepsychologically for such future possibilities.

Promotionsand rewards are at the heart of employee development. Labor must payover and beyond regular rewards. For instance, the management shouldconsider annual bonus as an acknowledgment of the efforts ofemployees. However, it is expected that employees perform differentlyhence the need to reward the in an equally unique manner. Those whoperform best should be paid accordingly. It is also prudent toconsider those who perform dismally and use motivation as analternative to reward. Mentorship and coaching also serve as anexcellent strategy to enhance the potential of the workers. It suitsthe struggling workers particularly those that find it hard to copewith new environments.

VariousAspects of the Managerial Planning Process

Themanagement is tasked with developing and enacting the road map on howto attain organizational objectives. Identifying with the outlinedgoals is the major step in achieving set goals. It is expected thateach player in the firm familiarizes with the set targets to remaincommitted to contributing individuals towards their achievement. However, availability of resources poses a threat to any firms.Managers must, therefore, come up with optimal ways to allocatelimited capital. Failure to establish suitable combinations ofresource variable can result in low productivity and at time losses. It is often found that targets are competing since organizations setmany objectives to be achieved in a given amount of time. It is thusprudent to develop mechanisms for selecting and prioritizing on themost effective alternatives (Mone &amp London, 2014).

Careerdevelopment is an ongoing process and should merge with planning as afunction of management. Managers seek to ensure all their employeesare conversant with their job requirements. Further enhancements areput to allow for mastery of skills given the critical contribution oflabor in the attainment of the organization objectives. It is alsoimportant to do constant monitoring to employee development in theline their individual capabilities.

Conclusion

Trainingis an important area in employee development. However, it is apparentthat employee development requires tailoring to suit unique abilitiesof workers at individual levels. The first step should involveidentifying the strengths and weaknesses of the laborers beforeestablishing a training program. It is inappropriate to accordsimilar treatment to workers or since their poses unique abilities.Planning and decision making are the primary roles of management andreflect the effectiveness of managers.

References

Mone,E. M., &amp London, M. (2014). Employeeengagement through effective performance management: Apractical guide for managers. New York: Routledge/Taylor &ampFrancis Group.