Training and Development the folks at (HGK) have a challenge. In order to implement our proposal for doubling the output of the SMC Corporation, we must hire and train new employees in sales and sales clerks. Including in the training process will be another challenge, which is to assess and retrain SMC's existing workforce including supervisors and directors.
We will conduct short formal interviews with all existing employees about their feelings and use this to determine what king of organizational development interventions will be needed (Dessler, 2000). On more rudimentary level, the human resource department along with HGK heads will keep our eyes and ears open to the attitudes of our employees, as we know that increasing the workforce by over 50% will require some immense human relations tactics. Before training begins, all company heads and employees involved in training will be required to attend an in-house workshop on the legal aspects of training.
This workshop will be pre-pared by the HGK. Specifically, HGK will analyze training needs of three different groups: existing employees, new hires and supervisors and managers. Due to the enormous nature of corporate change, HGK sees this as a perfect opportunity to sit down and evaluate each existing employees needs on a personal level and well as departmental. Each employee will have a 15-20 minute sit-down with a member of the Human Resource department, his/her direct supervisor and in some cases (directors, supervisors and special instances), an SMC company director or CEO.
The employee will have their current and previous job performance evaluated; along with a brief question/answer session to assess where training will be needed. Issues such as attendance and how the employee adheres to company policy will be reviewed to assess to what extent we need to train in these areas. For the sales,