人力资源英文论文

Bachelor of Business Administration

Assignment Cover 工商管理学士学位课程

作业封面

MODULE CODE AND NAME

科目代码及名称

Module Code 科目代码： _____________

Module Name科目名称： ___人力资源管理 ___ Lecturer 讲师： __ _____ Section Code专业班级： __ _____ Student ID 学生证号码： ___ __ Student Name学生姓名： ___

Announcement: I declare that this assignment is ENTIRELY my independent work except where referenced. I have marked any Reference sources and am aware of programme regulations concerning plagiarism and referencing.

声明：除了标明出处的引用资料之外，此作业是我独立调查完成的。文内所有引用的资料已经详细标明出处，并且我了解课程中有关抄袭及引用方面的规定。

Signature 签名：

Lecturer Comments 讲师评语 Score 分数： Receive Date Year/Month/Day 收到日期：

Contents

Introduction ...................................................................................................... 2 1. Training the Employees ............................................................................... 2 1.1The Reasonable of Replace Old staff ...................................................... 2 1.1.1Old Staff Burnout ............................................................................... 2 1.1.2Way to Solve Burnout ........................................................................ 3 1.2The practical of Replace Old Staff............................................................ 3 1.3 The Possibility of Use Training to Solve the Problem ............................. 4 1.3.1Assessing Current Employees’ Training Need ................................... 4 1.3.2Ensuring Transfer of Training ............................................................. 4 1.3.3 Balance Compensation Plan ............................................................ 5 2. Training Methods and Criteria ...................................................................... 6 2.1Effective Training Methods ....................................................................... 6 2.2 Best Kinds of Training in Our Situation ................................................... 7 2.3 Criteria of Training effectiveness ............................................................. 9 3. Training Program Outline and Presentation ................................................. 9 Conclusion ..................................................................................................... 12 References .................................................................................................... 12

1

Training the Employees and Training Program Developing

Introduction

Our company, central lumber is a retail lumber and home improvement operation. To be a medium-sized enterprise, now our company has some problems in our development. Our home office wants to improve customer service and our outlet’s performance. And they intend to use Bloomfield Central as a model operation.

However, the Bloomfield Central’s operation did not satisfy our Central’s regional manager, Ann Henry. As reported, there are problems in Bloomfield Central as follow: the salespeople seemed to treat contractors much better than do-it-yourselfers. The salespeople also leave the service counter to carry on extended conversations with their personal friends. In addition, salespeople use crude and vulgar language in front of customers. Ann suggested that getting rid of most of our salespeople and bringing in higher quality, but our general manager, Les Giacomo, did not agree with her. In order to achieve our home office’s aspirations, I was asked to write this report addressing some issues on training in our company.

1. Training the Employees

1.1The Reasonable of Replace Old staff

In my opinion, Ann’s suggestion of replacement of worker is not reasonable. We should identify the causes of our company’s problems at first, and then carry out plans to solve the problem.

1.1.1Old Staff Burnout

2

From the previous report, we can see that, one of the important causes of our salespeople’s bad behavior is the old staff burnout. Staff burnout not only have a greater negative impact on the staff’s body and mind, reduce individual performance, but also have an negative effect on the whole team.

1.1.2Way to Solve Burnout

(1) We should make our salespeople’s job responsibilities clear and make their objectives reasonable, tasks clear. That is to say, we should let them know what we want—improve customer service and our outlets’ sales performance, and what they do can achieve our standards and objectives—pay more attention to do-it yourself market and behave good.

(2) We can provide them effective training and opportunities to study. Then their skills and quality will be improved. And they can feel that our company attaches great importance to their development and concern their sense of belonging to our company.

1.2The practical of Replace Old Staff

To our current situation at Bloomfield Central, replace our old staff is not practical. Besides the old staff burnout, old staffs have more advantages than new employees. As we known, most of the old staff has been with our company for more than 10 years. Of course, they are rough around the edges, but they know better about their stuff. They are familiar with our outlets’ business and environment. They have a strong corporate identity, sense of belonging and loyalty. They are all new employees can not compared. If we hire a new set of salespeople, they may have great manners but know nothing about our lumber business. Then, what could we do?

3

1.3 The Possibility of Use Training to Solve the Problem

To our outlet, we can use training employees as the solution to our company’s problem. Through training, we could finally achieve our home office’s objectives.

1.3.1Assessing Current Employees’ Training Need

For current employees, performance analysis is the process of determining if the performance could be corrected through training or through some other means.

There are several methods we can use to identify a current employee’s training needs. They are including supervisor, peer, and self performance reviews, job-related performance data, product quality and customer complaints; observation by supervisors or other specialists. We can compare our salespeople’s actual performance to what it should be. Then we should distinguish between can’t-do and won’t-do. First, determine whether it is a can’t-do problem and, if so, find its specific causes.

Such as in our outlet, our salespeople may don’t know what to do or what our home office’s standards are. At the beginning of training, we should let our salespeople know they should behave good, care about the do-it-yourself market as contractor. Then, they can change can’t-do into can-do.

On the other hand, if it is a won’t-do problem, we may need to change the reward system. One expert says, “Perhaps the biggest trap that trainers fall into is training for problems that training just won’t fix.”

As training is the solution, we need to set objectives. The objective tells what the trainees should be able to accomplish upon completing the training program.

1.3.2Ensuring Transfer of Training

4

Although training is the solution to our company’s problem, training will also be failed if the trainee lacks the ability of making transfer easy.

If we do according the following steps, the training will be easy to transfer to our actual work.

(1) We maximize the similarity between the training situation and the work situation. As for our outlet, we can make our training at our work situation. (2) We can provide adequate practice, during our training, some salespeople can act as customers, and others can act as salespeople as they are. During the practice, they can experience the customers’ emotion, then they can think about what they do can satisfy the customer and how to improve their sales performance.

(3) We can direct the trainees’ attention to important aspects of the job. Such as serve our customers with sweet smile, introduce our products with patience, and answer customers questions patiently. The most important thing is treat do-it-yourselfers with enthusiasm as we treat contractors.

1.3.3 Balance Compensation Plan

Sales compensation plans always rely on incentives such as sales commissions. However, some salespeople get straight salaries, and most receive a combination of salary and commission.

Both salary plan and commission plan have advantages and disadvantages. Straight salaries make particular sense when the salespeople’ main job is finding new customers or account service. To salespeople who make his effort on service the do-it-yourselfers, we can increase their salary. One of the disadvantages of salary plan is that it isn’t proportionate to results. This can attack salespeople’s high-performance.

On the other hand, commission plans pay salespeople for results. It is no doubt that it has the greatest incentive, and it can attract high-performance

5

salespeople who see that effort clear to rewards. However, salespeople will be care more about making the sale and a big deal of product, and they may neglect duties like servicing small customers, and pushing hard-to-sell items. Since our home office’s goals are improve customer service and our sales performance. For the purpose of achieve these goals and avoid the drawbacks of salary plan and commission plan, we will fix relationship between salary plan and commission plan.

2. Training Methods and Criteria

There are several kinds of training I think might be effective in this situation, such as lecture, on-the-job training, videoconferencing, role playing, and behavior modeling and so on.

2.1Effective Training Methods

(1) Lecture

Lecturing is a quick and simple way to provide knowledge to large group of trainees. Lecture involves the trainer communicating through spoken words what they want trainees to learn. As the number of our salespeople needed to train very large, and they have the same problem, I thought lecture is an effective way in our situation. (2)On-the-job Training

On the job training means having a person learn a job by actually doing it. There always an experienced worker or the trainee’s supervisor trains the employee. At lower levels, trainees may acquire skills by observing the supervisor.

(3)Videoconferencing

Videoconferencing is used to train employees who are geographically

6

separated from each other or from the trainer. Because the training is remote, it is particularly important to prepare a training guide ahead of time, specifically, learners can use manual and script to catch up with the trainer.

On the other hand, if our home office has a videoconference with our salespeople, the salespeople may care more about this training, and behave well considerably. (4) Role Playing

Role playing is a method that requires the trainees to play a particular role and the trainer observe their performance, in order to understand their psychological quality and potential. We assessed their behavior and feedback, and at last, help them develop and improve behavioral skills more effective. (5)Behavior Modeling

Behavior modeling involves showing trainees the right or model way of doing something, letting trainees practice that way in a simulation, and then giving feedback on the trainees’ performance and praise by their supervisor.

2.2 Best Kinds of Training in Our Situation

Among the five kinds of training methods referred before, I think the best combination is combine lecture, on-the-job training, with behavior modeling. It is best suited to this situation, because they can complement each other. (1) Lecture is one of the least expensive, least time-consuming ways to present a large amount of information efficiently. But it is not enough; the communication is always one-way, from trainer to trainees. So we need to use other interactive way to supplement.

(2) On-the-job training has the advantages that lecture doesn’t have. Trainees can learn by doing and get quick feedback on their performance. There is no need for expensive facilities like classroom or programmed learning devices. Using this method, our salespeople can get feedback quick when they done well or make a mistake, instead of just listening what the lecture

7

told them. They can improve their performance immediately.

(3) Behavior modeling is one of the best ways to make our salespeople clear what our home office’s objective is, and what they want. Through behavior modeling training, they will distinguish what is right and what is wrong. After training, they will behave well, use civilized language in front of customer and improve their sales performance. Behavior modeling includes several steps: ① Modeling.

Trainees watch films or videos that show models behaving effectively in a situation. We can use video show our salespeople how to service our do-it-yourselfers high performance. ② Role playing.

We can train our salespeople through require some of them to play a tough customer, and other salespeople meet him and service. Then when they sale, they will know what the customer want and how to satisfy their customer. At the same time, when they act as a customer and hear a salespeople using crude and vulgar language in front of them, what will they feel about our company, our product or our service? Because of salespeople are more inclined to neglect our do-it-yourselfers, we can let some of them act as a customer who was ignored, then they will be more aware of and sensitive to do-it-yourselfers’ feeling. ③ Social reinforcement.

We should correct their faulty work before it becomes a habit. At the same time, we will compliment good work. Encourage our salespeople until they meet our home office’s objective. ④ Make the transfer of training easy.

As I referred in 1.3.2, we can not separate training with the subsequent work. That is to say, we should make sure what our salespeople learned from the training will be applied in their work when they are back on their jobs.

8

2.3 Criteria of Training effectiveness

In order to make our training program to be success, there are some criteria we should follow:

(1) Achieve our home office’s goals. We develop a new training program so as

to solve our company’s problem and accomplish our home office’s aspiration.

(2) Clear what skills and behaviors our salespeople have will reach the

training purposes. Such as concern more about do-it-yourself market and behave well in front of customers.

(3) Make the training program acceptable for our salespeople. Are the

trainees like this program or not? Is the program worthy for them to participate?

(4) Possibility and practical of implement the new training program. This

training program must be able to solve our problems.

(5) The transfer of training must be easy. After accomplishing the training, our

salespeople should use what they have learned in the training into their actual work.

(6) The implementation of this program should under our time, energy and

money budget. In a word, the cost must less than the benefit.

(7) Training result should be evaluate and modified. After the training, we will

evaluate our training effectiveness. If there is a deviation, it must be easy to modify.

3. Training Program Outline and Presentation

(1) Set training objectives. As I referred several times, our training purposes are improving customer service and sales performance and use our Bloomfield Central as a model operation. (2) Assessing current employees’ training need.

9

(3) Analysis cost-benefit. The costs include money, time, and energy and so on. The benefits are mostly improved customer service and our outlets’ sales performance.

(4) Choose the training methods and presentation which best suited to our situation.

Here are the specific arrangements: Specific Arrangement: Lecture Time Place Trainer Trainee Presentation On-the-Job Training Behavior Modeling Once a week on At working hours, At working Saturday,17:00-18:flexible hours, 00 flexible. Meeting Room Our outlet Our outlet Senior salespeople Training specialist Training or general manager or senior specialist salespeople Our current salespeople, alternately Training manual, Training manual, printed material, Printed material. PowerPoint Slide and computer. Training manual, printed material.

(5)The following is the task analysis record form and job instruction sheet we can use in the training.

10

Job Instruction Sheet

Steps Key Points 1. Serve customers. 2.Introduce product features

Smile—make customers feel frank, especially do-it-yourselfers

Professional knowledge—to prevent not able at answer customers question

3. Provide advice to customers when Through talking, learned what compared products. customers want, which product

features they concern 4. Answer customer questions.

5. Help customers to buy. 6.Do after-sales service well

Enthusiastic and patient—even they are do-it-yourselfers

Do not angry or use crude and vulgar language to customers, even if they decide not to buy Consistently enthusiastic

Task Analysis Record Form Task List Quality of Skills or Knowledge Where Performance Required Learned 1. Serve Must be smile customer. frankly and full of enthusiasm. 2. Introduce Detailed, easy to product understand. features. 3. Provide Highlight the advice to advantages of customers each product. when compared products. Talk with customers On the job initiatively; even they are do-it-yourselfers. Familiar with the On the job professional knowledge and skills. Familiar with the On the job professional knowledge and skills. Best 5. Help Tell them the Great manners and Behavior customers to buying process, polite. modeling, buy. where to pay. praise behave well, criticize bad thing. 6. Do Responsible Don’t change attitude lecture after-sales immediately service well. customers pay for the product. Note task analysis record form showing some of the task performance by salespeople.

11

(6)Evaluating the training efforts

①What’s our participants’ reactions to the training program? ②What our trainees learned from the program.

③The extent of their on-the-job behavior changed as a result of the program. ④Asked if we achieved the training objectives as we set before.

Conclusion

In this paper, for the purpose of solving our company’s problem, I proved out it is not reasonable and practical of Ann’s suggestion. Then I proved the possibility of use training the employees as the solution to our company. Given our company’s situation, I decided to use the combination of lecture, on-the-job training and behavior modeling as the way to training our employees, because it is best suited to our situation. We use seven criteria to determine the effectiveness of our new training program at Bloomfield Central. They are achieving our home office’s goals; clear what skills and behaviors our salespeople must have in order to reach the training purpose; the possibility and practical of implement the new training program; training result should be evaluate and modified and so on.

At last, I decided to use training manual, printed material, video, PowerPoint Slide and computer as our presentation options to carry on our training program.

Through all the training process, our Bloomfield Central will move up to world class. That is, our customer service and sales performance will be improved and our home office will use our Bloomfield Central as a model operation.

References

Alan, (1994) “Why I Do Not Like to Role Play,” American Salesman, p.7-20

12

Donald Michalak(1999), and Edwin G. Yager, “Can All Your Trainees Hear You?” Making the Training Process Work, p.108-110

Gary Dessler (2009),“Human Resource Management, 10th Ed.” Tsinghua University Press.

Kim Slack (1993), “Training for the Real Thing,” Training and Development, p.50-52

Kathryn Tyler (2000), “Focus on Training,” HR Magazine, p.94-102

Michael Emery (1993), and Margaret Schubert, “A Trainer’s Guide to Videoconferencing,” Training, p.60

Oranit Davidson and Dov Eden, “Remedial Self-Fulfilling Prophecy: Two Filed Experiments to Prevent Golem Effects among Disadvantaged Women,” Journal of Applied Psychology 85, no.3 (2000), p.386-396

Tom Barron (1999), “When Things Go Haywire,” Training and Development, p.25-27

13