I must have ORIGINAL work only with UP TO DATE references a MUST the assignments needed will be provided Assignment 4: Human Resource Business Partner (HRBP) DevelopmentDue Week 10 and worth 250 point
Running head: EMPLOYEE DEVELOPMENT AND PERFORMANCE 0
Employee Development and Performance
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Institution
Employee Development and Performance
Human resource professionals in every business organization posit that employees are the most precious assets they deal with. How a company develops its human capital determines its overall competitiveness. As such, the concept of employee development and performance cannot be overlooked by business organizations that wish to position themselves strategically. Employee development goes beyond mandatory employee training or scheduling annual meetings with employees to discuss the shortcomings (Valamis, n.d). It encompasses developing the limited skills of employees to organizational standards to improve performance and facilitate employee retention. An organization that invests in developing its human capital gets them running to the organizational standards more efficiently than hiring new employees. A carefully planned and well-thought-out employee development results in performance improvement as well as saving money through the retention of employees. This paper analyzes a training process model, discusses the possible challenges of implementing it, discusses methods of training, differentiates between performance management and performance appraisal, and makes a case for or against annual performance appraisal.
One of the most used training models to be considered in training the employees is ADDIE. This stands for analysis, design, development, implementation, and evaluation. ADDIE Is a classical model of instructional design used by business organizations to create training and education programs. When using this training process model, the trainers use the analysis stage to analyze the current situation in terms of knowledge gap or training (Quigley, 2019). As such, the trainer must develop a series of questions to help him, or her understand the current situation in the organization, as well as the objective of training. The trainer must find out what the point of training is, what changes are desired, and whether the training will help. The analysis phase identifies the performance gap or the training needs, as well as the desired outcomes.
In the design stage, the organization takes all the lessons of the previous stage and uses them to make practical decisions. The design stage identifies the learning objectives and defines specific instructional strategies. The learning or training approach of this phase follows a specific set of rules where each element of the instructional design is executed by paying close attention to the details. The training must reflect a logical flow, and the assessment should provide feedback so that the employees undergoing training are informed of the progress they have made in the learning objectives. A design phase is a systematic approach that ensures that everything falls within a rational and planned strategy.
The development stage is used to develop performance solutions. This is because it involves creating and assembling the content that is specified in the design stage. Also, the development stage involves the stakeholders’ review and validation, as well as making recommendations for revision. In this phase, the core content of the course has already been decided (Quigley, 2019). Therefore, the trainer only adds minor details to polish the course. This is because much of the data used in this phase has already been developed in the first two phases. If the first two stages recommended planning and brainstorming, the development stage puts that into action.
The implementation stage involves developing the training framework. This may include learning outcomes and learning space. This comes after the trainer is satisfied that the course is completed and fully tested. The decisions made in the design stage determine how the implementation is carried out. Elsewhere, this phase may come with a lot of challenges. Therefore, the instructional designer should conduct pilot training ahead of unleashing the content of the course to the whole group that is to undergo training. The processes used in the implementation phase should prepare the employees to use the required technologies or tools.
The final phase of the ADDIE training process model is evaluation. In this phase, the training process is subjected to meticulous final testing to find out what was accomplished and what was not. The evaluation phase provides feedback on every aspect of the training so that the instructional designer can improve and revise the content. The evaluation phase focuses on whether or not the training goals as spelt out in the analysis phase (Quigley, 2019). The best way to carry out the evaluation is to ask the trainees to complete the survey at the end of the training session. Also, summative evaluation is conducted after the implementation phase to determine the effectiveness of the training based on the level of satisfaction of the participants as well as their performance.
The ADDIE model is a very useful tool in the training of employees. However, its implementation in the organization comes with numerous challenges. For example, the model is time-intensive, and this may pose serious challenges to some departments that have limited resources. Also, the model may not work in the organization since it is highly effective in highly structured environments. Furthermore, it has a rigid timeline that renders it inflexible to changes. Also, the organization may not have enough people to respond to the evaluation process. Elsewhere, the model lacks the accommodation for dealing with faults or best ideas throughout the whole process. Besides, the learning programs are designed to meet predetermined criteria that fail to focus on the identification of behavioral changes.
Several methods are used by business organizations when training their employees. These are instruction-led, coaching, and interactive methods. Instruction-led training is a traditional training method that takes place in the classroom. It is a highly effective training method since the instructor is available to answer complex topics or direct them to further resources (Bleich, 2019). Elsewhere, coaching or mentoring supplements the structured employee training methods used by companies. This method focuses on an employee's relationship with an experienced professional. This could be a veteran employee or supervisor. The interactive approach of employee training takes a classroom-style lecture where group activities are added to the training experience. The most common interactive methods are group discussion, quizzes, and role-playing.
Out of the stated employee training methods, the most appropriate for training retail employees is coaching. Unlike the other two methods, coaching or mentoring supplements other training methods used by the organization. Coaching is suitable for training retail employees because it focuses creating a partnership between an employee and an accomplished specialist, who may include a veteran or supervisor employee in this case (Bleich, 2019). Furthermore, this method is the best because it allows employees to ask questions that they may not be comfortable to ask while in the classroom. Mentoring or coaching enables employees to feel supported by the organization.
When most people hear of performance management and performance assessment, they regard them as the same general concepts. While this is a common perception among many people, it must be noted that it is a misconception because the two ideas differ from each other. Performance appraisal is a systematic way of evaluating employee performance and its potential for future growth and development (Surbhi, 2018). On the other hand, performance management is the whole method of controlling an organization’s human resources. Quality management is a process elsewhere, while performance evaluation is a method. Performance assessment is also retrospective and is performed for correction purposes. Performance management is forward-looking and looks to potential employee growth.
Business organizations do performance appraisal annually on the performance of employees, and it is the equivalent of the report card on the employees and their performance based on how their managers have assessed them. Some business organizations do performance appraisal because others are doing. However, care needs to be taken because performance appraisal can create a negative experience in the organization. If it is done inappropriately, it can create an adverse experience for the employees and the employer. Therefore, proper training on the process of performance appraisal and techniques used is required to avoid creating negative experiences.
In some cases, the annual performance of employees creates natural biases that may result in rating errors. Therefore, before embarking on the process, the management needs to be aware of these biases an eliminate them to avoid rating errors. Elsewhere, performance appraisal breeds anxiety and tension, especially when employees enter the meeting, unsure of what to expect. In addition, when reviews result in the ranking of scores to compare employees ' performance with their peers, the annual reviews create undesirable tension among employees who strive to outshine others.
Conclusion
In brief, every business organization uses different human resource strategies for employee development intending to improve their performance. One of the training process models used by business organizations is the ADDIE model. However, despite its effectiveness, this model may not work in the organization since it is highly effective in highly structured environments. Some of the employee training methods include coaching and instruction-led training. Performance management is a process, while performance appraisal is a system.
References
Bleich, C. (2019). Top ten types of employee training methods. Edgepoint Learning. https://www.edgepointlearning.com/blog/top-10-types-of-employee-training/
Quigley, E. (2019). ADDIE: Five steps to effective training. Learn Upon. https://www.learnupon.com/blog/addie-5-steps/
Surbhi, S. (2018). Difference between performance appraisal and performance management. Key Differences. https://keydifferences.com/difference-between-performance-appraisal-and-performance-management.html
Valamis. (n.d). Employee development. Valamis. https://www.valamis.com/hub/employee-development
