Running head: TRAINING PLAN

Training Plan
Anita Dunn, Cecilia Gomez, Curtis Hall, Kimberly Palmiter
HRM/531
July 20th, 2015
Dr. Brian Frank

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Training Plan

Companies must have an effective training plan in place to be successful. Atwood and
Allen Consulting believe that all companies must have an operative training plan in place to be
effective. An organized training plan for Landslide Limousine guarantees that employees receive
exposure to the companys goals and objectives. Training consists of planned programs designed
to improve performance at the individual level, group, and/or organizational levels. Improved
performance, in turn, implies that there have been measurable changes in knowledge, skills,
attitudes, and/or social behavior (Cascio, p. 290). Irrespective to the industry you are in, a
training plan must provide constant knowledge and experience to an employee about the
companys outlook and measures. Well-trained employees will support the company to
accomplish and achieve its goal to succeed. Organizations that provide superior opportunities
for learning and growth have a distinct advantage when competing for talented employees
(Cascio, p. 292). Developing an effective employee training program will be essential to the
long term success of Landslide Limousines.
This training plan created specifically for Landslide Limousine will begin with a needs
assessment. This is the first step in designing a training and development program. The
assessment begins with a "need" which can be identified in several ways but is generally
described as a gap between what is currently in place and what is needed, now and in the future.
The results of the needs assessment allows the training manager to set the training objectives by
answering two very basic questions: who, if anyone, needs training and what training is needed.
(Miller & Osinski, 1996).

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Environmental Analysis

Environmental analysis is the evaluation of the possible or probable effects of external

forces and conditions on an organization's survival and growth strategies (Business
Dictionary.com (n.d). The purpose of piloting an environmental analysis is for a business to
fine-tune an internal approach to finances, procedures, technologies, and policies to external
environmental influences. The external environment is also comprised of political, technological
and sociological actions or developments that can upset an organization directly or indirectly.
The analysis classifies threats, opportunities, strengths, and weaknesses to an organization. This
evaluation is later translated into the decision-making process. The analysis helps align
strategies with the companys environment. It is essential to analyze the organizations external
environment and internal climate (Cascio, p. 298).

Organizational Analysis

The organizational analysis looks at the effectiveness of the organization and determines
where training is needed and under what conditions it will be conducted (Miller & Osinski,
1996). It focuses on identifying whether training supports the companys strategic direction;
whether managers, peers, and employees support training activity; and what training resources
are available (Cascio, p. 297). Landslide Limousines intention is to hire 25 employees with an
expected turnover rate of ten percent this year. The projected first year net revenue is -$50,000
with an expected growth of a -5%.

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Demographical Analysis

A demographical analysis is a technique used to develop an understanding of the age, sex,

and racial composition of a population and how it has changed over time through the basic
demographic processes of birth, death, and migration. Demographical analysis also refers to a
specific set of techniques for developing national population estimates by age, sex, and race from
administrative records to be used to assess the quality of the decennial census (US Census
Bureau, n.d). It is helpful in determining the special needs of a particular group, such as older
workers, women, or managers at different levels. Those needs may be specified at the
organizational level, the business-unit level, or at the individual level. It provides information
that may transcend particular jobs, even divisions, of an organization. (Cascio, p. 298).

Operational Analysis, Individual Analysis, Types of Media and Learning Principles

There are quite a few training methods that Landslide Limousines could utilize in order to
successfully train employees. Its important how the information is communicated to the new
workers. There are a plethora of media concepts that can be used to provide employees with the
required information needed to be trained on and every employee will process the conveyed
throughout training differently. Training can be done via web-based technology that is similar to
a seminar with test questions, or through graphics and audio. This is known as TDI Technology
Delivered Information (Casico, 2013). This can aid workers that are engaged with other tasks or
to make sure each get the needed one on one training that is critical. This can be conducted at
any time which serves as an advantage. With internet access available at just about every place of

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employment, web based training will serve as an instrumental tool in accurately keeping track of
all results. This will be a precise gage for assessing employees strengths and areas of challenge.
Training material will be the succinct sharpening apparatus used for the development of
employees thereby enabling them to effectively contribute to the success of the organization. It
would be prudent for Landslide Limousines to have a formal training session that will present
workers with a platform to enhance their performance by continuing to expand their knowledge
base (Casico, 2013). It is essential that employees look at Landslide Limousine from a holistic
perspective and are able to perceive the magnitude of their work and how it affects the business.
Learning principles need to be incorporated as well. The honing of skills and knowing
the implications of factual must be the substratum when setting goals, executing practical
exercises and providing qualitative feedback. One delineation between the two is that skills are a
by-product of behavioral modeling while facts maintain a direct correlation as it pertains to the
significance of the material. The training infrastructure that Landslide Limousine uses to
integrate its employees must reconcile the operational relationship between skills and facts. Goal
setting is needed in order for employees to meet the objectives established by the company.
While behavior modeling is behavior imitated and increases where there are promotions and
other rewards. Things to be considered are the models and the observer should be close in age,
stages in life and socioeconomic class so that the observer feels a connection. Substantive
feedback gives clarity to what has been achieved and what still needs improvement (Casico,
2013).
Landslide Limousines will be dealing with customers on a daily basis and drivers will be
a perennial advertisement for Landslide each employee needs to be trained with proficient
customer service skills. This is a key component in order to be a successful business that attracts

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gains and retains repeat customers. The impact of training will help the organization in various
aspects and ultimately allow it to earn a credible reputation.
Managers will have to be able of effectively assisting, coaching and mentoring their
subordinates. While drivers have to go a step further with safety training on the road, federal
rules and regulations and drug testing. By keeping the drivers informed of changes or new laws it
will cut down on confusion and possible fines that can hurt the safety record of the organizations.
There are several ways to disseminate information and train the employees for Landslide
Limousines. Conducting an actual orientation with slides, a lecture and passing out information
in a booklet may be helpful to those who require a visual and material to read along. The paper
information is a wonderful go to guide when there is a question or the employee can read later to
brush up. There should also be simulations or role-playing to help relax employees who may be
nervous. This will enable others to observe how customers can react in certain situations and
what the employees can do to make it right or combat the situation. This will all work well with
on-the-job training as well, new employees can ride along with other drivers, each employee can
train in different departments so each employee is aware how critical each job is. Implementation
of the aforementioned concepts will prove to be key elements of your success Mr. Stonefield.
You will not fail in any manner if you adhere to the training methods we have laid out for you.

Training for learning skills and facts

Once Landslide has determined the positions necessary to be fully operational, they will
need to determine the skills and knowledge needed by the employees of each position. It is
important to determine what is relevant for the employee to learn in order to perform the tasks of

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each job effectively and efficiently. Then provide the training essential to the position. For
example, a manager can decide what things are important for the driver to be able to perform,
and then teach those tasks to the driver. A driver would likely need to know the basics of driving
a large passenger vehicle, how to perform emergency maintenance such as changing a flat tire,
local and federal driving or licensing laws, and how to use tools such as a global positioning
system (GPS). Probably one of the most important criteria to train will be safety; safety in
driving and for passengers. Managers can create useful tools so that employees can be successful
with safety, such as outlining proper procedures and using checklists. According to the American
Journal of Public Health, a solid training program will produce a safe work setting. (2006)

Effectiveness of methods

Managers will need to gauge the effectiveness of their chosen training method.
Enhancements or changes may be necessary to improve the training of employees. First of all,
goals should be set for the company, the training process and the individual employee. Making
sure the employee understands these goals can help them connect to their position and increase
the chance of attaining those goals. Second, frequent and consistent feedback to each employee
is crucial. Managers should be encouraging and offer ideas to development an employee into a
beneficial part of the team. Keeping that open-door policy can ease new employees; thus
enhancing the training method.

Training Evaluation Strategies

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Having an effective training method leads to the next step of training evaluation.
Evaluations are testing the employees progress, performance and apply feedback. Managers
should document the outcomes of the training and the weight of those outcomes to the position.
(Cascio 2013) Because Mr. Stonefield is concerned about the cost of a training program,
evaluation is needed to measure the return on the investment that the company receives directly
from the program.

Criteria

Criteria of the training program are measures used to evaluate the knowledge and skills
each employee needs in the training process. (Cascio 2013) A successful method of evaluation
would be a rating system for all positions within the company. For example, using the following
ranks can help determine where a training program is, or is not, effective.
1. Exceeds Performance Expectations Employee consistently performs above company
quality measures.
2. Meets Performance Expectations Employee meets the company quality measures.
3. Improved Performance Necessary Employee needs additional training to meet
quality measures.
4. Unsatisfactory Performance Employee performs consistently below company quality
measures.

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The goal is to get all employees to Meet or Exceed the required measures. However,
being able to efficiently see where there are shortcomings in the program can assist with the
return on investment of the training program.

Pretesting

Pretesting is an assessment tool used to test what information is already a part of the
employees repertoire. It would not be a wise investment to spend a great deal of time and money
training an employee on methods and practices in which they are already affluent. Obtaining
measurements before and after training is administered will support the viability of the material
of the program. Factors to keep in mind are the basic skill levels needed, the complexity of the
material, and the means on hand to obtain the information. If the training proves to be effective,
then it should be continued for future employees.

Monitoring and Observations

The training evaluation should entail monitoring and observing the training. Monitoring
and evaluating the training is key to the organizations continued success and assist with
organizational improvements. Monitoring is useful in accountability to adhere to the training that
was previously provided, if employees fails to monitor and observe the training it will be hard
for the organization to determine if the employee are adhering to the train and skew the
organization results if can also assure that the organization is monitoring and measuring the right
parameters and results of a program is monitored carefully, problems concerning what to keep

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track of and how to gather data that would contribute to evaluation results will be identified early
on. Monitoring for evaluation also contributes significantly to program diffusion and expansion.
Keeping track of the essential features of the communication program enables program
implementers to describe them in detail for possible replication later (Valasco, 2005).

Collecting and Evaluating Feedback

Collecting and evaluating training feedback will assist with determining the future
learning and training needs of the organization. This will also allow the organization to
determine how the employees are applying the training to the job and whether or not the
employees find the training information provided useful or better assist them in performing their
job duties. The organization will need to determine the collection method, have management
buy-in and the data collection parameters. The parameters should include the metrics and
performance the organization is trying to maintain or improve upon, allow for practical and
consistent measures, ensure the employees confidentiality throughout the process and be willing
to change process, procedures and training based upon the feedback collected. Overall, your data
collection activities will need to be something of a balancing act, both brief and focused enough
for respondents to want to contribute, but also broad enough to gather the evidence you need to
make a convincing case for the impact of the programmer (Training Check.com, 2012).

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References

Business Dictionary.com Retrieved July 14, 2015, from

http://www.businessdictionary.com/definition/environmental-analysis.html
Miller, J.A., & Osinski, D.M., (1996) Training Needs Assessment Retrieved July 15, 2015, from
http://www.ispi.org/pdf/suggestedReading/Miller_Osinski.pdf
United States Census Bureau, (n.d), Retrieved July 16, 2015, from
https://www.census.gov/popest/research/demo-analysis.html
Burke, M. J., Sarpy, S. A., Smith-Crowe, K., Chan-Serafin, S., & al, e. (2006). Relative
effectiveness of worker safety and health training methods. American Journal of Public
Health. Retrieved from http://search.proquest.com/docview/215095126
Cascio, W. F. (2013). Managing Human Resources (9th ed.). New York, New York: McGrawHill.
Valasco, T. (2005, May). f a program is monitored carefully, problems concerning what to keep
track of and how to gather data that would contribute to evaluation results will be identified
early on.. Retrieved from http://www.fao.org/docrep/009/a0406e/a0406e09.htm
Training Check.com. (2012, June). Collecting Data. Retrieved from
http://www.trainingcheck.com/help-centre-2/guide-to-training-evaluation/planning-yourtraining-evaluation/collecting-data/