Our current training process is as follows. None of the jobs have a training manual per se; although, several have somewhat out-of-date job descriptions. The training for new people is all on the job. Usually the person leaving the company trains the new person during the one to two week overlap period, but if there’s no overlap, the new person is trained as sufficiently as possible by other employees who have filled in occasionally on the job in the past. The training is basically the same throughout the company for machinists, secretaries, assemblers, accounting clerks, etc.
Develop a training program. Develop a training proposal that provides specific suggestions on what can be done to improve the training process.
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This problem is asking for two things. One is to design a training solution and the second is to present it as a proposal. A proposal implies that someone in the organization needs to be convinced that your training solution will meet the needs of the organization. Here are some steps to take when working on this solution.
I: Clearly define the problem
Before creating a training plan, you must clearing define the problem. Here are some issues to consider:
? Since the company does not have a written training plan, it is possible that they also do not have a written job description for the various positions in the company. They have failed to identify the real needs of the organization that they want their new employee to solve. A company’s goals need to translate into job tasks or descriptions for its employees if those goals are to be achieved.
? The haphazard nature of the current training structure is not an effective use of the company’s human resources. For example, consider the situation that occurs when the exiting employee is already gone before the new employee arrives. Unless the new employee is a gifted self-starter able to identify …