Human Resource Training Class

Human Resource Training Class: New Employee Customer Service Training Class for All New Employees
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Human Resource Training Class: New Employee Customer Service Training Class for All New
Introduction
The HR department or human relations office regulates various capacities inside a retail company, including recruitment, training, and performance evaluation and notwithstanding solving arising workplace misunderstandings. Moreover, the HR management must keep organization human resource aware of any changes in legal jurisdiction and regulations, for example, employee safety, ethical behaviors, compensations and matter regarding discrimination and biasness. Along these lines, it is basic that all human asset supervisors and workers get the fitting training. This paper, therefore, endeavors to explore, analyze and discuss the creation of a human resource training, especially for new employees.
Five Ways A Needs Assessment Would Expose Any Existing Performance Deficiencies
We are living in a world that is characterized by volatility, uncertainty, complexity, and ambiguity (Beer, 2017). With the break of every dawn, an introduction of something new has been seen to unapologetically upset the dynamics of every facet in the society (Sitzmann & Weinhardt, 2018). Majorly, technology has been the game-changer in this contemporary society, particularly with new cutting-edge innovations finding their ways into the market on a daily basis. Without a doubt, businesses have been greatly affected, among other facets in the society, both positively and negatively.
A needs assessment is a precise procedure for deciding and tending to requirements, loopholes between current conditions and targeted conditions or “needs”. The inconsistency between the current condition and needed condition must be estimated to properly distinguish the need (Beer, 2017). The need can be a set target to enhance present situations or to amend an inadequacy in the organization.
According to Harvard Business review, companies have an ability to nurture strong capabilities by identifying the capabilities systematically at individual and institutional level. An important tool in this process is objective assessment so as to have a positive impact on the business. The most effective capability builders take more actions than others to improve and maintain capabilities. These diagnostics assist companies in the skill gap assessment relative to other companies in the industry. Additionally, assessment helps quantify the potential financial impact that comes with addressing capabilities gaps in a systematic and objective way (Altschuld & Kumar, 2010). Based on research, one way to institutionalize and sustain capability building is with the involvement of a corporate academy.
The first obvious ways that a needs assessment and appraisal may uncover any current performance insufficiencies is by taking an evaluation of individual employee needs and wants. A needs evaluation would enable the organization to see which employee require what kind of training and spare time not training the ideal individual mistakenly.
Another way that such an evaluation would assist to expose any existing performance insufficiencies is by taking a keen look at the retail company performances in general (Sitzmann & Weinhardt, 2018). This will enable make sense of to the aptitudes, learning, and capacities that each department needs from a new employee and existing employee and help the retail company to recruit just those people that will propel the organization to greater heights and not stall them at all.
Thirdly, the other way that a requirements evaluation can help uncover any current execution inadequacies is through an occupational needs assessment appraisal (Cascio, 2017). This appraisal looks at the aptitudes, skills, and technical know-how required for the departments in question. Occupational appraisal distinguishes how and which Occupational related inconsistencies or gaps exist and investigates how well a worker is getting along an occupation (Beer, 2017). Occupational needs assessment allows the management to identify an individual employee’s capability to handle new roles and duties or a complete change in duties and responsibilities.
The personality test is another way that a needs appraisal can uncover existing performance shortfalls. Not all people are fit for working in retail or with different people in that limit so they would not be the best opinion to designate in that position.
Lastly but not least another way that a needs evaluation appraisal would uncover any current execution deficiencies is surveyed a people’s psychological ability to handle the designated duties and responsibilities. Retailing service is a distressing field and if an employee cannot deal with the minimum requirements of the position they could break under the pressure.
Customer Service Training Implementation Plan and the Method of Training
Human resource training in the retail business is vital and will be the beginning stage for each and every employee who works for an organization to see how they portray the organization. It will likewise allow new employees to understand more about the organization’s history and what makes the organization an interesting one to work for (Sitzmann ; Weinhardt, 2018). There are a few different ways that new employees ought to be trained when working in the retail department including physical presentations, contextual surveys, active participation, and apprenticeship.
Two Ways to Motivate Employees to Attend the Training Class
Training courses are fundamental and helpful to any new staff especially with an orientation to the culture and tradition of a particular retail company. Be that as it may, a few people may need inspiration with regards to going to an instructional course (Cascio, 2017). Representatives who show almost no inspiration for going to training classes can be given some kind of motivator, for example, paid time off, early job leave days, some sort of remuneration for undergoing the training. Workers who have no enthusiasm for undergoing the classes the HR division must see approaches to execute fun exercises that implement the coursework information that they have to learn.
One way that a worker could be persuaded who has no enthusiasm for attending these classes is to begin an expert career course that will enable the workers to progress in the working environment. This course would urge workers to go to training and consequently give credits for the course. At the point when a worker achieves a specific dimension of credits and has accumulated a specific measure of credit hours, they will be qualified for an advancement (Cascio, 2017). This is a constructive method to improve the probability of a worker having to undergo training classes and help advance the retail company as one that puts stock in the holistic individual and needs to build up their workers.
Another approach to spur a worker who does not have any desire to go to a training class is by paying for the courses and offering that compensation on the very first paycheck. By paying the staffs for their time before they formally begin working for the organization demonstrates to the worker that they are esteemed for their time. The human resource would likewise realize that pre-employment training is required for business. It is basic for employees to realize how to carry out their responsibilities and duties effectively and productively.
In the event that a staff cannot commit their opportunity to train they will be requested to leave (Cascio, 2017). This will empower workers in a positive manner and furthermore strengthen the retail company’s expectation on attendance of their employees (Ng & Dastmalchian, 2011). This might be off-putting to a few workers yet it demonstrates that the company that they work for is particular about their workers’ fates and their time that they put into everybody who comes to work for the organization.
This could likewise be a decent advancement for the retail company since it separates them from contenders. By being more strict and upholding approaches an organization could confirm that they are keen on building up the holistic individual and that they are devoted to giving the majority of the training and advancement that an individual should be a piece of a triumphant organization.
Survey to Collect Feedback from the Employees Attending the Training
The study below will be utilized to gather responses from workers undergoing the training classes. This survey will look to training was advantageous, if the training once learned will be practically applied, regardless of whether all the more training is required in customer care services and the difficulties they expect to confront while serving the clients on an everyday premise (Ng ; Dastmalchian, 2011). Likewise, this survey will center on the perspectives of age, work position and worker sentiments in regards to the training classes.

Overall Experience
1. Rate your overall level of satisfaction with the training event.
• Very satisfied
• Satisfied
• Neutral (you may choose to remove this option)
• Dissatisfied
• Very dissatisfied

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2. Please indicate your level of agreement with the following statements:

NB: These items should relate to overall goals of the training as a whole.
Remove ‘neutral’ if you don’t want to use it. Strongly agree Agree Neutral Disagree Strongly disagree
The training helped build my capacity to respond to the needs of target population
The training increased my knowledge of retail services.
The training increased my understanding about the key issues related to working with a retail company

3. Workshop Outcomes :Please indicate your level of agreement with the following statements

NB: These items should relate to the specific learning outcomes from the presentations, sessions, workshops, etc.

Remove ‘neutral’ if you don’t want to use it. Strongly agree Agree Neutral Disagree Strongly disagree
The session increased my knowledge of the link between marketing and distribution
The training improved my presentation skills when it comes to addressing customer’s complaints
The training identified key messages customer care services

4. If applicable, please share two main take home messages that you learned through your participation at the event.
Key Learning #1:
Key Learning #2:

5. If applicable, please tell us how you plan to use what you learned at the training classes.
If the information presented is not applicable to your local context, please tell us how we can improve this for the future/have made it more applicable for you.
_______________________________________________________________________________________________________________________________________________

6. How can we improve the training course?
Please share your ideas about items that were missing, additional items that you would like to see, and how the sessions could have been improved.
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
7. What types of support would help you carry out your role?
Consider training (information and skills-based) and resources needed.
______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

8. Please share any additional comments about the training sessions.
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

References
Altschuld, J., & Kumar, D. (2010). Needs assessment. Thousand Oaks, Calif.: SAGE Publications.
Sitzmann, T., & Weinhardt, J. (2018). Advancing training for the 21st century. Human Resource Management Review. doi: 10.1016/j.hrmr.2018.07.005
Beer, M. (2017). Developing strategic human resource theory and making a difference: An action science perspective. Human Resource Management Review. doi: 10.1016/j.hrmr.2017.11.005
Ng, I., & Dastmalchian, A. (2011). Perceived training benefits and training bundles: a Canadian study. The International Journal Of Human Resource Management, 22(4), 829-842. doi: 10.1080/09585192.2011.555126
Cascio, W. (2017). Training trends: Macro, micro, and policy issues. Human Resource Management Review. doi: 10.1016/j.hrmr.2017.11.001

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