Continuing From Assignment 1: You Were Selected As The New H

Continuing From Assignment 1 You Were Selected As The New HR Director

Continuing from Assignment 1, you were selected as the new HR director for the retail company and now have been in the position for approximately 6 months. Your approach to strategy, planning, and selection have been quite successful thus far, and now it is time to address the organization’s expectation for performance and development of employees since these components of HR strategy are critical in achieving business outcomes and success. Write a four to five (4-5) page paper in which you: Critically analyze and discuss any researched (web or textbook) training process model you may consider for use in developing employees (here’s an idea: or exhibit 7-1, page 230 in the text book). Then, identify and discuss some possible challenges that might be faced in implementing a new training process in the company.

List and briefly discuss at least three (3) types or methods of training that can be used for employee training. Of the 3, which would you select to train the retail employees, and why? Be specific. Differentiate the concept of performance management and performance appraisal with three (3) to four (4) key points. Then, make your case to leadership for or against using annual performance appraisals in the organization.

Be specific with your perspective. Format your assignment according to these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.

Include a reference page. Citations and references must follow APA format. The reference page is not included in the required page length. Absolutely no plagiarism Follow all directions above 4-5 full pages Citations should be dated back no more than 5 years APA format only to include page numbers, etc. Stay on topic and fulfill all questions above Use the file upload below to help complete the assignment.

Paper For Above instruction

As the newly appointed Human Resources (HR) Director of the retail organization, my focus over the past six months has been on refining strategic HR initiatives that align with overall business objectives. One pivotal area for driving organizational success is employee development through effective training processes coupled with comprehensive performance management systems. This paper explores a suitable training process model, discusses potential challenges in implementation, examines various training methods, differentiates between performance management and performance appraisal, and advocates for a strategic approach to performance evaluations.

Analysis of a Training Process Model

A well-established model for employee training is the ADDIE framework—Assessment, Design, Development, Implementation, and Evaluation—widely recognized within instructional design (Seels & Glasgow, 2018, p. 230). This systematic approach ensures that training initiatives are thoroughly aligned with organizational needs. The assessment phase involves identifying skill gaps and training needs through surveys, performance data, and employee feedback. In the design phase, tailored learning objectives and suitable delivery methods are formulated. The development phase focuses on creating training content, leveraging multimedia and interactive modules to increase engagement. Implementation involves delivering the training in accessible formats, whether in-person or virtual. Lastly, the evaluation phase assesses the effectiveness using criteria such as learner feedback, performance improvement, and ROI.

The ADDIE model's structured steps promote consistency and continuous improvement, making it suitable for developing employees in retail settings where rapid changes and skill updates are common. By systematically evaluating each phase, organizations can adapt training designs to meet evolving business requirements effectively.

Challenges in Implementing a New Training Process

Implementing a new training process can encounter several challenges. One primary obstacle is employee resistance, often stemming from fear of change or additional workload (Noe, 2020). Resistance can be mitigated by involving employees in the development process and communicating the benefits clearly. Another challenge is resource allocation, as developing and delivering quality training requires significant time, financial investment, and skilled personnel—resources that might be constrained. Technological barriers also pose issues, especially if training involves new platforms that employees are unfamiliar with, necessitating additional technical support and training. Furthermore, measuring training effectiveness can be complex, requiring robust evaluation metrics to ensure learning transfer and behavioral change (Kirkpatrick & Kirkpatrick, 2016). Addressing these challenges proactively is essential to embed training into the organizational culture successfully.

Methods of Employee Training

1. On-the-Job Training (OJT): This method involves employees learning in the actual work environment through shadowing, coaching, or mentoring. It is highly practical and directly applicable but may temporarily reduce productivity.
2. Classroom Training: Traditional instructor-led sessions provide structured learning opportunities, often used for introducing new policies or products. It allows for interaction but can be less flexible and more costly.
3. E-Learning Modules: Online courses provide flexibility and scalability, enabling employees to learn at their own pace. They are cost-effective and facilitate consistent training across locations but may require self-motivation and proper technological infrastructure.

For retail employees, I would select e-learning modules due to their adaptability, cost-effectiveness, and capacity for consistent delivery across multiple store locations. Retail staff often work varying hours, making flexible online training more practical than scheduled in-person sessions. E-learning can also be updated swiftly to reflect product changes or new policies, ensuring staff always have access to current information.

Performance Management vs. Performance Appraisal

• Scope: Performance management encompasses the ongoing process of setting goals, coaching, and providing feedback to improve employee performance, whereas performance appraisal is a formal, periodic evaluation often conducted annually.
• Focus: Performance management emphasizes continuous improvement and alignment with organizational goals. Performance appraisal tends to focus on rating past performance for administrative decisions like promotions or compensation.
• Methodology: Performance management utilizes various techniques such as regular check-ins, feedback sessions, and development plans. Performance appraisal typically involves a formal review meeting and rating scales.
• Frequency: Performance management is continuous; performance appraisals are usually conducted annually or semi-annually.

Given these distinctions, I advocate for shifting away from traditional annual performance appraisals toward a more dynamic, continuous performance management system. Such an approach fosters real-time feedback, employee development, and increased engagement, which are critical for a fast-paced retail environment (Aguinis, 2019).

Support for or Against Annual Performance Appraisals

I argue against relying solely on annual performance appraisals. While traditional appraisals provide a formal mechanism for documenting performance, they often fail to capture real-time achievements or areas needing improvement. They can lead to recency bias, demotivate employees when feedback is infrequent, and foster a punitive environment rather than a development-focused culture (Cascio & Boudreau, 2019). Instead, adopting a continuous feedback approach enables managers and employees to address issues promptly, recognize successes, and refine skills proactively. This shift aligns with contemporary HR best practices aimed at fostering agility and employee engagement (Pulakos et al., 2019).

Conclusion

In conclusion, a structured training framework like ADDIE, complemented by an understanding of practical training methods, is crucial for employee development in a retail context. Overcoming challenges requires strategic planning, resource management, and clear communication. Transitioning from annual performance appraisals to ongoing performance management can enhance organizational adaptability and employee satisfaction, ultimately driving better business results.

References

• Aguinis, H. (2019). Performance management. Chicago: Chicago Business Press.
• Cascio, W. F., & Boudreau, J. W. (2019). The search for global competence: From international HR to talent management. Journal of World Business, 54(6), 101017.
• Kirkpatrick, D. L., & Kirkpatrick, J. D. (2016). Kirkpatrick four levels: A practical approach for developing effective training programs (3rd ed.). Austin, TX: ATD Press.
• Noe, R. A. (2020). Employee training and development (8th ed.). New York: McGraw-Hill Education.
• Pulakos, E. D., Hanson, R. M., Arad, S., & Moye, N. (2019). Performance management can be flexible—It should be, to fit organizational needs. Industrial and Organizational Psychology, 12(2), 183-197.
• Seels, B., & Glasgow, Z. (2018). The specifications for effective instructional design. In Instructional Design (pp. 230-245). Wiley.