Training Plan

Needs Assessment
The first phase of developing the training plan is assessing the needs of Mr. Stonefield’s company and determining the goals he wants to achieve through implementation of the plan. This assessment begins with an environmental assessment which will aim to determine what skills and behaviors Mr. Stonefield wants his employees to learn in order to support job performance in his company. This will help ensure that the overall training plan adequately prepares employees in the necessary job behaviors and create high performing employees. Since this is a luxury transportation company, the objectives of the training program will likely focus on customer service and etiquette, maintenance, proper driving techniques, etc. Environmental analysis for Landslide Limousines will also look at the external landscape of the transportation industry in Austin, Texas and determine what external climate factors will affect the types of training that are necessary to achieve the company’s goals.

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The next stage of the needs assessment is organizational analysis which will ensure that training is focused in a way that supports the overall goals of the company as well as ensuring that training is supported at all levels of the organization. Building off of the environmental analysis, the organizational analysis will help Mr. Stonefield determine is the subjects employees are being trained in and the methods being used to train employees are effective in preparing employees and supporting the goal of growing a customer base and reducing turnover. This will also be influenced by the support that training gets from employees at all levels. In this analysis, Mr. Stonefield will also learn more about how managers and employees are supporting training activities and what resources are available to allocate towards training.

Demographic analysis will be conducted in order to identify the needs of the employees that must be addressed in the training plan. The plan will likely need to be specified at an organizational level for Landslide Limousines because uniformity of services and behaviors will be important in ensuring customer satisfaction. Offering the same training to all employees across the organization will ensure that all employees are trained in the correct behaviors and make performing their jobs simpler and easier to provide consistent high level service to customers. Also, this approach will help avoid creating resentment among employees who feel that they are passed over or left out of certain training opportunities. This will help to reduce dissatisfaction and turnover and create greater cohesion among employees and encourage company loyalty. Training methods

Companies have various methods to select for training session. Managers choose the effective way to help employees learn and retain information. Specific training techniques define the goals reached and establish training needs. There are several types of media such as printed media, which includes newspapers, books and pamphlets. Then, there are other types of media such as television and radio while the new age media include the Internet and mobile devices.

Training can be carried out in many different ways such as lectures, demonstrations, discussions, role playing, and question and answering to name a few. Managers will need to research and apply the most effective measures for their staffing to train and learn. Learning principles

The social nature of learning requires forcing on relationships and interacting with people of many abilities, values, and beliefs. People learn in different ways, as well as differ in the way things are perceived and comprehend. The principles of learning that are applied to everyday life and are relevant to the learning process. These principles are “Readiness implies a degree of concentration and eagerness, exercise states that those things most often repeated are best remembered, effect is based on the emotional reaction of the individual, Primacy, the state of being first, often creates a strong, almost unshakable, impression, regency states that things most recently learned are best not forgotten, and freedom states that things freely learned are best learned.

The principles of learning have been presented as an explanation for why learning devices (the use of games to introduce material, improve understanding, or increase retention) can show such incredible results” (Thorndike). Training for learning skills or facts

Learning skills are the universal or common skills that enable individuals to benefit from instruction. The human brains hold an enormous amount of endless information. Studies show that humans are able to learn in many ways, store and recall information with very little effort. The brain cells undergo chemical transformation and structural changes when learning is taking place. Everyday life presents ongoing opportunities to learn and practice essential skills to succeed on all levels. Effectiveness of methods

In training, skills are taught to evaluate the basic learning skills of a company. Each company can evaluate how well a trainee is learning in a new position as well as establish the well-being of the company. During the effectiveness of all training, the skills are valued when the methods are evaluated in the business. The business can have the ability to exceed in the details of the company and the methods can be improved when needed. The effectiveness of this process will determine the training process of all its employees. To create an effective work environment with optimal performance by employees, companies must implement a successful training system. There are several strategies of evaluation that enable companies to successfully measure the effectiveness of their training systems. These strategies are: •Criteria for evaluation

•Monitoring and observation
•Collecting feedback
•Implementing feedback
There are four criteria that are measurable in evaluation of the effectiveness of training; reactions, learning, behavior and results. Reactions refer to the attitude adopted by the trainees with regards to the training itself. If trainees seem to have a positive attitude towards the method of training and the information acquired through the training, it can be interpreted that the training was successful in that it was accepted by the trainees.

However, this is only one of the criteria. It is important to evaluate the trainees learned from the training. The question of “Has the trainee gained the knowledge and skills to successfully perform his or her job effectively?” must be answered. Whether retraining current employees or initially training new hires, positive behavior in the work environment is a good indication that the training has been successful. And finally, what are the measurable indications of training success? Has productivity improved? What are the goals of the training? Such indicators as improvement in quality of production, lower turnover rates, lower costs and more positive attitude at work are all measurable signs that the training has been successful. Pretest

One way to create learning modules for employee training is to administer pretests to new employees. Pretest serve as a way to evaluate the knowledge trainees bring into the job before training begins. They are helpful tools to help trainers personalize and specialize training based on trainees’ levels of comprehension. These pretests consist of questionnaires administered to new hires prior to training which contain at least one question from each learning objective for the job expectations.

The results of these questionnaires can then be used to create specific training methods to match the developmental stage at which the employee is entering the position. Pretests can help determine the employee’s skill levels as well as job requirement knowledge and thus can help determine which areas need emphasis in training as well as possibly the learning approach most appropriate for each new employee. Monitoring through observation

“Monitoring through observation” simply means visiting workshops, events or projects and watching what happens.” Evaluation of training can be conducted through many venues: Verbal feedback, questionnaires for the trainer and trainee, production increase/decrease etc. However, sometimes circumstances dictate a more hands-on approach to evaluation. This is when monitoring through observation can be most helpful. Some examples of when observation is more helpful than other forms of evaluation are

•Evaluating an ongoing project –how are the trainees utilizing the training they received during an ongoing process

•When other evaluation techniques are ineffective such as behavior modification training: are the new desired behavior patterns being observed?

•When production goals are still not being met and reasons are sought Monitoring through observation can be a very informal process yet is more effective when specific, formal steps are followed.

They are: 1. Determine the

Steps for using direct observation
Following the below steps will help to formalise and strengthen monitoring by observation. It will also reassure a wider audience (such as donors, partners and other stakeholders) that your information is credible and useful. 1) What is the focus of the observation? What results of training are being sought out? This may be used as a way to visually see that objectives of training have been met as well as validating or contradicting other forms of evaluation. 2) What tools will be used to observe and evaluate? Whether observations are informal with loose, open questions or by casual narrative, or are more structured with specific questions and measures, provide observer with the adequate tool to make and record the observations for later interpretation. 3) What are the parameters of the observation?

Who will be conducting the observation? When will the observation take place and where will it be conducted. The direct supervisor or manager typically is the most appropriate person to conduct the observation. The more observations conducted and the longer periods of time observations are made, the more reliable the results will be. 4) Conduct observations. This should be made as stress-free as possible. Building rapport through conversation is a good way to set employees at ease and reducing anxiety, facilitating cooperation. Questions should be planned but flexible. And finally, allow enough time to make thorough observations. 5) Record and interpret your results. Using the tools provided in step two, record the answers to the questions set forth and interpret as objectively as possible the results. Collecting Feedback

Collecting feedback is typically done in three ways:
Interviews can be conducted with both trainees and trainers. Questions as to how the training was received, its relevance to the job, clarity of knowledge and skills presented are useful in determining effectiveness of training. These questions should be presented to both the trainees as well as the trainers. In addition to personal interviews, questionnaires are effective tools for obtaining feedback. Questions should ask direct questions as well as open ended questions for respondents to be able to aexpress views and/or ideas.

Observations, as stated in the section above, is a good tool for collecting feedback as a replacement as well as an enhancement and verification of other methods of feedback such as questionnaires. In addition, observations are ongoing and often give a less biased or distorted view of the real level of learning and modification after training. Often employees are less likely to indicate a lack of understanding in writing for various reasons. These gaps between desired skills and actual skills can be more readily recognized through observation. Interpreting Feedback

Feedback is a necessary part of training as it helps us to determine what was learned and not learned by the trainees, make sure trainees follow-up training with desired performance and behaviors, and helps to determine future training methods based on successes and failures. Trainees’ reactions to the training can be used to determine if the methods and materials presented were acceptable and pertinent to meeting performance goals. Did the trainees enjoy and understand what was being presented and how it was presented? Do observations indicate that behaviors have been positively influenced by the training?

Are the employees acting in such a way as to flow with the organizational structure and culture of the company? And finally, is employee performance meeting expectations based on the training obtained? Even though the training may have been accepted and understood, did it achieve the goals set? Employers can take this information and modify the training process for the future. In addition, feedback can enable employers to locate deficits in performance and address each employee’s needs individually.