Case Study : Lack Of Employee Development Options

Knowledgeable and well trained employees are needed in every organization. It is important employees are able to perform all the tasks needed in order to reach the organizations needs and achieve the set goals. As times change, employees may stay behind in skills or may even lack training when it comes to new systems, technology or other procedures that the company may need in order to better performance. That is when the importance of training is more evident. An organization has a large responsibility for their success which is why training, development, and career development is

Broadhurst, J. (2012). Employee development is a great business opportunity. Human Resource Management International Digest, 20(6), 27-30. doi:http://dx.doi.org/10.1108/09670731211260861

There are many different forms for employee development; traditional training such as in a classroom, self-study courses using computer technology can be either the Internet, are using CD-ROM courses. Also establishing an Individual Development Plan which is having the employee do a self-assessment having them assess personal career

A: Employee development helps to maintain a trained, motivated and committed workforce so that they are able to respond to innovation and change. Employees are able to produce goods and services and some goals may initially cause a decrease in profit and because employee development can be costly. Goals for change and innovation may cause conflict depending on how they approach the goal and implement strategies for productivity that can be approached differently by employees. This can also cause conflict, but the best plan can be determined by trial and error. Symptoms of structural deficiency can appear as a result of too many problems and to many decisions related to those problems, if the hierarchy delegates responsibility to the lower levels it still may be insufficient. Different organizational structures need to use innovation to accompany all aspects of decision making, ranging from what the marketing

This method allows for employees to share in the decision making process. This allows for their voice to be hear, learn from others, and begin making managerial team decisions.

Apple Inc. is a leading worldwide retailer of computers, tablets, cell telephones, and other entertainment items. Apple needs new development techniques, product development and a leader in the mobile market. The implementation plan below will show the group of action best suited for the corporation along with the implementation process, assessed risks and financial projections used as the basis for moving the business before.

1. Martin, M., Whiting, F. & Jackson, T. (2010) Human Resource Practice. 5th Edition. London: CIPD.

Within todays ever-changing working society, training and development is a key part within any organisation. Employees are the main capital within organisations which suggests

Currie, D (2010). Introduction to Human Resource Management. 2nd ed. London: Chartered Institute of Personnel Development. 293

Paul, the former Director of Human Resources at the Utiliscan Company conducted an employee survey prior to leaving the organization. Based on the survey results, the Utiliscan Company is currently faced with determining approaches to resolve the employee’s concerns. When developing the plans to address the issues, the current financial condition of the company has to be considered.

Our group designated three practice options that we believed were the most crucial towards the success of eGlobalServe (eGS). As a team we selected training, compensation and work-life balance to be three areas where our group would heavily invest in, while investing less in other areas such as selection, talent management, and performance appraisals. Before selecting these three areas our team discussed each component and although we believed each category was important, we ultimately chose the three we did for very particular reasons. The first category we chose was training. Although training costs a lot of money and takes up time, untrained employees are very inefficient and ultimately would end up costing eGS more money. Furthermore, we believe that trained individuals are going to be happier because when someone feels supported and capable to do something, they are more willing to try new things than those who are unqualified and unsupported. Secondly, we chose compensation to be high among our values at eGS. We believe compensation motivates individuals and promotes a sense of job satisfaction. Also, an adequate compensation package will allow us to keep turnover rates low, saving us money and creating a team-like atmosphere. Lastly, work-life balance is the last of the categories we chose to focus on. Our goal at eGS is to keep our employees satisfied and healthy. Both of which can be accomplished through a well-maintained work-life balance approach. We don’t want

employment handbook,SAMHSA)The research on supported employment program found that participants do not experience more severe symptoms or higher level of distress, nor do they require more intensive psychiatric treatment. Participants achieve financial security through obtaining job and lead a quality life( Supported employment handbook,SAMHSA).

Both quantitative and qualitative data was collected from the survey. Using the quantitative data the Human Resource Manager Debbie Horner posed questions that varied from the numbers one through five. One was the worst rating and five was the best. Utilizing this data the human resource manager was enabled to gain a more clear

Employees are the most useful resources in every organization. They are the people who propel the organization toward achieving its objectives and goals. Employees need to be treated like the most valuable assets in the organization. For the employees to be fully optimized and work toward achieving all the organizational goals, they need to be motivated and satisfied in whatever they do.

C. Leatherbarrow & J. Fletcher, 2014, Introduction to Human Resource Management, guide to HR in practice, 3rd edition, London, CIPD