Diversity: Managing the Employees

Some company pays educational institutions directly for expensive, intense training programs that require payment up front (O’Reilly, Brendan 2001). Today, nearly 15 percent of our domestic workforce is enrolled in college and university coursework, more than half seeking advanced degrees. Our participation rates are three times the national average for companies with similar programs. And, participants' retention rate is double that of all employees (Cassidy, John F. 2004).

Making employees feel valued by giving them an opportunity to increase their knowledge and become an expert in their field shows them that you care that they are on your team and you are willing to invest money into them so you can retain them. Some training programs would be mandatory while other training programs would be offered on a voluntary basis. Offering voluntary training programs allows the employees to show their initiative by taking as many or as few of the training classes available. Training classes would include but not be limited to: technology updates, leadership courses, supervisory courses, career development courses, technical writing courses, stress management courses, work life balance courses, retirement courses, federal and state law leave courses. After completing each training course the employee would be given a certificate of completion. A copy of that certificate would go in their permanent personnel folder and the employee would be advised to include all of their completed courses on any internal

While conducting the extra training it is important to maintaining knowledge, incorporating some team building excursuses or exercises will go toward building a strong base for employees. While consulting for a company in Tucson Arizona, I was presented with some of the similar issues, more interaction with the upper management went a long way in

However, lacking strong evidence, the author’s assumption is not reliable. He points out that the cost for per employee is only $ 500, he only mentions this is the course fee and does not provide other information about the cost, maybe the course will need extra cost for books or other stuff, and the total cost will be a great burden to the company. Moreover, there is no evidence to manifest the employees who take this course will definately make benefits to the company, if they do not, the benefits will be

This argument is substantially flawed; it omits several important concerns that must be addressed to validate the argument. The author failed to render strong evidence and prove of why such this particular training enrollment has significantly increased the overall employees’ performance and satisfaction versus others who didn't report to. Moreover, the author could not convince the readers why also this training will be beneficial without quantifying the enrollment percentage of the Maxtech's employees nor a number. In addition, the author's prediction about the overall economy private sector improvement doesn't have any supporting evidence. Although this argument has some merits, it presents inconclusive information, offering dubious support

With new tech being introduced in the department that has majority of staff who are tech averse it is going to take a lot of time and effort to make the training effective. The old staffs need to feel involved and the approach has to be that of not alienating the loyal workforce that had served the company for years.

Once the problems have been identified, the next step is for a decision to be made in terms of what training method needs to be applies for performance improvement. Selecting the method is a complicated process because it requires that various limitations are considered. So choosing between on-the job and off-the job training comes into play. Along with that, it needs to be

The topic that I’m choosing is Chapter 17, “Managing a Diverse Workforce.” Although there is an improvement in the diversity in the workforce, there is still room for change. Businesses have made many changes to help enforce the laws that were passed regarding diversity in the workforce. Women have been integrated into the workforce and there also have been many immigrants from other countries that have been given a new start to the workforce in the United States. Laws of equal opportunity have been made to help increase the workforce diversity. The goal for full equality of women and persons of color in the workplace has not been fully met; however, the United States’ workforce has made a lot of progress.

This is a direct reflection of management not allowing a portion of an employees work schedule to accomplish this. This is as simple as prioritizing this training, or softening the work load of a period of time to allow for such training. Many of these new programs need to be incentivized for the employee. If management can show how using these tools can produce tangible results that increase productivity and revenue, management should show how bonuses can correlate.

Training and education is an important requirement for any organization. Although it was not discussed in the simulation what the root cause of the practice issues from five years ago rose from, it may likely have been the result of mere lack of appropriate job knowledge of employees responsible for a particular job, or task, or

Shelton's approach to the training is poor. There are several issues readily apparent in the training. The first is that the person doing the training, Blythe, does not have any training herself. Visiting a plant with a similar system does not count, because any differences between the systems could be dangerous. Also, the training on the new system should be done by somebody who is expert at the system. The classroom training needs to come before the new machine is installed, not after. There is significant risk to the employees with respect to their safety in trying to learn a new machine without proper, expert guidance. Further, their new job descriptions need to be outlined to them. Also, having the workers come in on weekends might not be acceptable. If they are hourly, they will be paid for it, but some employees might have other plans and obligations for weekends, so mandatory weekend training is not going to go over well. In short, there are all kinds of problems with Shelton's approach to training and their training system needs to be re-designed from scratch.

Organization loses its momentum and competence when it tries to just solve problems without approaching it from a unique viewpoint. One way to address this issue is by minimizing classroom-like training and incorporate more in-job training approach.

Effective employees and happy customers are the lifeblood of a successful business. This is why it is important to create a training plan that creates both effective employees and satisfied customers (Ganapathy, 2017). Currently, Motors and More has no formal training program and offers promotions based on seniority. Because Motor’s and More, Inc is a small privately owned organization, it is a good idea for us to take a decentralizing approach to assessing and training our employees. A decentralizing approach will allow individual trainers to take control of the training and the approaches they’d like to take (The Advantages, 2017). While this approach has both strengths and weaknesses it is the best way to allow managers to make the

Training programs, although beneficial to companies can come at a costly price. The training programs the hospital performed by the hiring of external consultants which provided training the hospital employees. To Shane the issue was the high monetary value of hiring the external consultants to train the staff. This was a serious issue because training is very important to grow and maintenance of the company’s goals and should continually be updated. According to the Chron, the price of training or replacing an employee, such as a nurse, can cost an average about Forty thousand dollars (Small Business, 2015). Low job satisfaction and high employee turnovers can be a consequence of the low training (Schermerhorn, J., 2012).

Putting together an effective employee training program can be a monumental task if not planned properly. There are four steps, repeating to produce a continuously better program that is best for both employer and employee. The process steps include needs assessment, design, implementation, and evaluation. Once it is evaluated, it should then show some weakness that should begin the cycle again with needs assessment and