Training and Development str

FOR W&W LTD.

Sane Yu
Continuous Workforce Development — HA13 34 Assessment 2
Table of Contents
Part 1: Training and Development Strategy...........................................................................................2
Training Needs Assessment...............................................................................................................2
Resources Needs for Training............................................................................................................2
Training Responsibilities....................................................................................................................2
Recommendations to Ensure Training Goals.....................................................................................2
Part 2: Commentary on Scottish Government’s Training Supporting....................................................3
Part 1: Training and Development Strategy
Training Needs Assessment
In this section, W&W’s organizational, team and individual training needs are discussed.

Organizational Training Needs (IIP, Retention)

One of the W&W’s strategies: providing customer satisfaction needs upgrading technology,
negotiation, communication skills of 180 sale operators.

As next strategy: “within one year, they need to upgrade IIP levels”, W&W must invest in training
and development planning.

Assumption: Current IIP level of W&W seems to be Silver since it supports their people in their jobs
with 90 days OJT and good leadership. To get the Gold level, W&W must shift to improving stage
that means continuous workforce development.

Figure: IIP framework

Furthermore, Organizational Development make W&W’s employee engagement and operational

performance effective which leads to organizational goals: Upgrade Retention.

Team/Group Training Needs (Motivation, Leadership)

There are 9 team leader and under each leader there are about 20 operators. As a modern company,
each team leader must motivate their subordinates.

If they become effective team leader, W&W’s objectives *to build good relationship between
workers and * to have team spirits will surely fulfil.

These are the reason why 9 team leaders will get proper trainings.

Individual Training Needs

As (1) Scotland’s unskilled workers problem is high, furthermore (2) the nature of work at W&W is
high technology related, and (3) rapid changes in technologies, 90days OJT recruitment training is
not enough.
As continuous development programs, 180 operators are needed to polish (upgrade, upskill) their
KSA with new kinds of continuous trainings.

When assessing the performance gap, if expected performance > actual performance, the
management team should consider any KSA discrepancy or other factors. If that so, W&W must
conduct technology update trainings for employee.
Previous Terms’ Tr Sane Yu sugession
Training and Development Needs
TNA is needed WHY?...
W&W’s training need assessment is undertaken in three perspectives: Individual, Team and
Organization.
Individual Training Needs
In W&W, 180 call operators had been trained 3 months OJT after recruiting. As in the
objectives of W&W, since last years the company used new high technologies in software,
machines and business process (Assumption). There are some problems in operating new
machines, accident rates, employee complains, grievances, wastes and poor performance. There
are also high rate of customer complaints. These information are gained from Performance Gap
analysis of HR department’s records, employee satisfaction survey and team leader observations.
It is obviously there are KSA (Knowledge, Skill and Attitude) gaps, 70 sale care operatives
and 110 customer care operatives need to upgrade their technological skill.

Figure 2: Gap Analysis and TNA Example

Team Training Needs
There are 9 team leaders and each leader has approximate 20 team members.
Ideally in an organization, according to modern organizational experts is approximately 15 to 20
subordinates per supervisor or manager. However, some experts with a more traditional focus
believe that 5-6 subordinates per supervisor or manager is ideal.
For the technological point of view, 20 subordinates per leader is enough, but for the employees’
current performance, teams leaders need to focus on effective and efficient motivational skill and
team spirit and leadership skill.
When the team leaders can lead with visions and encouragement, member’s current performance
gaps will be filled. Furthermore, strong team ethos across the organization and good rapport
between leaders and subordinates will be developed which is objective 2 and 3 of W&W.
W&W will gain those benefits if it will conduct continuous and effective training strategy for those
9 team leaders.
Organizational Training Needs
As W&W’s goal, to improve employee retention,
Training….KSA…Performance…Career Growth….Motivation…..Commitment…Loyalty…->reach the
goal
W&W’s current IIP (Investor in People) is Silver (Assumption). To reach another level which is
Gold, W&W needs to conduct continuous employee development programs and create
sustainable success.

Figure 3: Framework of IIP

For both organizational goals: improving retention and level up IIP, continuous workforce
development programs can be considered.
Resources Needs for Training
Training Responsibilities
Recommendations to Ensure Training Goals
Part 2: Commentary on Scottish Government’s Training Supporting