CHALLENGES ASSOCIATED WITH IMPLEMENTING TRAINING AND

DEVELOPMENT
 A dispersed workforce
A steady rise in remote work and a decentralized workforce has led to new challenges in training and
development. With a geographically dispersed workforce, training can be quite hard:
misunderstandings are common, and cultural differences may even lead to inconsistent training. For
example, some cultures are less comfortable with being vocal on online forums than others.

 Lack of engagement
Engagement is important on three levels: cognitive, emotional, and behavioral. Without all three in
place, poor knowledge retention, passive learning and a lack of commitment contribute to challenges
in training and development. What’s more, behavioral change is impossible without learning
engagement. And, when training feels irrelevant or unnecessary, most learners mentally and
emotionally ‘check out’ and resist engaging.

 Training Costs
Training is an expense that some companies are not willing to pay. Small organizations may not be
able to afford to hire a training consultant or to send their employees to formal training programs.
But training is now more accessible through the use of technology. Online courses have made it
easier and less costly to train. Organizations can also use other training tools that do not cost
anything, such as mentoring, on-the-job training and shadowing.

 Return on Investment
Training is an investment that must show returns. Often, it is difficult to see the actual impact of
training. An evaluation form completed at the end of training only shows participant reactions.
Senior management needs concrete proof, such as increase in productivity and sales. Training must
also result in a decrease in errors, customer complaints, accidents and down time. Training becomes
of value when it contributes to the bottom line. The HR department must provide metrics that
support the training expense.

IMPACT OF TECHNOLOGY TOWARD TRAINING AND DEVELOPMENT PROGRAM

One big change to HR training and development in the workplace is that job education becomes
more engaging and relevant for employees. With virtual training, access to classroom teaching, and
more options for simulation or role-playing, employees can take advantage of a variety of learning
methods that potentially match their learning styles.
For example, new advances in e-learning have emphasized “gamification,” or using game play
concepts to encourage learning. And new advances in virtual and augmented reality are providing
HRM specialists with new ways to present information and training materials to users, including
classroom lectures and tests.
New technologies provide a positive impact on employment and development by providing a
larger variety of options to reach employees. Young employees especially expect training that
engages them in ways that help them learn more, and new technologies provide the training
development environment that can match their learning style perfectly.
 Training is another costly human resource management process, yet cannot be ignored as training
improves workers capabilities on the job. With technology, training is now more efficient by
allowing remote workers get full access to training materials provided by the company anytime,
anywhere. And if training documents aren’t enough, then remote workers can take advantage of
moderated and live virtual classes like webinars or video streaming. With this principle, the human
resource department can now easily commission remote HR experts to train their workers.
• Electronic distribution of course material;
• Flexibility for learners – when to study, at what place;
• Supporting different learning styles;
• Accommodation of different ability levels;
• Establishment of communication between learners and tutors;
• Engendering contact between learners;
• Greater access to information;
• Greater flexibility in maintaining and up-dating course documentation.

HOW PERFORMANCE APPRAISAL INFORMATIONS USEFUL FOR HUMAN

RESOURCE ACTIVITIES
 Evaluation

Companies can use performance appraisals to evaluate employees on how they fared against the
goals and objectives set by their managers. Appraisals are also useful for setting expectations for the
upcoming year. Small-business owners can use appraisals to recognize the extraordinary efforts of
certain employees, while pointing out how they can improve. Support and encouragement can
motivate employees to try even harder in the months ahead. Companies may also evaluate employees
on their teamwork skills. An effective evaluation is direct and precise, meaning there is no
over-the-top praise, no glossing over weaknesses and no surprises.

 Development

Evaluation is about identifying performance gaps, while development is about filling in those gaps.
For example, if an employee needs to work on his time management skills, the employer could
organize a training session for all employees who need help in organizational skills. Businesses can
use performance appraisals as the basis for career development plans, including the identification of
skills and training that employees would need to progress up the ranks in a corporate hierarchy.
Companies can use appraisals to gain insight into how employees are completing their tasks and
whether these tasks require restructuring. For example, if an employee is falling behind on his tasks,
it could be because of the company's inefficient operations. Therefore, the key to improving his
productivity is not training or reassignment, but process improvement.
 Recognition

Companies may also use performance appraisals to recognize outstanding employees. For example,
employees with a consistent rating in the top five percent of their peer group might be placed in a
management mentoring program and receive pay raises. However, consistently under-performing
employees may be demoted or terminated. Whenever possible, companies should provide written
appraisals because formal records are important for preparing future appraisals and in legal
procedures. To maintain records in order to determine compensation packages, wage structure,
salaries raises
 Employee Feedback

Appraisals can also be useful for gathering employee feedback. For example, companies sometimes
ask employees if they are satisfied with their career development plans and what additional training
they might need. This kind of feedback helps human resources and senior management with career
planning.
ADVANTAGES OF USING PEER/TEAM MEMBERS TO APPRAISE AN EMPLOYEES
PERFORMANCE
1. Encouraging Recognition
Peer appraisal and feedback is not just about gathering more information for the performance review.
Providing vehicles for individuals to offer feedback to others encourages a culture of feedback and
recognition, and supports collaboration.
2. Facilitating Accountability for Performance Improvement
Individuals who receive feedback on their performance from peers gain valuable insight into their
strengths and development needs. Soliciting feedback from one’s peers makes the process of
improvement and development visible and public. Once the feedback is received, individuals are
more likely to take action on developmental feedback as they become accountable to their peers.
3. Increasing the Accuracy of Performance Ratings
Integrating feedback from multiple sources in performance appraisal not only increases the
perceptions of fairness, but also improves the manager’s ability to provide accurate ratings. As
previously mentioned, managers have a limited ability to observe performance. Peer appraisal helps
to provide a more complete picture of employee performance so that accurate judgments can be
made. In addition, organizations can surface potential issues by examining the differences between
manager and peer review data. For example, individuals who receive high ratings or great feedback
from peers and low ratings from their managers may be at flight risks. This gap may be a sign of a
poor employee-manager relationship and can be addressed before it leads to attrition.
4. Surfacing Hidden Talent
Given the complex nature of working relationships, the insight offered by peers sheds light on unique
skills and capabilities. Managers and organizations will be better able to identify individuals with
team leadership, networking, and influence skills that would otherwise be missed in a
traditional performance appraisal process. This insight can be used in building teams, making
decisions on job rotations, and succession planning.
BENEFITS OF PERFORMANCE APPRAISAL SCHEME
 Improving Communication

All too often, employees and managers don't get along and can't understand why. Problems that stem
from a lack of communication can sometimes be resolved with a performance appraisal. If the
appraisal is used as an opportunity to describe the criteria on which performance is judged –using
meaningful and relevant examples – then the employee will walk away from the meeting with a
better understanding of how to best perform his job. For example, "John, when I say you need to be
more customer-focused, what I really want is to see you greet the customers with a smile when they
enter the store, and ask how you can help."
 Providing a Career Path

The performance appraisal is the perfect opportunity to address long-term goals that may not be on
the everyday to-do list. Not only does this provide the employee with an opportunity to be of greater
use to an organization, the employee feels pleased and valued. Lighting the way toward a successful
career path inspires loyalty and stability and can improve the bottom line, especially when the
employee's first concern is the health of the business, and subsequently, her career.
 Encouraging Good Work and Improvement

Celebrating a job well-done is the easy part of the performance appraisal. Noting areas of
improvement is not so easy. Nevertheless, no one is perfect, and the performance appraisal is an
ideal time to diplomatically highlight areas that need improvement. Even the most valuable
employee could benefit from additional training, while those who are on the cusp of dismissal need
the heads-up. Be specific by providing examples and clearly explain what needs to occur to turn
things around. Showing an employee that you care enough about them by taking the time to work
with them may make even the most hardened employee feel better.
 Improving Decision-Making Ability

When a company has detailed information on employee performance, business decisions become
easier. Filling open positions with existing staff strengthens the organization and promotes loyalty.
Knowing which employees display what strengths improves the speed with which projects can be
assigned. Appraisals also provide a framework when making decisions about compensation – and
layoffs. If the organization becomes the unfortunate party to a lawsuit, the performance appraisal can
refute or support claims. As a result, the effective use of performance appraisals helps an
organization operate efficiently and with focus.
STEPS TO ESTABLISH A SUBSTANCE-ABUSE-FREE WORKPLACE
STEP 1: Writing a Substance Abuse Policy

Before developing your program, you should first consider the following: A needs assessment survey
to determine what your program needs to accomplish; enlisting the assistance and input of employees
to develop the best policy possible and secure employee’s support. The policy should contain:
1. An explanation of why the policy is to be implemented. For example, the importance of a safe
environment for employees as well as customers and the general public, productivity, product
quality, and legal requirements.
2. A description of substance abuse-related behaviors that are prohibited; such as, possession,
transfer or sale of illegal drugs, and under the influence of drugs or alcohol while at work.
3. A thorough explanation of the consequences for violations of the policy.

A policy needs to identify all the elements of the substance abuse program. For example, if a
company’s program includes an employee assistance program, this need to be stated in the policy.
The policy should specify everything that will affect employees and the options available to them
should a substance abuse problem occur.

STEP 2: Training Supervisors

The level of support supervisors give to the company’s substance abuse program, combined with the
fairness of the program and the firmness of the commitment, will greatly influence its potential for
success. Many of the problems encountered when implementing a program can be avoided if the full
support and participation of supervisors and managers is enlisted.
Supervisors are responsible for identifying and addressing performance problems when they occur
which may, on occasion, be the result of substance abuse. However, supervisors should not be
expected to diagnose possible substance abuse problems. Employees can, however, expect
supervisors to identify the signs of poor job performance and follow standard company procedures
for dealing with them.
The key to having effective supervisory support for a substance abuse program is to make sure all
supervisors have been trained to understand the company’s substance abuse policy and procedures,
to identify and help resolve employee performance problems, and to know how to refer employees to
available assistance so that any personal problems that may be affecting performance can be
addressed.

An effective training program will allow supervisors to do the following:

1. Know the company’s policy and understand their role in its implementation and maintenance.
2. Observe and document unsatisfactory job performance.
3. Confront workers about unsatisfactory job performance according to company procedures.
4. Understand the effects of substance abuse in the workplace.
5. Know how to refer an employee suspected of having a substance abuse problem to those who
are qualified to make a specific diagnosis and to offer assistance.
STEP 3: Educating Employees

Educating all workers about substance abuse and the company’s substance abuse program is a
critical step in actually achieving the objectives of the program. Even though every company’s
program will differ based on their specific needs, every program should achieve the following
objectives:
1. Provide information about the dangers of alcohol and other drugs and how they can affect
individuals and families.
2. Describe how substance abuse affects on the job safety, productivity, product quality,
absenteeism, health care costs, and accident rates.
3. Explain how the policy applies to each employee and the consequences for violation of the
policy.
4. Describe the procedures involved in your program; including the assistance program and the
drug testing program.
5. Explain how employees and their dependents, if included, can get help with their substance
abuse problems.
New workers should be informed immediately of your substance abuse program policy and what is
expected of them. Update employees whenever changes are made to the policy.

STEP 4: Providing Employee Assistance

Many employers are unsure whether they can or should offer or provide assistance to employees
who have alcohol or drug problems. Often they are concerned about the cost of providing
assistance and their ability to continue to meet work demands while employees are getting help.
Terminating employees with alcohol and other drug problems and hiring a new worker may seem
to be the most cost-effective approach. In some cases, starting fresh may be the best course of
action. However, in most cases it actually makes better sense—from a business point of view as
well as a humanitarian one—to help employees overcome personal problems. This is when
providing some type of employee assistance comes into play.
An employee assistance program (EAP) is a job-based program intended to assist workers
whose job performance is being negatively affected by personal problems. Any number of factors
may cause workers’ personal problems, including substance abuse. Many employers have
discovered that EAP’s are cost-effective because they help reduce accidents, workers’
compensation claims, absenteeism, and employee theft and contribute to improved productivity
and employee morale.
You may want to contact other companies for ideas on how they run their assistance program.
Check your local community for any EAP consortium available that local businesses can join to
receive pricing only available to larger companies.
The EAP must be a source for confidential help. In order to ensure a successful program, the
employees must believe that by seeking help their employment or future opportunities with the
company will not be jeopardized; unless, however, their performance continues to be poor or they
continue to violate company policies.
STEP 5: Drug and Alcohol Testing

Drug and alcohol testing by itself is not a substance abuse program. However, many companies
believe that, when combined with the other components of a comprehensive substance abuse
program, testing can be an effective deterrent to substance abuse and an important tool to help
employers identify workers who need help.
Prior to implementing a drug and/or alcohol testing program, you should consider the following
questions:
1. Who will test? (Job applicants? All employees? Selected employees? Employees only at certain
job sites?)
2. When will tests be conducted? (After all accidents or only after some? When there is reason to
believe an employee is using drugs? As part of periodic physical examinations? Randomly?)
3. For what substances will testing be done? (For only the five drugs required by many federal
government agencies- marijuana, opiates, amphetamines, cocaine, and PCP? Only for marijuana
and cocaine because they are the most commonly abused illegal substances? For alcohol because
it is the number one abused substance in American workplaces? For other legal substances that
are commonly abused, such as prescription drugs, that can affect job performance?)
4. What consequences will employees and job applicants face if they test positive?
5. Who will conduct the testing program?

Drug testing has been gaining popularity in the private sector for the past decade. Many laws and
regulations have been established regarding workplace programs. It is a good idea to contact
organizations that can assist you in establishing your program.
The Department of Health and Human Services has developed information to assist in establishing a
comprehensive drug-free workplace program. Also, The Department of Labor may be a good source
for any questions you may have regarding your program.

REASONS FOR DECLINE IN UNIONIZATION

 Federal employment law supplanting traditional union roles. Over the past several decades,
Congress has passed a number of new laws and mandates designed to combat employment
discrimination of various types, establish safe and healthy workplaces, provide family and
medical leave, give workers notice for plant closings, and much more. The trend has been for
government to assume responsibility for more and more of the things traditionally advocated and
protected by unions. Unions have thus become less necessary for many workers, and the cultural
movement toward legislative protections has to a great extent replaced collective action in the
workplace.

 Unions have a poor public image as being bloated, inefficient and often downright corrupt.
Stories about labor racketeering, mob influence and trials of union officials for embezzlement
and bribery are common fare on the evening news. Employers are often able to use this aura of
greed and corruption to blunt union organizing campaigns.
 Global competition and deregulation in traditionally unionized industries. In recent years, the
federal government has deregulated heavily unionized industries including the trucking, railroad,
and airline industries. Deregulation has brought greater competition in these industries not only
domestically but also from abroad. No longer is the U. S. free from global competitive pressures,
as many argue it was in the years following World War II. Economic globalization has resulted
in large-scale layoffs and growing economic insecurity for workers, particularly in these
historically unionized industries. This in turn has limited union efforts to raise their members'
wages and benefits.

 Workers are often “out of sync” with union politics. The labor movement is perceived as being a
vassal the Democratic Party and a champion of liberal causes. These most recently include
immigration reform and national healthcare. Vast amounts of money and manpower have
devoted to support labor-approved candidates and issues. Yet many workers, particularly in the
South, are deeply conservative and simply do not support these causes. They do not want their
union dues going to support issues and politicians with which they disagree.

CASE STUDY 1
Question 1: Are there any hiring standards that should be avoided? Identify them and explain why
they should be avoided.
Answer: She should avoid listing “good appearance and good credit rating” on the Ad as criterion
for the job. First of all, design engineer applicants do not necessarily have to have a “good
appearance” nor do they, based on my understanding, need a “good credit rating” either because the
job is based on skill and ability to do the job rather than good credit or appearance.

Question 2: What recruitment sources and methods might have been used to have generated a better
applicant pool for the two software design engineer positions for International Manufacturing?
Defend your recommendations.
Answer: Bryant should be putting her Ad on social media such as Facebook and Link In. She should
be going to job fairs and presenting her company and talking to potential employees who would be
interested in the job position(s). Lastly, she should be contacting staff, faculty, and the administrators
of colleges and universities for promising applicants.

CASE STUDY 2
Question 1: Do you feel that Jason was justified in insisting that the job, not the person, be evaluated?
Discuss.
Answer: Job evaluation is a technique used to determine the value of each job in relation to all jobs
within the organization. The job evaluation and the employee evaluation are based on two entirely
different scales. The job evaluation clearly identifies and describes the task, creates the basis for the
job description and relates to the tasks involved with the position itself The basic purpose of job
evaluation is to eliminate pay inequities which may exist because of illogical pay structures, such as
might develop over time if care is not taken in how compensation is determined. Job evaluation
programs are generally administered by the human resource department and are usually conducted
by a committee. The jobs people have are major determinants of the amount of financial
compensation they will receive, and organizations pay for the value attached to certain duties,
responsibilities, and other job-related factors, such as working conditions. The relative worth of jobs
is usually determined through a combination of job analysis, job descriptions, and job evaluation.
The employee evaluation measures the employees overall performance of their tasks as it relates to
the overall success of the company. Jason was asked to evaluate the job for compensation purposes,
which involves the job function, not the person who is performing the job. I do feel that Jason was
justified in insisting that the job, not the person be evaluated.

Question 2: Do you believe that there is a maximum rate of pay for every job in an organization,
regardless of how well the job is being performed? Justify your position.
Answer: Employers use pay scales to calculate salaries. The rate range for a job grade consists of a
minimum, midpoint, and maximum rate of pay unrelated to how well a job is performed. Many
employers use a system job evaluation tool to rank jobs based on skill, education, experience, and
duties to assess the job description. There should be a maximum rate of pay, which should be based
on the individual’s job performance. The starting rate and maximum rates should be the same for all
employees in the same position but, their individual rates may be different depending on their
performance. However, once an employee has reached the maximum rate of pay for the position the
employee should not receive any more pay raises. A job should have its maximum pay rate
depending on many factors. In most cases jobs that do not require high level of education are the jobs
that do not lead to a lifelong career. In this case, there is a limit of value that a receptionist like Maria
could bring to the company. It wouldn’t make much financial sense to pay a receptionist equal to an
operations manager. Even in this example where the receptionist has elevated value due to her
interpersonal skills, ultimately she does not provide attainable financial betterment to the company
outside of her job description. Therefore, the employee should be paid based on their quantified
value as an asset to the company; and a job should have a maximum rate of pay.

Question 3: Assume that Maria is earning the maximum of the range for her pay grade. In what
ways could she obtain a salary increase?
Answer: If employees provide more than the climax qualification for promotion, they can be moved
to a job in a higher range equivalent to their existing pay. Maria can be promoted to office manager
to oversee secretarial work and assist the operation manager as well. This can well justify her salary
increase and it would recognize her hard work throughout all those years. However if the promotion
does not occur Maria should still be moved up until the wage range goes up. The salary policies and
all the ranges are adjusted upward each year as competitive pressures push wages upward. Moreover,
it is not clever for companies to lose extraordinary and experienced employees because they
contribute a great deal to the organization. In contrast, there is very little she can do without changing
positions. She could talk with Jason beforehand and discuss compensation for value or income she
directly creates through her efforts. For example, to taking on heavier workload, adding a new task to
the job, bringing new customers to the company.