Hrm 6623 - Training Managment Program

A Management Training Program

Presented by.....

Henry Lee, Shabree Ware, Kim Harper, and Tom Galloway

HRM 6623

Management Training Program

Ernst & Young, United Kingdom

Executive Summary

Inevitably, successful organization and business practices is embedded in values, principles and strong methodologies used as a construct in achieving organizational effectiveness. To that end, creating a workflow system conducive of balance, teamwork, and diversity enhances productivity and equanimity within organizations. With a constant evolving economy and an ever-increasing global competition, training and development is becoming increasingly important in sustaining viability within international markets. Conversely, the current trajectory of training and development programs has become synonymous with short-term goals rather than long terms. Addressing the skills gap in an aging population and diverse training programs are but two examples of challenges that confront organizations today. To that end, a short investment of human-capital practices is lessening competencies and marketability, reducing company longevity. Human Resource Development is a crucial factor in overall job performance, and should therefore be concerned with developing people as well also play a key leadership role in supporting initiatives to enhance organizational performance and transformation (Fisher 1997; Noe 2008). Oftentimes, to achieve the aforementioned, organizational change must occur.

Ernst & Young, a dynamic leader in the global market advanced several initiatives to increase accountability and cross-cultural consistency within their organization. Efforts involving the hiring of a consulting firm to organize and streamline business practices are but one example that acknowledged some of the challenges the company faced. However, through this initiative, the organization remained vigilant in providing excellent client services. A significant challenge with the change initiative of Ernst & Young was resultant in the merger. The merger challenged the some of the company's human resource development practices. For starters, they were unable to acquire "by in" from all employees. Although some cultural barriers resulted in this, the current perspective on the change initiative did not receive universal acceptance. In addition to this, the training and development initiatives were not a joint effort. Efforts involving training and development should invariably be a joint effort to maximize performance. Nick Land, the managing partner of Ernst & Young, United Kingdom recognized the many challenges and became determined to provide as much resolution as possible.

While our organization recognizes the many milestones Ernst & Young has made in their organization, we also acknowledge some constraints in their Human Resource Development process. We are committed to providing the best resources to enhance company functionality. As such, we have designed a training program for Ernst & Young, United Kingdom that we believe is suitable and one which will maintain viability and long-term capital for the company. In accordance with the mission of Ernst & Young, we pledge our efforts, and dedication to fulfilling a more flexible, integrated and reliable organization sustained by trust, professionalism and accountability.

Management Training Program

Ernst & Young, United Kingdom

Evaluation

Training is one of the most fundamental aspects in Human Resource Development. To that end, the evaluation of such programs is equally important. Oftentimes, organizations will not consider evaluating a training program. Reasons for this may vary. Nevertheless, since training programs are generally expensive, it is beneficial for the organization to assess the quality of the training to ensure it provides maximum benefits. Although there are many ways to evaluate training programs, we suggest beginning with measuring the outcomes through organization/task analysis, and questionnaires. To assess the monetary value of the training program, we suggest using a cost benefit analysis.

An organizational analysis focuses on cultivating and maintaining an efficient workforce through the design and structure of an organization, as well as the relationships and behavior of individuals within the organizations. (Droege, 2009). Many employees in Ernst & Young did not support the change initiative. Initially, there were two slightly different visions between Cottom and Land. Land soon became a managing partner as well as a manager of accounts. Within 18 months of the of the change initiative, many employees begin to raise questions about the effectiveness of the initiative and whether it hindered their work abilities. Reviewing this through organizational analysis can enhance work practices and organizational efficiency.

A task analysis identifies and examines tasks performed in a job (Kirwan & Ainsworth, 1992). This is instrumental in measuring outcomes. Land was instrumental