Training Case

Rick Pitino once stated "The only way to get people to like working hard is to motivate them. Today, people must understand why they're working hard. Every individual in an organization is motivated by something different." As I peruse this quote to in my mind, I can visually see how motivation connects with training and development. When conducting a training class or development session, one should consider something that is interesting, beneficial and most of all something that conveys transfer of training. The purpose of this essay is to structure a master plan to incorporate a training and development department. I will comprise some ideals to generate a "win win" environment for creating and structuring the training and development department.

Every organization needs training and development programs incorporated in every line of business within the organization. When developing such training programs, you should start out by assessing the training needs. This will be determined by administering the DIF analysis. DIF analysis is a method of assessing individuals' current performance based on how difficult the task is, how important it is and how frequently they do it. After assessing employees, you would rate each task the individual does against the criteria listed above. Once that is completed, you find for each individual the level of difficulty found in the task and how important is it to the job? Decisions are placed on a scale of 1-4 with 1 being the most competent end of the scale and 4 being the least competent end of the scale. After completing that you need to look at the frequency of each individual. This is done by working out how often the individual does the task in relation to the whole job. This analysis has given other companies and organizations the stepping stone to creating their training departments. "DIF Analysis has roots in military training, where traditionally training and development tended to be oriented according to task effectiveness and organizational efficiency, rather than driven by individual personal development needs." Also while assessing the training needs, we have to keep in mind how successful the recruitment process is. This process ties in with assessing because we can assess potential candidates so we know that we are hiring the correct person for the appropriate job.

After completing an assessment we should be able to identify what and who we need to train and develop. Use of this procedure allows us to create a training and development plan that is better suited for the company. To structure this plan we will be using the 360 degree feedback. The 360 degree feedback is composed of anonymous feedback from people who work around them such as subordinates, peers, and supervisors. We will select 8 to 12 people to anonymously fill out an online form that asks questions covering workplace competencies. The 360 degree feedback