Training Of The New Employees example essay topic

Section I: Human Resource Problems One of the biggest problems to be faced at Sumerson Manufacturing is going to be developing a plan from scratch to staff a new plant. This is the first time the company has ever built and staffed a new plant. There is no past experience to go on and help with the plan of training and development in the new plant. The next problem is going to be taking forty-nine members of management from the various twenty-one plants, and move them to the new plant. They will be placed in second and higher level management positions. For most of these managers this will mean a promotion.

Each manager will need to be trained in their new management position. The front-line management, like the foreman and supervisor, positions at the new plant will be offered to the non-management employees of the current plants of Sumerson Manufacturing. Few current employees are expected to make the move to the new plant. Sumerson wants to have employees in these positions that have been trained by and worked for Sumerson and not just hired off the street. A plan will need to be developed to hire the non-management employees that will be needed when the first production line opens. These employees will be hired off the street and will need to be trained in their positions.

A plan will need to be developed to have these new employees trained for the first production line. There will be sixteen months allowed for the new plant to be ready before opening. Then a plan will need to be developed to hire and staff the other seven production lines. This will bring a total of 4,000 employees to the plant by full operation. The seven production lines will be phased in to the rest of the plant over a period of three years from the date that the plant opens. There are four months to develop a plan for recruiting, selecting and training the employees at the new plant.

There will need to be four hundred and fifty new employees by the opening of the plant. That is 11.25% of the employees that will be needed by the time the plant is in full operation. Section II: Constraints There are many problems that the human resource department may run into when trying to develop a plan for the recruiting, selecting and training of employees for the new plant. The first obstacle to overcome is putting together a plan.

This is going to be a difficult process because the company has never built and staffed a new plant before. A constraint is often put on resources that are used for training. Constraints are put onto budgets and in turn affect the resources available to conduct adequate training. Companies do recognize that more and better training is needed. Managers need to look at their budgets and carefully plan and spend their training dollars and as the book says "do more with less". Another constraint that is being looked at is that the work environment is shifting towards a more team oriented work force.

This is causing employees to have to become more flexible and this will mean they will have to adjust their behavior as needed. The success of the training program will depends on more than just the ability of the organization to identify the training needs. According to the book the success hinges on the company taking the information gained from needs analysis and utilizing it to design first-rate training programs. With so many new employees being hired and coming together to work in a new plant with one another for the first time there will be many obstacles to overcome.

The most challenging will getting all the employees trained properly. Being properly trained includes many aspects of the training process. Training programs must be developed to cater to all trainees. People learn in different ways and at different rates. Some trainees will be visual learners and other trainees will be hands on learners.

Programs must be able to cover both types of learners. Training will also have to cover OSHA. This being a plant it will be important all employees are familiar with regulations. They will also need to know proper ways of doing their job so there will be the smallest amount of injuries that are possible. The managers and supervisors will be needed to help train the new trainees. The plan that is developed must allow for the managers and supervisors to be hired first and then they can help in the training of the new employees that will be coming in to the plant.

These will be the instructors of the trainees. It is important to be sure they have adequate knowledge of the plant and all the jobs that are involved within the plant. They will need to be sincere, have a sense of humor, interest, and be able to give clear instructions. Section : Solutions The first step is going to be developing a plan. The plan will cover the development and training for the new plant.

The best plan is going to be working from the top down. By working from the top down those in upper management can help in the training and hiring of the lower management and workers. There are four months in which to develop a plan and submit it to the corporate vie-president of human resources and the director of training and development. There will be a month to allow for changes and get it ready to go into motion.

This will leave eleven moths to get the four hundred and fifty workers into the new plant. To begin the second and higher level management will need to be placed. There will be forty-nine positions and they will be filled by current members of management from one of the twenty-one other plants. Managers at each of the plants will apply for the positions and then a selection committee will decide on which employees will be best to move to the new plant. They will then need to be trained. This process will take two months to get each of the managers selected and trained.

The next group to be hired will be the supervisors. This will include foremen. These employees are to come from within the Sumerson Company. It is expected that it will be hard to recruit employees from within the company. They do not think many of the employees will want to move. There will have to be an incentive of a pay raise, or extra benefits to recruit employees if there are not enough to go to the new plant.

This is something that human resources and the finance department will have to get together on to work out what the company can afford. This should take approximately two months. To get the supervisors selected and trained. The second and upper level management will play an important role in the training of these supervisors at the new plant. Once the management and supervisors are selected and trained they will be helpful in the recruiting, selecting and training of the initial set of four hundred and fifty new workers. There will be seven months left for this after the managers and supervisors are selected and trained.

This will be enough time to get everything up and running by the opening of the first production line. Managers will be trained in a few different ways. There will seminars and conferences to attend to get everyone together. During these seminars and conferences there will be used.

One way is through case studies. This will be to get managers and supervisors to work together to get use to interacting and communicating and be able to work together to solve problems. This will help to get an understanding of what to do when problems arise and how to solve them as a team. Along with the case studies will be some role playing. A case will be given without the solution, each team will be given a different problem and each person within the group will be assigned a role. The group will get up and act out their part and then each group is to discuss the situation and what they would do.

After each group has presented their solution, the correct solution will be revealed. The applications for the new positions at the plant should start to be accepted as soon as the construction has started and continue until after the opening date. Human resources can always be taking applications and resumes because it is never clear when they may be needed. Also this way the new employees can be hired for the opening and then employees can still be hired throughout the three years of the other seven production lines being phased in. The employees to be hired in for the first production line will begin to go through the selection process after the managers and supervisors are trained.

They will be interviewed and expected to be at the same standards as if they were to be hired in to one of the other twenty-one plants. They also will be offered the same pay and benefits as workers in the other plants. The recruiting and selecting of the four hundred and fifty employees will take approximately four months. The last three months until the opening will concentrate solely on the training of the employees to ensure that the plant will open smoothly and all employees will know and understand their responsibilities. There will be seminars to attend for training that will be instructed by OSHA. All new workers in the new plant including managers will be required to attend.

Those who would like to attend form any of the other twenty-one plants are encouraged to attend. The seminars will cover everything from the time an employee drives in to the parking lot until the time they drive out. At the end of the seminars the employees will be asked to take a test to ensure they understand the safety regulations and so that it is put in their file as documentation showing they were taught and understood and know what is expected. The book says that seminars and conferences are good sources of getting information to the trainees. This cuts down on the number of instructors that are needed, and gets the information to everyone at one time and the information is the same. There will be no worry about if the information gets distorted as it trickles down from employee to employee.

Training will be done by first explaining to each new employee their job responsibilities and making sure all employees receive a copy of their job description. Then there will be mock run throughs of a typical day at the plant once it is open. This will occur beginning two weeks prior to the opening. Before the two weeks the emphasis will be on safety, understanding their job responsibilities and making sure all employees know their way around the plant. There will be four topics into which the training process will be broken down. The first will be orientation.

This will be the familiarizing process with the company, job and work units. The second will be basic skills training. This will include reading, writing, computing, speaking, listening, problem solving, managing oneself, knowing how to learn, working as part of a team and leading others. The third step is team training. This will focus on technical, interpersonal and team action.

The forth will be the diversity training. This will be an awareness of the building, which helps employees appreciate the benefits of diversity; and the skill of the building, which provides the knowledge, skill and abilities necessary for working with people who are divergent. According to the book people learn in different ways and some learn faster than others. This plan allows for that. People who learn by listening and people who learn by doing, there is also allowed enough time for those who learn at different paces so by the opening all have gotten their job down to every detail. The book also says trainees should be given the opportunity to practice daily activities just like they will be expected to perform them.

In the next three years there will be seven new production lines phased in. As employees are hired in for the job they will be required to have OHSA safety training and also training at the plant. A lot of the training will be the same as for the first production line but in a shorter amount of time. The final step after the whole plant is staffed and all production lines are running will be to evaluate the training that was developed.