Designing a Training Program for Improving Business Performance

The improvement of performance can occur collectively if the business organizations can make their employees feel that they are part of the organization's future. It is perceived that the working environment is normally challenging to most employees. Usually, the levels of confidence will decline during the vast phases of human resource development, and that may result in a bad performance among employees (Nadeem, 2016). With that in mind, it would be imperative for organizations to conduct regular training for their employees. That will be helpful in ensuring that a comprehensive agenda of the company is communicated to the employees. In that regard, this dissertation proposes a two-day training program that ought to be conducted face-to-face. The trainees will be twenty in number. 

Primarily, this proposal will embrace the Staff Self-Evaluation Program (SSEP). That will act as the first initiative to ensure that the employees understand that the training program is meant for their own good. In order to achieve that, this proposal will commence by describing the ethics that will act as guiding principles for this program. This section will also ascertain the training needs that will guide this program proposal. Secondly, this proposal will vividly point out the training objectives of the program in addition to establishing the budget that would meet the needs of the training programs proposed herein. 

As mentioned earlier, SSEP works to ensure that organizations embrace practices that would guarantee proper management of personnel. The training program that this proposal adopts seeks to make sure that the employees are determined to ensure that their productivity is improved under little or no supervision. It will focus beyond the extrinsic rewards and intrinsic commitment of the employees while working in a particular organization. SSEP is a program that is borrowed from United Nations (UN). According to UN (2015), it would be imperative for organizations to develop policies that would ensure regular evaluation of employees. The policies thus should aim at enhancing the productivity of employees that on the other hand would reflect on how productive an organization is. In such scenarios, the self-evaluation practices enable employees to do a self-assessment to ascertain whether they lack critical skills that would propel an organization to success. During the training, matters related to employee appraisal will be addressed. Secondly, the training will also focus on internal organization. It will further examine self-assessment as it relates to internal organization. 

Identification of Training Needs 

The proposed training program here in is vital since it identifies the training needs of an organization and responds to them appropriately. The SSEP determines the productivity potential of the employees that in the end will reflect on the organizational performance. Primarily, organizations need to measure the performance of their employees. The only way to achieve that is by ensuring that employees realize the need to remain productive and committed to ensuring that the organization prospers in its endeavours (Nadeem, 2016). In addition, the organization plan of business needs to be focused on ensuring that there is responsive employee recognition, proper feedback mechanism as well as performance measurement. Notably, performance measurement is integral since it guarantees accountability. In the two days training, the above factors will be used to ensure that the outcome of the training is positive to both the organization and the employees. 

Training Needs Analysis (TNA) 

TNA is important since it helps in establishing the gaps between what the employees perceive about their own performance and the organizational expectations that prevail. Typically, the difference between the above terms is essential in establishing self-assessment training needs. Therefore, for purposes of enacting Self-evaluation program, this paper proposes the adoption of a two training needs based on interior self-evaluation and exterior co-operation framework. 

Interior Self-Evaluation 

This sort of training will try to encourage employees’ innate commitment to ensuring organizational success. This parameter can determine the measure of employee loyalty. Loyalty can only be achieved when the intrinsic engagement of an employee is evidenced by vast initiatives from the organization (UN, 2015). This is because loyalty cannot be forced; rather it is an automatic process that comes out due to self-sacrifices that an employee makes to ensure that the organization succeeds. Employee loyalty is essential in boosting or rather elevating social co-operation within an organization. Notably, a loyal employee does not only co-operate aggressively, rather they have a feeling of organizational responsibility. 

Exterior Co-operation Framework 

Alongside the interior self-evaluation procedures lies the exterior co-operation network. The exterior co-operation network is a prerequisite in the training program proposed herein. In order to achieve positive organizational results, there needs to be co-operation between departments’ top-bottom and bottom-top structures. As a requirement, the program will have to focus on the exterior co-operation that is facilitated by communication. In both the two training programs, the employees would be urged to buy the notion of creative opinions as the best method to improve intra-organization cooperation. In so doing, the organization will be in a position to improve its productivity. 

Training Objectives 

This training program proposal aims to achieve two primary objectives. The two objectives being pursued can either be rendered as immediate (short-term) or terminal (long-term). By the end of the training program, the employees ought to be in the position to appreciate the need for self-assessment as an innate prerequisite in improving their own performance. The terminal objective seeks to ensure that organizational productivity is improved as a result of improved performance from the employees’ side (Nadeem, 2016). Therefore, the forthcoming training program will try to assess if the employees have the potential to manage themselves and improve their performance at work. Based on the activities of the organization, this proposal aims at equipping the employees with an inner power to enable them to become agents of change. In addition, it emphasized on the need for employees to develop personal confidence. 

Confidence is an important trait since it determines how the employees respond in times of crisis or rather challenging partaking. A self-assessed employee does not need endorsement when organizational challenges set in. Usually, such employees will opt to act independently based on the knowledge he/she has to come up with meaningful strategies to solve the crisis. The training objective would also be helpful since it will enable the employees to work cordially within the organizational hierarchy to foster cooperation. The contents of this proposal will discuss the importance of self-assessment in creating co-operation and communication within organizations (Gerding & Hough. 2016). Besides, it would be imperative to embrace the two training needs discussed in this proposal since they are critical in emphasizing on loyalty and accountability within the organization. 

Training Cost and Budgeting 

This training program will adopt a budget that would take into consideration the staff basic needs such as food, training materials, and training facilities. The budget will try to respond to a couple of challenges such as a hike in prices of training resources. The table below summarizes that cost and budget for the proposed training program. 

Training method 

Face-to-face Training Program 

This proposal suggests the use of a one-day-face-to-face training program. The gist for selecting this training program is underscored by its ability to motivate the employees or rather the participants in the training program. Besides, the face-to-face training program has the potential to respond to fundamental needs of the program (World Bank, 2006). In semblance to the survey, face-to-face training has numerous merits that will be discussed below. 

Advantages of Face-to-face Training 

This method of training is associated with a number of merits. The first method is the organized face-to-face training, which is flexible and adaptable. The tutor will have a chance to respond directly to essential requirements that are needed by the policy objectives of SSEP. They key role of the instructor would be to enable the employees to understand the vast requirements that the program advocates. Secondly, this training method emphasizes the need to dialogue. The dialogue that takes place during the second training need is of the essence when it comes to helping several needs. Owing to that, members from different departments will guide the discussions. 

The third merit of the face-to-face training program is the fact that it builds a personal relationship in broad categories. During the training program, the employees will have a chance to share their vast experiences freely in relation to their commitment to the program. In so doing, they will be able to discuss matters relating to their doubts on the program quality, which will then be scrutinized at the level of social interactions. The fourth merit of the face-to-face training program is the fact that it is a simple tool for communicating important organizational agendas (Gerding & Hough. 2016). Notably, the primary goal of this program is to inform the employees about the benefits of moral good on themselves as well as to the organization they serve. Thus, the matters pertaining to transparency will be discussed comprehensively. That would result in quality communication within the employees and the leaders of the various departments. 

The face-to-face program is essential in building confidence levels among the employees (Nadeem, 2016). The employees will agree with one voice to the agendas that would have been discussed during the two-day training program. Matters relating to differences, lack of self-awareness, and issues related to low productivity would be resolved at that point. That banks on the idea that face-to-face communication ensures that the employees and the tutors stick to the central idea during the training session. 

Agenda of Activities for the Training Program 

The daily activities will be split into three sessions for the two days. The sessions would be from 0830hrs - 1030hrs, 1100hrs -1300hrs, and 1400hrs -16hrs. The agendas are tabulated as below: 

Concisely, the training program herein will strive to ensure that employees develop loyalty in their organization and become self-driven individuals. In so doing, it will be expected that the employees will be in pole position to make ethical and autonomous decisions both within and without the organization's jurisdictions. The interior self-evaluation focuses on infusing self-driven habits within the employees so that they can cultivate a sense of belonging to them. Such a feeling will yield autonomy. Autonomy, on the other hand, would make the employees more innovative, and that would result in improvement of employee performance. As earlier stated, the performance of employees reflects on the fulfilment of an organization. Therefore, improved performance from the employees’ side would directly lead to organizational improvement. 

References 

Gerding, S. & Hough, B. (2016). Infopeople Training Needs Assessment 2016 Final Report . Retrieved from https://infopeople.org/sites/default/files/Infopeople_Needs_Assessment_2016-17.pdf. 

Nadeem, M. (2010). Role of training in determining the employee corporate behavior with respect to organizational productivity: Developing and proposing a conceptual model. International Journal of Business and Management , 5 (12), 206. 

United Nation (UN). (2015). Inspection and Evaluation Manual. United Nation Office of Internal Oversight Services Inspection and Evaluation Division (OIOS-IED). Retrieved from https://oios.un.org/resources/2015/01/OIOS-IED_Manual.pdf. 

World Bank. (2006). Strategies for Engaging Civil Society in World Bank Training Programs, Results of an Assessment Study. World Learning . Retrieved from http://siteresources.worldbank.org/CSO/Resources/WB_CS_Training_Needs_Study_NO_ANNEXES.pdf.