Introduction
Employee training and human resources management have long been crucial components of enterprises. This paper will examine the strategy used by a consultant to evaluate the needs of a company named Fabrics, Inc. The evaluation will include the approach’s merits and drawbacks, the data sources used for the analysis, and its consistency with Blanchard and Tucker’s (2019) ideal model of training needs analysis (TNA). The approach used by the consultant partially corresponds to the model, with some strengths, such as being comprehensive and cost-effective, as well as certain limitations.
Approach Strengths and Weaknesses
The consultant assigned to evaluate Fabrics, Inc.’s issues has approached the work in a thorough and organized manner. The consultant interviews the owner, managers, and employees throughout the needs analysis to better grasp the company’s needs (Blanchard & Thacker, 2019). In order for the consultant to provide the appropriate training option to fit the goals of the organization, the goal of this stage is to acquire as much information as possible regarding the company’s needs.
One of the strengths of this approach is its thoroughness. The consultant could fully comprehend Fabrics, Inc.’s problems by speaking with various stakeholders. The consultant has evaluated the supervisors’ knowledge and abilities using diverse methods. These methods include paper and pencil assessments, videos, and observation (Blanchard & Thacker, 2019). This multi-pronged strategy aids in pinpointing the precise areas where training is required, improving the relevance and efficiency of the training. By utilizing various techniques, the consultant understood the supervisors’ strengths and limitations, enabling him to suggest a training program that is better tailored to their needs.
Although the consultant’s strategy has many advantages, certain drawbacks should be taken into account. One of the major restrictions of the analysis conducted by the consultant is the fact that the findings of the assessments may be reliant on the supervisors’ cooperation. If the supervisors were not dedicated to the process, the acquired information could be less accurate or comprehensive than expected, leading to misunderstandings.
An alternative approach that could be used is a survey followed by focus groups. In this strategy, data about the problems experienced by the managers and employees would be gathered through a survey (Blanchard & Thacker, 2019). Focus groups might then be held using this data to confirm the survey’s findings. However, compared to the consultant’s method, this approach could not give as much information about the precise problems the supervisors are having.
Sources of Data
The data sources used in the analysis can be seen in the steps taken by the consultant and the company owner. Interviews with the owner, supervisors, and subordinates, as well as evaluations of the supervisors’ current knowledge, skills, and abilities (KSAs) in active listening and conflict resolution, were conducted as part of the analysis (Blanchard & Thacker, 2019). The consultant evaluated the supervisors’ understanding of conflict resolution and determined any training requirements using quick tests and a video. For instance, the consultant inquired about the supervisors’ abilities to respond to employee input, deal with employee problems, and handle administrative duties. The consultant was able to pinpoint the supervisors’ areas for improvement through the use of these questions.
The interview with the owner provided insight into the direction of the organization and its HR systems. According to the business owner, the company’s goal is to keep the organization operating, but the staff is aware that they must perform their duties (Blanchard & Thacker, 2019). Additionally, he acknowledged the significance of outlining goals and objectives to staff but claimed that he never did so (Blanchard & Thacker, 2019). The TNA’s findings served as the foundation for the suggestion of the best option for the company’s needs in terms of cost and relevancy. The data acquired from the TNA ensured that the training purchased would be pertinent and deal with the firm’s problems.
Correlation with the Ideal Model
The consultant’s strategy in this case moderately matches the ideal model for TNA. The strategy shares certain characteristics with the model in that it seeks to address the problems the business is experiencing and gives supervisors the training they need to effectively carry out their jobs (Blanchard & Thacker, 2019). The owner can learn from the assessment techniques utilized, while the TNA helps with the decision-making process for the training program.
The evaluation techniques employed in the approach have the advantages of providing a thorough grasp of the supervisors’ knowledge and skills in particular areas and enabling the consultant to pinpoint areas that need training. The assessments are efficient and cost-effective, and they provide the owner with essential data that will assist him in settling on the training program. However, the assessment technique has significant drawbacks. One of their drawbacks is that the assessment techniques are dependent on self-reported data and the supervisors may not be truthful or appropriately portray their knowledge and skills. Additionally, it’s possible that the paper-and-pencil evaluations don’t give a complete picture of the supervisors’ skills and don’t truly reflect how they operate in actual circumstances. Because it is a simulated setting, and the supervisors’ performance may vary in real life, the video-based assessment may not accurately reflect the supervisors’ capacity to handle disagreements.
Additional Methods
In order to provide a complete knowledge of the supervisors’ skills and training requirements, it would be advantageous to supplement the assessments with additional techniques, such as on-the-job observation. On-the-job observation efficiently assesses a supervisor’s actual conduct and performance (Amily et al., 2019). In this approach, the consultant would watch the managers as they interacted with staff members and handled issues in the workplace. It would be possible to see clearly from this observation where they currently excel and where they still need to grow. The consultant might also gather employee input, which would provide the observations from a different angle. This approach would give the supervisors useful insight into the circumstances they confront in the real world and assist in pinpointing specific areas in which they want improvement.
Another strategy that may be employed is employee observation and feedback, a useful way to ascertain how managers affect their workers. With this approach, the consultant would ask workers for input on their dealings with the supervisors (Blanchard & Thacker, 2019). The workers could be questioned on the managers’ leadership style, conflict-resolution methods, and communication abilities. This feedback would give the supervisors a different perspective on their performance and assist in identifying areas where they need to improve.
Conclusion
In conclusion, the consultant’s approach to assessing the problems faced by Fabrics, Inc. and recommending the best training solution is partially aligned with the ideal model of assessment and training. The method’s thoroughness, multifaceted approach to data collection, and cost-effectiveness are some of its strong points. Conversely, the method’s drawbacks, such as the potential for erroneous results and the lack of information compared to other approaches, must also be considered. Companies should thoroughly assess their needs and take into account all available possibilities when choosing a strategy for staff training and development.
References
Amily, A. S., Lami, F., & Khader, Y. (2019). Impact of training of primary health care centers’ vaccinators on immunization session practices in Wasit Governorate, Iraq: Interventional study. JMIR Public Health and Surveillance, 5(4), e14451. Web.
Blanchard, N. P., & Thacker, W. J. (2019). Effective training: Systems, strategies and practices (6th ed.). Chicago Business Press.