Introduction
The Services Division of Hewlett-Packard Company (HP) underwent a significant transformation by reorienting toward outside information technology (IT) consulting. The training program was created to improve the skills of 2,500 client-focused project managers and support personnel globally. This case study describes the steps involved in developing a new training plan, discusses the significance of training in resolving HP’s problems, examines the role of needs assessment in planning the training program, and identifies the problems HP faces. It also looks at how the training planning procedure might change if HP were a smaller business.
Needs Assessment for Project Management Staff
A needs assessment is essential in developing a training program by highlighting the discrepancies between employees’ current performance and desired performance. Information from various company stakeholders was gathered during the assessment process to understand the skills and competencies needed to achieve the new goals. It also took into account extraneous elements like client expectations and industry standards.
The needs analysis assisted in determining the precise training requirements for HP’s project management team (Kerzner, 2019). It gave helpful information about the areas in which workers needed to improve, allowing for the creation a focused training program. HP could guarantee that its investment in training would improve its project managers’ performance and competency by coordinating the training program with the identified needs.
HP Issues: How Training Addresses These Issues
HP has several problems that require training to solve them. First, many other businesses in the sector employ project managers with comparable credentials. Therefore, HP must continually enhance the abilities and expertise of its project management staff to maintain its competitive edge (Wang et al., 2021). Due to the training program, particularly the Project Management Professional (PMP) certification provided by ESI International, Inc., HP’s project managers are certified and follow industry standards. Through this certification, HP improves its standing and increases the likelihood that clients will accept its project bid.
Second, HP estimates that the first group of trained employees will retire at a rate of about 20% (Gowan et al., 2020). This highlights the importance of succession planning and establishing a pipeline of qualified project managers prepared to fill any vacancies. Training is essential in preparing the next generation of project managers to ensure a seamless transition and the continuation of excellent project management within the organization.
Training Plan Creation
HP should use a structured process to develop a new training plan that includes numerous stakeholders and considers the intended training outcomes. This is how the procedure can be explained.
Determine Training Needs
Conduct a thorough needs analysis to identify the precise areas where training is needed. The assessment should consider the shifting demands of the sector, client expectations, and the business’s strategic objectives (Yaghoubi et al., 2019).
Establish Training Goals
The training program’s goals and objectives should be clearly stated. These goals should meet the training needs and align with the organization’s overall strategy.
Program for Design Training
Create a training program that uses a variety of formats and methodologies to accommodate the project management staff’s various learning preferences and styles. This could combine formal training at a project management university with self-paced learning, networking opportunities, and e-learning (Yaghoubi et al., 2019).
Include Stakeholders
Include essential stakeholders in the planning and creating of the training program, such as project managers, senior leaders, and HR specialists. Their opinions and insights will guarantee that the training program reflects organizational objectives and specifically caters to the needs of the project management team (Bryson, 2018).
Training Plans: Large Versus Small Companies
A large organization like HP would plan training differently than a smaller organization in several ways. There may be more employees to train in a large organization, necessitating a more thorough needs assessment procedure and a more significant budget allocation for training initiatives. Multiple training programs might also be required to meet the needs of various departments or geographical areas (Hutt & Speh, 2021).
Large companies frequently have specialized training departments or learning management systems to facilitate training delivery and tracking. They might also have the funds to hire outside trainers and provide a more comprehensive selection of training options and formats. A smaller business, on the other hand, might have a more streamlined training procedure because of a smaller workforce. The training programs may be more specialized and tailored to address particular departmental or individual needs, and the needs assessment may be carried out on a smaller scale. Smaller businesses might rely more on internal assets and in-house knowledge to deliver training.
Summary and Conclusions
The case study emphasizes the significance of conducting a needs analysis when preparing a training program for HP’s project management staff. The needs analysis was essential in determining the precise training needs and ensuring that the program matched the company’s objectives and professional standards. HP has to contend with issues like preserving its competitive edge and getting ready for the impending retirements of skilled workers. By ensuring certification, enhancing skills, and establishing a pipeline of qualified project managers, training is crucial in addressing these problems.
References
Bryson, J. M. (2018). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. John Wiley & Sons.
Gowan, M., DeMarr, B., & David. J. (2022). Human resource management: Managing employees for competitive advantage (5th ed.). Chicago Business Press.
Hutt, M. D., & Speh, T. W. (2021). Business Marketing Management: B2B. Cengage Learning
Kerzner, H. (2019). Using the Project Management Maturity Model: Strategic Planning for Project Management. John Wiley & Sons.
Wang, Z., Zhao, X., Han, Z., Luo, L., Xiang, J., Zheng, S., Liu, G., Yu, M., Cui, Y., Shittu, S., & Hu, M. (2021). Advanced big-data/machine-learning techniques for optimization and performance enhancement of the heat pipe technology – A review and prospective study. Applied Energy, 294. Web.
Yaghoubi, M., Karamali, M., & Bahadori, M. (2019). Effective factors in implementation and development of health promoting hospitals: a systematic review. Health Promotion International. Web.