XYZ Organization’s Quality Service Training Program

The rationale for the Training Program

The primary reason for creating the proposed training plan is to create a quality service environment for the employees of the XYZ organization. This means that the proposed plan will help the management of the organization to strategically restructure the current training approaches that are aimed at improving the skills of the workers. As part of the proposed training program, the entire workforce of the XYZ organization will have to acquire the proposed dynamic communication skills as part of addressing the current challenges in balancing personal and company interests. The goals and objectives of the proposed training plan are summarized below.

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Goals

  1. To improve the current level of effectiveness and efficiency within the organizational communication mode between the management and other employees through the integration of a multicultural training program.
  2. To ensure that employees are optimally motivated to deliver services at their level best.

Objectives

For goal i:

  1. To create systems that will guarantee the formation and integration of an ideal and standard working environment that is friendly and holistic.
  2. To increase the rate of employee performance through improving the duty roster to be more dynamic and accommodative of the diversity within the workforce.
  3. To create a smooth information flow within the organizational service charter at the XYZ Company.
  4. To ensure a smooth flow of information within and without the organization.

For goal ii:

  1. To create systems that can create an ideal work environment for employee self-actualization and growth
  2. To improve the current structures for employee motivation.

Implementation

In order to implement the proposed plan, the XYZ organization should be at the forefront in creating a collaborative training environment to ensure that the targeted audience is well prepared to undertake the program. This means that the proposed training plan can only be effective when the management of the XYZ organization creates an ideal training environment that is considerate of the need of the targeted audience.

This is necessary in order to create an ideal set-up that is supportive of the free exchange of relevant knowledge and information. Besides, the process of actualizing the proposals within the plan requires all the stakeholders of the organization to collaborate as a team to ensure the smooth running of the training process.

The proposed training program will be a package to include service orientation by ensuring that the above goals are addressed in a competent manner. The actual training program will be called Continuous Orientation Performance Portion Training (COPPT).

The Program: Continuous Orientation Performance Portion Training

The proposed COPPT will be executed to incorporate the aspects of time management, teamwork, and proactive customer service skills. The program will also aim at addressing personal communication challenges, conflicts, and complaints within the XYZ organization. The proposed training program is created to help in restoring the confidence level of employees, improving personal judgment in duty execution, and creating strategic person interaction skills to ensure that there are formal structures in functioning within the organizational goals (Shammot, 2014).

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Significance of the COPPT

According to Obeidat, Masadeh, and Abdallah (2014), “self-evaluation skills on individual concentration level during training encompass actual and expected outcome” (p. 9). The proposed learning process at the XYZ organization will be executed through proactive modification of organizational behavior and employee orientation. Specifically, learning within the XYZ organization is a prerequisite for the actualization of the operational and performance changes without interference with the current organizational culture.

In order to implement the above plan, the training manual will come with intervention strategies that are functional in the organizational development channel (Shammot, 2014). For instance, intervention strategies will include techno-social orientation, structural orientation, and organizational change management. The plan does not aim to disseminate any particular message, as its core purpose is to improve communication between the organization and its clients in the daily running of the organization’s affairs.

This means that the intervention strategies should be customized to accommodate a collaborative perspective in handling skills requirements among the target audience. The main requirement for the creation of such a set-up is an exchange of information and knowledge relevant to the project.

Executing the Training Program

The delivery of the training program will be delivered via one-on-one interaction with the trainers. The training will be delivered via a whiteboard with the aid of technology tools such as a projector and tablets. The content of the training will be presented in two formats, that is, soft and hard copies. This will be followed by group reviews to ensure that the content of the plan is internalized by the employees. Besides, the training will also be supported by a video, PowerPoint, and booklets. The above delivery methods are very appropriate because the entire program is practical, in terms of its orientation (Madia, 2014).

Measurement and Evaluation

It may not be easy to establish a fixed timeframe for completion of the proposed training program since the entire process will depend on the learning capability of each trainee. The currently available alternative in addressing the time constraint is the integration of the entire training program into phases to ensure that the process is cost-effective and relevant at the same time. If properly implemented, there is a high probability that aspects of production, organization culture, and human resource may become more sustainable and proactive as summarized in the table below.

Training Module Required
Resources
Leadership responsibility Steps were taken Barriers Performance Indicators
Employee empowerment to be more participative Outsourcing the appropriate training expert and necessary materials. Supervisors and head of departments Done after every three months for the first year. This will be followed by training every six months thereafter. Responsibility and skills of the employees in different departments 360-degree feedback indicator
The invention of a series of motivational programs Creation of a healthy participating environment Head of departments and supervisors Creating clear goals Incorporation of team building needs 360-degree feedback indicator

Evaluation methods

According to Osterman (2010), “proper use of a competency review system is directly proportional to employee performance since the magnitude of success depends on social interaction skills” (p. 405). In order to evaluate the success of the proposed program, knowledge and information will be used to actualize the degree of performance before its implementation and six months after implementation. The actual success evaluation is summarized in the table below.

Strategy Goal setting Feedback Channel Exception Criteria Evaluation Criteria
Proactive employee empowerment Setting attainable assignments and allowing employees to consult on the same Creating interactive sessions for the workforce Establishing the organization culture and ethics Review of performance periodically after every stage of training
Creating more motivational programs involving teamwork activities Fixing motivational programs in the annual calendar Performance comparison between teams Defining limits for responsive training Testing team spirit and insight

Conclusion

The proposed training plan will incorporate a people subsystem. This means that the optimal performance of the employees will become acceptable since the 360 degrees feedback will help in establishing the performance.

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References

Madia, S. (2014). Best practices for using social media as a recruitment strategy. Strategic HR Review, 26(1), 56-73.

Obeidat, Y., Masadeh, R., & Abdallah, B. (2014). The relationships among human resource management practices, organizational commitment, and knowledge management processes: A structural equation modeling approach. International Journal of Business and Management, 9(3), 9-10.

Shammot, M. (2014). The role of human resources management practices represented by employee recruitment and training and motivating in realization competitive advantage. International Business Research, 7(4), 55-57.

Wilden, R., Lings, I., & Gudergan, S. (2010). Employer branding: Strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), 56-73.

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