Study Document
Training & Development in Every Term Paper
Who should conduct the training? The head of HR, the company comptroller, and our outside CPA auditor will get together with the new hire for coffee and a light breakfast the morning of his first day on the job. After their session, the "big three" will meet with the CEO to discuss their suggested strategies including who should do the one-on-one training. While they meet, the new hire is asked to go through the financial reports and budget projections for the past 10 years, so he or she can gain some perspective on the company's fiscal operations. The CEO decides that each of the "big three" should spend two days with the new hire for training.
What methods are most likely to be effective? Why? The best training strategy is repetition and testing. The new hire is on probation for the first 2 months; if he or she does not have a firm grasp on the company's budget-related needs by 8 weeks, out the door he or she goes. Every day in training, the trainer makes a list of questions -- including esoteric data-related questions -- to be answered overnight by the new hire. The new hire brings his take-home test in each morning to be graded. This is pressure, but something has to be done to train our people more effectively.
How do you think the effectiveness of the training should be evaluated? At the end of an agreed-upon period of weeks, each of the "big three" will submit an in-depth evaluation on the progress of the new hire. The evaluation form will be patterned after forms that are used in the highest levels of government and in major finance-related organizations. None of the "big three" will have discussed their evaluation specifics or recommendations with any of the other two; they turn them in to the CEO, he evaluates those reports, meets again with the "big three" and from there the issue as to whether to keep the new hire or not is discussed and acted upon. Moreover, the process used in hiring and training the new hire will also be evaluated for its effectiveness and appropriateness for this company.
Works Cited
Tanke, Mary L., 2000, Human Resources Management for the Hospitality Industry,
Florence, KY: Cengage Learning.
Vault Editors. (2007).…
Sample Source(s) Used
Works Cited
Tanke, Mary L., 2000, Human Resources Management for the Hospitality Industry,
Florence, KY: Cengage Learning.
Vault Editors. (2007). Vault College Career Bible. New York: Vault, Inc.
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