人力资源英文论文.docx
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人力资源英文论文.docx
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人力资源英文论文
BachelorofBusinessAdministration
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工商管理学士学位课程
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___人力资源管理___
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Contents
TrainingtheEmployeesandTrainingProgramDeveloping
Introduction
Ourcompany,centrallumberisaretaillumberandhomeimprovementoperation.Tobeamedium-sizedenterprise,nowourcompanyhassomeproblemsinourdevelopment.Ourhomeofficewantstoimprovecustomerserviceandouroutlet’sperformance.AndtheyintendtouseBloomfieldCentralasamodeloperation.
However,theBloomfieldCentral’soperationdidnotsatisfyourCentral’sregionalmanager,AnnHenry.Asreported,thereareproblemsinBloomfieldCentralasfollow:
thesalespeopleseemedtotreatcontractorsmuchbetterthando-it-yourselfers.Thesalespeoplealsoleavetheservicecountertocarryonextendedconversationswiththeirpersonalfriends.Inaddition,salespeopleusecrudeandvulgarlanguageinfrontofcustomers.Annsuggestedthatgettingridofmostofoursalespeopleandbringinginhigherquality,butourgeneralmanager,LesGiacomo,didnotagreewithher.Inordertoachieveourhomeoffice’saspirations,Iwasaskedtowritethisreportaddressingsomeissuesontraininginourcompany.
1.TrainingtheEmployees
1.1TheReasonableofReplaceOldstaff
Inmyopinion,Ann’ssuggestionofreplacementofworkerisnotreasonable.Weshouldidentifythecausesofourcompany’sproblemsatfirst,andthencarryoutplanstosolvetheproblem.
1.1.1OldStaffBurnout
Fromthepreviousreport,wecanseethat,oneoftheimportantcausesofoursalespeople’sbadbehavioristheoldstaffburnout.Staffburnoutnotonlyhaveagreaternegativeimpactonthestaff’sbodyandmind,reduceindividualperformance,butalsohaveannegativeeffectonthewholeteam.
1.1.2WaytoSolveBurnout
(1)Weshouldmakeoursalespeople’sjobresponsibilitiesclearandmaketheirobjectivesreasonable,tasksclear.Thatistosay,weshouldletthemknowwhatwewant—improvecustomerserviceandouroutlets’salesperformance,andwhattheydocanachieveourstandardsandobjectives—paymoreattentiontodo-ityourselfmarketandbehavegood.
(2)Wecanprovidethemeffectivetrainingandopportunitiestostudy.Thentheirskillsandqualitywillbeimproved.Andtheycanfeelthatourcompanyattachesgreatimportancetotheirdevelopmentandconcerntheirsenseofbelongingtoourcompany.
1.2ThepracticalofReplaceOldStaff
ToourcurrentsituationatBloomfieldCentral,replaceouroldstaffisnotpractical.Besidestheoldstaffburnout,oldstaffshavemoreadvantagesthannewemployees.Asweknown,mostoftheoldstaffhasbeenwithourcompanyformorethan10years.Ofcourse,theyarerougharoundtheedges,buttheyknowbetterabouttheirstuff.Theyarefamiliarwithouroutlets’businessandenvironment.Theyhaveastrongcorporateidentity,senseofbelongingandloyalty.Theyareallnewemployeescannotcompared.
Ifwehireanewsetofsalespeople,theymayhavegreatmannersbutknownothingaboutourlumberbusiness.Then,whatcouldwedo?
1.3ThePossibilityofUseTrainingtoSolvetheProblem
Toouroutlet,wecanusetrainingemployeesasthesolutiontoourcompany’sproblem.Throughtraining,wecouldfinallyachieveourhomeoffice’sobjectives.
1.3.1AssessingCurrentEmployees’TrainingNeed
Forcurrentemployees,performanceanalysisistheprocessofdeterminingiftheperformancecouldbecorrectedthroughtrainingorthroughsomeothermeans.
Thereareseveralmethodswecanusetoidentifyacurrentemployee’strainingneeds.Theyareincludingsupervisor,peer,andselfperformancereviews,job-relatedperformancedata,productqualityandcustomercomplaints;observationbysupervisorsorotherspecialists.Wecancompareoursalespeople’sactualperformancetowhatitshouldbe.Thenweshoulddistinguishbetweencan’t-doandwon’t-do.First,determinewhetheritisacan’t-doproblemand,ifso,finditsspecificcauses.
Suchasinouroutlet,oursalespeoplemaydon’tknowwhattodoorwhatourhomeoffice’sstandardsare.Atthebeginningoftraining,weshouldletoursalespeopleknowtheyshouldbehavegood,careaboutthedo-it-yourselfmarketascontractor.Then,theycanchangecan’t-dointocan-do.
Ontheotherhand,ifitisawon’t-doproblem,wemayneedtochangetherewardsystem.Oneexpertsays,“Perhapsthebiggesttrapthattrainersfallintoistrainingforproblemsthattrainingjustwon’tfix.”
Astrainingisthesolution,weneedtosetobjectives.Theobjectivetellswhatthetraineesshouldbeabletoaccomplishuponcompletingthetrainingprogram.
1.3.2EnsuringTransferofTraining
Althoughtrainingisthesolutiontoourcompany’sproblem,trainingwillalsobefailedifthetraineelackstheabilityofmakingtransfereasy.
Ifwedoaccordingthefollowingsteps,thetrainingwillbeeasytotransfertoouractualwork.
(1)Wemaximizethesimilaritybetweenthetrainingsituationandtheworksituation.Asforouroutlet,wecanmakeourtrainingatourworksituation.
(2)Wecanprovideadequatepractice,duringourtraining,somesalespeoplecanactascustomers,andotherscanactassalespeopleastheyare.Duringthepractice,theycanexperiencethecustomers’emotion,thentheycanthinkaboutwhattheydocansatisfythecustomerandhowtoimprovetheirsalesperformance.
(3)Wecandirectthetrainees’attentiontoimportantaspectsofthejob.Suchasserveourcustomerswithsweetsmile,introduceourproductswithpatience,andanswercustomersquestionspatiently.Themostimportantthingistreatdo-it-yourselferswithenthusiasmaswetreatcontractors.
1.3.3BalanceCompensationPlan
Salescompensationplansalwaysrelyonincentivessuchassalescommissions.However,somesalespeoplegetstraightsalaries,andmostreceiveacombinationofsalaryandcommission.
Bothsalaryplanandcommissionplanhaveadvantagesanddisadvantages.Straightsalariesmakeparticularsensewhenthesalespeople’mainjobisfindingnewcustomersoraccountservice.Tosalespeoplewhomakehiseffortonservicethedo-it-yourselfers,wecanincreasetheirsalary.Oneofthedisadvantagesofsalaryplanisthatitisn’tproportionatetoresults.Thiscanattacksalespeople’shigh-performance.
Ontheotherhand,commissionplanspaysalespeopleforresults.Itisnodoubtthatithasthegreatestincentive,anditcanattracthigh-performancesalespeoplewhoseethateffortcleartorewards.However,salespeoplewillbecaremoreaboutmakingthesaleandabigdealofproduct,andtheymayneglectdutieslikeservicingsmallcustomers,andpushinghard-to-sellitems.
Sinceourhomeoffice’sgoalsareimprovecustomerserviceandoursalesperformance.Forthepurposeofachievethesegoalsandavoidthedrawbacksofsalaryplanandcommissionplan,wewillfixrelationshipbetweensalaryplanandcommissionplan.
2.TrainingMethodsandCriteria
ThereareseveralkindsoftrainingIthinkmightbeeffectiveinthissituation,suchaslecture,on-the-jobtraining,videoconferencing,roleplaying,andbehaviormodelingandsoon.
2.1EffectiveTrainingMethods
(1)Lecture
Lecturingisaquickandsimplewaytoprovideknowledgetolargegroupoftrainees.Lectureinvolvesthetrainercommunicatingthroughspokenwordswhattheywanttraineestolearn.Asthenumberofoursalespeopleneededtotrainverylarge,andtheyhavethesameproblem,Ithoughtlectureisaneffectivewayinoursituation.
(2)On-the-jobTraining
Onthejobtrainingmeanshavingapersonlearnajobbyactuallydoingit.Therealwaysanexperiencedworkerorthetrainee’ssupervisortrainstheemployee.Atlowerlevels,traineesmayacquireskillsbyobservingthesupervisor.
(3)Videoconferencing
Videoconferencingisusedtotrainemployeeswhoaregeographicallyseparatedfromeachotherorfromthetrainer.Becausethetrainingisremote,itisparticularlyimportanttoprepareatrainingguideaheadoftime,specifically,learnerscanusemanualandscripttocatchupwiththetrainer.
Ontheotherhand,ifourhomeofficehasavideoconferencewithoursalespeople,thesalespeoplemaycaremoreaboutthistraining,andbehavewellconsiderably.
(4)RolePlaying
Roleplayingisamethodthatrequiresthetraineestoplayaparticularroleandthetrainerobservetheirperformance,inordertounderstandtheirpsychologicalqualityandpotential.Weassessedtheirbehaviorandfeedback,andatlast,helpthemdevelopandimprovebehavioralskillsmoreeffective.
(5)BehaviorModeling
Behaviormodelinginvolvesshowingtraineestherightormodelwayofdoingsomething,lettingtraineespracticethatwayinasimulation,andthengivingfeedbackonthetrainees’performanceandpraisebytheirsupervisor.
2.2BestKindsofTraininginOurSituation
Amongthefivekindsoftrainingmethodsreferredbefore,Ithinkthebestcombinationiscombinelecture,on-the-jobtraining,withbehaviormodeling.Itisbestsuitedtothissituation,becausetheycancomplementeachother.
(1)Lectureisoneoftheleastexpensive,leasttime-consumingwaystopresentalargeamountofinformationefficiently.Butitisnotenough;thecommunicationisalwaysone-w
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