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    HRD division at The King Company

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    HUMAN RESOURCE DEVELOPMENT

    The HRD division at The King Company is managed by training director Karmen Scholl, who supervises two other employees: a trainer and an administrative assistant, who coordinate the logistics of King's training programs. Recognizing the continuous dynamics of the high-tech industry, King has been a strong supporter of employee development.

    With approval of the immediate supervisor, King encourages employees to attend training seminars, and tuition reimbursement is available for college-level courses that are related to the employee's job. In-house training is conducted regularly to ensure all employees are up-to-date on sexual harassment and safety procedures. Other training is made available as the need arises. Whenever possible, training programs are developed and facilitated by in-house staff members. When that is not practicable, a request for proposal is generated and King hires outside facilitators.

    Since the labor problem a few years back, Scholl aggressively trained management employees with particular emphasis on skills for first-line supervisors. She wants to see improvement in people skills and consistent implementation of King's policies across department lines. Unfortunately, her efforts are not universally well received. Some managers grumble that HR just gets in the way and ties their hands when dealing with difficult employees. All too often Smith hears managers say that there is the "classroom way" and the "shop floor way." She sees training for King managers as an ongoing process.

    Last year's strategic planning process identified knowledge management as an area for organization-wide improvement. King has a history of employees working in silos, with little communication across functions. Hoping to bridge the gap and encourage collaborative exchange, Scholl established "communities of practice," where individuals could meet to problem solve and exchange ideas. Her first community-of-practice group consisted of individuals from research and development, engineering and production. A number of other communities have since been established. More informally, Scholl encourages "snack and chat" meetings on Friday afternoons, where employees can drop by for a snack and talk about their work.

    To increase information exchange with employees working off-site, an idea blog was added to the company's intranet, where staff could share information about their successes and failures on various projects. At first, people were reluctant to comment, and it took some time before they were willing to share their knowledge and ideas. Scholl had not anticipated how proprietary some individuals would be about their work methods. Progress has been made; with increasing postings, the blog is becoming a source of ideas and information sharing. To manage the volume of information generated by the blog and to make it easier for more employees to use the system, Scholl submitted a budget request to add enhanced knowledge software to the intranet.

    To capture knowledge that might be leaving the organization, Scholl worked with Employee Relations Manager Shaun White to improve the exit interview process. Departing employees are encouraged to talk informally about their career at King and to pass on information other employees need to know. There has been some success here, but as expected, not all exit interviews generate a positive exchange.

    As part of the recent directives to "tighten up" for increased results, HRD was asked to update and improve the company's performance management system. In addition, the organization is looking closely at all training expenses, and Scholl was asked to identify the return on investment for all programs. She is worried about her management training program and feels certain that tuition reimbursement will fall under the ax.

    Please answer the following questions utilizing no less than 4 references in a paper between 4-5 pages.

    1. Identify the goals of King's training programs. Are they meeting these goals? What could be improved? Why?

    2. Discuss King's efforts to retain and transfer knowledge. Are these efforts effective? What could be done to improve the process? Why?

    3. What should HRD do to improve transfer of training?

    4. How can HRD demonstrate return on investment to prevent cuts in the training budget?

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    The response addresses query posted in 1423 words with APA references

    //For an organization to increase its productivity and efficiency, the overall growth and development holds vital importance. In this context, the goals of training programs followed by King's organizations are discussed. Along with this, the efficiency in attaining these goals is also determined. Moreover, the discussion also throws light on the areas of improvement and the reasons for implementing the changes. Along with this, the discussion also focuses on knowledge transfer and employee retention. //
    Goals of King's Training Program
    The major objective of any training program is to achieve overall development of the organization by enhancing the skills and knowledge and thereby, fostering the enrichment of the organization (Wilson, 2005). In this regard, the King's goals are very clear in moving the organization towards the continuous improvement. Another goal of the company highlights the need for information exchange along with proper knowledge management. Apart from this, the company is also directed towards proper implementation of the performance management system. In addition to this, the overall cost incurred in the training expenses is also a matter of consideration for the company. Furthermore, another significant goal of the company is to identify the return on investments.
    The company has introduced all the suitable measures to achieve its goals. King has encouraged its employees to attend the seminars so that their knowledge gets enhanced to a greater horizon. Along with this, tuition reimbursement is also available for the employees in order to provide courses that are directly related to the job. Apart from this, the company also conducted in-house training to make its employees aware of the sexual harassment and safety procedures. In addition to this, the informal meetings and introduction of blogs have also been undertaken in the company to make its employees interact more on the work-related problems and also assist in sharing their experiences.
    Although the company is acquainted with suitable training programs still a scope of improvement lies in the training policies. The class room training will prove an effective ways for the company in order to make its communication process more transparent, while the use of e-learning is also a beneficial tool for the company. The ...

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    The response addresses query posted in 1423 words with APA references

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