人力资源英文论文.docx

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