Employee Training Program
My father owns a manufacturing organization in Taipei whose factory is based in China. Because of his age and many years that he has been at the helm of the organization, he is set to retire and I am expected to take over the leadership of the organization. My father has accomplished several goals while managing the organization. Nonetheless, since I will be the head of the company, I have realized that for it to move ahead effectively, there are several changes that I need to make. They mainly include a transformation from the organizational hierarchical structure to the nonhierarchical structure that will be more flexible and efficient in terms of communication and interaction between employees and organizational top leadership. Such changes will also have a direct impact on both the new and existing employees since they will be required to change from the traditional way of operations to the new culture and environment. Furthermore, I recognized the fact that the new transformations in the organization will also affect its employees or human capital. Since Human capital is the most significant asset any organization has, it will be important to enhance the value and capacity of the prevailing personnel in addition to developing the new entrants’ talent. Consequently, transformation, which is imminent in an organization, necessitates the need for a human resource management and improvement approach in line with its internal changes. It includes employing fresh personnel who will meet the new organizational goals and strategies in addition to training and developing the existing employees. Because of such determinations, the employees’ skills, knowledge, and job confidence will eventually heighten organizational efficiency and accomplishment. Certainly, several explorations on organizational empowerment show that capitalizing on employee training and development has substantial effects on business results as compared to investing in equipment and material resources only (Schütt, 2003). The aim of the present paper is to recount the experiences I went through while implementing the organizational change objective. Specifically, the paper involves managing the organization’s transition, comprising the implementation of new leadership styles and the development of human capital. The paper will emphasize on the goals of the project, how I undertook the whole process, that is, the tasks I carried out in trying to execute the goals of the project, the challenges I encountered and how I handled them, as well as the positive experiences I gained.
Project Objectives, Sub Goals and Projected Effects
The aim of the project was to attain four main objectives: ensure successful transition of the organization, improve human capital to meet the new needs of the organization, and successfully develop and implement an employee training and development program.
The first objective of the project was to ensure an effective transition of the organization as I started several transformations in the firm. Several areas required a change in the organization’s operations apart from its leadership. Certain elements, for instance, the communication structures needed to be changed from the old hierarchical structure to a flexible structure, which would enhance effective interaction among employees at all levels and emphasize more on information and knowledge management as well as utilization to enhance the new leadership style. It would be significant in enhancing my new role as the chief executive officer (CEO) of the organization controlling methodologies.
As the new CEO of the organization, I noted that the organization needed to have a new outlook and take a fresh direction. Furthermore, after taking note of the general objectives that the firm needed to attain under my management, I also acknowledged that the organization needed to define and determine its explicit goals and objectives. The main objective is to initiate transformation in the firm. Predominantly, it will ensure a break away from the traditional organization’s mode features to a more supple and adaptive environment. Nonetheless, for an effective initiation of the change elements, it is apparent that the organization also needs to have the correct people to implement the changes. Consequently, the subsequent objective of the project is to improve the human resource management approach. The new human resource policy would include recruiting new personnel with a given set of skills, understanding, knowledge, and ability, which will be effective in meeting the new demands of the organization’s premeditated management. I believe that this project will be successful and be executed in the organization as soon as possible.
The current crop of organizations has underscored the significance of employee empowerment, rather than resource and tools investment. The personnel form an integral part of the organization. According to Asfaw et al. (2015), having an effective employee-training program is necessary for long-term success and sustainability of any organization aiming at making profit. The training programs specifically enhance employee engagement and obligation to the organization. Such approach in vital in the current scope of business, which not only focuses on recruiting new employees but also retaining the worthy ones. Therefore, the main focus at this stage is placed in the implementation. The training programs are good but only effective if they are well planned and employed. To attain this objective, I noted that these would necessitate significant exploration. Eventually, it is anticipated that if appropriately premeditated and instigated, these developments would enhance the organization’s output and, eventually, competitive advantage in the market.
Leadership Development: Models and Tools
It is important to acknowledge the fact that management or leadership development entails the manner in which organizational leaders exercise their authority in the place of work and ensure that the organization’s objectives are attained. It involves the way organizational leaders plan and organize operations in their specific areas of responsibility and about their relationship with colleagues and team members. The key elements of management and leadership style are approaches and behaviors, for instance, what organizational leaders say and how they say it. It is demonstrated through their body language. Furthermore, an effective leader impacts his/her followers in a favorite manner to attain organizational objectives (Nanjundeswaraswamy & Swamy, 2014). Nonetheless, an organization’s leaders face several challenges, which I have prepared myself to address. The major challenges include developing effective management skills. According to Nanjundeswaraswamy and Swamy (2014), effective organizational leaders attain organizational goals. However, they also face the challenge of motivating the personnel in attaining such goals, developing and balancing the management of organizational external and internal stakeholders.
Therefore, organizational leaders are required to apply their managerial skills at all levels to ensure that the objectives are attained. This attainment, however, is determined by the kind of leadership model that a leader applies in the management of the organization.
Since changing the organizational culture, particularly the hierarchical structures within the organization, was one of my objectives, I needed to gather vital information in implementing the strategies. My primary source of information was my father, whom I contacted and solicited crucial information about the organization in line with my goals. My father was of great information since he was the vision carrier of the organization and my transformation plans were only part of the general organization’s vision. I also undertook a secondary investigation from several works of literature about organizational leadership. Eventually, I decided to resolve on three models of leadership: servant leadership, situational leadership and transformational leadership.
Servant leadership commences with a leader’s natural feeling that one wants to serve first. Afterward, the conscious choice triggers the aspiration to lead. Servant leadership is demonstrated by the care taken by the servant in making sure that other people, in this case employees’ needs, are prioritized. Even though this definition seems complex, it provides the basic idea of servant leadership. Effective servant leaders place the good of followers before their own self-welfares and underscore follower development (Northouse, 2012). Leaders exhibit strong moral behavior toward their followers, the organization, and other shareholders. Implementation of servant leadership occurs naturally for some leaders but everyone can learn to be a servant leader; hence, it is a behavior. Such type of leadership is significant in the organization since it will assist me in keeping the employees motivated towards the attainment of organization’s goals and objectives. Since my main objective is to develop the potential of the employees and increase their knowledge and abilities, servant leadership will be effective in the realization of the organization goals. Therefore, I will acknowledge the needs of both the employees and the organization and will come up with an adaptive strategy of change management and leadership styles.
As the name states, situational leadership requires organizational leaders to be ready to modify their style to suit the context. Situational leadership is efficient in an organizational that is intending to focus on developing change. Under such leadership, leaders are obligated to keep changing their management styles to fit the needs and requirements of organizational growth. Situational leadership is significant in my case since I will be in a position to uphold the good name of the organization and tune with the new changes that will be taking shape. Since the leadership style is determined by the deliberation of situations and adaptableness to different circumstances, I will apply the style in instances where change being implemented fits the needs of employees.
Transformational leadership involves a leadership approach that is significant in the modern crop of managers. Such type of leadership encompasses the engagement of all organizational personnel with the aim of transforming people and organizations. The transformation involves the change in their minds and heart to enlarge the vision, insight and understanding of the values and concepts of the organization. It brings about changes, which are permanent, self-perpetuating and motion building (Nanjundeswaraswamy & Swammy, 2014). Generally, transformational leadership occurs when a leader becomes broader and advocate the interests of employees. Once they incorporate the purpose and the objective of the organization, they can be blend to focus more on the objectives of the company. The transformational leadership style will enable me to focus on employees’ ability by allocating tasks with an aim of enhancing their overall performance. I will also serve as employees’ role model. Furthermore, transformational leadership will be significant in the organization because it will enhance my capability to gather important information for employment of transformation without any compulsory disruptions in operations.
Focus on Ethics
Ethics involves a philosophical term originating from the Greek word “ethos” denoting custom or character. Ethics focuses on recommending moral requirements and behaviors, which proposes that there are conventional and improper ways of conducting oneself. Ethical behavior is clear as behavior, which is morally accepted as good and right as opposed to bad or wrong. In an organizational context, ethics has continually been described in terms of ethical standards of senior leaders (Trevino & Nelson, 2010). Leadership entails the process of influencing a follower to do things the way a leader sets as goals. Leaders, therefore, direct followers’ behavior to attain the desired goal. Different kinds of leadership styles stem from personality characteristics. For instance, in transformational leadership, leaders have personal power to influence employees.
Several ethical leadership theories stress on a concern for the interests of others also referred to as ethical altruism. Organizational ethical leaders place their followers’ welfare top in their plans. In an organizational setting, altruistic service conduct can be imminent in activities, such as, employee mentoring, empowerment behaviors, team building, and citizenship behaviors among others. Organizational leaders’ ethical responsibility involves service to others (Mihelic, Lipicnik & Tekavcic, 2010). Ethical leaders ensure that the issues of fairness and justice prevail in organizations. It involves the leaders making it a top priority to treat all their followers in the same manner. Justice stresses that organizational leaders place issues of fairness at the core of decision-making. It implies that no one should get special attention or treatment except when a particular situation demands it. When there is unequal treatment of employees in organizations, the reasons for such treatment must be rationally clear and based on moral values.
Ethical leaders also emphasize on being honest in organizations. The best way to understand the concept of honesty is to consider the opposite, which is dishonesty. Dishonesty is a form of deceit or twisting the truth. In organizational settings, leaders must be honest in their management and encourage honesty, which creates trust in the workplace. Leaders who are not honest are perceived as undependable and unreliable, which makes their followers to lose faith in what they say and stand for, hence leading to a diminished form of leadership. Consequently, the leader’s impact on employees is compromised.
Moreover, being honest within organizations is not only about telling the truth but also being open to others and demonstrating reality as entirely and wholly as possible. It is a difficult task for organizational leaders since telling the bitter truth can sometimes be challenging, destructive or counterproductive. Therefore, the leaders are faced with the challenge of striking a balance between being open and honest while observing what is suitable to be revealed in a certain situation. In most instances, several organizational restrictions stop leaders from revealing true information to subordinates. Therefore, despite the fact that it is significant for leaders to be reliable, it is also important that they be sensitive to the assertiveness and approaches of the subordinates.
Ethical leaders, therefore, need to serve the needs of all organizational customers, shareholders, and stakeholders in good standards. In attaining these objectives, the leaders must also be close to the organizations’ activities, which are the only approach to guiding the firm in attaining its set goals and objectives.
In the completion of this project, I was at the helm of running the process of managing human capital, training and objective. This enabled me to carry out several responsibilities. Firstly, I was able to ascertain the research object, the manufacturing company. In order to ensure a clear comprehension of the research objective, I managed to interview my father, who carried the vision of the organization with an aim of understanding its situation and future strategies.
Furthermore, I evaluated the specific needs of the personnel both within the confines of the company and the general needs in line with the prevailing market trends. For example, most organizations globally have realized the significance of employee empowerment through learning and motivation, which have been incorporated in the human development practices. Also, alongside other organizational leaders in various departments, I succeeded in determining the specific goals and objectives of the new human capital administration, training and development strategies, which were to be implemented.
In addition, I undertook an extensive exploration concerning the effective and effectual employee management, training and development approach through both primary and secondary sources. I got a lot of information from my father who had been the head of the organization since he launched it. Other employees of the organization also had rich experience. They provided vital information to add on the data gathered from secondary sources. One thing that stood out in the entire analysis was the fact that effective human capital development is determined by efficient, organizational management engagement of employees’ practices of developing a culture that influences them to share experiences with each other, which is determined by policies of leaders (Siddiqui, 2012).
Subsequently, I managed to administer the application of vital processes aimed at attaining the employee training management objectives. Among the crucial processes that I oversaw include determining the best human resource management and development model to be adopted. Together with the other leaders of the organization, I decided to approve a resource grounded opinion that human capital is significant in adding value to the organization (Česynienė & Stankevičienė, 2011). Therefore, in line with the current trend in human resource management, the employee training and development approach would adopt a two phased strategy; enhancing individual employee capabilities and organizational proficiencies.
Lastly, I undertook a simple personnel self-valuation examination, which was intended for assessing employees’ point of view on the influence that the employee training and development program had on their individual skills, aptitudes, strengths, and weakness.
Challenges and Solutions
The first challenge that I encountered in implementing the program is the active disgust employees opposed to the idea, particularly the older employees. In most cases, the personnel expect the whole program to be boring, intrusive on their personal time, and just an overall wearisome experience. In some instances, some even feared that their careers were threatened if they failed. Most of the employees thought that the whole organizational culture was being changed, not realizing that only part of it, from the vertical mode of communication to the horizontal model was at the center of change. The main concern is that the employees were not used to the way things were being done. The older employees also felt that they have worked in the organization for a long time and they understand how things are done. Any attempt to change this culture also faced resistance from this group since they believe they have been in the organization for long and all has been well. The new employees had no problem with the program. In dealing with this challenge, I thought about sacking all the old employees but that could have had a negative implication. The best option was to have a positive consultation with the employees and make them understand the importance of change and do away with the old culture.
Another barrier I encountered during the program was the issue of a self-centered insolence among employees during training. In training, everyone is supposed to depend on each other with a sense of community above self that must be attained. It implies that trivial rivalries or issues between individuals must be left behind for the bigger needs of the group when it comes to training. The self-centric view of actions was promoting destructive mindset during the program. I initiated a talk on the significance of the program to make the employees understand that the program could only be attained through a unity of purpose. Furthermore, I encouraged the personnel that the program was not only aimed at benefiting the organization but also the future of employees in their day-to-day lives.
Another barrier encountered during the training program was the intrusion into personal time, which makes employees to develop the feeling of rejection for the whole program. Besides, the time entailed in the program also affects the general performance of the organization in terms of profits. As a way of handling this problem, we set out the specific time, mostly during working hours and partially after working hours to enable employees to focus on the training program without mush pressure.
The cost implication was another challenge that I encountered during the program. The whole process necessitated a significant budget since the implementation process entailed human cost, training fee, as well as acquiring needed tools. Initially, the organization did not intend to spend a substantial amount of money on the program but since it was significant for the firm, it was necessary. Nonetheless, measures were put in place to ensure that the program did not deplete the organization’s accounts.
To determine the progress of the program, I sought to get information on how the process was going on. I contacted the direct percipients of the program, that is, the employees and organization managers to get effective feedback. Employees were motivated to participate in the survey in order to determine the effectiveness of the program in assisting their personal capabilities. I also sought external feedback to take note of the areas that need to be improved.
Despite the fact that I undertook the program to change some elements of culture in the organization, I learned many things in the process. Firstly, as a new CEO in the organization, I gained a lot of information particularly on the concept of leadership and management of employees. I discovered that a leader is not a boss but a servant, who carries the vision of an organization. As a leader, I also understood the fact that the input of employees is very significant in an organization. Machinery and other organization’s capital without the input of personnel are useless. This calls for an effective empowerment and motivation of human capital in the attainment of organizational goals.
As a leader, I also discovered that no leadership style is permanent. The best leadership style is the one that incorporates employee’s effort and suits their needs rather than the leaders. Furthermore, a good leader is a team player. Leadership entails collaboration at the same time marinating ethical standards. Therefore, I have understood the significance of leadership in all aspects of my life.
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