Training Mid-Level Managers: Unit IV Essay Paper Help

Training Mid-Level Managers: Unit IV Essay

Overview of the Training

The training in the organization is prompted by the need to meet the organizational objectives. This is followed by the hiring of new employees that need to be put up to speed in diligently serving the customers and ascertaining customer satisfaction. The training focuses on enhancing new skills for the new employees as the identified training target audience. To ascertain continuity in the organization from the past practices that have not included training and development of the employees, the existing workforce will need skills development to efficiently meet their work demands. Hence, comprise of the second category of the training target audience.

Needs Analysis – Steps

The needs analysis follows extensive research and assessment of the employees’ perception and capacity to conduct their duties in the organization (Needs analysis, n.d.). As the new training mid-level manager who has identified the deficit in training and development gaps – a conduct of a needs analysis will focus on determining the type of needs and/or skills to address.

Step 1: Determination of the type of needs and the target audience.

Step 2: Identification of relevant content.

Step 3: Informed by capacity to meet or aligned to organizational objectives.

Content of the Training

Following the conduct of a needs analysis, the content of training is based on two categories. First, build capacity to improve productivity in the organization. Second, enable the new staff to satisfactorily serve the customers. The content of capacity building to meet productivity objectives comprises of competence to work efficiently and operate all the equipment in the organization. The content for new employees training comprise of orientation on how to handle business tasks professionally. This will culminate in creating an efficient workforce that is highly committed and motivated to meet the organizational objectives.

Selection of Trainer(s)

The selection of trainers is informed by competence, past experiences, and capacity to induce positive transformation in the organization. To meet these objectives, the company will outsource HR professional trainers from consultant agencies. This is intended to provide objective training content, show appreciation to the employees by having them training professionally, and serve as an impetus for creativity and innovativeness. The trainers must meet high standards and criteria on professional training and high success rate in the past. Thus, it serves to ascertain the best trainers have been selected to help the organization meet its objectives.

Organizational Objectives (2)

There are two primary organizational objectives driving the training needs and business continuity. These are fundamental to ascertaining the competitiveness of the organization and that it remains in the lead position of the industry.

  • Provide best customer services and ascertain customer satisfaction at all times.
  • Maintain high productivity through creativity and innovativeness.

Training Objectives (2)

The training objectives are molded based on the needs analysis that meet specific aims on the target training audience. This is critical to ascertain there is change in the conduct of the employees towards executing their mandates and meeting organizational needs. The training objectives in this scenario include the following.

  • Improve customer service delivery by reducing time taken to 5 minutes or less.
  • Answer customer questions diligently and in a professional manner.
  • Improve productivity in gradual steps from 20%, 50%, to 75% within three years.

Target Audience for the Training – Learning Styles

The target training audience has been identified to comprise of two groups. These includes both the new and existing workforce. The new employees show the need to be trained on how to conduct themselves and serve customers efficiently. The existing workforce training and development is informed by its lack prior to the new mid-level managers joining the organization. These aspects indicate fundamental gaps in the organization that may impede efficient operations and functionality towards meeting the organizational objectives. Therefore, in execution of the orientation and putting the new employees up to speed, the use of power point presentation and visual learning is integral (St. Louis, n.d.). This enables an illustration of how the employees should conduct themselves and numerous examples of best practices are provided. For the existing workforce, the learning style will be enhanced through use of simulations that provides a virtual work-like environment with different problems. This gives the workforce an opportunity to develop skills and competences virtually and transfer the skills into live production in the organization.

Training Models

The use of ADDIE training model has been selected as the best approach. This is based on the prior research conducted to assess the training needs and different approaches that can be utilized in the organization. ADDIE provides for the analysis, design, develop, implement, and evaluate (Artistashmita, n.d.). In overall, the needs analysis analyzes the training needs and the target audience for training. This paves the way to design the training content and skills and competences to develop. The implementation will follow the use of professional trainers (Kurt, 2017). Finally, the evaluation of the impacts and success of the training on the employees and the organization will be essential to ascertain changes and improvements in the functionality and productivity of the organization.

Compare and Contrast Different Training Methods

An alternative training method that can be used to meet the same or similar objectives in the organization comprise of Kemp Design Model. The model provides a more complicated approach with nine steps that include determination of training goals, characteristic of learners, classification of training content, instructional objectives, facilitation of logical learning, efficient delivery planning, evaluation, and appropriation of resources used to support teaching and learning activities (Kurt, 2016). Compared to ADDIE’s training model, Kemp Design Method is more complicated and extensive. The selection of ADDIE’s approach is based on its simplicity and directly address the matter on point (Kurt, 2017). This is vital to ensure the target training audience remains active, engage, and lively in a simple training model.

Connection of Training Methods to Learning Styles

The training method to learning style is aligned by the organizational and training objectives. The organizational and training objectives helps streamline the selection of the training method and choice of the best learning style that can ascertain the target training audience is sufficiently enhanced on its training needs.

Evaluation of the Training Effectiveness

The use of Kirkpatrick’s training evaluation model is efficient in this case. This includes the evaluation of reaction which determines what learner’s think and feel about the training being undertaken in the organization (Maynard, 2013). The learning process evaluation on how the learners have retained the knowledge acquired through training. The behavioral evaluation for the application and putting the acquired knowledge and skills into practice. And, the evaluation of the results of the training through a survey on customer satisfaction and analysis of work productivity in the organization.

Manager’s Ensuring Transfer of Training

The managers will ensure the transfer of training through ascertaining the employees or target audience for training is actively engaged in the process. This is essential to influence positivity towards the training and motivation to undergo through the process. Hence, it will impact on ascertaining that the employees are a part and parcel of the training needs determination process.

Evaluation Questions

The following questions are essential to determine the evaluation of the results of the training of the employees in the organization.

  • What are the changes experienced by the employees in execution of the mandates after the training as compare to before?
  • Are customers more satisfied? To what level and by what extent?
  • What are the employees views on productivity and functional capacity after the training?
  • Are the organizational objectives (being) met?
  • What future competitiveness strategies created by having an efficient workforce?


Artistashmita. (n.d.). Addie model [Graphic]. Retrieved from addie model 25991179

Kurt, S. (2016). Kemp design model. Retrieved from

Kurt, S. (2017). ADDIE model: Instructional design. Retrieved from

Maynard, D. (2013, October 4). Employee training evaluation [Video file]. Retrieved from

Needs analysis: How to determine training needs. (n.d.). Retrieved from

St. Louis, M. (n.d.). How to spot visual, auditory, and kinesthetic-learning executives. Retrieved from

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