People and Change Management: Training & Development and Work Allocation - page 5
Keywords: Training and Development, Training Needs Analysis, Performance Management, Motivation, Work Allocation, Planning,
By Rifa Motin on 22/11/2009
Level: Foundation Degree
Page Number: 5 of 7 pages: 1 2 3 4 5 6 7
to create profit for the company; acting with honesty and integrity; and the wellbeing of customers and providing financial stability in the current economic environment.
Appendix
1.0 Training Needs Analysis
The job of a claims administrator involves continuous training because there are is a variety of tasks the administrator is expected to do but over a long period of time. One-to-one meetings are held once every three months to review current or previous training, to identify training needs to meet the required level of competency for the job role, to identify any difficulties experienced and so on. SMART objectives are set during the one-to-one meetings to ensure that training is effective and understood. Training at HBOS is provided according to the nature of the job and not ad hoc.
1.1 One-to-one meeting of Claims Administrator
When undergoing training on the team, the trainer has to provide feedback to the team leader and the two consultants who allocate the work to the team. They discuss the progress of the training. Once there is a level of understanding of the new trainee, the consultants and team leader discuss the best way of training the trainee which will suit their learning style. If the learning style is identified (like Honey & Mumford identified the different learners) further training will be conducted in the same way.
1.2 Staff development
• Financial costs: Developing staff can reduce the waste of resources and production time because staffs are more likely to be more efficient and effective at their jobs. Developed staff can also bring a competitive advantage as the organisation will have more skilled workers. However, the lack of development can result in absenteeism and increase labor turnover as a result of low staff morale and motivation.
• Reputation costs: Developed staff can develop the reputation of the organisation as they will be more capable to provide better customer service quality. The converse could result in the loss of customers and their loyalty.
• Efficiency costs: Developing the skills and knowledge of staff can encourage innovative ideas and bring change to the organisation. However, the lack of development could induce ineffective team work which results in poor communication and the resistance to change.
1.3 Personal Development at HBOS
Although personal development may not be work related, its advantage is that skills are transferable. The long-term view of developing the skills of the workforce is that it will prepare them for the future of their careers as
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