Outline
Title: Training and Development

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Thesis: Insights on what is most important for the new recruits to learn and an effective and detailed proposal that will aid in guiding the training as required by the organization’s management team.
Introduction
Thesis: As part of the New Recruiter these are the insights regarding what is most important for the trainees to learn while including an effective and detailed proposal that will help guide the training as required by the organization’s management team.
What is most important to learn about iNext
It is important for the trainees to learn about iNext’s culture
iNext operates under an incorporative culture in which it delves to make every employee an instrumental part of the organization.
The company for instance involves recruits who have taken some time in the company in its official programs such as in the training of new recruits.
Proposals about the training
Conducting the training
Planning the training
Conduct a background research on similar trainings within the company.
Will help in guiding the planning to ensure past mistakes are not repeated as well as ensure the training is adequate (Wentland, 2010).
Will steer the training towards the company’s culture
Follow by assessing the training needs through determining iNext’s needs and goals.
The needs and goals will help determine position-related goals as well as the techniques essential for the trainees to meet the goals (Wentland, 2010).
Divide the training into both soft and hard skills classification
Soft skills concern topics related to general information trainings that include policy, customer service and diversity training (Wentland, 2010).
Hard skills regard techniques essential in completing certain duties such as recruiting replacements for clients (Wentland, 2010).
Develop a training template either on computer spreadsheet or on paper
This should include names of trainees, trainers, related topics and trainings.
Plotting names of trainers against their related trainings will allow for appropriate scheduling and tracking of the training.
Match trainers with topics that suit their specifications
General information trainings can be handled by almost any trainer.
Designing the training
It is important to design the nature of the training by determining materials to be used as well as methods to be employed.
In designing training materials, it is important to consider on particular set of concerns
Put focus on the training needs and goals
Determine if the training will require a hands-on approach
Consider if the training will demand trainees to be intensely participative
Consider the ease to grasp and understand the training materials for trainees
In designing training methods, it is also important to consider a set of particular issues
It is important to determine if the training will take the approach of teaching a method or technique
It will also be important to determine if the methods designed are consistent with iNext’s mission and philosophy
It is also important to consider if the methods will keep trainees interested as well as excited with the training.
Developing the training
Select a training coordinator
Designate an experienced professional to coordinate the training by guiding team members in the development to necessitate smooth operations.
It is important to consider an in-house coordinator with direct experience in the organization.
Instruct the training coordinator to help in developing the program
The coordinator in this regard will counter to check to see if the plan is appropriate and reasonable.
Develop training objectives
These should focus on the expected outcome of the training. It should involve a list of expectations the trainees are expected to have after the training.
They should be SMART objectives
Specific
Measurable
Achievable
Relevant
Time-bound
Acquire training resources
Get all the training resources ready
Training resources may include computers, books, brochures, tutorials, and pens.
Track progress
Institute metrics to check what has been performed.
Separate the training program into sections to determine extent of progress.
Implementing the training
There are various factors to put into perspective in the implementation of the training.
Time
The training should go for one week
This will deviate from the previous norm in which training took a long time and less intense thus less effective
The training will start at 8.30 in the morning with few breaks in between and end at 5 in the evening for one week.
Methods
The training should include three main methods that include instructor-led training, interactive methods, and hands-on methods.
Instructor-led training
This is one of the most common training methods for trainers Wentland, 2010).
It should include the use of a blackboard or a whiteboard, overhead projectors and power point presentations
It is efficient in presenting a large volume of material to both small or large numbers of trainees.
Interactive methods
Offer different ways in which a training can be broken down to keep trainees attentive as well as involved (Wentland, 2010).
Can take the form of quizzes, small group discussions, case studies, role playing, participant control as well as demonstrations.
Keeps trainees highly engaged ensuring they are increasingly receptive to information.
Hands-on methods
Also experiential will offer more effective techniques for the training.
It will allow for techniques such as cross-training, coaching, apprenticeship, and drilling.
Effective in training new processes, skills and equipment.
Location
The training should be conducted within the company’s buildings.
This will help enhance the hands-on approach of the training as it will give the trainees a glimpse of what they should expect.
Will save time hence allowing for the training to be effective.
It will also attach a degree of seriousness regarding iNext’s culture.
Evaluating the training to demonstrate that it is offers strategic value for iNext
Kirkpatrick’s four-level training evaluation model will be critical in evaluating the training to ascertain the training’s strategic value to iNext.
The model employs four levels of evaluation that attach importance of training to a company while also analyzing for effectiveness such that improvements can always be made in the future (Kirkpatrick & Kirkpatrick, 2016)
Measurement level
These concerns measuring the degree of trainee reaction to the training.
It helps trainees feel their worthiness while also aiding to understand how favorable, engaging and relevant the training was to trainees.
Learning level
Instrumental in measuring what trainees have learned during the training.
Will be vital in determining if the training met its objectives.
Behavior level
It is important in assessing if the trainees’ behavior has been impacted by the training.
This will be critical in assessing how trainees implement what they learned during the training.
Results level
This measures the degree to which the trainings expected outcomes appear after the training while considering all other factors such as support as well as accountability factors.
This will be highly vital in determining if the training was a success while also helping to note any weaker areas that may have emerged during the training.
Conclusion

    References
  • Kirkpatrick, J. D., & Kirkpatrick, W. K. (2016). Kirkpatrick’s four levels of training evaluation. Alexandria, VA: ATD Press.
  • Wentland, D. M. (2010). Strategic training: Putting employees first. Amherst, Mass: HRD Press.