abhishreshthaa
Abhijeet S
Deere & Company, usually known by its brand name John Deere (NYSE: DE), is an American corporation based in Moline, Illinois, and the leading manufacturer of agricultural machinery in the world. In 2008, it was listed as 102nd in the Fortune 500 ranking. Deere and Company agricultural products, usually sold under the John Deere name, include tractors, combine harvesters, balers, planters/seeders, ATVs and forestry equipment. The company is also a leading supplier of construction equipment, as well as equipment used in lawn, grounds and turf care, such as ride-on lawn mowers, string trimmers, chainsaws, snowthrowers and for a short period, snowmobiles.
The company's slogan is "Nothing runs like a Deere" and has a picture of a deer as a logo, a word play pun on "nothing runs like a deer."
Additionally, John Deere manufactures engines used in heavy equipment and provides financial services and other related activities that support the core businesses.
The company was founded in 1837 by John Deere, who developed and manufactured the first commercially successful cast-steel plow.
Various programs concerning the different strategic approach on the human resource management promises to bring the changes in the human capital. In addition, these programs are attempting to change the management views on how will they enhance the performance of their workforce. The most basic requirement that the human resource can offer is to align the people in meeting the goals and objectives of the organization. And with the creation of this guiding principle, the creation of another strategic model for the human resource is born.
Issue in Needs assessment
Needs assessment, individual or group, should consider several issues as shown in Fig. #1
Organizational Support: Needs assessment is likely to make inroads into organizational life. The assessment tends to change patterns of behavior of employees. When the needs assessment is carefully designed and supported by the organization, disruption is minimized and co-operation is much more likely to occur. Obviously, the analyst needs to take steps to work effectively with all parties and gain the trust and support of the participants in the needs assessment.
Organizational Analysis: Having obtained organizational support, the next step in the needs assessment is an organizational analysis, which seeks to examine the goals of the organization (short-term and long-term), and the trends that are likely to affect these goals. The analyst needs to ask and answer the following questions:
• Is there a sufficient supply of people?
• How does the firm attract, retain and motivate diverse work-force?
• How does the firm compete for individuals with the right skills, knowledge abilities and attitudes?
• How do employees make the firm competitive, domestically and internationally?
• Which are the target jobs that require training?
These issues enable the analyst identify skill gaps in people, which training seeks to fill.
Organizational analysis seeks to examine the goals of the organization and the trends that are likely to affect these goals.
Task and KSA Analysis In addition to obtaining organizational support and making organizational analysis, it is necessary to assess and identify what tasks are needed on each job and which knowledge, skills and abilities (KSAs) are necessary to perform these tasks. This assessment helps prepare a blueprint that describes the KSAs to be achieved upon completion of the training programme.
Person Analysis: This analysis obliviously targets individual employees. A very important aspect of person analysis is to determine which necessary KSAs have already been learnt by the prospective trainee so that precious training time is not wasted repeating what has already been acquired. Also, employed who need to undergo training are identified at this stage.
Benefit of Needs Assessment
Training programmes are designed to achieve specific goals that meet felt needs. There is always the temptation to begin training without a thorough analysis of these needs. Should this happen, the training programme becomes inappropriate and its administration turn to be perfunctory. There are other benefits of needs assessment are other benefits of needs assessment:
1. Trainers may be informed about the broader needs of the trainees.
2. Trainers are able to pitch their course inputs closer to the specific needs of the trainees.
3. Assessment makes training department more accountable and more clearly linked to other human resource activities, which may make the training programme easier to sell to line manager.
Consequences of Absence of Training Needs Assessment
The significance of needs assessment can be better understood by looking at the consequence of inadequate or absence of needs assessment. Failure to conduct needs assessment can contribute to:
• Loss of business
• Constraints on business development
• Higher labor turnover
• Poorer-quality applicants
• Increased overtime working
• Higher rates of pay, overtime premiums and supplements
• Higher recruitment costs, including advertising, time and incentives
• Greater pressure and stress on management and staff to provide cover.
• Pressure on job-evaluation schemes, grading structures, payment system and career structure
• Additional retention costs in the form of flexible working time, job sharing, part time working, shift working, etc.
• Need for job redesign and revision of job specifications
• Undermining career paths and structures
• Higher training costs
Deriving Instructional Objectives
The next phase in the training process is to identify instructional objectives. Needs assessment helps prepare a blueprint that describes the objectives to be achieved by the trainee upon ¬completion of the training programme. Instructional objectives provide the input for designing the training programme as well as for the measures of success (criteria) that would help assess effectiveness of the training programme. Below are some sample instructional objectives for a training programme with sales people.
• After training, the employee will be able to smile at all customers even when exhausted or ill unless the customer is irate.
• After training, the employee will be able to accurately calculate mark down on all sales merchandise.
Designing Training and Development Programme
Every training and development programme must address certain vital issues (1) who participate in the programme? (2) Who are the trainers? (3) What methods and techniques are to be used for training? (4) What should be the level of training? (5) What learning principles are needed? (6) Where is the programme conducted?
The company's slogan is "Nothing runs like a Deere" and has a picture of a deer as a logo, a word play pun on "nothing runs like a deer."
Additionally, John Deere manufactures engines used in heavy equipment and provides financial services and other related activities that support the core businesses.
The company was founded in 1837 by John Deere, who developed and manufactured the first commercially successful cast-steel plow.
Various programs concerning the different strategic approach on the human resource management promises to bring the changes in the human capital. In addition, these programs are attempting to change the management views on how will they enhance the performance of their workforce. The most basic requirement that the human resource can offer is to align the people in meeting the goals and objectives of the organization. And with the creation of this guiding principle, the creation of another strategic model for the human resource is born.
Issue in Needs assessment
Needs assessment, individual or group, should consider several issues as shown in Fig. #1
Organizational Support: Needs assessment is likely to make inroads into organizational life. The assessment tends to change patterns of behavior of employees. When the needs assessment is carefully designed and supported by the organization, disruption is minimized and co-operation is much more likely to occur. Obviously, the analyst needs to take steps to work effectively with all parties and gain the trust and support of the participants in the needs assessment.
Organizational Analysis: Having obtained organizational support, the next step in the needs assessment is an organizational analysis, which seeks to examine the goals of the organization (short-term and long-term), and the trends that are likely to affect these goals. The analyst needs to ask and answer the following questions:
• Is there a sufficient supply of people?
• How does the firm attract, retain and motivate diverse work-force?
• How does the firm compete for individuals with the right skills, knowledge abilities and attitudes?
• How do employees make the firm competitive, domestically and internationally?
• Which are the target jobs that require training?
These issues enable the analyst identify skill gaps in people, which training seeks to fill.
Organizational analysis seeks to examine the goals of the organization and the trends that are likely to affect these goals.
Task and KSA Analysis In addition to obtaining organizational support and making organizational analysis, it is necessary to assess and identify what tasks are needed on each job and which knowledge, skills and abilities (KSAs) are necessary to perform these tasks. This assessment helps prepare a blueprint that describes the KSAs to be achieved upon completion of the training programme.
Person Analysis: This analysis obliviously targets individual employees. A very important aspect of person analysis is to determine which necessary KSAs have already been learnt by the prospective trainee so that precious training time is not wasted repeating what has already been acquired. Also, employed who need to undergo training are identified at this stage.
Benefit of Needs Assessment
Training programmes are designed to achieve specific goals that meet felt needs. There is always the temptation to begin training without a thorough analysis of these needs. Should this happen, the training programme becomes inappropriate and its administration turn to be perfunctory. There are other benefits of needs assessment are other benefits of needs assessment:
1. Trainers may be informed about the broader needs of the trainees.
2. Trainers are able to pitch their course inputs closer to the specific needs of the trainees.
3. Assessment makes training department more accountable and more clearly linked to other human resource activities, which may make the training programme easier to sell to line manager.
Consequences of Absence of Training Needs Assessment
The significance of needs assessment can be better understood by looking at the consequence of inadequate or absence of needs assessment. Failure to conduct needs assessment can contribute to:
• Loss of business
• Constraints on business development
• Higher labor turnover
• Poorer-quality applicants
• Increased overtime working
• Higher rates of pay, overtime premiums and supplements
• Higher recruitment costs, including advertising, time and incentives
• Greater pressure and stress on management and staff to provide cover.
• Pressure on job-evaluation schemes, grading structures, payment system and career structure
• Additional retention costs in the form of flexible working time, job sharing, part time working, shift working, etc.
• Need for job redesign and revision of job specifications
• Undermining career paths and structures
• Higher training costs
Deriving Instructional Objectives
The next phase in the training process is to identify instructional objectives. Needs assessment helps prepare a blueprint that describes the objectives to be achieved by the trainee upon ¬completion of the training programme. Instructional objectives provide the input for designing the training programme as well as for the measures of success (criteria) that would help assess effectiveness of the training programme. Below are some sample instructional objectives for a training programme with sales people.
• After training, the employee will be able to smile at all customers even when exhausted or ill unless the customer is irate.
• After training, the employee will be able to accurately calculate mark down on all sales merchandise.
Designing Training and Development Programme
Every training and development programme must address certain vital issues (1) who participate in the programme? (2) Who are the trainers? (3) What methods and techniques are to be used for training? (4) What should be the level of training? (5) What learning principles are needed? (6) Where is the programme conducted?
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