netrashetty
Netra Shetty
Forum Communications Company is a media firm based in Fargo, North Dakota. The company prints a number of newspapers in North Dakota, South Dakota, Minnesota, and Wisconsin, including The Forum of Fargo-Moorhead.
The company also owns Fargo radio station WDAY-AM 970 (though it no longer owns WDAY-FM 93.7) and four ABC-affiliated television stations in North Dakota, best known for pre-empting most NBA Countdown shows on Sunday Mornings. The company also owns a CW affiliate in Fargo.
As of June 7, 2006, Forum Communications announced the purchase of rival newspaper Grand Forks Herald as well as Duluth News Tribune.
In May 2009, Forum Communications ceased publication of two of its newspapers, the Lake Elmo Leader and the Stillwater Courier.
Purpose of Training and Development
Reasons for emphasizing the growth and development of personnel include
!
!
Creating a pool of readily available and adequate replacements for personnel who
may leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of
!
a sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances the
company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
!
Research has shown specific benefits that a small business receives from training and developing its
workers, including:
!
!
!
!
Employees frequently develop a greater sense of self-worth, dignity and well-being as they become
more valuable to the firm and to society. Generally they will receive a greater share of the material
gains that result from their increased productivity. These factors give them a sense of satisfaction
through the achievement of personal and company goals.
The Training Process
The model in Chart 1 traces the steps necessary in the training
process.
_______________________________________________________________________
Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.
Select the Trainees---
Chart 1 - Steps in the Training Process
Organizational Objectives
|
|
Needs Assessment
|
___
|
|
Training Objectives
|
|
Select the Training Methods & Mode
|
|
|
Administer Training
|
|
Evaluate the Training
______________________________________________________________________
Your business should have a clearly defined strategy and set of objectives that direct and drive all
the decisions made -- especially training decisions. Firms that plan their training process are more
successful than those that do not. Most business owners want to succeed, but do not engage in
training designs that promise to improve their chances of success. Why? The five reasons most often
identified are
!
!
!
!
!
Time -- Small businesses managers find that time demands do not allow them to
train employees.
Getting started -- Most small business managers have not practiced training
employees. The training process is unfamiliar.
Broad expertise -- Managers tend to have broad expertise rather than the specialized
skills needed for training and development activities.
Lack of trust and openness -- Many managers prefer to keep information to
themselves. By doing so they keep information from subordinates and others who
could be useful in the training and development process.
Skepticism as to the value of the training -- Some small business owners believe the
future cannot be predicted or controlled and their efforts, therefore, are best centered
on current activities -- i.e., making money today.
A well-conceived training program can help your firm succeed. A program structured with the
company's strategy and objectives in mind has a high probability of improving productivity and
other goals that are set in the training mission.
For any business, formulating a training strategy requires addressing a series of questions.
!
!
!
Who are your customers? Why do they buy from you?
Who are your competitors? How do they serve the market? What competitive
advantages do they enjoy? What parts of the market have they ignored?
What strengths does the company have? What weaknesses?
!
The purpose of formulating a training strategy is to answer two relatively simple but vitally
important questions: (1) What is our business? and (2) What should our business be? Armed with
the answers to these questions and a clear vision of its mission, strategy and objectives, a company
can identify its training needs.
Identifying Training Needs
Training needs can be assessed by analyzing three major human resource areas: the organization as a
whole, the job characteristics and the needs of the individuals. This analysis will provide answers to
the following questions:
!
!
!
Begin by assessing the current status of the company -- how it does what it does best and the abilities
of your employees to do these tasks. This analysis will provide some benchmarks against which the
effectiveness of a training program can be evaluated. Your firm should know where it wants to be in
five years from its long-range strategic plan. What you need is a training program to take your firm
from here to there.
Second, consider whether the organization is financially committed to supporting the training
efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a company-wide
training effort without concentrating resources where they are needed most. An internal audit will
help point out areas that may benefit from training. Also, a skills inventory can help determine the
skills possessed by the employees in general. This inventory will help the organization determine
what skills are available now and what skills are needed for future development.
Also, in today's market-driven economy, you would be remiss not to ask your customers what they
like about your business and what areas they think should be improved. In summary, the analysis
should focus on the total organization and should tell you (1) where training is needed and (2) where
it will work within the organization.
Once you have determined where training is needed, concentrate on the content of the program.
Analyze the characteristics of the job based on its description, the written narrative of what the
employee actually does. Training based on job descriptions should go into detail about how the job
is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for
what is done.
What social trends are emerging that will affect the firm?
Where is training needed?
What specifically must an employee learn in order to be more productive?
Who needs to be trained?
Individual employees can be evaluated by comparing their current skill levels or performance to the
organization's performance standards or anticipated needs. Any discrepancies between actual and
anticipated skill levels identifies a training need.
INCENTIVE SCHEME AT
1. Incentive for Acquiring Higher Qualification
(A) INCENTIVE FOR ACQUIRING HIGHER/ADDITIONAL PROFESSIONAL QUALIFICATIONS.
(B) INCENTIVE FOR ACQUIRING Q-1, Q-2 OR Q-3 QUALIFICATIONS:
2. Scheme for grant of Incentive for Adopting Small Family norms
3. Incentive Scheme For Territorial Army Personnel
4. Incentive Scheme for Hindi Work Scheme
INCENTIVE FOR ACQUIRING HIGHER QUALIFICATIONS
In suppression of all previous orders on the subject, the Scheme of Incentive for Acquiring Higher Qualifications to employees of the Corporation shall be regulated as follows:
1.OBJECT:
To encourage the employees to enhance their professional competence by acquiring
higher/additional qualifications.
The company also owns Fargo radio station WDAY-AM 970 (though it no longer owns WDAY-FM 93.7) and four ABC-affiliated television stations in North Dakota, best known for pre-empting most NBA Countdown shows on Sunday Mornings. The company also owns a CW affiliate in Fargo.
As of June 7, 2006, Forum Communications announced the purchase of rival newspaper Grand Forks Herald as well as Duluth News Tribune.
In May 2009, Forum Communications ceased publication of two of its newspapers, the Lake Elmo Leader and the Stillwater Courier.
Purpose of Training and Development
Reasons for emphasizing the growth and development of personnel include
!
!
Creating a pool of readily available and adequate replacements for personnel who
may leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of
!
a sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances the
company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
!
Research has shown specific benefits that a small business receives from training and developing its
workers, including:
!
!
!
!
Employees frequently develop a greater sense of self-worth, dignity and well-being as they become
more valuable to the firm and to society. Generally they will receive a greater share of the material
gains that result from their increased productivity. These factors give them a sense of satisfaction
through the achievement of personal and company goals.
The Training Process
The model in Chart 1 traces the steps necessary in the training
process.
_______________________________________________________________________
Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.
Select the Trainees---
Chart 1 - Steps in the Training Process
Organizational Objectives
|
|
Needs Assessment
|
___
|
|
Training Objectives
|
|
Select the Training Methods & Mode
|
|
|
Administer Training
|
|
Evaluate the Training
______________________________________________________________________
Your business should have a clearly defined strategy and set of objectives that direct and drive all
the decisions made -- especially training decisions. Firms that plan their training process are more
successful than those that do not. Most business owners want to succeed, but do not engage in
training designs that promise to improve their chances of success. Why? The five reasons most often
identified are
!
!
!
!
!
Time -- Small businesses managers find that time demands do not allow them to
train employees.
Getting started -- Most small business managers have not practiced training
employees. The training process is unfamiliar.
Broad expertise -- Managers tend to have broad expertise rather than the specialized
skills needed for training and development activities.
Lack of trust and openness -- Many managers prefer to keep information to
themselves. By doing so they keep information from subordinates and others who
could be useful in the training and development process.
Skepticism as to the value of the training -- Some small business owners believe the
future cannot be predicted or controlled and their efforts, therefore, are best centered
on current activities -- i.e., making money today.
A well-conceived training program can help your firm succeed. A program structured with the
company's strategy and objectives in mind has a high probability of improving productivity and
other goals that are set in the training mission.
For any business, formulating a training strategy requires addressing a series of questions.
!
!
!
Who are your customers? Why do they buy from you?
Who are your competitors? How do they serve the market? What competitive
advantages do they enjoy? What parts of the market have they ignored?
What strengths does the company have? What weaknesses?
!
The purpose of formulating a training strategy is to answer two relatively simple but vitally
important questions: (1) What is our business? and (2) What should our business be? Armed with
the answers to these questions and a clear vision of its mission, strategy and objectives, a company
can identify its training needs.
Identifying Training Needs
Training needs can be assessed by analyzing three major human resource areas: the organization as a
whole, the job characteristics and the needs of the individuals. This analysis will provide answers to
the following questions:
!
!
!
Begin by assessing the current status of the company -- how it does what it does best and the abilities
of your employees to do these tasks. This analysis will provide some benchmarks against which the
effectiveness of a training program can be evaluated. Your firm should know where it wants to be in
five years from its long-range strategic plan. What you need is a training program to take your firm
from here to there.
Second, consider whether the organization is financially committed to supporting the training
efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a company-wide
training effort without concentrating resources where they are needed most. An internal audit will
help point out areas that may benefit from training. Also, a skills inventory can help determine the
skills possessed by the employees in general. This inventory will help the organization determine
what skills are available now and what skills are needed for future development.
Also, in today's market-driven economy, you would be remiss not to ask your customers what they
like about your business and what areas they think should be improved. In summary, the analysis
should focus on the total organization and should tell you (1) where training is needed and (2) where
it will work within the organization.
Once you have determined where training is needed, concentrate on the content of the program.
Analyze the characteristics of the job based on its description, the written narrative of what the
employee actually does. Training based on job descriptions should go into detail about how the job
is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for
what is done.
What social trends are emerging that will affect the firm?
Where is training needed?
What specifically must an employee learn in order to be more productive?
Who needs to be trained?
Individual employees can be evaluated by comparing their current skill levels or performance to the
organization's performance standards or anticipated needs. Any discrepancies between actual and
anticipated skill levels identifies a training need.
INCENTIVE SCHEME AT
1. Incentive for Acquiring Higher Qualification
(A) INCENTIVE FOR ACQUIRING HIGHER/ADDITIONAL PROFESSIONAL QUALIFICATIONS.
(B) INCENTIVE FOR ACQUIRING Q-1, Q-2 OR Q-3 QUALIFICATIONS:
2. Scheme for grant of Incentive for Adopting Small Family norms
3. Incentive Scheme For Territorial Army Personnel
4. Incentive Scheme for Hindi Work Scheme
INCENTIVE FOR ACQUIRING HIGHER QUALIFICATIONS
In suppression of all previous orders on the subject, the Scheme of Incentive for Acquiring Higher Qualifications to employees of the Corporation shall be regulated as follows:
1.OBJECT:
To encourage the employees to enhance their professional competence by acquiring
higher/additional qualifications.
Last edited: