netrashetty
Netra Shetty
Nationwide Mutual Insurance Company & Affiliated Companies is a group of large U.S. insurance and financial services companies based in Columbus, Ohio. The company also operates regional headquarters in Des Moines, Iowa, and San Antonio, Texas, and Gainesville, Florida.
Nationwide Financial Services, a component of the group, was publicly traded on the New York Stock Exchange prior to being purchased by Nationwide Mutual in 2009.[
In the current situation of the organizations, different changes affect the technological and systematic innovation. The competencies include in the globalization and the international market also took part in the exploration of the organizations in improving the different areas in where they think the organization is losing the competency. One common and popular department is the human resources in which the training and development might be an effective solution in fighting the challenges and changes in the global market.
The Training Process
The model in Chart 1 traces the steps necessary in the training
process.
_______________________________________________________________________
Select the Trainees---
______________________________________________________________________
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?
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.
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.
Selection of Trainees
Once you have decided what training is necessary and where it is needed, the next decision is who
should be trained? For a small business, this question is crucial. Training an employee is expensive,
especially when he or she leaves your firm for a better job. Therefore, it is important to carefully
select who will be trained.
Training programs should be designed to consider the ability of the employee to learn the material
and to use it effectively, and to make the most efficient use of resources possible. It is also important
that employees be motivated by the training experience. Employee failure in the program is not only
damaging to the employee but a waste of money as well. Selecting the right trainees is important to
the success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by the assessment
process outlined above. Course objectives should clearly state what behavior or skill will be changed
as a result of the training and should relate to the mission and strategic plan of the company. Goals
should include milestones to help take the employee from where he or she is today to where the firm
wants him or her in the future. Setting goals helps to evaluate the training program and also to
motivate employees. Allowing employees to participate in setting goals
increases the probability of success.
Nationwide Financial Services, a component of the group, was publicly traded on the New York Stock Exchange prior to being purchased by Nationwide Mutual in 2009.[
In the current situation of the organizations, different changes affect the technological and systematic innovation. The competencies include in the globalization and the international market also took part in the exploration of the organizations in improving the different areas in where they think the organization is losing the competency. One common and popular department is the human resources in which the training and development might be an effective solution in fighting the challenges and changes in the global market.
The Training Process
The model in Chart 1 traces the steps necessary in the training
process.
_______________________________________________________________________
Select the Trainees---
______________________________________________________________________
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?
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.
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.
Selection of Trainees
Once you have decided what training is necessary and where it is needed, the next decision is who
should be trained? For a small business, this question is crucial. Training an employee is expensive,
especially when he or she leaves your firm for a better job. Therefore, it is important to carefully
select who will be trained.
Training programs should be designed to consider the ability of the employee to learn the material
and to use it effectively, and to make the most efficient use of resources possible. It is also important
that employees be motivated by the training experience. Employee failure in the program is not only
damaging to the employee but a waste of money as well. Selecting the right trainees is important to
the success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by the assessment
process outlined above. Course objectives should clearly state what behavior or skill will be changed
as a result of the training and should relate to the mission and strategic plan of the company. Goals
should include milestones to help take the employee from where he or she is today to where the firm
wants him or her in the future. Setting goals helps to evaluate the training program and also to
motivate employees. Allowing employees to participate in setting goals
increases the probability of success.
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