abhishreshthaa
Abhijeet S
Sun Microsystems, Inc. is a company selling computers, computer components, computer software, and information technology services. Sun was founded on February 24, 1982.[4] Prior to the acquistition by Oracle its headquarters were in Santa Clara, California (part of Silicon Valley), on the former west campus of the Agnews Developmental Center.
On January 27, 2010, Sun was acquired by Oracle Corporation for US$7.4 billion, based on an agreement signed on April 20, 2009.[5] Sun Microsystems, Inc. was subsequently renamed Oracle America, Inc.[6]
Sun products included computer servers and workstations based on its own SPARC processors as well as AMD's Opteron and Intel's Xeon processors; storage systems; and, a suite of software products including the Solaris operating system, developer tools, Web infrastructure software, and identity management applications. Other technologies of note include the Java platform, MySQL, and NFS. Sun was a proponent of open systems in general and Unix in particular, and a major contributor to open source software.[7] Sun's main manufacturing facilities were located in Hillsboro, Oregon and Linlithgow, Scotland.
These challenges have an impact on the training and development process of the organization. In order to remain competitive, the firm must train and develop its human resources. As a source of competitive advantage, the firm must invest on its employees. This report focuses on the training and development needs of a Hotel organization. It is the goal of this report to present recommendations and suggestions in developing the knowledge, skills, and abilities (KSAs) of the employees. As a service-oriented organization, the primary focus of the training initiative will be the development of customer service KSAs, and abilities of the employees.
In order for the organization to gain competitive advantage, training must encompass a broader focus than just basic skills development. Training should be viewed as a way to create intellectual capital. Intellectual capital includes the KSAs to perform one’s job, advances skills, and an understanding of customers and organizational processes key to the organization’s success. Organizations according to Sims (2002) provide training for many reasons: to orient new hires to the organization or teach them how to perform in their initial job assignment, to improve the current performance of employees who may not be working as effectively as desired, or to prepare employees for future promotions of for upcoming changes in design, processes, or technology in their present jobs. Recent changes in the business environment have made the training function even more important in helping organizations maintain competitiveness and prepare for the future.
Training and Development
Training can be considered as the process of learning how to perform the tasks needed in order for the organization to function. Training covers a variety of instructional and learning processes, ranging from formal, classroom training programs to on-the-job training and self-directed learning. It also includes the ‘entry’ learning experiences of orientation and socialization (Clardy 1996). The training programs must be related to the overall strategy of the organization’s overall strategy. In accordance with the company’s commitment to workplace diversity, training and development programs must be made available to all employees.
The Training Process
The goal of training is to contribute to the organization’s overall goals that is why training programs should be developed systematically with the organization’s true needs in mind. Effective training can raise performance, improve morale, and increase an organization’s potential. To maximize the benefits of training, the organization must closely monitor the training process. the training process is composed of three parts: needs assessment, design and implementation, and evaluation
There are also programs that recognize individual contribution of Starbucks partners. For instance, unique to the company is the Green Apron recognition program that serves as both brand behaviors guide and non-monetary reward. Every partner receives the Green Apron book that is consists of company values and desired on-brand behaviors as well as peer recognition cards that are used by virtually all the employees from top management to recognizing even the smallest behavior on the spot stressing the importance of sense of ownership. More than the monetary rewards, Starbucks focuses on ‘team contribution’ to recognize how their performance and contributions make a difference.
The Recruitment and Selection Policy
In terms of recruitment and selection, Starbucks is hiring about 200 employees per day to compensate with the growth rate of 5 stores per day. Recruitment practices include interviews that incorporate coffee tasting sessions; candidate bill of rights developed that emphasizing the use of phone calls and handwritten notes rather than form response letters. The goal of such is to determine how quickly applicants should hear back. Also, the company encourages recruiters to send out Starbucks gift card whether the applicant is hired or not for the purpose of treating job applicants like customers. The hiring process is strategically aligned to the vacant positions. Starbucks lives by its mission to embrace diversity, develop and nurture employee and provide them with exceptional benefits. Application can be picked from any Starbucks store. There are phone and personal interviews with highly-situational questionnaires. Before being extended an offer, Starbucks trained the applicants first after passing the interviews.
On January 27, 2010, Sun was acquired by Oracle Corporation for US$7.4 billion, based on an agreement signed on April 20, 2009.[5] Sun Microsystems, Inc. was subsequently renamed Oracle America, Inc.[6]
Sun products included computer servers and workstations based on its own SPARC processors as well as AMD's Opteron and Intel's Xeon processors; storage systems; and, a suite of software products including the Solaris operating system, developer tools, Web infrastructure software, and identity management applications. Other technologies of note include the Java platform, MySQL, and NFS. Sun was a proponent of open systems in general and Unix in particular, and a major contributor to open source software.[7] Sun's main manufacturing facilities were located in Hillsboro, Oregon and Linlithgow, Scotland.
These challenges have an impact on the training and development process of the organization. In order to remain competitive, the firm must train and develop its human resources. As a source of competitive advantage, the firm must invest on its employees. This report focuses on the training and development needs of a Hotel organization. It is the goal of this report to present recommendations and suggestions in developing the knowledge, skills, and abilities (KSAs) of the employees. As a service-oriented organization, the primary focus of the training initiative will be the development of customer service KSAs, and abilities of the employees.
In order for the organization to gain competitive advantage, training must encompass a broader focus than just basic skills development. Training should be viewed as a way to create intellectual capital. Intellectual capital includes the KSAs to perform one’s job, advances skills, and an understanding of customers and organizational processes key to the organization’s success. Organizations according to Sims (2002) provide training for many reasons: to orient new hires to the organization or teach them how to perform in their initial job assignment, to improve the current performance of employees who may not be working as effectively as desired, or to prepare employees for future promotions of for upcoming changes in design, processes, or technology in their present jobs. Recent changes in the business environment have made the training function even more important in helping organizations maintain competitiveness and prepare for the future.
Training and Development
Training can be considered as the process of learning how to perform the tasks needed in order for the organization to function. Training covers a variety of instructional and learning processes, ranging from formal, classroom training programs to on-the-job training and self-directed learning. It also includes the ‘entry’ learning experiences of orientation and socialization (Clardy 1996). The training programs must be related to the overall strategy of the organization’s overall strategy. In accordance with the company’s commitment to workplace diversity, training and development programs must be made available to all employees.
The Training Process
The goal of training is to contribute to the organization’s overall goals that is why training programs should be developed systematically with the organization’s true needs in mind. Effective training can raise performance, improve morale, and increase an organization’s potential. To maximize the benefits of training, the organization must closely monitor the training process. the training process is composed of three parts: needs assessment, design and implementation, and evaluation
There are also programs that recognize individual contribution of Starbucks partners. For instance, unique to the company is the Green Apron recognition program that serves as both brand behaviors guide and non-monetary reward. Every partner receives the Green Apron book that is consists of company values and desired on-brand behaviors as well as peer recognition cards that are used by virtually all the employees from top management to recognizing even the smallest behavior on the spot stressing the importance of sense of ownership. More than the monetary rewards, Starbucks focuses on ‘team contribution’ to recognize how their performance and contributions make a difference.
The Recruitment and Selection Policy
In terms of recruitment and selection, Starbucks is hiring about 200 employees per day to compensate with the growth rate of 5 stores per day. Recruitment practices include interviews that incorporate coffee tasting sessions; candidate bill of rights developed that emphasizing the use of phone calls and handwritten notes rather than form response letters. The goal of such is to determine how quickly applicants should hear back. Also, the company encourages recruiters to send out Starbucks gift card whether the applicant is hired or not for the purpose of treating job applicants like customers. The hiring process is strategically aligned to the vacant positions. Starbucks lives by its mission to embrace diversity, develop and nurture employee and provide them with exceptional benefits. Application can be picked from any Starbucks store. There are phone and personal interviews with highly-situational questionnaires. Before being extended an offer, Starbucks trained the applicants first after passing the interviews.
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