abhishreshthaa
Abhijeet S
SuperValu Inc. (NYSE: SVU) is a United States grocery retailer and distributor. The corporation, headquartered in Eden Prairie, Minnesota,[2] has been in business for over a century. It is the third-largest food retailing company in the United States and ranks #51 on the Fortune 100 list.[3]
On June 2, 2006, Boise, Idaho-based Albertsons, Inc. and 1,124 of its stores were sold to SuperValu. The sale was approved by the shareholders of both SuperValu and Albertsons on May 30, 2006.
Supermarket News ranked SuperValu #1 in the 2008 "Top Wholesalers for 2008".[
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 (Sims 2002).
Phase 1: Needs Assessment
In the needs assessment phase, the organization conducts a systematic analysis of an organization’s job related needs and specifies the objectives of the training effort. Part of the training needs assessment is the assessment of the organization’s strategy, the resources available for training, and its general philosophy regarding training and development. In this phase of the training process, the capabilities, strengths, and weaknesses of the employees are assessed.
In the case of the organization beings studied, the training initiative is geared towards the improvement of performance. The aim of training is to develop and update the KSAs of the employees in order for them to be able to effectively fulfill their responsibilities. Customer service is an important area that the employees need to work on.
The sources of data and information for needs assessment will be the records on the present performance of the employees. Through the performance appraisal records, the strengths and weaknesses of the employees will be identified as well as their training needs. The organization must also conduct an interview with the employees and managers. Interviews are a good way of gathering information on performance discrepancies and perceived training needs. The interview must provide answers for the following questions:
* What are the job-related problems of the employees?
* What additional KSAs does the employee need to better perform the job?
* What training does the employee believe is needed?
Questionnaires can also be helpful in this stage. The organization can make use of customer surveys to identify problem areas that may not be obvious to employees of the organization. Focus groups can also be used to determine training needs. Focus groups are composed of employees from various departments and various levels within the organization (Sims 2002).
Setting Training and Development Goals
The establishment of training or development objectives or goals is one of the most important steps in the training process. When clearly defined objectives are lacking, it is impossible to evaluate the training program efficiently. In addition, there is no basis for selecting materials, content, or training methods. With clear training objectives or goals in hand, HRM specialists can begin to plan the actual development, implementation, and evaluation of training.
Phase 2: Program Development and Implementation
After the assessment of training needs and establishment of objectives for training comes the development and implementation of training or development programs that will achieve those objectives. This is accomplished by first outlining and defining training and development program content, then selecting the most appropriate instructors to complete the process, and then selecting training methods and developing training materials that convey the KSAs identified in the training objectives.
Phase 3: Evaluation
Evaluation is the final phase in the training and development process. Evaluation is the determination of the extent to which the training and development activities have net their goals
On June 2, 2006, Boise, Idaho-based Albertsons, Inc. and 1,124 of its stores were sold to SuperValu. The sale was approved by the shareholders of both SuperValu and Albertsons on May 30, 2006.
Supermarket News ranked SuperValu #1 in the 2008 "Top Wholesalers for 2008".[
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 (Sims 2002).
Phase 1: Needs Assessment
In the needs assessment phase, the organization conducts a systematic analysis of an organization’s job related needs and specifies the objectives of the training effort. Part of the training needs assessment is the assessment of the organization’s strategy, the resources available for training, and its general philosophy regarding training and development. In this phase of the training process, the capabilities, strengths, and weaknesses of the employees are assessed.
In the case of the organization beings studied, the training initiative is geared towards the improvement of performance. The aim of training is to develop and update the KSAs of the employees in order for them to be able to effectively fulfill their responsibilities. Customer service is an important area that the employees need to work on.
The sources of data and information for needs assessment will be the records on the present performance of the employees. Through the performance appraisal records, the strengths and weaknesses of the employees will be identified as well as their training needs. The organization must also conduct an interview with the employees and managers. Interviews are a good way of gathering information on performance discrepancies and perceived training needs. The interview must provide answers for the following questions:
* What are the job-related problems of the employees?
* What additional KSAs does the employee need to better perform the job?
* What training does the employee believe is needed?
Questionnaires can also be helpful in this stage. The organization can make use of customer surveys to identify problem areas that may not be obvious to employees of the organization. Focus groups can also be used to determine training needs. Focus groups are composed of employees from various departments and various levels within the organization (Sims 2002).
Setting Training and Development Goals
The establishment of training or development objectives or goals is one of the most important steps in the training process. When clearly defined objectives are lacking, it is impossible to evaluate the training program efficiently. In addition, there is no basis for selecting materials, content, or training methods. With clear training objectives or goals in hand, HRM specialists can begin to plan the actual development, implementation, and evaluation of training.
Phase 2: Program Development and Implementation
After the assessment of training needs and establishment of objectives for training comes the development and implementation of training or development programs that will achieve those objectives. This is accomplished by first outlining and defining training and development program content, then selecting the most appropriate instructors to complete the process, and then selecting training methods and developing training materials that convey the KSAs identified in the training objectives.
Phase 3: Evaluation
Evaluation is the final phase in the training and development process. Evaluation is the determination of the extent to which the training and development activities have net their goals
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