8/2/2019 Unformatted Report (1)

1/3

Introduction

Since Hammer Wines was first established in 1985 as a small familybusiness, it has developed into a national organisation employing 17 staff witha turnover of over $14 million. Over the past twenty years its computerfacilities have also grown from a single computer, used solely for wordprocessing to a globally connected, multi user network, providing knowledgemanagement facilities including document generation, management analysis,data management and accounts.

Throughout this time, computer training has been on an ad-hoc basis. As aresult many new staff members believe that they lack the skills to effectivelycomplete their work. Some of the senior staff have also been complainingthat they are being forced to spend far too much time with newer staff trying toteach them relevant computer skills, especially customised organisationalsystems. Recently, there have been a number of incidents in which incorrect

accounts were sent as a result of mistakes made due a lack of systemsconnection to the customer database.

The purpose of this report is to discuss the advantages of implementing acomputer training policy at Hammer Wines, to analyse the different types oftraining options and to recommend a training strategy and provide guidelinesfor its implementation.

Current Situation

There is presently no formal training policy at Hammer Wines. In the pastMarilyn Hammer has dedicated time to show new staff members how tooperate specific programs, however she is not always available and hasrecently made the decision to work in the business on a part time basis.There is a general feeling amongst staff they could do a much better job ifthey were given adequate training.

Why Focus on Training?A well run training program should improve efficiency for all staff. Workerscould not only be trained to perform their own jobs, they could then learn oneor more of the jobs performed by members of the team. This could providemore interesting work variety, allow for more flexibility of getting work done

when team members are absent, provide options for redistribution of workbreakdown and enable workers to better understand the entire work process.Cross-training will also be a great advantage when promoting staff within thefirm.

8/2/2019 Unformatted Report (1)

2/3

Training OptionsThere are several training options which Hammer Wines could consider. Theoptions which have been considered have been discussed below.

Peer CoachingA peer coaching program involves more experienced staff introducing newtasks to less experienced peers. This method of training is currently beingused at Hammer Hardware. It has some advantages. Morale can beincreased as staff work together and get to know each other better. However,several problems with this style of training appear evident. As ourorganisation is expanding and staff are becoming busier they have less timefor training. Less experienced employees complain that they are beingabandoned and forced to pick up necessary skills as best they can. Thequality of training is also an issue as some experienced staff are obviouslymuch better suited to the training role, whilst others find it extremely difficult.

Computer Based Training

This programmed instruction method of training is commonly used by otherorganisations to deliver training about computer programs. It would have theadvantage that employees could learn at their own speed and in their owntime. We would not have to conduct formal classes, but should allow staff tocomplete the modules during quiet periods throughout the day. However, thecost of training programs can be extremely expensive and would need to beadapted to suit the individual needs of our software. If this were possible, it islikely to be extremely expensive. It would also require each staff member tohave constant access to a separate computer.

Off the Job Training

Training away from the workplace would minimise distractions for staff andtherefore allow them to pay full attention to the material being taught.However, the training centres which were examined to all provide setprograms. There is a concern that such programs will not provide anadequate transfer of training to the actual jobs that staff perform.

Hiring an in-House Trainer

On-the-job training has the advantage of providing real life, relevant

experience under normal working conditions. Individual staff can be cateredfor or alternatively group training sessions can be arranged to assist withtraining of staff when new programs are implemented. This method of traininghas the advantage that issues can be dealt with as they occur and that thetraining methods can be adapted to suit individual circumstances.

Staff are more likely to be motivated to learn as the content can beaimed directly at their needs.

Individualised training programs can be developed to take into accountthe needs of each employee.

8/2/2019 Unformatted Report (1)

3/3

We can ensure that all our training is of a consistently high standard.However, there are a number of issues which must be considered if thismethod of training could be successfully implemented at Hammer Wines.Should the trainer be employed from within the firm or would an externalapplicant be preferable? Establishing a separate position for specialisedtraining will cost the organisation in terms of wages paid. The amount of

training required does not yet justify a full-time position.

ConclusionIt has become increasingly evident to staff at Hammer Wines that theefficiency and effectiveness of staff output has suffered as a result ofinsufficient computer skills.

A well run computer training program would benefit Hammer Wines by notonly improving staff efficiency and the overall effectiveness of computeroutputs, but by improving staff morale as frustration levels would decreaseand workers would realise that the organisation was taking an active interest

in their development.

A number of different types of training programs have been analysed. As aresult of this analysis the following recommendations have been made:

RecommendationsAfter analysis of the situation it is recommended that Hammer Wine introducean official training policy. A schedule for implementing this policy should bedeveloped over the next month. The key considerations which should beconsidered include:

Hammer Wines should immediately employ a dedicated training officer. The position should be advertised as a part-time position. The position of training officer should first be advertised within the

organisation. Additional funds should be set aside to ensure that the newly appointed

training officer be provided with adequate training and development toensure the highest quality of training is provided to all staff.