We want to evaluate existing and potential (to an extent) employees viewpoint on SMC’s staffing policies and how they view the company culture. We will conduct short formal interviews with all existing employees about their feelings and use this to determine what king of organizational development interventions will be needed (Dessler, 2000). On

SMC’s management and present workforce will face a major change: we are planning to employ minorities and women. In order to avoid future conflicts we will start our training program with Diversity Training. Our goal is: improving interpersonal skills, understanding cultural differences, socializing employees into corporate culture, reducing stress, mentoring, improving English proficiency (Dessler, 2000, p. 270). We will start with a first orientation meeting, where we organize workshops for both existing and newly hired employees. They will get to know the company’s mission and also each other in a fun and relaxed atmosphere.

Before training begins, all company heads and employees involved in training will be required to attend an in-house workshop on the legal aspects of training. This workshop will be pre-pared by the HGK. Specifically, HGK will analyze training needs of three different groups: existing employees, new hires and supervisors and managers.

HGK is one of the nation’s leading full service consulting agency. We are able to create and implement training development programs that enhance the productivity of the work force. Our success is based on the results that we have seen while servicing our 10,000 clients. We plan on using our experience and expertise in the training field to help SMC develop its new and existing employees, as well as supervisor and directors. Some of the other things that we will help create are contingency plans an evaluation process.

Part of the success of HGK is that we monitor our effectiveness. We meet with the organization after 60 days, to evaluate the success or failure of the training sessions. We measure our effectiveness in four basic categories (Dessler, 2000, p281), reaction, learning, behavior and results. We obtain this information by meeting with trainees and evaluate their experience. We will also have them complete a training evaluation form (Dessler, 2000) and HGK is able to gage the effectiveness of the training process. SMC has also considered placing cameras in training and work areas to help monitor the effectiveness of the training. The employee and management can view the video and go over methods, and visually be able to see what they are doing wrong. We are not only able to measure or success or failure of training for SMC, but HGK as a company can evaluate our procedures and modify our tactics as necessary.

We are looking to asses the manufacturing departments training needs from the ground up, so a basic task analysis (Dessler, 2000) will be conducted. All factory employees that utilize technical skill or machinery will have a walkthrough/review of their technical department in addition to the oral assessment. The walkthrough will include all safety issues, so we may assess which safety measures we will needed to implement into the training process, and to what extent. Tangible numbers such as factory output, time and safety will be reviewed.

Some topics in this essay:
HGK SMC, Human Resource, SMC Corporation, SMC HGK, Fairfield Conn, Accounting Operations, Operations Departments, Diversity Training, Sales/Marketing Departments, Informal Learning, dessler 2000, customer service, existing employees, task analysis, training process, company culture, supervisors directors, training development, smc hgk, training methods, existing newly hired, analysis record form, success failure training, task analysis record, newly hired employees,