Training Needs Assessment Introduction Email Intranet Questionnaire Builder and SME Selection Interactive Content Conclusion Credits Introduction CapraTek has a long history as a leader in the design and manufacture of computer server components and continues to provide innovative solutions to industry needs. Now, CapraTek is leveraging this culture of innovation to expand into emerging wireless technologies. As part of that diversification, CapraTek is developing advanced smart-home technology. Last month, CapraTek announced that it will begin development of an integrated wireless system that will provide seamless integration of virtually all home electronics and appliances. This system will be produced in a new manufacturing facility in central Illinois. Groundbreaking on the new facility will begin this summer with full operations to be accomplished in three phases over the next two years. While most workers at the new plant will be hired locally, manager and supervisor positions will be filled through a combination of transfers and promotions from the two existing CapraTek plants and local hires. New hires will train for approximately three months at the existing plants. After completing the activity, you should: Understand how to create strong questions. Understand how to select appropriate subject matter experts. Have or know where to locate key information related to CapraTek’s training needs. ↑ Back to top Email Upcoming Training Needs From: Evelyn Unger, Senior HR Generalist To: Student Hey … it looks like you’re going to hit the ground running. I just found out that we’re going to need to support training needs associated with opening the new plant, on-boarding all the new hires, and addressing the needs that the sales force will have. I am going to want you to be part of developing a comprehensive training design plan for all of this, but for now, I need a somewhat informal assessment of the training needs for the supervisors. I’d suggest that you review the announcements that are on the company intranet — there is a press release and a company-wide announcement that should give you some of the background information you need. Then, put together a brief questionnaire and decide who to use as your SMEs. Remember that people are very busy with this project, so you may not be able to ask every question you think relevant or talk to every person whose input would help. Choose wisely! I’ll follow up with you later. Good luck! ↑ Back to top Intranet Company Announcement: Alfred! Limited Only by the Imagination Over the past several months, we’ve achieved tremendous progress with our smart-home project, including acquisition of the Mahomet facility, which will be headquarters for manufacture, delivery and support for the Alfred! system and all associated components. This expansion will support a 5-year growth plan for our wireless capabilities and will build on industry-leading delivery and service capabilities. CapraTek is well positioned to enter this new market, particularly in terms of creating systems that simplify integration by the average consumer. Our goal is to provide the means for our customers to control whatever aspect of their environment they want, from home entertainment systems to specific lighting needs to security, energy use, and more. The only limitations will be their imaginations … or ours. Press Release: CapraTek Expands Manufacturing Operations Into Illinois URBANA, IL (June 10, 2013) — CapraTek today announced it will expand capabilities for its manufacturing operations with the addition of a 500,000-square-foot building in Mahomet, Illinois, located in the Lake of the Woods Industrial Park. The expansion will be accomplished in phases over the next two years and will include a capital investment of up to $40 million and the addition of up to 300 new, highly skilled jobs. The expansion comes on the heels of the company’s recent $70 million investment to upgrade existing plants in South Carolina and New Mexico. CapraTek is recognized globally for its tower and server systems, high-end workstations, storage server systems, motherboards, chassis, and server components. CapraTek offers its products through value-added resellers, system integrators, and original equipment manufacturers, as well as through its direct sales force. “Our continued investments in innovation, combined with expanding wireless technology have fueled the need for more manufacturing space to meet the increasing demand for our products and services,” said Fred Barton, CEO of CapraTek. “We are delighted to expand our operations here in Illinois, which offers a quality workforce, particularly due to the proximity to Research Park and the University.” View additional Capratek Intranet Content » ↑ Back to top Questionnaire Builder and SME Selection Select 5 questions to ask your SMEs: What kind of education and experience do plant supervisors need? What skills do you feel are most used by plant supervisors? What skills do you feel most important that supervisors receive training? What areas do you think supervisors specifically should receive training? What suggestions do you have for improvement in regards to training new supervisors? What challenges do supervisors in our plants encounter that training would help them resolve? What are the most important abilities for supervisors in our plants? What knowledge does a new supervisor need? What one topic for supervisor training would you say is the most important? Should training be conducted face to face, online, or a combination of both? Potential SME choices (select up to 5): Michael Delarosa, Department Manager AAS in Industrial Management. Five years with CapraTek, won Supervisor of the Year. Michael was recently promoted to Department Manager. Michael has excellent people skills and is highly motivated and ambitious. Jimmy Reese, Shift Supervisor AA in Applied Science. Four years with CapraTek, Began as an assembly technician. Jimmy has excellent technical skills, but has a short fuse and poor communication skills. Leland Butler, Shift supervisor BS in Math, currently completing his MBA through an online university. Leland has been with CapraTek for 8 years, but has been a supervisor for less than two years. Leland has strong technical and people skills, but needs to develop his leadership and supervisory skills. Lorraine Hughes, Shift Supervisor AAS in Business Management. Four years with CapraTek, won Supervisor of the Year two years ago. Lorraine is hard-working, a fast learner, and great with people. While she would like to move up in the organization, Lorraine is not interested in further education. Daniel Fox, Shift Supervisor BS in Computer Aided Manufacturing. Five years with CapraTek, won Supervisor of the Year the first year at CapraTek. Daniel is fair, but considers himself “by the book” and sometimes expresses frustration with the rate of change CapraTek is experiencing. Sandra Tucker, Shift Supervisor AA in Business. Sandra was hired as a clerical worker, but transfered into an entry level assembly position because she thought there was more potential for growth in the manufacturing side of the business. She earned her AA through night classes and was promoted to shift supervisor two years ago. Sandra has good communication skills and is considered ambitious and capable by her peers and supervisors. Ed Finch, Shift Supervisor BS in Industrial Manufacturing. Ed has been working in electronics manufacturing for 13 years. He has been with CapraTek for 7 years. A solid supervisor, Ed is described as a hard worker and fair. Ed considers himself “old school” in his approach to managing and sees himself as someone who gets the job done more than as someone who leads through inspiration. Debra Hardin, Shift Supervisor Debra earned her BS in Mathamatics and has been a supervisor for 4 years. A fast riser in the company, Debra won supervisor of the year the first three years she was a supervisor. Family problems in the last year have made the work life balance more of a challenge but Debra has indicated to her supervisor that she is ready for new challenges. William Wiley, Department Manager AS in Business Management. William has been with CapraTek for three years. While his leadership and communication skills are strong, William has never worked assembly and is sometimes seen as weak on technical knowledge. Eileen Robidoux, Shift Supervisor Eileen has been with CapraTek for six years. She was promoted to supervisor two years ago and won supervisor of the quarter four times since then. She is enthusiastic and very supportive of her direct reports, but has no formal education past high school. ↑ Back to top Interactive Content Complete the interviews in the activity and the content of the interviews will appear here. ↑ Back to top Conclusion You have completed all the modules of the Training Needs Analysis activity. Based on your completion of this activity, you should have the following: An understanding of how your questions affect the needs analysis. An understanding of how to select appropriate subject matter experts. Key information about how the training needs for the new plant and product relate to CapraTek’s business strategy. ↑ Back to top Credits Subject Matter Expert: Dr. Richard J Wagner Interactive Design: Estelle Domingos, Peter Hentges, Christopher Schons Instructional Design: Peter Lindner, Felicity Pearson Project Manager: Josh Bondy, Amanda Holman, Tom Kapocious Licensed under a Creative Commons Attribution 3.0 License. Complete the CapraTek: Training Needs Assessment simulation activity. This simulation will help you understand how to create strong questions, select appropriate subject matter experts, and gain the understanding of how and where to locate key information related to an organization’s (CapraTek’s) training needs. Familiarize yourself with the scenario and the information on the home panel of the media piece before you proceed to the activity. This TNA simulation uses navigation that requires you to complete certain steps before moving on to the next step. You will have the opportunity to go through the activity multiple times to see how different decisions affect the outcome. Be sure to download your results after completing this simulation; you will use them in this assessment. Requirements For this assessment, complete the following: Assess the strategic impact that training on a selected topic would have for the organization. Assess how training needs have an effect on the organization’s expansion plans. Describe what a training needs analysis is. Analyze methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training. Identify the gaps one might expect to uncover in a training needs analysis. Justify the SMEs selected to interview and the questions asked for the training needs analysis. Additional Requirements Written communication: Written communication is in a professional style with correct grammar, usage, and mechanics. APA formatting: Resources and citations are formatted according to current APA style. Headings: Incorporate level headings according to current APA style. Length: A typical response will be 56 typed, double-spaced pages. Font and font size: Times New Roman, 12 point. References: None required. Assessment 1 After completing the interviews you conduct in the CapraTek: Training Needs Assessment simulation, use your downloaded copy of the simulation results, and write 5–6 pages focused on gap analysis, including its strategic impact on an organization, and your simulation experience for conducting a training needs analysis that is the basis for an effective training and development program design. For this assessment, you will use the CapraTek: Training Needs Assessment simulation. Using this simulation, featuring a fictitious technology organization, will require you to make some decisions about which employees to gather data from, and about what data to utilize and interpret in your assessment. The goal of developing this data is to drive employee performance in the direction of the organizational strategy. SHOW LESS Note: The assessments in this course build upon each other to form a training and development program, so you are strongly encouraged to complete them in sequence. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria: Competency 1: Assess an organization’s strategic plan for training. Assess the strategic impact that training on a selected topic would have for the organization. Assess how training needs have an effect on the organization’s expansion plans. Competency 2: Demonstrate effective training program design, development, and implementation. Describe what a training needs analysis is. Analyze methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training. Identify the gaps one might expect to uncover in a training needs analysis. Justify the SMEs selected to interview and the questions asked for the training needs analysis. Competency Map CHECK YOUR PROGRESSUse this online tool to track your performance and progress through your course. Toggle Drawer Context The first and most critical step of designing a training and development program is to conduct a training needs analysis (or assessment) to identify actual training needs. This is often referred to as a gap analysis because the gap is the difference between what the employees currently know and what they need to know. SHOW LESS In developing a training and development program, you often interview subject matter experts (SMEs) to gather data on training needs. This assessment asks you to imagine yourself in the role of a training consultant who will be developing a training program, and the simulation’s design demonstrates how to create strong questions for SMEs and how to use the interviews to obtain key documentation and data about training needs. In this assessment, you will practice performing a training needs analysis (TNA) by selecting whom to interview and deciding what data to gather in order to identify gaps in trainee knowledge. You will summarize your findings using a TNA format. Include what trainees should know (or be able to do), and then using your findings, identify what they currently know (or can do). The gap will determine the learning objectives on a specific topic that the trainees should meet during the program you design and develop in this course. Using Bloom’s Taxonomy, a model that classifies levels of learning, can help you successfully prepare learning objectives for trainees at the proper level of human cognition: knowledge, comprehension, application, analysis, synthesis, or evaluation. Toggle Drawer Questions to Consider As you work to complete this assessment, you may find it helpful to consider the questions below. You are encouraged to discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community, in order to deepen your understanding of the topics. SHOW LESS What are the challenges of aligning training efforts with an organization’s overall strategic plan? What competencies might you need to develop to lead strategically? What impacts do generational differences have on employee training and development? What steps do you follow to develop an effective TNA? Toggle Drawer Resources Required Resources The following resources are required to complete the assessment. Capella Multimedia Click the link provided below to complete the following simulation activity: CapraTek Training Needs Assessment | Transcript. SHOW LESS Suggested Resources The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom. Capella Multimedia Click the links provided below to view the following multimedia pieces: Bloom’s Taxonomy | Transcript. Strategic Training Development | Transcript. Library Resources The following e-books or articles from the Capella University Library are linked directly in this course. Hughes, R., & Beatty, K. (2005). Five steps to leading strategically. Training & Development, 59(12), 45–47. Spicer, C. (2009). Building a competency model. HRMagazine, 54(4), 34–36. Zemke, R. (1998). How to do a needs assessment when you think you don’t have time. Training, 35(3), 38–44. Course Library Guide A Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4047 – Employee Training and Development Library Guide to help direct your research. Internet Resources Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication. Association for Talent Development. (2014). Retrieved from https://www.td.org/ Bishop, T. (2013). Jeff Bezos explains the next step in Amazon’s strategy—the ‘hardest and coolest’ part. Retrieved from http://www.geekwire.com/2013/jeff-bezos-explains-step-amazons-strategy-hardest-coolest-part/ CBS News. (2008). The millennials are coming! [Video] | Transcript. Retrieved from http://www.cbsnews.com/videos/the-millennials-are-coming/ West Midland Family Center. (n.d.). Generational differences chart. Retrieved from http://www.wmfc.org/uploads/GenerationalDifferencesChart.pdf Bookstore Resources The resources listed below are relevant to the topics and assessments in this course and are not required. Unless noted otherwise, these materials are available for purchase from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation. Blanchard, N. P., & Thacker, J. (2013). Effective training (5th ed.). Upper Saddle River, NJ: Prentice Hall. Chapter 1. Chapter 2. Assessment Instructions Preparation Complete the CapraTek: Training Needs Assessment simulation activity. This simulation will help you understand how to create strong questions, select appropriate subject matter experts, and gain the understanding of how and where to locate key information related to an organization’s (CapraTek’s) training needs. Familiarize yourself with the scenario and the information on the home panel of the media piece before you proceed to the activity. This TNA simulation uses navigation that requires you to complete certain steps before moving on to the next step. You will have the opportunity to go through the activity multiple times to see how different decisions affect the outcome. Be sure to download your results after completing this simulation; you will use them in this assessment. Requirements For this assessment, complete the following: Assess the strategic impact that training on a selected topic would have for the organization. Assess how training needs have an effect on the organization’s expansion plans. Describe what a training needs analysis is. Analyze methods for performing a training needs analysis (gap analysis) to determine what trainees know or can do prior to training. Identify the gaps one might expect to uncover in a training needs analysis. Justify the SMEs selected to interview and the questions asked for the training needs analysis. Additional Requirements Written communication: Written communication is in a professional style with correct grammar, usage, and mechanics. APA formatting: Resources and citations are formatted according to current APA style. Headings: Incorporate level headings according to current APA style. Length: A typical response will be 5–6 typed, double-spaced pages. Font and font size: Times New Roman, 12 point. References: None required.

    Luxuriance Deficiencys Toll

    Introduction

        CapraTek is a technology manufacturing and sales construction that intends to procure a vastr staff team to withstand its paraphrase deficiencys. Capra Tek’s operation unmoulded the competitive environment that it lies on civilized resource’s cece to procure trainees in practices that empower them to be consequenceive, innovative and fictitious. This is frequently expected to augmentation competitive utility and improve the resolute’s exploit (Truitt, 2011). Luxuriance graces infallible in constructions unintermittently they exhibit the deficiency ce paraphrase and improvement of stoping operations. The monograph, accordingly, legend denjoy the living components of the luxuriance deficiencys toll in CapraTek and how the construction has been strategically suited to withstand the construction’s motives.

    CapraTek Strategic Intent ce Luxuriance

    To efficiently close the luxuriance motives; a strategic intent should be patent clear to secure that the procedures accept been completely implemented. The being of a frequented similarity unmoulded the luxuriance course and construction’s operational deficiencys get nullify wastage of estimoperative guild’s instrument. The exploit of the resolute in engagement of employment offer and consequence outaugmentation get be patent clear through complete luxuriance (Spicer, 2009). The exploit get be evaluated by focusing on the aptitude and useableness in the right of constructional instrument in achieving the resolute’s motives and objectives such as customer amends.

    Formulating the mission declaration acts as a roadmap that guides the beings and the construction at vast on how to chase haughty types that accept been enumerated ce the CapraTek. Consequenceion of a staff team can get the resolute with a competitive edge careless of whether they labor in skillful-treatment, logistics, manufacturing, and sales. A strategic intent should besides explain overright and wastage of construction’s instrument (Shadle, 2014). The luxuriance operations should be inaugurateed in consequence of the contemplated budget thus ensuring that each deportment has been completed in the most consume useoperative and efficient method. The luxuriance intent should acreason ce balancing of interior instrument to dispose implementation of genius outaugmentation initiatives focused towards achieving the resolute’s motives. Breaking the actions denjoy with the mark of full, bearing, capital and span get improve the alignment of occupation competencies and strategies demandd to inaugureprimand incongruous initiatives.

    Strategic Impact of Luxuriance

    The luxuriance course should be strategically aligned in such a practice that it improves the act of the constructional motive of providing customers with the cece to coerce their enjoy deficiencys (Truitt, 2011). Such demandments should be complaisant through the right of the technological consequences begetd unmoulded the resolute that select into consequence the breath decay, certainty and, lighting deficiencys and nourishment. It should besides be streamlined towards the hanker truth of the property consequence manufacturing and contemplation as polite-behaved-behaved-behaved as continued strangelightfangledness.

    Employee and outaugmentation course is living in enhancing problem-solving as polite-behaved-behaved-behaved as the construction’s capforce to recounteract rising challenges. Improving the skills raze and staff history shows the group’s share towards the staff team. Compensation of suitoperative laborforce that can disclose property consequences and employments as polite-behaved-behaved-behaved as accept apt technical implicit could acreason Capra Tek to alight afore in emulation (Zemke, 1998). The luxuriance improves the accomplishment of the staff team, accordingly, making it slight to economize the aidful procedures, software, and tools which are reflected in an augmentation in consequenceion reprimand which production-fors as a blessing to the siege.

    Technological luxuriance may miscarry to harangue some of the political issues that would inadequately be useablely harangueed through civilized luxuriance. Technological luxuriance could besides be associated with scant evaluation and instructoring of the trainees and their incongruous razes of intelligence of the concepts. Civilizeds are operative to useablely instructor the facial expressions and other corporeal activities that would useablely draw the raze of intelligence on a point concept.

    Impact on Construction’s Paraphrase

        The luxuriance is expected to improve the improvement in Capra Tek’s operations on such devices as the Mahomet dexterity compensation and smart-home device. Luxuriance the employee contributes to attached reason and skills into the resolute thus friendly the guild’s cece to penetrate into the strangelightlight bargain and in the age of a rule that disposes augmentationd integration. The percentage year augmentation intent is most slight to be closed through the implementation of strategic luxuriance (Zemke, 1998). The luxuriance course should illumine the trainees on the strategic objectives of the construction as polite-behaved-behaved-behaved as the implications to the resolute. Through the luxuriance course, the staff team procures reliance in handling tasks allocated to them. The truth that staff team understands the censorious operations of the resolute, as polite-behaved-behaved-behaved as the employment and consequence gift, could carry to the thread of strangelightlight opportunities that would carry to construction’s augmentation.

    Luxuriance Program Contemplation

        Reanswer and evaluation of the luxuriance course should be inaugurateed on a spanly account to enumerate the useableness of the luxuriance course ce CapraTek. The luxuriance programs should besides understand evaluative procedures that could be rightd to familiarize the luxuriance team on the improvement of the trainees (Hughes & Beatty, 2005). Cethcoming classes and programs could be contemplationed in aid of trainees’ history outgrowth. In this, the employees are alert to extents that they can grace fictitious and extend into improve carryers to aid the guild withstand its strategic motives.

    The luxuriance offer diction is clew to the good-fortune of the luxuriance course past most of the trainees are haughtyly sentient to this. The practice in which the luxuriance is delivered enumerates the raze of observation charmed unmoulded the conference. The program should select into consequence the frequented and infrequented consumes associated with the luxuriance course to align the initiatives concerning constructional coursees (Zahra et al.,n.d). Twain macro and micro perspectives could be applied in the quantification of the siege on span, instrument and tools. Macro focuses on the public course of compositions and luxuriance bundle controlasmuch-as the micro examines the specific luxuriance and operation expectations. Right of strategic metrics disposes an kind and reanswer of the interior and outer environmental aspects.

    Luxuriance Deficiency Resolution

    The luxuriance course is intended to get the petitioners with technical hand-on skills demandd in the romance of technological consequences. The luxuriance course in Capra Tek should familiarize the trainees with the clew course and operations unmoulded the construction. It should be associated with supplies of feedback in ordain to realize the gaps that demand to be employed. The clew objectives of the luxuriance course is to improve staff augmentation and skilldetermined improvement ce the staff team through apt utilization of funds and instrument. The course get complicate the utilization of confer-upon technologies to improve resolute’s competitiveness. The luxuriance course get besides economize a  staff team that understands the operational environment of the resolute as polite-behaved-behaved-behaved as senior truthors to be looked upon ce achieving constructional competitiveness.

    Toll of Trainees

        Evaluative questions during the conference could be applied in determining the raze to which the trainees are unprotected to, their razes of attainments and intelligence of constructional demandments. Records on earlier luxuriance course could besides be rightd to enumerate the luxuriance deficiencys ce the confer-upon deportment (Spicer, 2009). Reanswer and answer of the best approaches could benefit in HR director to obey up to duration with the increasing luxuriance deficiencys as polite-behaved-behaved-behaved as the realistic approaches to the cemulation of innovative luxuriance that ever aid construction’s augmentation. Twain outer and interior consultants illustrate a living role inaugurateing full outaugmentation reanswer to secure that the expertise is specific, relioperative and accurate.

    Gaps to Uncover in Luxuriance Deficiencys Resolution

    The luxuriance course could be associated with the compensation of strangelightlight genius or discovering strangelightlight geniuss that stop unmoulded the trainees. This would be considered as an external utility to the construction as it would illustrate a role towards augmentationd strangelightfanglednesss and thread of strangelightlight consequence that could incline a point bargain disunite. Considering that CapraTek specializes in the outaugmentation and sales of technological consequences, an innovative team could illustrate a primary role in facilitating the paraphrase of past combined consequences. The luxuriance course could besides illustrate a disunite on allocations of tasks to incongruous the SMEs as it could production-restraint as an toll of the raze of accomplishment and worth of a candiduration ce the determined comcomposition (Shadle, 2014). The cece of the special to concentreprimand on tasks, seize a strangelightlight concept and integreprimand detached constructional course is besides evaluated. Areas that could demand cethcoming programs and classes towards history outaugmentation unmoulded the employees could besides be authorized.

    SMEs Selected Justification

    The luxuriance course selects into consequence the specific conference to which the luxuriance course is harangueed. Most of the implicit theme stuff experts show to accept the type demandments ce the CapraTek compositions. The raze of attainments twain unmoulded and beyond the resolute is clew to compensation of choice genius in the luxuriance course. Most of the beings accept been unprotected to directorial, carryership and superintendenty compositions. They, accordingly, enjoy a coarse expanded of skills and reason in detached sectors. This is needful ce the closement of a ever proactive team that can genereprimand answer on stoping challenges.  

    Selected SMEs

    1. Michael Delarosa, Department Director
    2. Leland Butler, Shift superintendent
    3. Sandra Tucker, Shift Superintendent
    4. Debra Hardin, Shift Superintendent

    Questions Asked

    1. What suggestions do you accept ce improvement in conceive to luxuriance strangelightlight superintendents?
    2. What challenges do superintendents I our plat withstand that luxuriance would aid them counteract?
    3. What single theme ce superintendent luxuriance would you pronounce is the most material?
    4. What areas do you imagine superintendents specifically should admit luxuriance?
    5. What skills do you affect most material that superintendents admit traiing?

    References

    Goldstein, I. L., & Ced, J. K. (2002). Luxuriance in constructions: Deficiencys toll, outgrowth, and evaluation.

    Hughes, R., & Beatty, K. (2005). Five steps to carrying strategically. Luxuriance & Outgrowth, 59(12), 45–47.

    Shadle, K. (2014). The Pis of Skill Compensation in Youth Operations on Cethcoming Labor and Earnings

    Spicer, C. (2009). Building a magnitude design. HRMagazine, 54(4), 34–36

    Truitt, D. L. (2011). The pi of luxuriance and outaugmentation on employee situation as it relates to luxuriance and labor improvement. SAGE Open, 2158244011433338.

    Zahra, S., Iram, A., & Naeem, H. Employee Luxuriance and Its Pi on Employees’ Operation Motivation and Commitment: Discloseing and Proposing a Conceptual Design.

    Zemke, R. (1998). How to do a deficiencys toll when you imagine you don’t accept span. Luxuriance, 35(3), 38–44.