Complete Class 1 Click Link Below To Buy: https://hwaid.com/shop/complete-class-2-3/ Contact Us: hwaidservices@gmail.com

1. Complete Class 1
Click Link Below To Buy:
https://hwaid.com/shop/complete-class-2-3/
Contact Us:
hwaidservices@gmail.com
HRM 592 Entire Course
hrm592 week 1 discussion dq 1& dq 2
dq 1
Strategic Training and DevelopmentProcess (graded) Let’s begin bydiscussing the process oflinking our
organizational strategywith our training and developmentprocess.
Take a look at Figure 2.2 on page 66 of the Noe text. How do we begin the strategic training and development
process?
Let’s also take a look at some examples oforganizations and their training programs.Take some time to research a
few organizations ofyour choice on the Web (if you need some suggestions,you mighttry General Electric, Pfizer, or
Qualcomm).Then do the following for each organization you research.
Identify and research:Identify the organization’s mission,values,and goals.Find any information thatis provided
regarding the company’s training practices and how they relate to the goals and strategies ofthe organization (hint:
many organizations include information abouttheir T & D practices in their Careers sections).
Compare and contrastthe different organizations thatyou research,including their approaches.How are their
processes similar or different? What elements impacteach company’s approach?
dq 2
Future Trends in Training and Development(graded)
Go online and research the future trends relative to the field of T & D. Consider researching professional
organizations such as SHRMor ASTD. What predictions do you find? Where do you think the field of T & D is
heading? How can T & D help an organization’s competitive advantage?

2. DeVry hrm592 week 2 discussion dq 1& dq 2
dq 1
Needs Assessment(graded)
Presentsome methods oftraining needs assessment.Imagine you are an operations manager ata manufacturing
facility. What method would be bestfor this type of setting? Who should be involved in this process?
dq 2
Learning Theories (graded)
How do we incorporate adultlearning theoryinto the design ofour training programs? Whattypes of training mightbe
more appealing to adults,and why? How does active learning apply?
Devry hrm592 week 3 discussion dq 1& dq 2
dq 1
Transfer of Training (graded)
How can we motivate managers to play a more active role in ensuring thattransfer of training (TOT) occurs? What
could be done to increase the likelihood ofTOT if the work environmentconditions are unfavorable and cannotbe
changed? Who is responsible for making sure TOToccurs,and why?
dq 2
Program Design (graded) Customer service training involvesfar transfer.What design features would you include in a
customer service training program to ensure thattransfer of training occurred? Discuss your design thoughtprocess.
DeVry hrm592 week 4 discussion dq 1& dq 2
dq 1
Training Evaluation Design (graded)
What factors influence the choice of evaluation design? Which ofthese factors would have the greatestinfluence on
your choice of an evaluation design? Which would have the sm allestinfluence? Explain your choices.
dq 2
Quantitative Evaluation (graded)

3. What advantages accrue to training evaluation that measures return on investment(ROI)? What are some ofthe
obstacles to implementing ROImeasures,and how can they be overcome?
DeVry hrm592 week 5 discussion dq 1& dq 2
dq 1
Training Methods (graded)
What are the strengths and weaknesses ofdifferenttraining methods,such as lectures,case studies,and behavior
modeling? When would itbe appropriate to use each of these or other training methods? Provide specific examples.
dq 2
Technologyin Training (graded)
Explain how technologyhas changed the learning environment.What are some examples ofhow technologycan
assistwith training? How mightnew technologies make iteasier to learn? How do they facilitate transfer of training?
Provide details.
DeVry hrm592 week 6 discussion dq 1& dq 2
dq 1
Career ManagementSystem (graded)
Why is career managementan importantelementofany organization? How would you go about designing a care er
managementsystem? Whatemployees and positions should be included in this system?
dq 2
Career Path (graded)
Why do employees plateau? How could you help a plateaued employee? Discuss the characteristics ofa plateaued
employee who mightresistyour help. This section lists options thatcan be used to view responses.
DeVry hrm592 week 7 discussion dq 1& dq 2
dq 1
Employee Retention (graded)
You were asked in the You Decide scenario this week to choose an option to improve employee morale.Which
option did you choose,and why? How mightemployee developmentimpactturnover? Explain your answer.

4. dq 2
Change Management(graded)
In a fast-paced work environment,technology and processes are constantlychanging.Whatchallenges have you
faced on the job related to organizational change? How did you handle those changes? Whatrecommendations
mightyou give to a team that is facing a major organizational change? How does change managementlink to
meeting strategic goals?
devry hrm592 all week(3,5&7)course project
The Course Projectis designed to provide you with real-life,practical experience in conducting a training and OD
needs assessmentfor a selected organization and in developing a training or intervention strategy to address the
needs thathave been identified.Guidelines The Course Projectmustbe comprehensive and follow the analytical
stages below.
1. Select an organization to be studied.
2. Develop and conducta needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed,a detailed paper outlining your processes,methodologies, results,and
recommendations should be prepared.Although the length of the paper is not predetermined,a paper of 10 –15
pages in length,double-spaced,is customarilynecessaryto cover the topic adequately. This does notinclude the title
and reference pages.
Note: There is an excellent guide online called Human Capital:A Guide for Assessing Strategic Training and
DevelopmentEfforts in the Federal Governmentput out by the United States General Accounting Office. Although
this relates to the government and not the private sector, it contains excellentinformation thatcan be applied
anywhere.
Milestones:ProjectPhases—In Detail
Part 1: Selectan Organization to Be Studied
There are a number of ways in which an organization can be selected.One option is to look outside your organization
for companies thatwould be interested in participating in the project. Another is to volunteer your own organization,or
if you are not currently employed,use a church,school,club,or other organization.

5. Once your organization has been selected,you will need to learn a lot aboutit. It is essential for you to understand
the organization’s business,goals,objectives,and mission in order to complete this projectsuccessfully.(Submitthe
information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but
required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a
progress reportfor this projectin Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conducta Needs Assessment
Training and developmentprocesses begin with a needs assessment.Given the economic pressures thatbusinesses
face today, it is imperative that those needs be connected to specific organizational performance issues.There are
three differentforms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness oftraining given the organization’s business
strategy, its resources available for training,and supportby managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies resultfrom a lack of knowledge,skill,
or ability (a training issue) or from a motivational or work-design problem;(2) identifying who needs training;and (3)
determining employees’ readiness for training.
3. Task analysis identifies the importanttasks and knowledge,skill,and behaviors thatneed to be emphasized in
training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conductyour needs assessment,you may wantto consider four potential sources ofinformation thatmay
help you in your analysis.Information such as employee turnover analysis,incidentreports,long-range production
goals,employee satisfaction studies,and physical plantlayout can tell us a lot. Examples of other documents you
may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas ofpoor performance and developmental needs.Such
documents mayinclude
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication surveyreports;and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems,structures,or processes are notfunctioning as
intended.They can be used to look toward group,departmental,or individual issues.(Submityour survey to be used
for gathering data by the end of Week 3—70 points.)
Potential questions include the following.

6. Questionnaire Questions
1. I am involved in decisions thatdirectly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand whatis expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding whatneeds to change in my work area.
6. I understand whythe decisions thataffect my job are made.
7. My supervisor gives me information thatis importantto me.
8. I have the skills necessaryto perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequentfeedback on my performance.
11. I believe the information thatI receive from my supervisor.
12. I have the tools necessaryto perform my job properly.
13. My job leaves me with a sense ofaccomplishment.
14. I understand the information thatI receive from my organization.
15. I am encouraged to make decisions thataffect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughoutmyorganization.
18. My organization treats all employees well.
19. I have the information necessaryto make decisions thataffect my job.
20. I am encouraged to communicate with others.

7. 21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate mythoughts withoutfear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and developmentofits employees.
26. I believe the information thatI receive from my organization.
Observations:Individuals can be observed on the job, and their interactions and activities can be noted for further
analysis.Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire thatprobes for areas where
performance maybe improved.Potential interview questions include the following.
1. What do you think the mostimportantpartof your job is? What is leastimportant?
2. What would you like to learn to make your job easier or better? What are the programs,processes,or resources
available for you to learn from?
3. How have you developed the skills thatyou have?
4. Who brings problems to you and whatkind of problems are they? How do you usuallysolve them? Whom do you
ask for help?
5. What do you find mostfrustrating aboutyour job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodologyto be used in conducting the assessment.Considerations should include
the willingness ofthe organization and its employees to provide information,the availability of information from the
organization to be studied,and the availabilityof individuals in the organization to be interviewed and observed.
The nature of the needs analysis,ofcourse,also should be based on the type of assessmentdesired.Given the
broad coverage of the course,assessmentmayinclude,butwould not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness

8. 4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully
justify your recommendations and link your recommendations to the organization’s business goals.
The data collected mustbe viewed in terms of the initial intentof the project. Care mustbe taken to evaluate the data
for what they portray. Insufficientanalysis or understanding ofdata,as well as reading more into data than whatthey
actually portray, are equallyineffective activities.(Submityour course Minipaper that describes your needs
assessmentfindings and other relevantproject information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategyis the
objective of the investigative segmentofthe project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career managementsystems
1. Self-assessmentprograms
2. Mentoring systems
3. Action planning
3. Organizational developmentintervention activities
1. Team building
2. Intergroup activities

9. 3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Costand Quantify Expected Results The fifth section of the Course
Project is conducting a cost-benefitanalysis.Training costs mustbe evaluated againstanticipated results.This will
only be palatable if, in the initial assessment,specific behaviors and processes and their impacts on the performance
of the organization were determined.If so, conducting this final analytical segmentshould be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training,how will you know whether it
has been successful? There are a variety of ways to evaluate training and developmentprograms.Clearlyidentify the
specific outcomes you expect from the project.Then develop a method of evaluating the effectiveness of your project.
Submityour assignmentto the Dropbox, located at the top of this page. For instructions on how to use the Dropbox,
read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees.What
mustbe in place in order to ensure the effective transfer of newly gained skills? Whyis it importantto ensure thatthe
newly gained knowledge is transferred back to the organization? (Points :40)

10. Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does
blended learning change the delivery of onsite training and online training? (Points :40)
Question 3. 3. (TCOs A, B) Congratulations!You have been hired to manage a brand new training department!The
salaryis much more than you expected, so you are highly motivated.You will have five trainers reporting to you:
sales,quality,technology, safety, and leadership development.You also occasionallyhire various vendors for
employee developmentand other special areas.Whatmodel of training departmentorganization will you use,and
why? Fully explain your rationale for your choice of models.(Points :40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes.Whatis
the utility of applying such a framework for evaluation purposes? (Points :50)
Question 5. 5. (TCO G) What role should employees,managers,and human resource managers take in career
management? Discuss things thatcan be done so that managers are supportive oftraining efforts. Why is it important
to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing.Whatis the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Projectis designed to provide you with real-life,practical experience in conducting a training and OD
needs assessmentfor a selected organization and in developing a training or intervention strategy to address the
needs thathave been identified.Guidelines The Course Projectmustbe comprehensive and follow the analytical
stages below.
1. Select an organization to be studied.
2. Develop and conducta needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed,a detailed paper outlining your processes,methodologies,results,and
recommendations should be prepared.Although the length of the paper is not predetermined,a paper of 10–15
pages in length,double-spaced,is customarilynecessaryto cover the topic adequately. This does notinclude the title
and reference pages.
Note: There is an excellent guide online called Human Capital:A Guide for Assessing Strategic Training and
DevelopmentEfforts in the Federal Governmentput out by the United States General Accounting Office. Although
this relates to the governmentand not the private sector, it contains excellentinformation thatcan be applied
anywhere.
Milestones:ProjectPhases—In Detail

11. Part 1: Selectan Organization to Be Studied
There are a number of ways in which an organization can be selected.One option is to look outside your organization
for companies thatwould be interested in participating in the project. Another is to volunteer your own organization,or
if you are not currently employed,use a church,school,club,or other organization.
Once your organization has been selected,you will need to learn a lot aboutit. It is essential for you to un derstand
the organization’s business,goals,objectives,and mission in order to complete this projectsuccessfully.(Submitthe
information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but
required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a
progress reportfor this projectin Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conducta Needs Assessment
Training and development processes begin with a needs assessment.Given the economic pressures thatbusinesses
face today, it is imperative that those needs be connected to specific organizational performance issues.There are
three differentforms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness oftraining given the organization’s business
strategy, its resources available for training,and supportby managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies resultfrom a lack of knowledge,skill,
or ability (a training issue) or from a motivational or work-design problem;(2) identifying who needs training;and (3)
determining employees’ readiness for training.
3. Task analysis identifies the importanttasks and knowledge,skill,and behaviors thatneed to be emphasized in
training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conductyour needs assessment,you may wantto consider four potential sources ofinformation thatmay
help you in your analysis.Information such as employee turnover analysis,incidentreports,long-range production
goals,employee satisfaction studies,and physical plantlayout can tell us a lot. Examples of other documents you
may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas ofpoor performance and developmental needs.Such
documents mayinclude
1. unit productivity reports;
2. customer satisfaction surveys;
3. communication surveyreports;and 4. competitive analysis reports.
Organization survey:

12. Questionnaires can be created that probe for areas in which systems,structures,or processes are notfunctioning as
intended.They can be used to look toward group,departmental,or individual issues.(Submityour survey to be used
for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions thatdirectly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand whatis expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding whatneeds to change in my work area.
6. I understand whythe decisions thataffect my job are made.
7. My supervisor gives me information thatis importantto me.
8. I have the skills necessaryto perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequentfeedback on my performance.
11. I believe the information thatI receive from my supervisor.
12. I have the tools necessaryto perform my job properly.
13. My job leaves me with a sense ofaccomplishment.
14. I understand the information thatI receive from my organization.
15. I am encouraged to make decisions thataffect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughoutmyorganization.

13. 18. My organization treats all employees well.
19. I have the information necessaryto make decisions thataffect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate mythoughts withoutfear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and developmentofits employees.
26. I believe the information thatI receive from my organization.
Observations:Individuals can be observed on the job, and their interactions and activities can be noted for further
analysis.Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire that probes for areas where
performance maybe improved.Potential interview questions include the following.
1. What do you think the mostimportantpartof your job is? What is leastimportant?
2. What would you like to learn to make your job easier or better? What are the programs,processes,or resources
available for you to learn from?
3. How have you developed the skills thatyou have?
4. Who brings problems to you and whatkind of problems are they? How do you usuallysolve them? Whom do you
ask for help?
5. What do you find mostfrustrating aboutyour job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?
It is up to you to determine the methodologyto be used in conducting the assessment.Considerations should include
the willingness ofthe organization and its employees to provide information,the availability of information from the
organization to be studied,and the availabilityof individuals in the organization to be interviewed and observed.
The nature of the needs analysis,ofcourse,also should be based on the type of assessmentdesired.Given the
broad coverage of the course,assessmentmayinclude,butwould not be limited to, the following.

14. 1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully
justify your recommendations and link your recommendations to the organization’s business goals.
The data collected mustbe viewed in terms of the initial intentof the project. Care mustbe taken to evaluate the data
for what they portray. Insufficientanalysis or understanding ofdata,as well as reading more into data than whatthey
actually portray, are equallyineffective activities.(Submityour course Minipaper that describes your needs
assessmentfindings and other relevantproject information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategyis the
objective of the investigative segmentofthe project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career managementsystems
1. Self-assessmentprograms
2. Mentoring systems
3. Action planning

15. 3. Organizational developmentintervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Costand Quantify Expected Results The fifth section of the Course
Project is conducting a cost-benefitanalysis.Training costs mustbe evaluated againstanticipated results.This will
only be palatable if, in the initial assessment,specific behaviors and processes and their impacts on the pe rformance
of the organization were determined.If so, conducting this final analytical segmentshould be possible.
Part 6: Develop a Method of Training Evaluation Once you have completed the training,how will you know whether it
has been successful? There are a variety of ways to evaluate training and developmentprograms.Clearlyidentify the
specific outcomes you expect from the project.Then develop a method of evaluating the effectiveness of your project.
Submityour assignmentto the Dropbox, located at the top of this page. For instructions on how to use the Dropbox,
read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.

16. Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees.What
mustbe in place in order to ensure the effective transfer of newly gained skills? Whyis it importantto ensure thatthe
newly gained knowledge is transferred back to the organization? (Points :40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does
blended learning change the delivery of onsite training and online training? (Points :40)
Question 3. 3. (TCOs A, B) Congratulations!You have been hired to manage a brand new training department!The
salaryis much more than you expected, so you are highly motivated.You will have five trainers reporting to you:
sales,quality,technology, safety, and leadership development.You also occasionallyhire various vendors for
employee developmentand other special areas.Whatmodel of training departmentorganization will you use,and
why? Fully explain your rationale for your choice of models.(Points :40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes.Whatis
the utility of applying such a framework for evaluation purposes? (Points :50)
Question 5. 5. (TCO G) What role should employees,managers,and human resource managers take in career
management? Discuss things thatcan be done so that managers are supportive oftraining efforts. Why is it important
to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing.Whatis the value of a dual career path? (Points : 40)
devry hrm592 all week(3,5&7)course project
The Course Projectis designed to provide you with real-life,practical experience in conducting a training and OD
needs assessmentfor a selected organization and in developing a training or intervention strategy to address the
needs thathave been identified.Guidelines The Course Projectmustbe comprehensive and follow the analytical
stages below.
1. Select an organization to be studied.
2. Develop and conducta needs assessment.
3. Analyze the data collected and identify training needs.
4. Develop a training or intervention strategy to address the needs.
5. Determine the training intervention cost and quantify expected results.
6. Develop an evaluation method.
Once the steps have been completed,a detailed paper outlining your processes,methodologies,results,and
recommendations should be prepared.Although the length of the paper is not predetermined,a paper of 10 –15
pages in length,double-spaced,is customarilynecessaryto cover the topic adequately. This does notinclude the title
and reference pages.

17. Note: There is an excellent guide online called Human Capital:A Guide for Assessing Strategic Training and
DevelopmentEfforts in the Federal Governmentput out by the United States General Accounting Office. Although
this relates to the governmentand not the private sector, it contains excellentinformation thatcan be applied
anywhere.
Milestones:ProjectPhases—In Detail
Part 1: Selectan Organization to Be Studied
There are a number of ways in which an organization can be selected.One option is to look outside your organization
for companies thatwould be interested in participating in the project. Another is to volunteer your own organization,or
if you are not currently employed,use a church,school,club,or other organization.
Once your organization has been selected,you will need to learn a lot aboutit. It is essential for you to understand
the organization’s business,goals,objectives,and mission in order to complete this projectsuccessfully.(Submitthe
information on your selected organization to your Dropbox by the end of Week 1—this is an ungraded step but
required and essential to help you make sure you are on the right track.) Also note that you will besubmitting a
progress reportfor this projectin Week 5 in the Minipaper assignment—this is worth 100 points.
Part 2: Conducta Needs Assessment
Training and developmentprocesses begin with a needs assessment.Given the economic pressures thatbusinesses
face today, it is imperative that those needs be connected to specific organizational performance issues.There are
three differentforms of analysis you will need to complete.
1. Organizational analysis involves determining the appropriateness oftraining given the organization’s business
strategy, its resources available for training,and supportby managers and peers for training activities.
2. Person analysis involves (1) determining whether performance deficiencies resultfrom a lack of knowledge,skill,
or ability (a training issue) or from a motivational or work-design problem;(2) identifying who needs training;and (3)
determining employees’ readiness for training.
3. Task analysis identifies the importanttasks and knowledge,skill,and behaviors thatneed to be emphasized in
training for employees to complete their tasks.
Hints for a Successful Needs Assessment
As you conductyour needs assessment,you may wantto consider four potential sources ofinformation thatmay
help you in your analysis.Information such as employee turnover analysis,incidentreports,long-range production
goals,employee satisfaction studies,and physical plantlayout can tell us a lot. Examples of other documents you
may wish to consider include the following.
Business documents:
Key business documents can be used to determine areas ofpoor performance and developmental needs.Such
documents mayinclude
1. unit productivity reports;

18. 2. customer satisfaction surveys;
3. communication surveyreports;and 4. competitive analysis reports.
Organization survey:
Questionnaires can be created that probe for areas in which systems,structures,or processes are notfunctioning as
intended.They can be used to look toward group,departmental,or individual issues.(Submityour survey to be u sed
for gathering data by the end of Week 3—70 points.)
Potential questions include the following.
Questionnaire Questions
1. I am involved in decisions thatdirectly affect my job.
2. My supervisor communicates with me on a regular basis.
3. I clearly understand whatis expected of me.
4. I am rewarded for good performance.
5. My opinion has been asked regarding whatneeds to change in my work area.
6. I understand whythe decisions thataffect my job are made.
7. My supervisor gives me information thatis importantto me.
8. I have the skills necessaryto perform my job properly.
9. I am rewarded for working well with others.
10. I receive frequentfeedback on my performance.
11. I believe the information thatI receive from my supervisor.
12. I have the tools necessaryto perform my job properly.
13. My job leaves me with a sense ofaccomplishment.
14. I understand the information thatI receive from my organization.

19. 15. I am encouraged to make decisions thataffect my job.
16. I am encouraged to communicate with my supervisor.
17. Team goals are supported throughoutmyorganization.
18. My organization treats all employees well.
19. I have the information necessaryto make decisions thataffect my job.
20. I am encouraged to communicate with others.
21. The feedback that I receive is directly related to my job performance.
22. My organization treats all employees fairly.
23. My supervisor allows me to communicate mythoughts withoutfear of reprisal.
24. The feedback that I receive is constructive in nature.
25. My organization is interested in the growth and developmentofits employees.
26. I believe the information thatI receive from my organization.
Observations:Individuals can be observed on the job, and their interactions and activities can be noted for further
analysis.Observations can include the following.
Interviews: Interviews can be conducted in person or via a distributed questionnaire thatprobes for areas where
performance maybe improved.Potential interview questions include the following.
1. What do you think the mostimportantpartof your job is? What is leastimportant?
2. What would you like to learn to make your job easier or better? What are the programs,processes,or resources
available for you to learn from?
3. How have you developed the skills thatyou have?
4. Who brings problems to you and whatkind of problems are they? How do you usuallysolve them? Whom do you
ask for help?
5. What do you find mostfrustrating aboutyour job?
6. What would you like to be spending your time doing? What would need to happen to let you do that?

20. It is up to you to determine the methodologyto be used in conducting the assessment.Considerations should include
the willingness ofthe organization and its employees to provide information,the availability of information from the
organization to be studied,and the availabilityof individuals in the organization to be interviewed and observed.
The nature of the needs analysis,ofcourse,also should be based on the type of assessmentdesired. Given the
broad coverage of the course,assessmentmayinclude,butwould not be limited to, the following.
1. Group processes and group effectiveness
2. Departmental effectiveness
3. Decision-making process effectiveness
4. Individual skills development
5. Group skills development
6. Career development
Part 3: Analyze the Data Collected and Identify Training Needs
Analyze the data you have collected and identify one or more training needs for the organization. Be sure to fully
justify your recommendations and link your recommendations to the organization’s business goals.
The data collected mustbe viewed in terms of the initial intentof the project. Care mustbe taken to evaluate the data
for what they portray. Insufficientanalysis or understanding ofdata,as well as reading more into data than whatthey
actually portray, are equallyineffective activities.(Submityour course Minipaper that describes your needs
assessmentfindings and other relevantproject information in Week 5—100 points.)
Part 4: Develop a Training or Intervention Strategy to Address the Needs Creating a developmental strategyis the
objective of the investigative segmentofthe project. The strategy may include the following.
1. Training Sessions
1. Traditional classroom
2. Simulations
3. Self-managed strategies
4. Opportunity to perform
2. Career managementsystems

21. 1. Self-assessmentprograms
2. Mentoring systems
3. Action planning
3. Organizational developmentintervention activities
1. Team building
2. Intergroup activities
3. Survey feedback activities
4. Education and training activities
5. Structural activities
6. Process consultation
7. Blake-Mouton grid activities
8. Third-party peacemaking
9. Coaching and counseling
10. Career planning
11. Goal setting
4. System redesign
1. Search conferences
2. Confrontation meetings
3. Strategic planning meetings
Part 5: Determine the Training or Intervention Costand Quantify Expected Results The fifth section of the Course
Project is conducting a cost-benefitanalysis.Training costs mustbe evaluated againstanticipated results.This will
only be palatable if, in the initial assessment,specific behaviors and processes and their impacts on the performance
of the organization were determined.If so, conducting this final analytical segmentshould be possible.

22. Part 6: Develop a Method of Training Evaluation Once you have completed the training,how will you know whether it
has been successful? There are a variety of ways to evaluate training and developmentprograms.Clearlyidentify the
specific outcomes you expect from the project.Then develop a method of evaluating the effectiveness of your project.
Submityour assignmentto the Dropbox, located at the top of this page. For instructions on how to use the Dropbox,
read these See the Syllabus section “Due Dates for Assignments & Exams” for due date information.
Grading Criteria Category
DeVry Hrm592 final exam
Question 1. 1. (TCOs C, D) Assess and explain how you would ensure the transfer of training of employees.What
mustbe in place in order to ensure the effective transfer of newly gained skills? Whyis it importantto ensure thatthe
newly gained knowledge is transferred back to the organization? (Points :40)
Question 2. 2. (TCO F) Why are so many companies moving to blended learning in their training delivery? How does
blended learning change the delivery of onsite training and online training? (Points :40)
Question 3. 3. (TCOs A, B) Congratulations!You have been hired to manage a brand new training department!The
salaryis much more than you expected, so you are highly motivated.You will have five trainers reporting to you:
sales,quality,technology, safety, and leadership development.You also occasionallyhire various vendors for
employee developmentand other special areas.Whatmodel of training departmentorganization will you use,and
why? Fully explain your rationale for your choice of models.(Points :40)
Question 4. 4. (TCO E) Discuss Kirkpatrick’s framework for identifying and categorizing training outcomes.Whatis
the utility of applying such a framework for evaluation purposes? (Points :50)
Question 5. 5. (TCO G) What role should employees,managers,and human resource managers take in career
management? Discuss things thatcan be done so that managers are supportive oftraining efforts. Why is it important
to differentiate these roles? (Points : 40)
Question 6. 6. (TCO H) Describe dual career pathing.Whatis the value of a dual career path? (Points : 40)