WGU D353 VEM1 Strategic Training &
Development Task 1 complete solution
Western Governors University
A1. With the acquisition of 10 new stores and 300 employees, as the Director of Training and Development, I would assess the organization’s need for training by completing an analysis of the current job position and training process. I would then conduct interviews with staff to understand their knowledge and how they function in their roles. It is important to understand the day-to-day processes for the floor agents and what works well and where any opportunities are for improvement. Since there are no standard work manuals in place, this information will also be helpful in creating training tools for consistency and efficiency. Once a solid training program is in place and standard work has been created, we can begin training. We will incorporate post-training surveys to review the effectiveness
of the program and use the feedback as a guide to make adjustments as needed.
A2. SWOT Analysis
A2a. Strength – Our organization’s greatest strength is that we’ve been in business for 30 years. We have built a reputation of being reliable and bringing a local feel in metropolitan areas that have allowed us to expand nationwide.
A2i. Being a well-known, experienced furniture store, we can use the knowledge and skills we have developed throughout the years to train our new floor agents. With our reputation amongst competitors, we know that these new employees are familiar with our brand, and we can show them firsthand why we are growing in
the industry and why they should be proud to be a part of our team. In the training process we can share our experiences and secrets to success, which will bring successful outcomes for our new agents.
A2b. Weakness – A current internal weakness for the organization is the
challenge of bringing in 100 new floor gents without a clearly
established training process in place.
A2bi. We are faced with the task of establishing an effective training program for our floor agents. It will be important that the new floor
agents, as well as our existing agents, get trained under the new program. Without consistency in the training process, it poses potential risk of varied knowledge and processes, which will lead to a lack of synergy. There are tenured staff in our organization along with those that we have acquired. They may be set in their
Development Task 1 complete solution
Western Governors University
A1. With the acquisition of 10 new stores and 300 employees, as the Director of Training and Development, I would assess the organization’s need for training by completing an analysis of the current job position and training process. I would then conduct interviews with staff to understand their knowledge and how they function in their roles. It is important to understand the day-to-day processes for the floor agents and what works well and where any opportunities are for improvement. Since there are no standard work manuals in place, this information will also be helpful in creating training tools for consistency and efficiency. Once a solid training program is in place and standard work has been created, we can begin training. We will incorporate post-training surveys to review the effectiveness
of the program and use the feedback as a guide to make adjustments as needed.
A2. SWOT Analysis
A2a. Strength – Our organization’s greatest strength is that we’ve been in business for 30 years. We have built a reputation of being reliable and bringing a local feel in metropolitan areas that have allowed us to expand nationwide.
A2i. Being a well-known, experienced furniture store, we can use the knowledge and skills we have developed throughout the years to train our new floor agents. With our reputation amongst competitors, we know that these new employees are familiar with our brand, and we can show them firsthand why we are growing in
the industry and why they should be proud to be a part of our team. In the training process we can share our experiences and secrets to success, which will bring successful outcomes for our new agents.
A2b. Weakness – A current internal weakness for the organization is the
challenge of bringing in 100 new floor gents without a clearly
established training process in place.
A2bi. We are faced with the task of establishing an effective training program for our floor agents. It will be important that the new floor
agents, as well as our existing agents, get trained under the new program. Without consistency in the training process, it poses potential risk of varied knowledge and processes, which will lead to a lack of synergy. There are tenured staff in our organization along with those that we have acquired. They may be set in their
