Training and DevelopmentDynatect Manufacturing

October 20th, 2015

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Table of ContentsCover Page…………………………………………………………………………………………………………………..1Table of Contents/Appendices………………………………………………………………………………………..…2-3Executive Summary………………………………………………………………………………………………………..4Background Information………………………………………………………………………………………………..5-9

Organizational Profile…………………………………………………………………………………………….5-6Location/Business Environment……………………………………………………………………..……5Local History………………………………………………………………………………………………5Number of Employees……………………………………………………………………………..………5Organizational Structure……………………………………………………………………………………5Economic Forecast………………………………………………………………………………………5-6

State of Training……………………………………………………………………………………………………6-7New Employee Orientation……………………………………………………………...…………………6Technical Training…………………………………………………………………...……………………6Leadership and Personal Development Training…………………………………..……………………6Training Unique to Dynatect………………………………………………………………………………6Training Methods Currently Used…………………………………………………………………………7Training Evaluation Metrics Currently Used………………………………...…………………………7Feedback Mechanisms…………………………………………………………..…………………………7

Training Needs………………………………………………………………………….…………………………7-9Description of need/opportunity/challenge………………………………………………………………7Explanation of how need relates to organization………..……………………………………………7-8Timing of need ……………………………………………………………………………………………8Who needs to be trained? …………………………………………………………………………………8What are their characteristics? ………………………………………………………….………………8-9What are their jobs? ………………………………………………………………………………………9

Training Proposal……………………………………………………………………………………………….………9-12Overview of Training Program…………………………………………………………………………………9-10Goals for the Training Program…………………………………………………………………………..………10Objectives…………………………………………………………………………………………………...………10Training Design…………………………………………………………………………………………………10-11Training Evaluation…………………………………………………………………………………….………11-12

Methods……………………………………………………………………………………………..……11Rationale and Pitfalls…………………………………………………………………………………11-12Evaluation Tool……………………………………………………………………………………..……12

Benefits and Constraints……………………………………………………………………………………...……12Benefits………………………………………………………………………………………………...…12Constraints…………………………………………………………………………………………..……12

Conclusion…………………………………………………………………………………………………………………13References……………………………………………………………………………………………………………….…14

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Appendices

Appendix A- Interview Questions……………………………………………….……………………………………15-17

Appendix B- New Hire Process………………………………………………………………………………….………18

Appendix C- Sample Job Description……………………………………………………………………………...…19-21

Appendix D- Employee New Hire Checklist………………………………………………………………………….…22

Appendix E- Proposed Training Design………………………………………………………………………...……23-24

Appendix F- Evaluation Checklist ………………………………………………………………………………………25

Appendix G- Role Play Scenarios ………………………………………………………………………….……………26

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Executive SummaryDynatect Manufacturing is a small, yet growing, company headquartered out of New Berlin, Wisconsin. They produce small to large parts of equipment that other companies buy to put in or on to their equipment to complete the final product. These products include, but are not limited to: soft fabric covers, hose carriers, clutches, and ball screws. Because the products they make are not the major component, a lot of people have never heard of Dynatect before. They are the “man behind the curtain” in helping other companies complete their goals and produce their key inventory goods. Being somewhat of an unknown commodity, Dynatect prides itself on orders being made correctly and delivered on time. Keeping customer turnover low has been an advantage for them, and adding new customers to join in has slowly been increasing as their brand expands.  

After communicating with the Senior Human Resources Generalist of Dynatect it was discovered an area where they have training needs is within the customer service department. The generalist provided information indicating that the customer service department has been having issues with their technical training in terms of inconsistency of new hire performance. This inconsistency is the result of an inefficient and unstable training program for workers within department. This is due to the Customer Service Manager not being properly trained on the training he or she will be conducting with the new hires, which then causes them to offer inconsistent training to the new hires resulting in the varying effectiveness of the training programs. Having this inconsistency present in the customer service department is crucial because it affects the satisfaction of the company’s customers.

Through the implementation of the training programs being proposed, the overall goal is to have a more positive impact on the communication between the Customer Service Leader and the new hires, as well as improving the training program so that it offers less varying results in terms of retention. There are two training programs being proposed at this time that will be used by Dynatect to reduce the inconsistencies in training as well as the communication between the new hires and their manager. The program titled, “Do you know what to do?’ will train the Customer Service Leader to better communicate and train the new hires. The second program, “Don’t rock the boat” addresses the consistency in which new hires will learn their jobs as Customer Service Providers.

If the suggested training programs are accepted and implemented by Dynatect it will decrease the varying of retention results they were having before and increase communication between the newly hired employees, the Customer Service Manager, and the Director of Business Systems. There will also be more consistency with the knowledge and skills learned through the training program that will transferred over to everyday work. This will improve the effectiveness of the customer service department and increase overall customer satisfaction with Dynatect.

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Background Information

Organizational Profile

Location/Business Environment

Dynatect Manufacturing, formally A&A manufacturing, can be located in New Berlin, Wisconsin. The headquarters, main production plant, and East production plant are found in a part of New Berlin where multiple manufacturing companies are located. The environment works very well for the headquarters, because all resources can be found nearby in the buildings which entail a similar type of environment. Thus, it makes the production plants more efficient, because they do not need to worry about other distractions happening in the area. The different categories of workers in the offices are segmented by their specific tasks. Inside Sales and Outsides Sales are located in the same area of the office, and the same goes with Human Resources, Accounting, Engineering, Customer Service, and so on. In doing so, small issues within the groups can be handled easier and quicker than having to run around and find the correct person or people to speak with.

Local History

Before Dynatect bought out A&A Manufacturing, A&A was a family based company. It started out of the founder’s garage and eventually grew to be a million dollar company. Because it was family based, employee turnover was low due to the level of commitment with employees to the company. A&A has historically been a very relaxed atmosphere when dealing with overall conduct internally. Recently, A&A Manufacturing combined multiple brand names to the company and created one unified name, Dynatect Manufacturing. The alteration in the company's name brought with it change in the workforce. Equipment, dress apparel, and overall conduct evolved so that the atmosphere became much more professional.

Number of Employees

Dynatect has close to 550 employees. The numbers of employees in each facility vary depending on the products being made in each facility. New Berlin, being the headquarters, has the highest amount of the employees at about 180 in the office and the production plant combined. The East production plant has a smaller office and production plant set up, so having around 90 employees allows the products to be made and shipped out to customers. Overall, Dynatect has eight facilities spread across the world. Five of them can be found within the United States. The other three facilities can be found in Germany and China.

Organizational Structure

The organizational structure of Dynatect flows how any hierarchical structured company would: upper management, such as a CEO and CFO, management, plant managers, and standard employees. After the upper management, different categories of employees branch off. For every category a manager or director resides to make sure everyone under them is responsible for fulfilling their tasks. Examples of managers and directors would be: Director of Sales, Customer Service Manager, Manager of Soft Product Engineering, etc.

Economic Forecast

New directors and managers are slowly being implemented into the company to bring innovative ideas and values to the company. Previously, A&A was getting by with a balanced system and steady expectancy of profit through products. Dynatect now plans to increase those profits and expand the company financially, to give a different overall feeling within. Because Dynatect makes such unique products, customers stay loyal to the company while new customers are continuously revealing themselves. Over the next 5 years they expect a small growth of brand name and overall profitability. The total number of possible clients and products to be

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made have expanded with multiple companies coming together to create Dynatect. This suggests that the future for the company will be bright.

State of Training

New Employee Orientation

New employee orientation and training begins on the hire’s first day. The new hire orientation is conducted by a representative from the HR department who has a checklist of items that need to be completed before the employee can officially work. The list includes a number of forms that need to be filled out providing basic information to have on file such as emergency contact, direct deposit, and contact information. Also, the HR representative will go through Dynatect’s mission statement, code of ethics, and other important information that needs to be provided to the employee before they can begin their work. During this orientation process, the employee must go through the basic hire process of filling out their employment application, complete a criminal background check, as well as drug screenings and file important documents. This orientation helps give the employee a good idea of what to expect from the company and what will be expected of them.

Technical Training

Technical training is usually done through the use of webinars, classroom settings and half-day seminars. These training methods are used because they offer an environment where employees can learn specific information and have the opportunity to ask questions and clarify specifications within the program. For the training in the customer service department the focus will be on technical training. An example of this would be the correct use of the order system, and to implement proper triage when identifying customer issues.

Leadership and Personal Development Training

Personal development training is something that is offered to all employees of Dynatect. If an employee wishes to develop new skills or strengthen old ones they are encouraged to contact human resources where they will help guide them to different types of training offered. The most common type of training for this process is through use of webinars. This makes it easy for the employee to complete the training in the most efficient manner. Dynatect also offers their employees the opportunity to go back to school. Typically, the courses an employee will be taking would occur outside of work. Dynatect allows their employees a certain amount of compensation in a dollar sense for the classes they take for furthering their education. Dynatect encourages their employees to take advantage of this opportunity as it not only creates more value in the employee, but it also creates more value for the organization itself.

Dynatect does leadership and supervisory training for their Customer Service Manager which is done by the Director of Business Systems. Through this training process, the Customer Service Manager is taught how to use the ERP (Enterprise Resource Planning) system, and the best ways to show new employees how to use the system. Another aspect learned in this training is how the Customer Service Manager should train their employees, and on how they should go about dealing with different customer issues.

Training Unique to Dynatect

Something unique about Dynatect is that they offer their employees the opportunity to go back to school and take classes while still working for their company. They offer a certain amount of money per semester for their employees to help compensate for these classes.  

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Training Methods Currently Utilized

Dynatect uses two training methods for manager training, and one additional method for new hire training. Managers are first instructed by the Director of Business Systems on different technical aspects of their job. Managers are also taught how to acquire and build skills necessary for the tasks they must complete. The second method used to train the manager is done when the Director of Business Systems allows the manager to enact how they are going to conduct training to new hires. This method is used to allow the manager to practice training with the Director of Business Systems so that when they conduct training with new hires, they are able to perform training in an efficient and consistent manner.

New hires are trained by a supervisor within their department on technical aspects of their job as well as how to utilize and build upon the necessary skills needed to complete their job.

Training Evaluation Metrics Currently Utilized

Only one training evaluation method is currently used by Dynatect and that is through the use of surveys as a reactions assessment of the training that took place. Surveys are used to get feedback from participants in the training programs on what they thought about the training program. Dynatect wants to know whether or not the trainees thought the training was done in a manner that allowed them to gain the KSAOs that are essential for their jobs as well as their overall satisfaction with the program itself. These surveys are optional and are given out to new employees a month after starting at Dynatect and then six months after they started.

Feedback Mechanisms

Dynatect conducts performance appraisals to use as feedback mechanisms after the training process has been done. Usually it takes a few weeks for the training to really kick in on the job. After two weeks have passed, the manager will watch for old tendencies being used and address them immediately.

Training Needs

Description of need/opportunity/challenge that calls for training

Currently, Dynatect is facing a challenge where the technical side of customer service training from the Customer Service Manager has not been consistent, resulting in varying effectiveness of training to the employees in the customer service department. Satisfaction of the company’s customer service has also been affected by not having a standard set for customer service employees. Employees are not gaining the correct skills needed to excel in their positions. Finding ways to better connect the Customer Service Manager to their employees to decrease the varying amounts of retention in training is the goal in overcoming this challenge. The Director of Business Systems will lead the overhaul of training to help keep consistency in mind when conducting the trainings. Being able to coach the Customer Service Manager will assure that employees both new and current will be given the same training leading to a more cohesive unit in the customer service department.

Explanation of how need relates to organization (e.g., mission, goals, etc.)

Dynatect Machine, Inc. strives to exceed their customers’ expectations in quality, on time delivery, and price. Dynatect prides itself on willing to go the extra distance to fulfill needs in large or small volume orders, and to be there for those rush and unexpected break-down needs. This mission statement directly coincides with the direction that training within the company takes as they look to go the extra mile for the customer. The customer service department is often the front line when dealing with customers so by having each customer service employee on the same page, customers will be increasingly satisfied with the handling of their problems or comments that they are enquiring about rather than having to transfer the phone call time and time again. With so much focus on the customer, the connectedness of employees and managers becomes

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extremely important as it builds a better a culture in the customer service department leading to better service provided and less transfers of calls.

The increased focus of coaching from the Customer Service Manager will help employees feel more comfortable in their role within the company. The Customer Service Manager in more of a coaching role will also find themselves working more one on one giving increased feedback as needed to employees. Increased feedback will allow the Customer Service Manager to be on the same page as their employees and will get to know the ins and outs of how to go about teaching each individual based off their learning styles. The customer service employees both new and current will be able to excel in their positions because of this increased feedback which leaves the employees with the tools to do their job better.

Timing of need (i.e. when does the organization need to have this done?)

If everything goes to plan Dynatect would like to have all training materials designed within a month with the first training sessions for new employees to be implemented within two weeks. The design of the materials will be done by the Director of Business Systems along with the Customer Service Manager. Implementation of the new training for current employees will take place after one month with the first training to be used to explain changes in the current training design. After two months the first official training will take place for current employees with a one hour meeting with the Customer Service Manager monthly to identify weak points in their position and address appropriately.

Trainings for both new and current employees will take place in the morning when employees are fresh and eager to learn. The lengths of the trainings will vary depending on the extent of the employee’s time with the company. Employees are no longer considered “new” after sixty days with the company. New employees will meet originally for three hours for their first two weeks with the company. After two weeks they will then meet for one hour every Tuesday and Thursday until they have reached the sixty day mark with the company. Once they have reached sixty days they will meet once a month for an hour with the Customer Service Manager. Current employees will move directly into the hour long monthly meeting once training is implemented. For new employees at Dynatect they will be evaluated by the Customer Service Manager after 30 days, 60 days, 90 days, 6 months, and finally an annual review which will become the norm moving forward within the company as the worker continues employment through Dynatect.

Who needs to be trained?

All new and current employees in the customer service department should be trained, but more importantly the Customer Service Manager needs to be trained by the Director of Business Systems. The whole customer service department will benefit from this because of the singularity of the training design. In other words, the training taking place will be identical from employee to employee. With training occurring early and often for new employees, this will help them reach the goal of having them ready to join the current employees in training after sixty days with Dynatect.

What are their characteristics which would be important to consider when designing the training?

For new employees it is important to consider the possible diversity of the group in place. Some individuals will be able to pick up on items faster than others, so it is important that quicker individuals do not drift out of the training, and those who are slower do not feel neglected or discouraged. The Director of Business Systems will conduct the training for the first week to help introduce new topics and get familiar with them. The director will spend a lot of time epitomizing and then finally elaborating on the topics before the Customer Service Manager oversees week two of training. This is done in order to not take the manager away from current employees working in the department. The second week of training with the manager will also allow for new employees to become comfortable reporting to them, hopefully removing any barriers that may have led to miscommunication.

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For current employees there may be some resistance to change from the original design of training. The one hour training per month with the Customer Service Manager should be specific when identifying weak points in the past month. This will in turn give current employees the feeling that the training is purposeful and not a waste of their time. If the manager is able to pick out certain items they would like to address then the current employees will take away points that will lead them to be more effective in their jobs.

What are their jobs?

Training for both new and current employees will be able to address the KSAO’s needed to supplement the employee knowledge of customer service through critical thinking, prioritizing customer concerns, and engaged listening. These skills are needed to perform well in the customer service department.

The Customer Service Manager will address any issues that deal with consistency of the implementation of training. More specifically the manager will be able to identify any weaknesses of the employees, and address these weaknesses with appropriately designed feedback as needed. The Director of Business Systems will have to make sure the Customer Service Manager has the skills to identify these issues.

In order to perform the position well, the Customer Service Manager will also need to have great communication skills being the “relay” employee between the Director of Business Systems and the employees that will report to the Customer Service Manager. If the manager is to have any issues in comprehending or relaying of the training, then the whole program will suffer as a result of these issues. The training with the Director of Business Systems will specifically address these issues so that the manager may succeed in their position.

Training ProposalOverview of Training Program

Because the trainings main goal will be to allow orders to be input correctly and in a timely manner, the starting focus will be to train the Customer Service Manager, “Do you know what to do?” is the training program specified for the Customer Service Manager. Customer service receives calls from outside clients, and then enters them into the database being used by the entire company. Once the orders have been entered correctly, the engineer team will create or print off job cards and send them out to the manufacturing floor to be produced. Everything stems from the customer service department, so without a set system and consistent job orders being placed the entire operation becomes dysfunctional. With the training being provided, the Customer Service Manager will be able to then pass on the training techniques to new hires within the customer service department and then monitor that the performances maintain a steady flow, through the employee designed training entailed “Don’t rock the boat!”

The training program for the Customer Service Manager, “Do you know what to do?” will be led by the Director of Business System. Expected time for the training to be completed will one hour per day for two weeks, depending on how quick the manager grasps how to deliver the information, and if they have any questions for the Director. The main purpose will be training the manager with the techniques that Dynatect hope to instill into the new hires in the customer service department. Because the Director of Business Systems will be the one administering the training, the manager shall receive the most effective ways on how to use the ERP system to its full capacity. The first step will be providing an overview of the entire part of the system that customer service operates in. Once the basic overview has been completed, understanding how specific operations work within in the ERP system will be next. This step involves digging into the system and seeing how each tab in the ERP provides different tasks needed for each order to be properly inserted. Details such as sales, prices, locations, dates, and previous orders will all be touched on. Being able to see previous orders will allow the manager to provide a visual to the new hires on how information will look for different types of orders. When the Director has covered all of the material, and the manager seems to understand how the process should work, the Customer Service Manager will run through a couple practice orders with the Director

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of Business Systems playing the role of a new hire that does not understand the ERP System. During the role playing model, the Director will fill out an evaluation to ensure that the manager has learned and implements everything that needs to taught.

After the manager has completed the training, they will be able to catch up on work that has piled up during the time spent over training. “Don’t Rock the Boat!” will be administered to all new hires or to individuals that are struggling with entering orders into the system. This training will mirror the training that the manager received from the director. The new employee will spend three hours a day for the first two weeks and one hour every Tuesday and Thursday until they reach the sixty day evaluation. After an employee has their sixty day evaluation, they will begin to attend a mandatory meeting for all current customer service employees that will be held for an hour once a month. New hires will be evaluated after their first, second, third, and sixth month, and have an annual yearly evaluation which will be for all employees in the department.

Goals for the Training Program

Through the training being executed, there are a few main goals that will need to be completed. The first goal will be effective training by the Director of Business to the manager. Dynatect will need the manager to be able to show that they have learned and understood the training they received. In the past, some new hires were not completely aware of the specifics of their job that they should be able to accomplish, so making sure that the manager knows what to inform the new hires on will allow for a better transfer of knowledge and skills.

The second goal will be for new hires grasping the information presented to them through the training, and then ultimately retaining it. With increased retention, the new hires will begin to succeed in their role much faster. That will then show in work performance and the number of correct orders that can be entered and sent out to be completed. Everything related to the new hires will stem from correct training and retention from the Director of Business Systems to the Customer Service Manager.

The final goal will be getting new orders entered and processed at a higher rate than what currently can be noted. With more orders being entered, time management can be improved so that everything is released on time from the manufacturing floor. If orders can be delivered ahead or on time to customers, their satisfaction will increase and persuade them to want to continue to business with Dynatect. At the end of the day, the customer is the most important factor. Keeping them happy and coming back only benefits the company in the short and long run down the line.

Objectives

The major goal for the whole training to take off will depend on whether the Director of Business Systems can train the manager, and the manager can then demonstrate the training effectively. With this goal come key objectives to make sure that the goal can be met:

1. The Director of Business Systems must describe how the ERP system works by showing the manager on a computer how the new hires will need to operate the system correctly and efficiently.

2. The manager will need to demonstrate correct ways to implement the training they received by role playing with the Director of Business.

3. The manager needs to receive an evaluation from the Director of Business that states the manager is capable of training new hires with effective tactics, thus allowing complete and accurate orders to be entered into the ERP system.

Training Design

The training lessen titled, “Enterprise Resources Planning 101,” is taught through the training program, “Do you know what to do?” This lesson plan is designed to prepare the Customer Service Manage with the necessary skills needed to demonstrate the correct ways to implement and enter orders into the ERP system. It is through this training that the manager will be able to demonstrate proper ERP skills to new hires enable to ready them

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for the workplace. The lesson plan includes a variety of training methods that appeal to multiple learning styles which is important because everyone learns in a different way and this will increase the retention and transfer of information learned during training.

The two training methods present in this lesson plan include presentation and role playing. The presentation of the ERP system that will be projected on the overhead. This will allow the trainee to watch what is being done while the Director of Business Systems is explaining and presenting information on the ERP system. The director will explain all of the steps taken for implementing and entering orders into the system. After the presentation is finished, the trainee will have the opportunity to demonstrate what they have learned through role play. This demonstration will appeal to the more active learners because they will be performing what was taught through use of a variety of simulated orders that they will have to enter into the ERP system. While the trainees are role playing, the Director of Business Systems will evaluate their performance while documenting it with an evaluation checklist that we have provided (Appendix F).

The parameters for this course and the detailed lesson outline can be found in Appendix E.

Training Evaluation

It is recommended that Dynatect uses two types of evaluation for the manager training program and then one method for the new hire training program. These methods help Dynatect to ensure that the training’s implemented are successful in terms of the outcomes and objectives that were mentioned earlier in the program. If the program is deemed unsuccessful because these outcomes have not been met or negative feedback was received, it will show Dynatect what adjustments will need to be made enable for a successful training program to be implemented.

Methods

The manager training program titled “Do you know what to do?” will be evaluated by the Director of Business Systems in two ways after the first month of starting their training program. First, the Customer Service Manager will take a survey as an evaluation of their overall reaction to the training program and measure how satisfied they were with it. If the trainees have positive opinions towards the training program, the more likely they will be able to learn and transfer their knowledge into their working role with Dynatect. If there are negative opinions towards the program, it will be likely that the manager will not pick up the learning objectives the program was meant to offer. This is relevant because it is important for the Customer Service Manager to be able to transfer what was taught and learned in training to their work as they will be training new hires themselves. The second way this training program will be evaluated is through the use of observation by the director. The director will observe the manager through the role playing simulation to ensure that they are gaining the correct learning outcomes (KSAOs) needed to perform their job. These learning outcomes will show the director how much was learned by the manager and how effective the training was. If the Customer Service Manager is unable to successfully perform the needed learning outcomes, it will show the director where the program is weak and needs to be improved.

The new hire training program titled “Don’t rock the boat!” will, like the last training program, be evaluated through the use of surveys. These surveys will be used to evaluate the participant’s reactions towards the training. Again, if there is negative feedback, it will prove that the program needs to be adjusted in some way to make the new hires feel more positive and optimistic about it. If there are negative feelings towards a training program, the trainees will be less likely to learn anything from the program. More positive feelings towards the program will help increase transfer and provide that learning objectives have been met and the training program is successful.

Rationale and Pitfalls

Surveys are used throughout the evaluation process as a way to gain feedback from the trainees, which will assist us in finding out what worked for them and what did not. By surveying each participant of the training

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program, it will allow Dynatect to get a large amount of feedback from a variety of people in a short amount of time. Although this is a convenient way to gain information from trainees, it does have one pitfall; there is not much depth to the information provided through this evaluation. If a trainee feels negative feeling towards something, it may be hard for them to explain exactly what they did not like about an aspect of training. To counter this pitfall, the participants are encouraged to contact their trainer with any concerns or negative feelings they have towards the program.

Role playing is used for the purpose of the Customer Service Manager to gain practice and experience for when they will be training the new hires in the customer service department. The Director of Business Systems will evaluate learning through observing the trainees while they are doing their role playing. The director will be able to assess if the proper KSAOs have been learned and are being used during these simulations. The pitfall for this evaluation method is that role playing is not always similar to real life situations that they will be expected to perform. Creating this high fidelity of role play will allow the manager a smoother transition of their knowledge and skills to their real job when it comes time for them to conduct the new employee training.

Evaluation Tool

For evaluating the role play during manager training, the Director of Business Systems will go through a checklist that will have the option of putting the manager into categories of their competence for different areas of the simulation they will be going through. These categories are “incomplete, needs work, acceptable and excellent.” This checklist will also be used by the Customer Service Manager when determining competency of the new hires. An example of the checklist used had been provided (Appendix F).

Benefits and Constraints

Benefits

There are multiple benefits that will occur with implementing this training process into Dynatect’s way of handling new hires in the customer service department. These benefits will be seen in a short-term aspect, and also over a period of time. One major benefit that will be the increase in productivity in new employees. With new employees having a general idea of what to do and how to handle their work, they can start on easy orders without much complication. As their training progresses, they will be able to handle tougher orders with more confidence. In the long-term aspect of benefits, orders will be entered quicker and more effectively throughout the company. With new hires being able to handle orders easier, they will begin to function at the rate of other employees in the customer service who have more experience than them faster. A final benefit will be a time saver for the Customer Service Manager. After the first two weeks, they will be able to handle their workload without having to look over the shoulder of the new hire as often. In the end, it gives Dynatect a better flow through the work environment by allowing everyone to focus on their work.

Constraints

With the implementing of a new training system come constraints. Because the beginning training involves both the Director of Business Systems and the Customer Service Manager, they both will fall behind on the work they usually would be completing. Once the initial training between the director and manager comes to an end the manager will become occupied with training new employees and those within the customer service department. The first two weeks of training a new hire takes a lot of time away from the specified duties of the manager and director. As time goes on though, the manager will be able to master the training process and find the most efficient way to handle new employees. Because of that, the training could be shortened and the manager would not need to spend as much time worrying about how the new hire handles their tasks. A new training process will need to be formatted from this beginning one, so that time that doesn’t need to be wasted by others can be used effectively within Dynatect.

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ConclusionThe implementation of both training programs, “Do you know what to do?” and “Don’t rock the boat!” are going to help both the Customer Service Manager and the individuals the manager will train. The continuous learning as well as feedback throughout the training process will allow employees to make strides in their work. By conducting the training evaluations for the first three months, sixth month, and finally the yearly evaluations, it will allow the trainers and trainees a number of opportunities to communicate about the training programs and discuss where changes need to be made. Having a successful training and evaluation program will allow the new hires and Customer Service Manager to be more comfortable in their working environments as well as increase the quality of their services throughout the company.

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References

McDaniel, G. (2014).Company Information. Retrieved October 20, 2015, from http://www.dynatect.com/company-information

Dynatect. (2014). Employee New Hire Checklist. New Berlin: Mary Schaefer. Dynatect. (2014). New Hire Process. New Berlin: Mary Schaefer. Dynatect. (2015). Job Description. New Berlin: Mary Schaefer.

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Appendix A

Interview Questions

General Information:What can you tell me about the organization’s history? Does it have a mission statement or goals? How would you describe the organizational culture? How many employees work here? In what general job categories? What kinds of concerns do employees sometimes express that relate to HR and/or training?

Very unique because going through changes: was family owned org. lots of loyalty and trust and friendly. Low turnover because of these reasons. See changed when moving to corp.

Have about 550 employees company wide. New Berlin 180, 90 east building. business office, engineers, product, assembler 1 and 2, machine op. 1 and 2, sewers 1 and 2 Rarely ever any positives, lots of complaints for HR. review every year, and ask employees career development.

Work with employees to send them to seminars and webinars. Leaving them out to the employees to take advantage of these opportunities.

How is training done? What HR responsibilities do you have? How long have you been doing this job? Few different ways: webinar, group SHRM, networking groups. Sometimes need subscriptions/membership…

Internal... have team leads, send them to seminars for half day training. Recruiting is her primary from primary from production to offices. Did a lot of training on her own to learn more

about the organization. Has been HR manager and specialist. (Current Senior HR Generalist) Has been doing this job almost 20 years.

In our class we discuss four types of training frequently offered by organizations. We would like to know which of these training programs or processes you use at your organization?

Tuition reimbursement. No specific training structure. Goes through different specific raining internally. If employee wants more training they have to go through their manager.

Internal managers train the trainers. Ex. train trainer on forklift. separate org. for leadership

What training programs/processes would you like to see implemented or improved in the future? In other words, if you were given an almost unlimited budget to do training, what kinds of training would you develop in which areas? Who would receive the training?

Working on training job description. Training is based on skills within each position. Revamping and reevaluating for future

Organizational Analysis:What are the current problems or opportunities that are driving the need for training?

Financial is biggest concern. Have to know when to reevaluate.

Does the organization have experts who can help develop the program content or ensure that the needs of the business are clearly understood by those developing the program? Does the organization have experts to deliver the program content?

Taken care of in house. leadership team is reevaluating job descriptions and evaluations

What organizational resources are available in terms of training facilities, materials, or equipment for material development?

For engineers they usually have knowledge already...manufacturing learn more hands on training internally. attempt to move individuals around so that they have more skills and are more valuable to the company

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Person Analysis: What employee group(s) would receive this training?

Majority of positions receive hands on training.

What were the trainees’ attitudes toward the training? Did they view it as successful? Why or why not? Did the organization view the training program as a success? Why or why not?

Some are encouragement and some are apprehensive because they are scared and don’t want to fail. Make sure they use their training right away. And apply them in their daily routine. Course work is more long

term and they expect them to retain their training. takes time to promote from within

Currently, how do employees get rewarded or punished for excellent or poor job performance? Negative: managers should be addressing within first week otherwise employee won't be able to succeed.

Employee should not be shocked by what is on the review. Have to know how to rope employees back in after negative attitudes occur. Hard to bring moral back in. should be corrected immediately. Warning, second warning. If continues to occur will lead to termination

Positive: try to create programs to reward staff immediately. Based on their performance they will get a raise. Rewarding scale is based upon performance.

What obstacles or opportunities do you anticipate employees facing when they try to apply what they have learned in training?

Learning processes and culture and expectations is sometimes difficult. 6 months to a year before they excel in their roll

Taking time away from another employee to train the new employee. Then make them be on their own after 2 weeks to push them to learn.

Task Analysis:Describe the job position(s) of these employee groups. Are those job position descriptions in writing? If so, might it be possible to get a copy?

Job descriptions and analyses. Some are outdated at the moment. will send us a copy of a roll

Which parts of these jobs will this training assist? How? Always looking for employees to improve and think outside the box and go the extra mile. Huge growth

encouragement to bring more value to the org. waste buster- lean process to look at what people are currently doing and create a way to do this better and

more efficiently.

Practical questions:What training methods would you anticipate using? (e.g., classroom setting, self-directed learning, on-the-job training, etc.)

A little of each, classroom training is train the trainer. Self-directed is when someone wants more knowledge they will take advantage of a webinar. On the job training issued when they want to expose them to different skills and move them around. Orgs should be open to different types of training.

Ideally, when is the training needed? How much development time would you anticipate? Evaluated at performance time but if there is an individual that is constantly making mistakes the manager

should look into the situation as to what is going on. Must do annually (job evaluations). Look for opts. with employees

Development times: general guess, depends upon the training program. One day seminar they should be able to apply the next day. If they are going to schooling they will need a lot more time. helps get more comfortable in their roles

What kind of training schedule is needed? All days, half days? Mornings? Afternoons? Evenings? Weekends? Ideally, how long would you anticipate such a training program to last?

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Production: typically done in the middle of the week. Usually done in the mornings when they are fresh. Schooling is done outside of work because they are needed in their job role.

Training is done usually within an hour time frame. Departments should be doing weekly meetings on training for office setting to see what worked and what didn’t.

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Appendix B

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Determine a need for a new hire.

Dept Manager/ Supv

Create or update job description.Dept Manager/

Supv

Determine the position’s training

needs and denote on ISO Certification.

Dept Manager/ Supv

Create Employee Requisition &

forward to employees on approval list

Dept Manager/ Supv

Approve Employee

Requisition.See approval list

Post job/ recruitHR

Interview potential

candidatesTeam

Extend offer to candidate.

Arrange hire dateHR

At start date – Conduct Employee

Orientation per checklist.

HR

Perform Dept orientation checklist with new hire within 3 days of date of

hire. Forward to HR.Dept Manager/ Supv

Set up new hire in HRIS.* employee performance

reviews * ISO certification – public

spreadsheet, as well.HR

Provide employee with necessary training per ISO

Certification – due within 90 days of start date.

Dept Manager/ Supv

Forward signed ISO Certification to HR.

Dept Manager/ Supv

Close out ISO Cert task in HRIS & public

spreadsheet. Retain signed ISO Cert in

employee file.HR

Perform employee review – 30/ 60/ 90 days, 6 month and

annual. Send signed review form to HR.

Dept Manager/ Supv

Close out performance review tasks in HRIS. Retain

signed review form in employee file.

HR

Establish a hire date with HR. A performance review occurs 90

days after hire date.Dept Manager/ Supv

Temp person that we want to hire?

New Hire Process

Scope: New hires, promoted employees and employee

transfers

Fill out IT Equipment formDept Manager/

Supv

Yes

No

Appendix C

Job DescriptionPOSITION TITLE

DESCRIPTION:One to two page statement………………………………………………………………………………………...To accomplish this it will require them to:

1.

2.

3.

PRIMARY ESSENTIAL RESPONSIBILITIES:The {POSITION TITLE} primary responsibilities are:

Work in a safe, and courteous manner.

Read and understand directions

NON-ESSENTIAL RESPONSIBILITIES:

SUPERVISORY RESPONSIBILITIES

None

KNOWLEDGE AND SKILLS (Examples)

High School Diploma /GED or higher level education. {MUST HAVE FOR ALL PRODUCTION POSITIONS}Ability to communicate effectively, both orally and in writing. {MUST HAVE FOR ALL POSITIONS}Basic math skills required. {MUST HAVE FOR ALL PRODUCTION POSITIONS}Ability to read a ruler or tape measure {MUST HAVE for ALL PRODUCTION POSITIONS}

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Use this checklist to identify any physical demands required of the position (Delete this line afterwards) PHYSICAL DEMADS

N/P = Not Present 0% of the timeR = Rarely < 5% of the timeO = Occasional <1/3 of hours worked 5-25% of the timeF = Frequent 1/3 to 2/3 of work hours 25-75% of the timeC = Constant > 2/3 of work hours 75% or more of the time

Task N/P R O F C Description/NarrativeBalancingCarrying*ClimbingCrawlingCrouchingDrivingFinger UseHandling*HearingKneelingLifting*Overhead WorkPulling*Pushing*ReachingSittingStandingBendingTalkingTwistingVisionWalkingGrip/GraspOtherOther* Please designate heaviest weight in description/narrative column* Team lifting is expected for weights which are heavy, awkward, or in a reaching position.

The physical demands described here are representative of those that must be met by an employee to successfully and safely perform the essential function of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

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Go through each category and identify environmental hazards of the position. Describe the hazard and a mitigation method.

WORK ENVIRONMENT*Personal Protective Equipment required will be noted within control methods.

EYE HAZARDS Check the appropriate box for each hazardDescription of hazard(s) Control methods:

Chemical Exposure Yes No Compressed Gas/Air Yes No Dust or Airborne Debris Yes No Impact Yes No Light/Radiation Yes No Bloodborne Pathogen Yes No Other Yes No HEAD HAZARDS Check the appropriate box for each hazard

Description of hazard(s) Control methods:Impact(Falling objects or bumping against)

Yes No

Electrical(Energized electrical work)

Yes No

FOOT HAZARDS Check the appropriate box for each hazardDescription of hazard(s) Control methods:

Chemical Exposure Yes No High Heat/Cold Yes No Impact/Compression Yes No Slips/Trips Yes No Slippery/Wet Surfaces Yes No Electrical Yes No Bloodborne Pathogen Yes No Other Yes No HAND HAZARDS Check the appropriate box for each hazard

Description of hazard(s) Control methods:Chemical Exposure Yes No High Heat/Cold Yes No Cuts/Abrasion Yes No Puncture Yes No Electrical Shock Yes No Bloodborne Pathogens Yes No Other Yes No

OTHER (if Applicable)Must hold a valid driver’s license and be able to operate a motor vehicle.

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Appendix D

EMPLOYEE NEW HIRE CHECKLIST

Employee Name: _______________________________________________________

Date of Hire: _______________________________________________________

Location: _______________________________________________________

Position/Department: _____________________________________________________

HR TO DO HR ORIENTATION CHECKLIST Employment Application I-9 Form Signed Offer Letter-Received W-4/ State Form References Completed Emergency Contact Form Criminal Background check –Completed Voluntary Info Survey Credit Check Completed Direct Deposit Form Drug Screen & Physical Completed Pay Dates / Check Cashing Drug Screen & Physical Results Received Restrictive Covenant Agreement BSO for Social Security Check Confidentiality Agreement Add to HRB System Telephone & Electron Comm. Policy Add to Occurrence File Controlled Substance/Alcohol Policy Add to ISO Certification Log Mission, Quality Policy/Statement Notify IT (VM, email, network) Code of Ethics Create Personnel & Medical File PTO / Attendance / “Call In” Info (card attached) File I-9 Performance Review Process (30/60/90) File Emergency Contact Info Holiday Schedule 30-60-90 Reviews – Reminder set up Donation Form ISO Certification scheduled - ADP Gorforit Form

Vitality Program Handbook Review

Set Up HRB - Payroll Handbook Receipt (attached to back of handbook) Safety Checklist & Evacuation Procedures

W-4 ADP Training – Log in/Password Direct Deposit EAP (information included in Benefits packet)

Phone / Voicemail Info / Directories Picture Supervisor Orientation Checklist

Set up by: _______________________ Orientated By: _________________________

Date: ______________ Date: _______________

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Appendix E

Training Design

Course Parameters

Course title: Do you know what to do?Target audience: Customer Service ManagerPurpose: To prepare the manager with the skills needed to

demonstrate the correct ways to implement and enter orders into the ERP system.

Goals: Manager will be able to demonstrate ERP skills to new hires to ready them for the workplace

Total time: (10) 1 hour lessonsNumber of participants per session: OneLocations: Dynatect Conference RoomPrerequisites: NoneInstructor(s): Director of Business Systems

Detailed Lesson Plan

Course Title: Do you know what to do?

Lesson Title: Enterprise Resource Planning 101

Lesson Length: 1 hour

Learning Objectives: 1. The Director of Business Systems must describe how the ERP system works by

showing the manager on a computer how the new hires will need to operate the system correctly and efficiently.

2. The manager will need to demonstrate correct ways to implement the training they received by role playing with the Director of Business.

3. The manager needs to receive an evaluation from the Director of Business that states the manager is capable of training new hires with effective tactics, thus allowing complete and accurate orders to be entered into the ERP system.

Target Audience: Customer Service Manager

Prerequisites:Trainee: Knowledge of current ERP systemInstructor: None

Room Arrangement: Computer with dual monitor system, projector placed in center of room with white sheet pulled down, one additional desk for the director to complete evaluations

Materials and equipment needed: Computer, Projector, Evaluation Sheets, 4 Pens, 4 Pencils, Role Play exercises, and 1 Projector Clicker w/ Laser capability.

Evaluation and assignments: Role Plays and Surveys

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“Enterprise Resource Planning 101” Lesson Outline

Lesson Outline Instructor Activity Trainee Activity Time

Lesson Introduction Facilitator Listening 8:00-8:05 am

ERP basics Presentation Listening/Taking Notes 8:05-8:20 am

Director demonstration Facilitate and Present Listening/Taking Notes 8:20-8:35 am

Employee role play Evaluate/Watch Manager Participate 8:35-8:50 am

Debrief Answer questions/Cover any missed material

Ask questions/Listen to feedback

8:50-9:00 am

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Appendix F

Role playing Evaluation

Date of Evaluation: ____/____/____Name of Trainer:Name of Trainee:Trainee Job Title:

Incomplete Needs work Acceptable Excellent

1 2 3 4Pre-Role play SimulationDoes trainee seem to have an understanding of what is expected of them through this roleplaying simulation?Is trainee able to explain what it is they will be doing in their simulation?

Role play Simulation in ProcessThe trainee displays confidence in their answer to questions asked by the evaluator.

Trainee displays confidence in their actions throughout the role play simulation.

Trainee is able to complete required actions of simulation without much hesitation.

Trainee seems to deal with the stresses of what is being asked of them and remains calm and controlled throughout the simulation.What is missing?

Post-Role play SimulationConfidence trainee will be able to display what they learned in simulation in similar real life situations.Trainee displays KSAs that were taught in training prior to the roleplaying simulation.What is missing?

Overall I feel that this trainee displays confidence the performance of their job and they are ready to move forward and be

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titled Customer Service Manager.

Appendix G

Role Play Exercises

The Director of Business systems will first demonstrate the processes needed to complete the role play exercise. These are done on the computer and projected onto the screen in the conference room. The Customer Service Manager will be observing and taking notes during this time. In the provided scenarios the Director of Business Systems will be playing the role of a “New Hire” played by “Travis” while the Customer Service Manager will be portrayed by “Austin”.

1. During the process of explaining how a new hire will operate through the ERP system, Travis asks Austin why they handle a certain process for creating an order a specific way. How should Austin handle the question?

2. While going through the training process, Travis becomes lost on what has just happened. He entered some information in the wrong location and has become lost how to go about fixing the mistake. How does Austin make sure that the error can be corrected effectively and help Travis learn where his error occurred and prevent future errors?

3. When entering in the information Travis unexpectedly comes across an order from a high profile customer. In an attempt to help out the high profile customer, he decides to stop working on his current order and save it for later. Which way should Austin have Travis finish the orders?

4. During the process of completing an order for a customer, the system crashes and Travis is unsure of what do next? What should Austin instruct Travis to do?

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