Human Resource Management: Training Program for Workforce Gaps

This report details a comprehensive human resource management (HRM) training program designed to address workforce gaps resulting from organizational changes and the influx of new employees. The program focuses on creating a comfortable and diverse work environment to boost motivation and productivity. It incorporates quality, skills, and team training to enhance employee competencies and skills. The training objectives include increased productivity, improved performance, reduced labor turnover, and updated technology skills. The program also addresses ethical complexities in decision-making through formal and informal development opportunities. Key needs identified include managing employee competency, improving quality, and staying updated on new technology. The program's effectiveness will be evaluated based on employee performance and the resolution of diversity complexities.

Running Head: HUMAN RESOURCE MANAGEMENT 1
Human resource management
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Human Resource Management process
In the determination and addressing of the needs of the organization directives to be
taken to accomplish the objectives and training, I would use various directives. To start with, I
would ensure that each of the employees works within a comfortable environment. Considering
the increased diversity within the organization, the development of the environment favorable for
each employee would be a necessary step to take. This would increase the level of motivation
and contribution towards management of the human resource. In this directive, the best
environment would be selected for each department in the organization to make sure that every
staff is allocated areas of their choice (Sherman, 2016). This will minimize challenges related to
increased diversity within the organization such as bullies. The Development of the best
environment for the employees would be the best direct fast to be achieved in the development
plan to make sure that the employees and all other staff within the organization are motivated.
To address the needs of the organization, different pieces of training would be offered in
the organization to make sure that its needs are achieved. The training that would be considered
for making sure that the needs of the organization are achieved includes quality training. This
will be the first training that would be considered as the major directive. This training directive
would involve provision and offering of the updated process of offering quality services within
the organization. For competence development, the new approach to provide services within the
organization would be training (Lansberg, 2013). Skills training will be another directive to be
offered in this process to make sure that the organization staffs and employees acquire new skills
needed for the provision of quality services. In the process of the skills training, it will involve
outsourcing the external experts that will offer the basic skills required to accomplish the needs

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of the organization. Moreover, team training would be a necessary thing done in this program to
make sure employees and all other staff in the organization cooperate and work together to
accomplish the common goals of the organization.
The directives taken would involve the accomplishment of the following training and
development objectives (TRAINING, 2019). The first objective will be an increase in
productivity, improvement of the quality of performance in the organization, reduction of the
labor turnover, keeping updates regarding the new technology, best management and time
management within the organization. To deal with the increased level of the ethical complexity
in decisions faced employees, there would be a need for provision of the directives on how
decisions should be made successfully despite the complex diversity. This would involve the
provision of both informal and formal development opportunities to all employees. This will be
the best guidance for the employees to make the decisions without the diversity complex barrier.
Some of the critical needs as per the executive interview and the assessment process
include the need for management of the employee competency as well as development. This will
be well done by matching the skills of the employees and make sure that similar specialized
employees work within the same department. This will help the employees help one another and
accomplish the critical needs of the organizations well. Another critical need is the improvement
of the quality within the organization (Cardon & Stevens, 2014). It will be emphasized through
the provision of the training development program. This will make sure that the employees are
experts in every department they operate and offer the best of the quality. The other critical need
as per the interview and assessment process is updates based on the new technology. This
program will offer the employees and staff of the organization well-updated regarding the new
changes in the technology and what needs to be done for the accomplishment of the important

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technology needs in the organization. This program accomplishes the goals and objectives of
addressing the above-discussed needs by making sure that availability and competency are taken
into consideration. This will be best done when allocating the employees' tasks and duties based
on their capacity and competencies.
The program will accomplish this by considering the availability of the employees before
allocating them tasks to perform (Gupta & Singhal, 2013). The evaluation of the program's
effectiveness would be determined by the outcomes of the employees' performance. This is
directly connected to the quality of performance within the organization. If the performance and
services provided after the program are of high quality and as per set standards of the
organization, then the program would be perfect and effective (Ramlall, 2014). Additionally, if
the diversity complexities in the organization are solved or minimized after the establishment of
the program, then it will be considered an effective program.

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References
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Gupta, A. K., & Singhal, A. (2013). Managing human resources for innovation and
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Lansberg, I. S. (2013). Managing human resources in family firms: The problem of institutional
overlap. Organizational dynamics, 12(1), 39-46.
Ramlall, S. (2014). A review of employee motivation theories and their implications for
employee retention within organizations. Journal of American academy of
business, 5(1/2), 52-63.
Sherman, B. Snell.(2016), Managing Human Resource. 17th Edition ISBN: 13: 978-1-285-
86639-0
TRAINING, T. (2019). IMPLEMENTATION OF INNOVATIONS IN. Curriculum
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