Human Resource Management: SME Role and Training Access

This report delves into the crucial role of Subject Matter Experts (SMEs) in the implementation of training programs within Human Resource Management (HRM). It outlines the responsibilities of an SME, including simplifying training modules, providing follow-up support, and conducting learning tests to ensure effective knowledge transfer. The report also identifies factors that can impact the SME's effectiveness, such as time constraints and communication challenges. Furthermore, it provides recommendations for organizations to ensure equitable access to training opportunities for all employees. These recommendations include mandatory training sessions, performance-based rating methods, maintaining attendance records, establishing zero-tolerance discrimination policies, and sending training reminders. The report concludes by emphasizing the importance of these measures in fostering a fair and productive work environment.

Human Resource Management

Contents
Topic 1: Subject Matter Expert (SME)............................................................................................1
Role of SME in Training Implementation...................................................................................1
Factors Impacting the Role..........................................................................................................1
Topic 2: Equitable access to Training Opportunities......................................................................1
REFERENCES................................................................................................................................3

Topic 1: Subject Matter Expert (SME)
Role of SME in Training Implementation
Following are the role SME plays in the implementation of training:
Simplified Training Module: SME is required to ensure that a simple training pattern is
developed so that new candidates can get successful learning from it. Also, SME is responsible
to aware trainees about the scope of training and its applicability in their career. Through this, a
trainee can be able to apply the learning in real practice.
Follow-up: Further, SME is required to follow-up with trainees’ in-between and after the
training so that any specific issue and doubts can be resolved. This can act as a platform whereby
two-way communication can be done (Arthur et al. 2011).
Learning Test: Besides this, SME must test the trainees on different parameters to ensure that
training imparted successfully. This helps in determining points that can be considered to impact
effective training sessions in future.
Factors Impacting the Role
SMEs usually have tight schedule and so, are not able to attend every training session for
new members. Due to this, they cannot do close monitoring of each training sessions. Further,
SME possesses in-depth knowledge of the particular subject and therefore, they tend to
communicate with the technical term with people who are not expert. This certainly leads to
communication gap and so, they are required to be very precise while making interaction with a
new candidate (Hopkins & Unger, 2017). Moreover, due to the tight schedule, SMEs are not able
to address the queries and issues of trainees and new person and thus, it acts as a barrier to
accomplish the role.
Topic 2: Equitable access to Training Opportunities
Following are some recommendations, a company must consider as part of ensuring
equitable access to training opportunities:
Mandatory Training Session: Few of the basic and essential training must be kept mandatory
for all employee. Through this, they can be able to gain relevant information and pattern for
accomplishing their job roles.
Rating Method: Company can implement rating method across every department for measuring
the performance of each employee. Through this, below and average performer can be identified

and relevant training can be arranged for them (Riley, Metcalf & Forth, 2013). This could help in
boosting their performance level and assist the company in enhancing the productivity.
Attendance: The attendance is required to be maintained for every training so that employees
who have not received the training yet, can be offered with the same. This will help in ensuring
that each employee has received equal access to training sessions.
Policymaking: It is also evident that equal training opportunities cannot be ensured due to
difference in the background and ethnicity of employees. To tackle the same, the policy of zero-
tolerance to discrimination can be maintained that supports equal training opportunities for each
employee. For this policy, posters can be stick on the wall and full space must be offered to
employees to report any training related discrimination (Douglas, 2013).
Training Reminders: Also, the company can send training reminders to each employee through
email so that they can be available at the time of training. Through this, equal opportunity can be
given to each employee for training.

REFERENCES
Arthur Jr, W., Kyte, T. B., Villado, A. J., Morgan, C. A., & Roop, S. S. (2011). Introducing a
subject matter expert–based utility analysis approach to assessing the utility of
organizational interventions such as crew resource management training. The
International Journal of Aviation Psychology, 21(2), 191-215.
Douglas, R. (2013). Tri-service equal opportunities initiatives. In Human Resource Management
in the British Armed Forces (pp. 116-122). Routledge.
Hopkins, P., & Unger, M. (2017). What is a 'subject-matter expert'?. Journal of Pipeline
Engineering, 16(4).
Riley, R., Metcalf, H., & Forth, J. (2013). The business case for equal opportunities. Industrial
Relations Journal, 44(3), 216-239.