Description of the Organization
Zerksis is a small medium sized entity that bottles and distributes to a large geographical location. It generates its revenue from selling three types of bottled water. These include prepared water, water sourced from natural springs, and natural mineral water. It is headquartered in Roseville, CA and has witnessed demand rise exponentially over the past decade. It employs 126 employees including its leadership, administrative personnel, operations staff, as well as supply and logistics teams. Its stakeholders comprise of the local and state governments within California, customers, its creditors or bondholders, as well as its employees. The different stakeholder groups work together to enhance the firm’s overall value. This is especially the case given that Zerksis has recently concluded a merger with another small and medium sized company, Bubbling Over, which has achieved unprecedented success with its range of soft drinks as well as energy drinks. The merger has resulted in the two companies operate under a new parent name, BOZ California. However, all products are being sold under their original brand names. The size of employees has increased to 376 employees while the stakeholders have also become larger its geographical reach continues to expand.
There is the need for an extensive training program targeting the 376 members of staff at BOZ California. It is imperative that the educational program which aims at sensitizing ethical principles of accountability and responsibility also rope in the new firm’s creditors and distributors (Kopp, 2018). The underlying objective is to align the creditors and staff members with the new entity’s new goals which are to ensure that it beats its competition with regard to maintaining the highest quality of service in the industry. The stakeholders in the planned education/training programs include the human resource department, an external staff training consultancy, advertizing agencies, the firm’s leadership and administrative teams, creditors, and the entire staff at BOZ California (Kopp, 2018).
Goals of the Training Program
The structured training program’s primary purpose is to ensure year’s end, each employee as well as stakeholder will have a positive outlook to their reason for remaining committed to the new company’s vision, mission, and objectives (Kopp, 2018). The initial training program will target the firm’s personnel towards introducing them to a radically new organizational culture, one that demands the highest stands of ethical responsibility and accountability. This intensive program will begin from the leadership with deals with personals and different government agencies and trickle down to the operations department which directly interacts with the suppliers, creditors, as well as consumers. The second training program’s goals will involve the suppliers and creditors as they are exposed to the new working environment, what to expect for BOZ staffs, and what is expected from them. As postulated by Kopp (2018), it will also involve a lot of input from the HR department in collaboration with the consultancy’s company’s expert training team. This is especially the case for the firm’s new supply chain management’s ERP system. The third training program will involve creating awareness in the public domain about the merger in a subtle yet effective manner.
Mapping Training Goals to the Organizational Goals
After the expiration of the training program, it is imperative that the human resource department ascertains whether or not the previously identified training goals were met (Wang, 2018). This can be done by measuring the extent to which participants report improved skills and knowledge, behavior change amongst participants after the training exercise and their reaction to training (Wang, 2018). Finally, evaluation can also be done by identifying those benefits accruing to BOZ California as a result of the training exercise. For instance, the successfulness of advertising campaigns as part of the training program can be evaluated using the Survey Monkey website. For the employees, supervisors can be used to gauge change in behavior among employees. For instance, if an employee was taught on how to use the COTS facilities yet asks for clarification afterwards, then this means that training was not effective.
Kopp, D. M. (2018). What Is Training?. In Famous and (Infamous) Workplace and Community Training (pp. 15-38). Palgrave Macmillan, New York.
Wang, M. (2018). Learning Goals and Performance Measurement in the Workplace. In E-Learning in the Workplace (pp. 85-92). Springer, Cham.