Training and development

Many organizations adopt employee training to develop employees’ skills, harness
essential talents, and improve productivity and output. Beefsteak would like to adopt a manager
training program to equip them with new skills to contribute better to its growth objectives. The
training design will be dynamic to incorporate different individual learning needs and ensure that
effective learning occurs. The training will be an essential part of strategic workforce planning
(Cascio & Aguinis, 2019). The training needs will be developed after organizational analysis,
demographic analysis, operational and individual analysis. As Beefsteak continues to develop,
the organizational analysis will tell whether there are aspects in manager behavior that the
training should focus on. The operational analysis will tell whether employees have the required
skills to perform tasks. The individual analysis will guide the organization on the managers’
development goals that the training can help achieve. The training aims to train managers to
provide global standard leadership, strategic thinking, ethics, and integrity.
Considering individual training needs and to enhance retention and learning, the training
design will incorporate both Group building and technology-based training. Group-based
training has been considered due to its efficiency in training leaders. Group-based training also
incorporates the working of teams. (Cascio & Aguinis, 2019) find that team training is essential
in improving knowledge, attitudes, behaviors, communication skills, coordination, adaptation,
and completing complex tasks. The qualities mentioned above will provide essential
improvement to Beefsteak’s strategic workforce planning. Group building methods also support
organizational development (Cascio & Aguinis, 2019). Organizational development allows the
trainees to give and receive feedback for each manager’s workgroup. Technology-based training
will be essential to reinforce the learning of concepts. Technology allows trainers to use audio-

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visual cues to provide deep learning. The organization will arrange for webinars, blended
learning, and adaptive training to ensure employees grasp the content and have a unique training
experience. Technology-based training will also ensure that trainees have access to the learning
material beforehand. The information structure will be designed to meet the industry and
organization requirements.
(Cascio & Aguinis, 2019) hold that training techniques are adequate if they provide minimal
conditions for effective learning. Beefsteak’s leadership believes that Group building and
technology-based methods will allow the trainees to participate actively in their training, practice
the learnt concepts, give and receive feedback, and transfer the learned concepts into other
situations (Velada et al., 2007).
Instructional design to support learning participation
Trainee participation is essential in achieving the training goals. Beefsteak trainees will
participate better if they are aware of the training objectives. The objectives let the trainees know
what is expected of them and therefore they can make a more meaningful contribution to the
training sessions (Cascio & Aguinis 2019). Training content such as the exercises and
assignments must be prepared well in advance. The instructional design needs to incorporate
giving and receiving feedback. This way, trainees can identify areas they are lacking, identify
learning challenges and take corrective measures. The training needs to be properly planned and
coordinated. The physical aspects matter, such as the comfort of the training rooms, availability
of adequate training material, breaks between physical training sessions, and blending of
activities to avoid boredom. Individuals learn at different levels, and active participation of the
employees is one of enhancing learning.

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Measuring Training and Development Outcomes
Measuring training outcomes is the only way to determine whether or not the training has
met its goals. Training is considered an investment that organizations use to achieve specific
outcomes besides strategic workforce planning. Beefsteak is in the catering industry, and the
owners may want to carve a particular niche in the industry. For example, ThinkFoodGroup CEO
is an innovative culinary chef, and he may want the training to impart creativity skills among
other staff members. There are several measures of determining training outcomes, either
qualitative or quantitative. Beyond this, there are statistically significant outcomes and
practically efficient measures.
Organizations measure outcomes for several reasons. (Cascio & Aguinis 2019) note that
organizations use training outcome results to make decisions about future training programs,
compare training costs and benefits, and better understand the training process. Several methods
provide meaningful feedback about training outcomes when adequately utilized. The criteria for
measuring training outcomes are classified based on time, type and level. Training outcomes
may be measured based on time immediately after the training has been completed. For
Beefsteak’s training, the management will collect data from the first month to the twelfth month.
The data will be quantitative and will consider employee turnover, absenteeism, and sales
volume. Beefsteak will also collect more data from peers, supervisors, and policymakers (Cascio
& Aguinis, 2019). The data collected will form the basis of critical decisions for future decision-
making. Beefsteak expects that successful training will affect employees’ behavior and cognitive
abilities (Diamantidis & Chatzoglou, 2014). The benefits of the training will resonate in the
managers’ performance to be evaluated quarterly by subordinates and corporate leadership. As
the trainees, the managers will also get the opportunity to self-evaluate through written tests and

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interviews. Beefsteak also expects to measure employee performance through financial impact
through return on investment (Devarakonda 2019). The training program is expected to increase
other metrics such as market share.
Practically efficient vs. statistically significant measures of training outcomes
Beefsteak would like to adopt a training method that delivers practically efficient results.
The organization would like the training to achieve practical business sense results, such as
reducing employee turnover, increasing technical skills, increasing revenues from sales, reducing
employee complaints, and increased satisfaction and increased loyalty (Rahman & Nas, 2013).
Statistically significant measures provide good results that may please the corporate results but
offer very little. (Cascio & Aguinis, 2019) find that practical training should enable trainees to
transfer learned concepts into their work life. Results measured over time and different measures
should provide the same results in a practical sense.
Conclusion

Beefsteak can meet its vital human resources and strategic workforce planning through
training. By applying the different training methods and unique instructional design to support
individual learning, Beefsteak staff can become better equipped to handle the organization’s
growth. The training needs to incorporate both qualitative and quantitative measures of training
outcome to analyze the efficacy of the training regimen.

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References

Cascio, W. F., & Aguinis, H. (2018). Applied Psychology in Talent Management (8th ed.).
SAGE Publications, Inc.
Devarakonda, S. (2019). Calculating the Economic Viability of Corporate Trainings (Traditional
& eLearning) using Benefit-Cost Ratio (BCR) and Return On Investment (ROI).
International Journal of Advanced Corporate Learning (iJAC), 12(1), 41.
https://doi.org/10.3991/ijac.v12i1.9735
Diamantidis, A. D., & Chatzoglou, P. D. (2014). Employee post-training behaviour and
performance: evaluating the results of the training process. International Journal of
Training and Development, 18(3), 149–170. https://doi.org/10.1111/ijtd.12034
Rahman, W., & Nas, Z. (2013). Employee development and turnover intention: theory
validation. European Journal of Training and Development, 37(6), 564–579.
https://doi.org/10.1108/ejtd-may-2012-0015
Velada, R., Caetano, A., Michel, J. W., Lyons, B. D., & Kavanagh, M. J. (2007). The effects of
training design, individual characteristics and work environment on transfer of training.
International Journal of Training and Development, 11(4), 282–294.
https://doi.org/10.1111/j.1468-2419.2007.00286.x