In the identification of training needs, the professional HR in Daikin Australia manufactures and distributors applied different methods. Still, the latter had both strengths facilitating the process and weaknesses hindering its effectiveness (Morrell, 2011). Some of the key strengths of the process included its ability to provide comprehensive training requirement, detailed assessment techniques, which were able to generate relevant data about the working condition, as well as minimizing work interruptions. Another strength was that the techniques were inexpensive and could be used easily in data collection from a large number of candidates. These techniques had extensions for question modifications, as well as aiding in the exploring of unanticipated issues.
Apart from that, the assessment model adopted by Daikin Australia Company for training needs identification had several flaws. The assessment models, for instance, observation required skilled workforce and consumed a lot of time during their organization processes (Morrell, 2011). The training needs techniques for assessment were also difficult to analyze and schedule; they threatened the employees, and the information obtained, for instance, in online technology was used in punishing the employees rather than training them. The recommendation for professional HR in Daikin Australia manufactures and distributors is that the HR should try to apply multiple methodologies that correspond to the needs analysis assessment by comparing their advantages and disadvantages. This combinational method is a hypothetically important procedure that may as well result in a synergistic effect.
Training and development processes for employees are very vital to the Health LEADS organizational strategic objectives success. A primary reason for training and development of employees in this organization is being future-oriented, which may relate not only to the current job position held by the employee, but to the future jobs as well (Abicht, Freikamp, & Schumann, 2006). These training and development methods are highly tailored to the company’s strategies, as they improve not only the quality of service that is skilled labor offered, but also the final product of the enterprise. Training and development also help Health LEADS as found in the case study in retaining its key employees, as well as managing their talents (Morrell, 2011).
In meeting the Health LEADS strategies, the training and development process will help in attaining the global completion challenge as well as the social change by integrating advances in technology and work design changes. By doing so, the production level of Health LEADS will be boosted by the laid strategies. Employees' morale towards achieving the company’s goals is to be improved as a positive working environment created during the training and development processes. As the result of training and development, the turnover rates will be reduced, and this will help in minimization of the cost of hiring new employees by the organization (Abicht, Freikamp, & Schumann, 2006). The recommendation for Health LEADS is that they should incorporate ongoing support, learner control, as well as individualization for practical advancement strategies. Indeed, employees’ weaknesses should be directed by the development efforts of individualization.
The two training and development methods used at Health LEADS are on-the-job training and audio-visual methods. The audiovisual methods used include power points, overheads, other slide presentations such as YouTube, DVDs, and CD-ROM. The most common audio-visual technique used for communication purposes is videos (Baker, 2007). The advantage of audio visual is that it is flexible, that is the trainers were able to review, speed up or slow down their lessons (Piskurich, 2009). The disadvantage of audio-visual methods is that it had the wrong exchange of ideas between actors, and it contained too much information for the trainees to absorb.
On-the-job training technique allowed inexperienced or new employees at Health LEADS to learn while in their work setting through the emulation of works done by their managers as well as peers. Additionally, the job training technique had several advantages over other training methods; for instance, at an individual's pace, employees were able to learn while fewer trainers were needed to facilitate the training (Baker, 2007). On-the-job training technique also had the advantage of suitable multiple sites and employees shifts. A significant disadvantage of on-the-job training is that it required more costs and time for development, and the trainer showed elevated levels of moral behavior (Piskurich, 2009). From the two methods used, it was seen that the development training methods worked well as required by the organization. Through evaluation and record keeping in three years' time, the HR manager at Health LEADS will be able to know whether the training methods worked or not.
Career development at Health LEADS has numerous advantages as well as disadvantages. A significant benefit of career development is that employees who participated in the training and development programs at Health LEADS outpaced their fellow peers in learning abilities needed for progression (Morrell, 2011). This skill will enable employees to be eligible for promotion. Another advantage of career development as seen is that talented employees are much attracted to this company, whereby the company will benefit in the long run as it uplifts overall level of competence and knowledge within the organization (Morrell, 2011). Higher achievement is another advantage of career development, as employees are protected from developing a stable work condition in the company by being contented in their current working positions. Rather, goal setting is used to spear heard the employees on focusing on filling the gaps in between their current careers capability and the next level.
The disadvantage of career development is that it has quite many uncertainties as one is not confident of a positive outcome. In addition, the career development plan failed to give employees at Health LEADS favorable learning activities (Morrell, 2011). The career development techniques lack flexibility, as the company programs require a rotation of positions and assignments that the trainees go through.