You are the training manager for a mid-sized retail sales organization. Currently, there are headquarters offices downtown, three retail stores in large malls in the suburbs, and one central distribution warehouse in the industrial district near the rail yard. Your organization does not currently have a standardized new employee orientation program. New hires for the organization spend their first day in HR in the headquarters building filling out required paper work and then are given directions to find their own way to the office of the manager of the section where they have been assigned. What happens in each section depends on each manager. The CEO has talked to you and your boss about how he remembers going through a great orientation at his first job many years ago. They want you to create a new employee orientation program (NEOP) for the organization. As training manager you know this is a little vague and that good procedure calls for you to start the process of creating a training program with a training needs analysis (TNA). You recognize that your boss and the CEO are not well versed in T&D procedures or practices. You decide to prepare a solid justification to explain to them (1) why a TNA is necessary; (2) how the TNA is part of the process of creating the new employee orientation program; (3) what the steps and time line look like which you will follow to implement the TNA; and (4) what resources will be required for the TNA.
Prepare a short research paper to convince management of the need for a TNA. The paper will be the basis for a discussion and vote by top management at the next meeting.
Clearly and fully address the following topics:
(1) Explain why a TNA is necessary;
(2) Explain how the TNA is part of the process of creating the new employee orientation program;
(3) Explain the steps and time line which you will follow to implement the TNA; and
(4) Explain what resources will be required for the TNA.
(5) Ask for management approval to go ahead with the TNA.
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