TRAINING AND DEVELOPMENT

Training and Development

Course # HRM 420

Cynthia Lewis

Devry University

Table of Contents

Introduction3

Week 2: Training Needs Assessment4

Analysis7

Organization Analysis7

Task Analysis8

Person Analysis9

Desired Training Outcomes9

Week 3: Lesson Plan and Transfer of Training10

Objectives of the Training and Mentoring Program10

The New Training and Mentoring Needs11

Objectives of the Training and Mentoring Program11

Delivery Methods12

Content for Training and Mentoring12

Evaluation Methods12

Week 4: Training Evaluation14

Evaluation Statement14

Levels of Evaluation14

1. Reaction15

2. Learning16

3. Job Behavior18

4. Results19

Week 5: Training Methods21

Technology Assisted Instruction22

The Pro's and Con's Of this Method22

Other-Directed Instruction23

The Pro's and Con's Of this Method23

On the Job training23

The Pro's and Con's Of this Method24

Conclusion25

References26

Training & Development: Mobilization Issues at US ARMEDCOM

Introduction

Human resource deployment in highly specialized jobs and to highly sensitive areas is achieved by ARMEDCOM, which is the premier medical command support unit of the Army Reserves. ARMEDCOM provides medical support for all Army operation at one level or another, and is an essential part of the national army reserves. This paper presents an analysis of approach that will be adopted for determining the training needs assessment and people who will be involved in the training activities.

Week 2: Training Needs Assessment

1) Name of company

US ARMEDCOM

2)Background information

ARMEDCOM's mission is to provide trained, equipped, ready, skill-rich citizen soldiers to meet medical requirements across the full spectrum of military operations. Human resource deployment in highly specialized jobs and to highly sensitive areas is achieved by ARMEDCOM, which is the premier medical command support unit of the Army Reserves(ARMEDCOM, 2012). In addition, ARMEDCOM provides Command & Control for Table of Distribution & Allowance (TDA) Reserve medical units within the contiguous US, providing medical support at home as well as abroad (ARMEDCOM, 2012). In this way, ARMEDCOM provides medical support for all Army operation at one level or another, and is an essential part of the national army reserves.

3) Department selected for training

As a part of the Army Reserves, ARMEDCOM is not divided into typical business department but rather is separated into more typical military units. Brigades, Battalions, and Companies are the basic constituent “departments” that can be identified in the company, and these all essentially“downtrace” (ARMEDCOM, 2012). That is, they exist in a hierarchy wherein each incorporates multiple of the next. Each of these specific types of units within ARMEDCOM have been identified by the Department of the Army as capable of mobilization, meaning that these are the functioning or action-capable units of ARMEDCOM and thus the units to which training would be applicable (ARMEDCOM, 2012). At this point in the research a specific unit to receive initial training has not been selected, however the training program could potentially be carried out in any or all units, most often on a unit-wide basis to allow for cohesion (though full units would not typically receive instruction collectively or simultaneously, but in groups over a specific time period). Any department could serve as the initial training ground.

4) Employees to attend

The number of attendees at each individual training session will vary from one to six-hundred soldiers at one time, based on the specific needs of the Army given a particular ...