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Jose Ruiz posted Apr 28, 2020 4:18 PMProfessor and Classmates,As HR professionals, we facilitate and manage a process that involves recruiting quality talent, training that talent, continuously develops that talent’s skillset, and retaining that talent through succession. As this course progresses, I have noticed that the topics intertwine, which is fitting, as my experiences intertwine as well. In Module 1, I mentioned how on-the-job training has been invaluable throughout my entire life; akin to infancy and developing a child through learned behaviors. On-the-job training mimics that same behavior while intertwining with cooperative training. Whether behind a podium delivering a lesson plan or PowerPoint presentation, to that employee or supervisor guiding talent through various skills; this serves as a cooperative medium in which training is conducted, the same.Cooperative training has been hit or miss as far as success in my experience. I am currently at a job where cooperation is the supervisor providing a story on past practice, who to contact, and often leads to unrelated topics of the task or skills. I have experienced coworkers that inquired about tasks I had to complete, they promptly assisted me in accomplishing the tasks and trained me on the skill. One method an HR professional can utilize to objectively assess cooperative training’s value is focused on the organizational climate.When I experienced effective cooperative training, it was provided by coworkers that we’re satisfied with the organization; cohesive teams and departments; or individuals with unwavering moral and ethical standards. A problem HR should consider is a poor organizational climate. Dissatisfied employees may sow dissent amongst the workforce, a poor performing employee may train improperly, teams without cohesion may leave new talent to their own devices, and employees concerned about job security may be unwilling to assist effectively train. I recommend a program like The Army Sponsorship Program (TARP), “sponsors, ideally, Soldiers and Army Civilians with significant time on station, provide incoming personnel with information and referral services about the installation and community” (“Total Army Sponsorship Program”, 2019). More importantly, the sponsors are selected by leadership; individuals who represent the best of the organization, paired by gender, marital status, and rank of the newly arriving member. Under the same premise, highly motivated employees with stellar evaluations and possibly on succession plan lists. Trusted individuals that demonstrate and display “organizational mission, vision, rules and regulations, and the working conditions” (“Training of Employees”, n.d).References:Total Army Sponsorship Program. (2019). Today’s Focus.Stand To. Retrieved from of Employees – Need and Importance of Training. (n.d). Library/ Management Functions/ Staffing Function. MSG Management Study Guide. Retrieved from