Background
Acme HR Organization is a Fortune 500 corporation that has hired 200 HR Professionals to provide DEI training to every department in the United States. It has Acme branch offices in 40 states and numerous divisions. Acme researchers discovered a poor attitude toward total DEI training through employee input. As stated by Chytiri (2019), the function of human resources in the process entails altering structural, cultural, and personnel practices. This paper will analyze the program that has been designed for the benefit of the employees. According to Macke and Genari (2019), the employees will also use the program to give their views in response to the training program developed for their benefit.
Sections
The section questions that can be the guidelines in this section include the type of gender of the employee, their job titles, and the departments in which they are situated. Additionally, the question of their years of experience at the company or any other becomes critical regarding the highest level of education attained. According to Stahl et al. (2020), Some of the sidelined questions include whether they have ever received training from other companies and, if so, whether it happened to be mandatory or voluntary. Stone et al. (2020) also state that the employees can also be asked about the overall quality of the training and if they would be interested in another exercise. Finally, there should also be a safe space for general contributions and suggestions on improving the process.
Literature Review
As stated by Zhang & McGuire (2021), the training considers the increasing workforce diversity caused by globalization processes posing a new dynamic to human resource management. It requires a consistent awareness of individuals’ multiple identities and experiences to understand the need for strategic training. Sparkman et al. (2019) also state that researchers at Acme have found via employee feedback there was a negative outlook on the overall DEI training. Under such assumptions, establishing a culture, structure, and techniques for DEI is given grounds as an integral part of the HR sector.
Off-Job Training
Gassam and Salter (2020) perform a deep dive into the application of off-job training and its effect on employee engagement. They state that off-job training positively affects employee engagement by keeping employees from isolation from their work environment. Off-job training reduces work alienation for many individuals and contributes to positive employer relationships. Moreover, Gassam and Salter (2020) posit that off-job training is utilized as an outcome in other areas, such as management development events or incentive programs.
Step-by-Step Training Model
In a study by Lackovic et al., they identified various factors that can affect training effectiveness. These include inadequate time and access to information, unsatisfactory feedback, and vague expectations. The assessment should help identify the risks that prevent employees from experiencing the desired results. The training model will help HR identify the factors that can affect the program’s effectiveness. In addition, conducting a comprehensive assessment will help identify the areas where the program can improve. Also, successful training can additionally help improve the program’s relevance by duplicating the efficiency of existing programs.