Competent work on human resource development (HRD) and talent management is the key to success for any organization since an effectively established algorithm of the leader-subordinate interaction contributes to implementing the tasks set productively. However, in some cases, problems arise in this area when employees demonstrate low production results and do not have enough motivation.
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In order to give an example of the plan that demonstrates a staff training system, the case of A.P. The Møller-Maersk Group presented by Groysberg and Abbott (2013) will be considered. Applying the ADDIE model phases based on the development of a five-stage intervention plan (assessment, design, development, implementation, and evaluation) may help solve the current HRD issues and provide a background for productive activities, taking into account the updated operating mode.
It is essential to determine what nuances of the work of the Møller-Maersk Group’s employees deserve attention and addressing within the field of HRD. The assessment will be based on the performance indicators of subordinates, and conversations in the form of interviews and anonymous surveys will be utilized to determine the degree of staff motivation and their willingness to implement the tasks as efficiently as possible. This technique borrowed from social disciplines is a successful practice because, as Packard (2017) argues, it allows developing intervention theories based on the collected data among stakeholders in the same setting.
The HRD needs that are anticipated should include those aspects of activities that affect productivity and reflect the operating results of the staff. Among the problems that Groysberg and Abbott (2013) mention in the Møller-Maersk Group, one can single out high employee turnover, ineffective training and development programs, the need for external hires, and rehiring, as well challenges with an inclusive culture. Employees themselves note too a low level of corporate culture and leaders’ indifference to subordinates’ success. Therefore, addressing these issues is a priority as part of improving HRD strategies.
By analyzing HRD-related issues in the Møller-Maersk Group, one can note the difficulties in its corporate culture that entail the attendant challenges – high turnover, external hiring, and other issues. Accordingly, a strategy to increase the level of corporate culture in the organization in question can be a valuable practice contributing to not only increasing the motivation of subordinates but also to the development of their talents and capabilities to an appropriate degree. As training objectives, several techniques may be proposed to enhance production outcomes. Interpersonal competence is the key object of addressing, and in order to promote it in the organization under consideration, certain tools will be needed.
Werner (2017) notes that increasing employee motivation is one of the main drivers that stimulate the development of personnel management practices and the retention of talented employees. As training materials, the experience of large corporations will be offered for study, and the management of the Møller-Maersk Group will offer subordinates a new working model based on tangible and intangible incentives. Infographic slides and business presentations will be used as media resources, and the staff training will be held jointly in one room.
In order to develop a training program for the employees of the Møller-Maersk Group, special resources are to be prepared, and the responsibilities should be distributed. The heads of departments can prepare the necessary media materials and compile an educational course based on increasing subordinates’ motivation. According to Hughes (2018), enhancing the corporate culture of an organization is key to sustainable human resource management and high productivity.
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Consequently, group training aimed at sharing the experience of the employees of other organizations may contribute to increasing subordinates’ knowledge regarding the principles of dedication and the manifestation of an appropriate production initiative. Individual work, in this case, is not provided since the company in question is large, and personally oriented activities are permissible only at the assessment stage.
Employees should obtain a clear idea of the missions and visions of the company, its goals, and outcomes, as well as understand the personal significance in the context of the Møller-Maersk Group’s activities. The promotion of corporate culture will be based on examples from other organizations, and subordinates will have an opportunity to evaluate how leadership initiatives to develop individual initiatives may be manifested.
The planned strategy to increase the motivation of the Møller-Maersk Group’s employees and strengthen the corporate culture by studying the experience of other organizations can take place in the framework of both virtual and real experience exchange. It is crucial for the management representatives to attend seminars. As Alagaraja, Cumberland, and Choi (2015) state, if leaders are involved in implementing human resource management practices and strive to increase the satisfaction of subordinates, this has a positive effect on operating performance. Therefore, during educational sessions, department heads should discuss with subordinates the ways of enhancing labor productivity through a reward system.
As a pilot project, a one-month operating regime under new conditions may be proposed. According to the outcomes of the test period, those employees who demonstrate the highest results and valuable initiatives receive financial bonuses and a real career opportunity. The emphasis is on unique abilities that require talent and high professional skills. As a constraint, in addition to enhancing corporate culture and inclusiveness, no other aspects will be affected so that the staff could focus on the set tasks as efficiently as possible.
To evaluate the success of the proposed training strategy, a special methodology should be utilized. For this purpose, the Kirkpatrick model of four levels may be applied, which, as Paull, Whitsed, and Girardi (2016) note, consists of such phases as a reaction, learning, behavior, and results. In relation to the Møller-Maersk Group, some steps can be reformulated, for instance, learning will turn into retention, and behavior will be a transfer. To begin with, at the first stage, it is necessary to find out how positively the employees accept the proposed changes, and an anonymous survey may help.
To evaluate the learning, or retention, parameter, it is essential to determine what knowledge and experience the company’s subordinates have acquired during the training process. The level of behavior, or transfer, makes it possible to evaluate exactly how employees change their working regime after the appropriate intervention. Finally, the results make it possible to know whether the desired goals have been achieved or not, and what outcomes prove the effectiveness of the program. This methodology is valuable in the context of evaluating work to enhance corporate culture and inclusiveness in the Møller-Maersk Group.
To solve the current HRD problems in the Møller-Maersk Group, using the ADDIE model may be a relevant technique. The components of this system make it possible to develop and implement the necessary changes in the operating mode and carry out all the activities comprehensively, including both the preparatory stage and the final evaluation. Enhancing corporate culture and inclusiveness among the company’s employees are those crucial aspects that need to be improved to achieve higher operating results.
Alagaraja, M., Cumberland, D. M., & Choi, N. (2015). The mediating role of leadership and people management practices on HRD and organizational performance. Human Resource Development International, 18(3), 220-234. Web.
Groysberg, B., & Abbott, S. (2013). A.P. Møller-Maersk Group: Evaluating strategic talent management initiatives. Harvard Business School. Web.
Hughes, C. (2018). The role of HRD in using diversity intelligence to enhance leadership skill development and talent management strategy. Advances in Developing Human Resources, 20(3), 259-262. Web.
Packard, C. B. (2017). Next steps: Valuing, supporting, and promoting the intersection of HRD theory and practice. Advances in Developing Human Resources, 19(3), 262-278. Web.
Paull, M., Whitsed, C., & Girardi, A. (2016). Applying the Kirkpatrick model: Evaluating an Interaction for Learning Framework curriculum intervention. Issues in Educational Research, 26(3), 490-507.
Werner, J. M. (2017). Human resource development, talent management (7th ed.). Mason, OH: Cengage Learning.