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Imminent Training and Development

Plan 1: Transformational Leadership
Transformational leadership is a type of leadership style that can inspire positive changes in
those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate.
Not only are these leaders concerned and involved in the process; they are also focused on
helping every member of the group succeed as well.

Power distance in organizations is relatively high and is reinforced by rigid hierarchical

structures. For these reasons, many leaders tend to impose a high power-distance on their
followers and to be directive. In general, this organizational environment makes it difficult to
create transformational leadership. Famous leaders from different organizations, such as
Matsushita, Honda, or Sony, have certainly exhibited strong leadership and been able to
influence entire organizations. Unfortunately, these individuals can be seen as more directional
than transformational leaders.

The positive Pygmalion effect (holding high expectations of followers) can take on a negative
meaning in a many organization. High expectations often lead to excessive responsibility,
causing stress and pressure that can be unbearable. Death from overwork, is an accepted legal
cause of death in Japan. Lifestyle diseases, suicide, and violence are other miserable
consequences that are spreading, even among children.

Moreover, power distance in organization is relatively high and a rigid hierarchical structure is
followed. This means many leaders are directional who tend to use their higher authority over
their followers. Therefore, we have created a T&D Plan to make the Global Ones leaders more
transformational than directional. When a business struggles for a period of time, it may bring in
a transformational leader to boost morale. Transformational leadership is the use of high energy,
enthusiasm and passion to inspire and motivate employees.
Some of the well-known transformational leaders are Mahatma Gandhi, Mother Teresa, and
Nelson Mandela who have worked to bring positive change in the nation.

Pros of Transformational Leadership Training

Less Employee Turnover

One advantage of the transformational leadership style is the manager's ability to retain
employees. The idea of transformational leadership is to reach out to each employee and bring
out the best in them. An inspirational manager spends time with each employee discussing ways
to make the employee's job easier, and helping to create plans for developing the employee's
career. This individual attention that is offered by transformational leaders helps to create a
strong bond between the manager and his employees that will reduce employee turnover.


A transformational leader uses her belief in the vision of the company to inspire the staff to be
more productive and work towards company goals. The drive behind a transformational leader is
to find ways in which she can get the entire staff on board with corporate strategy and planning.
When the entire company is on the same page with the corporate vision, it can make achieving
that vision easier.

Corporate Learning

Every business must train employees if it expects effective outcomes. Put transformational
leaders in charge of corporate learning, and they tend to improve the outcomes of existing
employees and equip new employees for productive work. A transformational leader brings
increased effectiveness to your staff when he engages in corporate learning - a definite advantage
for any business. According to the Transformational Leadership website, transformational leaders
are particularly good at culture building, providing intellectual stimulation and individual
support, modelling positive behaviors, vision-building and holding high performance
expectations for your employees.

Cons of Transformational Leadership Training

The results of transformational leadership take time. Transformational leaders
must invest time and energy building trust and convincing followers to believe
in a shared vision. Organizations hoping to achieve instant results by installing
a transformational leader are likely to be frustrated and disappointed.

Depends on the Individual

Much of the power of the transformational style rests with the values and personality
of the leader. Other theories, such as contingency or situational, explain that
leaders can align their style to the needs of the group to improve
effectiveness. Transformational leadership might be out of reach for those who
lack inspirational communication skills and charisma even if they possess
the skills and experience necessary to be in charge. Similarly, the
transformational leadership theory assumes one leader, which ignores the fact
that many organizations and campaigns

Assumes Follower Motivation

Transformational leadership does not incorporate situational dynamics and assumes that
followers want to work together toward a larger goal. Transformational approaches are not as
effective in situations where followers do not have the skills or experience
necessary to complete a task or are not motivated to perform without an
immediate and tangible reward. Thats why this training may not always be
appropriate or effective for the organization and as a result the cost will rise.

Plan 2: Performance Management

The performance management processes of planning, monitoring, developing, and rewarding
performance surface time and again as critical factors for success. For example, in the 1998-1999
Hay Employee Attitudes Study, "Competing for Talent: Creating a Work Climate to Attract,
Motivate and Retain High Performing Employees," the Hay Group compares two groups of
employees those committed to the organization and those planning to leave. Many of the
critical factors affecting employee retention relate to the quality of performance management.
These activities include:
Type of work (planning)
Coaching/feedback from boss
Opportunity to learn new skills
Training (developing)
Recognition for a job weldone

Therefore, we have created a Performance Management Training Plan which will focus on
creating high performance workforce.

Pros of Performance Management

Improvement in Communication

The employee and manager communicate more frequently and agree on changed objectives to
suit continuing changes in conditions and priorities. This is an inclusive and collaborative
process, which ensures that the employee has input and does not feel they have wasted the year.
The employee works towards specific objectives that are relevant. If the organization is using a
Performance Management product that has a performance diary, both the manager and employee
attend the review meeting with copies of their performance diary notes. This contains content
from the performance period to be reviewed. Given that both have content, they feel much better

prepared and stress is lower than if they were attending a meeting not
aware of the subject matter.

High Employee Retention

Before the problem was

employees were promoted based on the length he has
worked in the
organization not based on the current performance.
This has propelled
many top graduates to join foreign companies
because they want to be
recognized for their performance, not based on how
much time they have
spent in the organization. So, the performance
Management will plan,
monitor, develop and reward the performance of
employees. This will make the employees feel they are cared by the organization that their efforts
are being recognized. As a result, employee turnover will decrease.

Clear Roles, Expectations and Goals Form an Effective Team

When roles and responsibilities are clear, motivation is increased. If your team members know
what they are supposed to be doing, there is no loss of motion due to confusion or uncertainty.
Instead, a motivated individual will be in action, and a team full of motivated individuals will
feed off of each other and help keep that motivation going. When expectations are clear,
employees are more likely to take ownership of their work and to be committed to the expected
outcomes. They will be more likely to be willing to take risks, to put in extra effort, and to view
their own role as that of a partnership with you and with the rest of the team. When goals are
clear and being pursued, your team members each will be able to contribute to team

Cons of Performance Management

Risk of Internal Competition

Under this system, employees compete with each other for job status,
position and pay. This could amount to backstabbing, failure among team
members to communicate efficiently and strong employee rivalry. It could
lead to dysfunction of the department and/or team, resulting in failure to
achieve performance standards.


Managers and supervisors tend to trust and depend on one employee more than the others. This
employee could be the foreman or the team leader. This employee is entrusted with responsibility
of explaining new job roles and duties to other employees. It leads to dissension and distrust
among the group members. It causes team fraction and adversely effects employee morale and
satisfaction. The attitude is "Why should I even try when the boss will only trust Employee A?

Expensive and Time-Consuming

Performance management systems are costly, requiring a lot of administrative

work, patience and time. Usually, the areas impacted negatively include the
human resources department, finance and organizational development.
Performance management demands equipping employees with the
"right" skills and knowledge. This means conducting extensive
training, retraining and career development workshops for every
division and employee level. This turns out a costly process.
Further, projects are lost as employees are getting trained with new
improved skills. This means a negative organizational performance as
the time when employees could have been working was spent in a workshop. Manager is unable
to perform his tasks efficiently because he spends too much time supervising employees about
their job functions. He is faced with value-based appraisal systems. It becomes challenging and
tough to decide value and performance indicators for measurement. It is not possible to have
common indicators as each job has different job requirements.

Plan 3: Mentoring Training

Aging population has suitcase of skills, experience, knowledge,
qualifications and your innate gifts and talents. Therefore, these can
be utilized by the organizations to pass their knowledge and
experience to the less-experienced ones. Coaching and mentoring
are increasingly used mainly for professional development, to
indicate a positive change in individuals and to encourage the
transfer of knowledge from the coach / mentor to the individual.
Organizations and companies find coaching and mentoring highly
beneficial for the career growth of their employees so coaching and mentoring has been applied
by many entities in their organizational practices.

At the workplace, coaching and mentoring is used when the management finds that there are
working individuals who need to enhance their potentials to perform better in their jobs and to be
more productive. There may be skills that need to be strengthened, lapses in working behavior
and issues with performance output corrected at certain employees. Once this is assessed, these
employees will be recommended for coaching. The coaches are usually the supervisors and
managers. The company may even have a delegated coach for that particular department.

Therefore, we have creating a T&D plan of mentoring so that the aging population
in the organization who are towards their retirement phase can be re-hired
by the organization and use his skills and experience.

Pros of Mentoring Training


On an organizational level, coaching and mentoring can provide a host of

benefits. Mentoring and coaching can help encourage loyalty to the
company. When experienced professionals help mound the career of and
provide opportunities for mentees, these individuals may feel a greater
sense of connection and commitment to the business. Coaching helps an
employee feel comfortable with management and encourages open
communication, resulting in a positive work experience. This can allow the
company to save money that would have otherwise been spent on the
continual recruitment and training of replacement employees.

Personal Development

Taking advantage

of the expertise and knowledge of experienced employees and

professionals can help bring younger or less experienced employees
up to speed. This results in better efficiency across the organization
when bringing on new employees. In addition, coaching and
mentoring can help guide an employee along on her career path
resulting in an employee well versed on company expectations.
Coaching specifically allows individuals to resolve issues and
concerns within the boundaries of a trusted and confidential
relationship. This can help reduce frustrations on a personal level and improve the job
satisfaction of the individual, providing a benefit for the organization.

Team Efficiency
On top of developing employees, coaching and mentoring can improve
the function of the team, department and entire organization. Coaching
and mentoring allows managers to identify the weaknesses and strengths
of each employee. This allows the organization to capitalize on the
resources at hand to keep the whole team working smoothly when
employees request vacation or take a sick day. The mentors are always
there to guide the young, less-experienced employees on their career
path which acts as a big support for any employee. They will know what their objective is and
how to reach their objective with the confidence that they have someone to guide them to do
their work perfectly. Besides, the bond between the mentor and the follower will grow on the
base of trust and confidence.

Cons of Mentoring Training

Mismatched Pair

A possible disadvantage is that if the mentor-mentee relationship is forced, such as when a

supervisor assigns an experienced employee to tutor a new hire, it is possible that the two may
not hit it off, or that the mentor may feel he doesn't have the time to fulfil the role while still
carrying out his normal job duties. The strained relationship can be counterproductive and even
make the mentee feel he is not a welcome addition to the company. In some cases, the mentor
may feel that the mentee is not progressing quickly enough or doesn't seem able or willing to
follow her direction, leading to frustration. The mentee may also become frustrated if she feels
that she is not getting the guidance she needs. In either situation, it may be necessary for the
mentee to find a new mentor if practical before the situation erodes further.

Poor in Decision-Making
Mentoring has some limitations. It appears to be best for youth who are at risk, but it is not
adequate for those with significant problems. Connecting mentors to mentees who have similar
interests probably creates a more natural, stronger bond between
the two and benefits the mentees the most. Mentoring programs
that create a way for the mentor to provide guidance and to become
an advocate for the mentee are the best for youth. Mentors need to
strike a balance that keeps their mentees from viewing them as one
more adult telling them what to do while not crossing boundaries
and becoming over-involved in a youths life.

Over-Dependency on the Mentor

Employees may become over-dependent on mentors. As a result, they may fail to explore their
own potential or make decisions. This will hamper the productivity of the organization. Mentors
are like coach who will train you one every step after finding the strengths and weakness you
have. He will guide on employees career path like how using his strengths and overcoming his

weaknesses he can achieve his objectives or goals. As a result, he will lack the skill to make his
decisions which may harm his productivity and efficiency.

Plan 4: Ethics Training

Conformity is no excuse for ignoring ethics and not doing the right thing.
Workplace ethics training is highly recommended for fostering a trustworthy
working environment. Many employees have a general sense of right and
wrong, but may not understand the legal intricacies of their business
enough to identify and not engage in unethical activities. Additionally,
there is sometimes confusion about the often-subtle differences
illegal and unethical behavior. Proper training helps keep each
employee informed, while hopefully preventing errors in judgment that cast
negative light on the company. Therefore, we have created a T&D plan for
following ethics in the workplace so that the organization can acquire benefits in the short run as
well as in the long run.

Pros of Ethics Training

Empowering Employees
Each workplace should have an anonymous whistle-blower feature set in
place. This allows conscientious workers to report overt and suspected
unethical activity without repercussion. Training in this arena should
emphasize the importance of recognizing actual unethical or illegal acts,
preventing false reporting and placing honest employees under the

Gains from Ethical Behavior

The expense of comprehensive ethics training carries the potential to more than pay for itself
over the long term. Aside from potentially costly lawsuits, there are key
ways to leverage ethical behavior to improve a company's bottom line.
Proper ethics with consumers fosters positive word-of-mouth, improving
the chances of repeat business and new clients. Additionally, new
marketing dollars are not required to pull in these new clients. Negative
publicity in general is always bad for business, resulting in poor Better
Business Bureau scores and negative feedback on various Internet forums.
Employees that trust their employers and can work with a clear conscience
tend to be more productive, helping their career chances as well as
potentially improving the company's profitability.

Code of Conduct

Each employee in the workplace must have a tangible reference to

general ethical behavior such as a Code of Conduct. Respect for
coworkers and display of personal concern for client needs should be
prominent and high on the list. Honesty in the communications
process from and to management should be clearly documented,
showing employees that their voice is heard and the expression of
legitimate concerns will not be used against them. Once these basics
are understood and signed off on, each staff member holds
accountability for their actions. These may be included in new hire packets or introduced
individually, depending on the environment.

Cons of Ethics Training

Lack of Management Support
One of the disadvantages of an ethical compliance program is that it requires the
comprehensive support of management to be effective. If members of the
management team decide to apply their own version of corporate ethics to the
way they manage their departments, then this clash of principles can cause
confusion in the workplace. For example, a manager who tends to look the other
when his employees are committing sexual harassment sets a precedent that can
undermine the entire corporate culture.

start to

Developing, implementing and maintaining an ethics compliance
program within your organization can be expensive and timeconsuming. Ethics policies need to be continually updated to
reflect changes in workplace laws and changes in your company
culture as the organization grows. Proper administration of an
ethics program often requires the hiring of an ethics officer and
the commitment of company financial and personnel resources.

Becoming an Ethical Thinker

Hitler thought he was being ethical, but his actions defied ethics. Becoming an ethical thinker
takes practice. Human nature is primarily self-preserving, and although ethical reasoning does
not require a philanthropic sacrifice, it requires the elimination of egocentrism and selfrationalization for egocentric reasoning. Hitler believed that his actions were ethical and he
convinced a nation of people that members of the Jewish religion were inferior to the Aryan race.
True ethical reasoning, however, would not have resulted in the cruelty and suffering caused by
Hitler's egocentric reasoning. To be an ethical thinker, you must recognize that humans are, by
nature, susceptible to egotism and self-deception or rationalization for egotistical actions.

Plan: 5 Delegation Training

When the work of an office manager increases so much that he cannot
cope with it, he may divide the work among his subordinates. During,
the course of division he expects that each subordinate will do the job
as he himself would have done. This process of dividing the work
among the subordinates is called delegation. The process of division of
work whereby the subordinates are entrusted with a part of the work is
called delegation. Delegation is termed as the ability to get results
through others.

These points should be considered before deciding whether delegating is appropriate:

Time Do you have enough time to delegate? It takes money to make money, and it also takes
time to save time. You must be able to give sufficient instruction and support as necessary. And
you also need to give yourself enough time to make corrections if needed.

Availability Is someone available to do the task? You must have people with the necessary
skills and expertise to complete the job successfully. Often, the best tasks to delegate are those
for which your staff members have more expertise or information than you do. If they're closer to
certain day-to-day activities, they may well perform better and faster than you could
Criticality Is the work critical to the success of the project or the organization? High profile
tasks that have a low tolerance for mistakes are often better done yourself. For instance,
responsibilities that have to do with strategic initiatives, recruitment of new team members,
confidential information or sensitive customer relationships are not typically delegation material.
If needed, delegate even more of your lower level work to make sure you have time to do a
superb job of the vital work.

Pros of Delegation Training

Quicker and Better Decision Due to Specialization
Specialization is the means of success in a dynamic environment. The management delegates
authority as well as responsibility to subordinates on the basis of their ability and knowledge.
This contributes in the development of the concept of specialization among the subordinates.
Delegation of authority ensures a quicker and better decision. Subordinates get the authority to
decide on the matters of their own area by remaining within the limitations. Here, subordinates
can take quick decisions without consulting the superior. Decision making is also better because
subordinates are closer to the reality of the situation.

Basis of Organizing
Delegation of authority is the basis of forming an organizational structure. The number of layers
in the organizational structure depends upon the nature of delegation of authority and
responsibility. In a similar way, the functioning of the enterprise is not possible without an
organizational structure. Therefore, the management has to first decide on the layers of

delegation of work, authority and responsibility and then proceed with the formation of
organizational structure.

Motivation and Morale

Delegation of authority develops among the subordinates a feeling of
status and prestige. It helps to improve their working efficiency. It also
promotes a sense of initiative and responsibility among them. This
ultimately leads to maintenance of high morale on the part of
subordinates. This motivation and morale of subordinates encourages
them to develop their effort towards the achievement of common goals.

Minimize Work Load of Managers

Delegation of authority minimizes the workload of managers. They can assign regular and
routine nature of work to their subordinates while they concentrate more effectively in
managerial and creative functions. In this way, delegation of authority helps in improving
managerial efficiency and effectiveness.

Cons of Delegation Training

Business Risk
You own your business which you want to run effectively. A person who does not know as much
about your business as you do, such as an employee, may not know the best way to accomplish
tasks that you would normally want him to perform. Therefore, delegating certain management
tasks to employees will pose a risk to your business. For example, you run a restaurant business
alone. In the down times, however, you like to drive home and get some rest before the next shift
starts. Because you do not have an assistant manager, you delegate the duty of managing the
restaurant to one of your employees during this time. One night you leave the restaurant early
and leave one of your servers in charge. While you usually let the servers leave at closing time,
this server lets the servers leave one hour before close. If customers come in at more than a
trickle at this time, your business will experience serious damage.

Non-delegable Duties
Many tasks that a manager of a business would perform cannot legally be delegated. If you as a
manager have the duty to perform these tasks, you cannot delegate these tasks without putting
yourself at risk of a lawsuit. As a business owner, you cannot legally delegate duties involving
your own personal judgment and skill. For example, you own an appraisal business and a client
hires you to appraise his home. You delegate the duty to an unqualified employee, and the
employee subsequently gives a much lower appraisal value than the house is really worth. The
homeowner ends up selling the home based on the low appraisal value. The homeowner could
sue you.

Burden on Employees
Another disadvantage of delegating management duties to employees is giving an employee too
many tasks to complete. If you place too much of a burden on your
employees shoulders, that employee may stop viewing himself as a
trusted employee and start viewing himself as an abused employee.
If his pay does not match the amount of work he completes, he may
just make himself your former employee. Be careful not to place too
many of your duties on just one person. If you need to delegate
many duties, spread the tasks among more than one employee.

Plan 6: Two Way Communications

Communication is the process by which information is exchanged between
individuals or groups of people. It is a process where one tries as clearly
and accurately as one can to convey his/ her thoughts, intentions and
objectives. Communication is successful only when both the sender
and the receiver understand the same information. Talking to each
follower would immediately support understanding, as well as
facilitate creating a shared mindset and trust. The important thing
is to
break the barrier in traditional mentor-apprentice relationships.
Global One must follow two way communication model in order to maintain mentorapprentice relationship properly.

Pros of Two Way Communication

Feedback and interaction among the employees

Two-way communication have feedback and interaction or discussion. If

someone disagrees or agrees to what the mentor said, he/she can discuss it
the mentor. One way communication without feedback leads to
misunderstanding, and communications breakdown. In
order to get rid of such situation, two-way
communication is the best option. But it will be fruitful
only when the workforce is knowledgeable about their
jobs and the job calls for team work and cooperative

Develop employees commitment to the objectives of the organization.


mentor apprentice relationship is developed more, then

employees would also strengthen the commitment which
they have taken for the organizations development. It
solves problems both with employee morale and
production in the long-run; due to their resentment.
Apprentices develop a greater sense of self - esteem,
due to importance given to their ideas and their

Cons of Two Way Communication

Too much time consuming

This approach is very time consuming and too many view-points and ideas
may take the- solid decision more difficult and may be a source of frustration

to impatient management. Chaos may appear while taking any decision.

Some mentors may be uncomfortable with this approach because they may
fear erosion of their power base and their control over apprentice.

Apprentice relies heavily on financial incentives

This approach assures rising productivity and satisfaction from

apprentice. Thus, this approach relies heavily on incentives
and motivation of recognition, appreciation, status and
prestige. The apprentice may be more interested in
financial incentives instead of prestige.

Plan: 7 Developing Individualism

There are cultural differences in many countries due to the cultural
dimensions of individualism and collectivism. Individualism focuses on
independence and the virtue of expressing ones ideas and opinions, which
leads individuals to take initiative and be aggressive. In many successful
organization employees are empowered with enormous autonomy, and
reward system is such that they reap the financial gains of their efforts. They
refers to their employees as in-house entrepreneurs, who create their own
projects, set their own goals, and earn profit. If they follow individualism,
then they also could design their own goals, mission, and vision to be
recognized more.

Pros of Developing Individualism

Increase acceptance of outside Groups

Individualism helps employees to be more tolerant and raise the habit of

accepting outside groups or people that are significantly different from

themselves. Individualism also acknowledges the fact that external

influences should not meddle with their own well-being and goals. Therefore,
in individualistic society, people attempt to follow this belief and respect the
diversity of other groups.
Progressive and self- sufficiency


encourages being free-spirited and free, which contributes

individual progress. Individualistic employees are less
anxious about criticizing institutions and behaviors
and they are more eager to work toward alleviating
societal ills. Individualism fosters the ability to
perform well individually and find strength within
oneself to overcome obstacles. Individualism also
promotes introspection which helps one to identify his/her areas of weakness
and strengths.

Cons of Developing Individualism

Can lead to clashes in the workplace

Sometimes individual strong opinion taken by the employee can lead the
workplace clashes with their colleagues and boss. With individualism, people
are expected to look after themselves, not others. As individualistic
workplace gives freedom to the employees to take decision by their own, this
phenomenon is quite natural to be found.

Fail to achieve customer satisfaction fully

One of the major drawbacks of individualism is it does not emphasis on cooperation and team work. If it does follow the
collectivism, then multiple employees might work
together to achieve customer satisfaction and quality
for customers. But in individualism, employees tend
to satisfy their own customer needs, ignoring the other
customers needs.