Training and Motivating Employees Essay

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Motivation

The author of this report is asked to assess and review what happened with a training need and opportunity at Gator University as well as offer some feedback about motivation and learning theories as they compare to the class text. The case study at the onset is a situation where some Executive Assistants kept pestering the tech people because they were not trained on how to do queries. A need to do some training was done but the results were less than stellar and the Vice President was less than pleased with the overall results. Finally, there will be discussion about customer service skills, the ability to process system requests and overall technology knowledge as compared to some selected chapters in the class text.

Analysis

Before getting into the nuts and bolts of what could have and should have been done better, it needs to be identified how things played out because that is part and parcel of what went wrong with the training endeavor. First of all, the root problem was that some of the Executive Assistants (EA's) kept bothering the technical people about how to do things like queries. Of course, the technical people had their own duties to take into account and teaching the executive assistants how to do queries and such is probably not budgeted anywhere in their time schedules. As such, a necessary and dutiful training needs analysis (TNA) was undertaken and it became clear that the executive assistants needed to be trained (or refreshed) on a number of things (Dresden, 2015).

As it turns out, the attendance rate for the query training (at least from the seniors) was quite high but the other sessions and the rest of the rank and file basically blew off the training if the case study text is to be taken at face value. In terms of training needs analysis, the person in charge of concocting the training seemed to have the proper trainings lined up. The problem, of course, was that not enough people attended the trainings.

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This would also certainly fall at the feet of the Vice President or whomever would have or should have been called to mandate attendance at the training sessions. To be sure, perhaps the training sessions timing and length could have been tweaks if 12 hours of training (three half days would probably be about that much) was too much and/or it could have been spaced out. However, the executive assistants clearly needed to be there and the person doing the training did not have the authority or the power to mandate that people be there. It should have been a mandatory training and anybody who could not show up for one or more training sessions should have been allowed to do a make-up session later. The only other alternative would be an online or self-paced training but technical subjects should not generally be taught this way (Dresden, 2015). Regardless, the proper buy-in and involvement from the EA manager(s) and the VP was clearly not in place and this is the primary reason the training failed (Burroughs, 2015).

In regards to the other buzzwords and terms involved here, there is obviously a problem with actual organizational performance due to the EA's not being fully or properly trained and there is also obviously an organizational performance gap (OGP) between the EA's and the tech people that are bailing them out. The proper planning and scheduling should be put in place so that the AOP becomes the EOP, with the latter being the expected organizational performance. The Vice President may be peeved that performance is not where it could or should be, but the people who needed the training did not show up for the training. The EA's may or may not know or care that their reliance on the tech people is a drain on the organization. However, it IS a drain and that needs to be fixed….....

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