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Essay / Research Paper Abstract
8 pages in length. InterClean is on the cusp of tremendous change in the way it operates from within and how its staff interact with one another. Such dramatic modifications do not come with ease when the sales department has become defensive from rumors of dismissal and anticipates a negative outcome from the mandated training/mentor program. Understanding must come from both sides of the corporate fence if supervisors and staff are ever to collaborate in a positive direction; learning to operate as a team is the direction in which both entities should go if management expects any sort of solidarity going forward. Bibliography lists 3 sources.
Page Count:
8 pages (~225 words per page)
File: LM1_TLCtrainment.rtf
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Unformatted sample text from the term paper:
with ease when the sales department has become defensive from rumors of dismissal and anticipates a negative outcome from the mandated training/mentor program. Understanding must come from both sides
of the corporate fence if supervisors and staff are ever to collaborate in a positive direction; learning to operate as a team is the direction in which both entities should
go if management expects any sort of solidarity going forward. The organization is responsible for providing an atmosphere that will support and encourage change, and the individual is responsible
for deriving maximum benefit from the learning opportunities provided. This may involve the acquisition of new information, skills, attitudes, or patterns of social behavior through training and development (Cascio,
2006, p. 288). II. WHY TRAIN? An individuals overall marketability is what resides at the core of human capital. The extent
to which a worker possesses skills and knowledge to perform a particular task reflects how valuable he is to his employer; the more time and money invested into this person
by way of continuing education or ongoing advancement illustrates the companys desire to consider this worker a beneficial asset. InterClean realizes how the value of this persons input is
directly related to the return in productivity he provides the company, which ultimately makes him an advantageous commodity of the organizations bottom line. Only when stepping out of the
long-standing boundaries of industry perspective and accepting employees as owners and investors of their own human capital will InterClean experience how such a seemingly insignificant shift will generate a tremendous
change in productivity. That companies typically choose a small handful of specific people to promote, train and represent the organization over and above those who comprise the overall workforce speaks
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