Milestone 2 (2)

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Apr 3, 2024

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Final Project: Milestone 2 Michele Hanna Southern New Hampshire University OL-211-J1964 Human Resources Management 22EW1 Dr. Carmen Jones September 18, 2022

The success of an organization depends on its employees' skills, abilities, and knowledge. Training is essential. In the 2000s, as Maersk expanded, it became apparent that it needed to look at its talent management practices and the organization's culture. For Maersk, the needs assessment started with the realization that it had been experiencing a significant change in its corporate culture and had a sharp increase in employee turnover rate. Previously employees had stayed with the organization for 40 to 50 years, and beginning new employees with an extensive two-year training program worked well for them. With the employee attrition rate along with competitors seeking out current Maersk employees due to the extensive training they provided, the time had come for them to rethink their strategy and determine where to emphasize future training. A job posting at Maersk for a Customer Service – CARE Business Partner listed a majority of soft skills required for this position like “Demonstrated relationship attributes, Practiced listening techniques, Negotiation skills, Conflict resolution skills.” Employees hired with these KSAOs Maersk can then focus on the hard skills training required to succeed. “ Research shows that an organization’s revenues and overall profitability are positively correlated to the amount of training it gives its employees.” Then, performance measurements could assess who the most vital employees are. Maersk has identified what it needs and requires from its workforce. It would have to develop learning activities for those filling the Customer Service - CARE Business Partner. It will need to focus on how its employees learn. It will need to ensure that its training program is available, within its budget, appropriate to trainees’ needs and abilities, and liked by the trainees so learning can occur and is transferable to the workplace. (SHRM 2009). If Maersk does not

develop learning activities incorporating adult learning principles in its training program, it risks losing time and resources, which would affect its success. Companies are realizing that workers need not only operational knowhow but also superior job expertise; knowledge about competitive, industry, and technological trends; and the ability to continually learn and utilize new information. These characteristics better help an organization adapt and innovate to compete far more effectively in today’s fast-paced global business world. Because training plays a central role in nurturing, strengthening, and expanding the capabilities of a firm in this way, it has become part of the backbone of strategic management. (Snell, Morris, & Bohlander, 2016) Maersk would be wise to gear their training primarily around adult learners since they seek individuals with prior experience. They can take the experience of their new employees and share it with other employees by creating activities that engage the adult learner. Group activities are one way that would draw out the knowledge and theories employees have and share them with others. The employees would most likely require a variety of learning opportunities to meet their needs as adult learners. It would need to be concise, convenient, and applicable. Having (SMART) Specific, Measurable, Achievable, Realistic, and Time-oriented objectives built into any training program benefits the employee and employer. Using the SMART objective will give an organization and employees clarity on the strengths and weaknesses during training to achieve their goals.

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References: Groysberg, Boris and Abbott, Sarah (2013 May 5). Maersk Group: Evaluating Strategic Talent Management Initiatives. Retrieved from https://learn.snhu.edu/d2l/le/content/1156515/Home? itemIdentifier=D2L.LE.Content.ContentObject.ModuleCO-20358682 Snell, S., Morris, S., & Bohlander, G.W. (2016). Managing human resources (7 th ed.). Boston, MA, USA: Cengage Learning. Retrieved from https://ng.cengage.com/static/nb/ui/evo/index.html? deploymentId=5834452353507901617178967267&eISBN=9781337389587&id=15379599 41&nbId=3028557&snapshotId=3028557& Society for Human Resource Management. (2009). Unit 6: Training Methods Experiential Learning and Technology . SHRM Southern New Hampshire University. (2022). Customer Service – CARE Business Partner Job Posting.

Milestone 2 (2)

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