Training is generally defined as “change in behavior” yet, how many trainers and managers forget that, using the term training only as applicable to “skills training”. What about the human element? What about those very same people we want to train? What about their individual beliefs, backgrounds, ideas needs and aspirations?
In order to achieve long-term results through training, we must broaden our vision to include people development as part of our strategic planning. Although training covers a broad range of subjects under the three main categories (skills, attitude, knowledge) (Noe, 2008), using the term “training” without linking it to development narrows our concept of the training function and leads us to failure.
This paper is going to center around this concept and how Hewlett Packard’s training program is developing it’s employees. To be more specific, we are going to focus on the position I have with HP (Hewlett Packard), which is on their project team as a Project Admin.
Let’s start with some background. A Project Admin is responsible for several things. First, this person is key in ordering all printers for jobs assessed for territories assigned to them. For instance, I had Texas, Arizona and California. The process starts out when a floor is frozen, meaning an assessor has assessed the needs of a floor and has frozen it so that no more changes can be made. This is where I come in. I take the floor plan and order all devices and accessories. You would think this would be as simple as I just stated but its not. There are several processes to this and 2 ordering systems to input into not to mention the numerous spreadsheets. It also ...