Reference no: EM133137751

Alva founded this business without any knowledge about employee orientation, training and development. She started as a sole proprietor and then incorporated her business. Now she is facing a new challenge, departing employees affect the bottom line, and decrease customer satisfaction. The exit interviews performed with departing employees, highlighted several important points.

According to the exit interview, lack of employee orientation, made the employees feel uneasy, and alienated. Also, employees were puzzled when it came to performance management, they did not know their targets, and neither did they know what should be done to get promoted. Moreover, the exit interview summary highlighted the lack of training programs at Sarnia Eco-Retailers, employees did not know what to do if they need help with one task or another. Many of the employees were seeking to acquire soft skills, but Sarnia Eco-Retailers did not offer any kind of training to its employees. Some employees suggested taking external training but management dismissed this suggestion, due to lack of funds. Finally the exit interview, highlighted the lack of career development opportunities. Some employees joined Sarnia Eco-Retailers, with an aspiration to achieve career success, through career development. But it proved that the company doesn't have any career development plans, and it doesn't support the employees when they apply for internal job postings. The company simply fills out all he job posting using external candidates, and ignores internal candidates. Frustrated by these practices, employees usually leave Sarnia Eco-Retailers, and join competitors to get promoted, because it is almost impossible to get promoted or change your job at Sarnia Eco-Retailers.

After reading the report, Alva realized the need for an employee orientation, training and development program. She is not sure how to develop, implement and coordinate this program through various departments. So she calls the HR manager, and asks for suggestions. The HR manager highlights that the first step is to become a "Learning Organization", she asked Alva to read about this concept on the internet. Also, the HR manager suggested implementing an "Onboarding program", this program should be implemented immediately. Employees should participate in the program immediately, once they join the company.

Alva agreed with the HR manager, and now she is thinking what should be the best course of action?

Deliverables, Format and Marking Scheme for This Week's Case Study

Your task is:

1. Explain what is meant by "Learning Organization", how Alva could implement this concept and use it for the implementation and evaluation of employee orientation, training and development programs.

2. Explain what is meant by "Onboarding Program", how Alva could implement this concept and use it for the implementation and evaluation of employee orientation, training and development programs.

3. Develop an employee orientation, training and development programs.

4. Highlight the importance of Coordination when it comes to employee orientation, training and development programs.

Note: you can make any assumptions that are deemed necessary for this case. Clearly state your assumptions in your submissions. Summarize your findings in a two page word document.