Front-end Analysis

Through my observation, investigation, and communication with HR and many other departments, I conclude two types of problem, deduce their possible causes, and accordingly generate three kinds of training which can be conducted to uncover the gap.

Lack of skill and/or knowledge
New Employees lack of working experience. Haoxin was set up on November 14, 2003, and there were only three stuffs initially. During the following years, Haoxin recruits new members every year and most of them are new graduates. Therefore, the entrance training, introducing company’s history, operating performance, business field, and company’s handbook, for novice employees is necessary.

Employees can not acquire new knowledge and skills instantly. Guarantee company, aiming at helping SMEs (Small and Medium-sized enterprise) achieve their financing objectives through guarantee, is a brand new commercial service industry in China and has great potential market. Guarantee industry is developing at a high speed; variety of new guarantee products emerges every year, such as guarantee for contract payment, guarantee for entrusted lending, guarantee for contract bidding and tendering, etc. In this circumstances, our employees need to learn and receive relative instruction constantly. Therefore, new knowledge and skill training is critical.

Environmental Deficiency
Although the company provides entrance training for all employees, performance problems during working hours still exist: some people dress casually; some make long private call; some private use of business computers on chat, updating blogs, exploring non-business websites, playing computer games, etc. Therefore, performance trainings need to be conducted regularly, on one hand remedy employees’ inappropriate performance, on the other hand, reengineer company’s working environment.

I hope the training department could help the company achieve the following goals:
Employees engage in their work,
Employees develop their related competency actively and constantly,
Employees perform appropriately during working hours,
Increase of employees’ working efficiency,
Fine working environment.

Professional Context

Background Introduction:

In China, large amounts of small and medium-sized enterprises (SME) are short of capital while cannot independently secure bank loans for new projects or production development; therefore, SME guarantee company, aiming at helping SMEs achieve their financing objectives through guarantee, is becoming an emerging commercial service industry with great market potential in China. However, because those newborn guarantee companies are lack of experience, meanwhile there is not sufficient experience for them to learn from, many of they are suffering from employee management difficulty. How to make employees engage in their work, how to develop their related competency and how to increase their working efficiency? They are becoming key issues for those guarantee companies. Taking Tianjin Haoxin Credit Guaranteed Co., Ltd. (hereafter “Haoxin”) as a research target, I hope I can explore an effective training model so as to help Tianjin credit guarantee companies as well as the other guarantee companies in Tianjin achieve fast and stable development.

The System to Be Served:
Training Department of Haoxin. It focuses on providing various types of internal training such as novice employee entrance training, and helping employee select appropriate external training opportunities such as the seminar about the introduction of guarantee category.

The Suprasystem within the System:
Tianjin Haoxin Credit Guaranteed Co., Ltd. was established on November 14th, 2003. It is a professional guarantee institute mainly funded by Tianjin Materials and Equipment Group Corporation (hereafter TMEG), with the register capital of 200 million RMB (approximately $30 million) and 30 stuffs. Haoxin provides various guarantee services including loan guarantee, note guarantee, bond guarantee and trust planning guarantee to SMEs belong to TMEG. Haoxin is also extending its services to other booming SMEs in Tianjin.

Tianjin Materials and Equipment Group Corporation is the main shareholder of Haoxin. It is a large scale state-owned material circulating enterprise with the register capital of RMB2.46 billion (approximately $360 million). As a general group corporation, TMEG has 135 sub-companies and 3790 stuffs. The group corporation mainly focuses on nine fields including metal, energy, minerals, chemical materials, automobile& electromechanical field, cotton textiles, wood and building materials, modern logistics and real estate.

Subsystems:
New employees’ entrance training (e.g. company’s history, policy, core business)
Employees’ professional training (e.g. new guarantee products, computer, accounting, etc.)
Employees’ continuing performance training (e.g. appropriate business manner)

Examples of Subsystem Interface:
Training manager: Leads, manages, and integrates with company’s strategy.
Trainer/facilitator: Delivers, presents and facilitates the learning.
Instructional designer: Designs the documents the training program,
Administrator: Organizes venue, printing, logistics, training records, etc.
Consultant: Internal training: diagnoses, facilitates change and meetings, liaises with consultants; finds external providers

Two Information channels:
Internal training: Entrance training for novice employee.
External training: Seminar held by an training agency, introducing different types of guarantee products.

New PEL for IDE632

Last semester, this blog had been used as a PLE tool of my 611 course. After a month long break, this PLE ball rolls again, the only difference is that the content is changed from instructional technologies to ID models.

Last semaster, I selected the course Instructional Design and Development I (IDE631) and learned one of the most important ID models, the Smith and Ragan Model—ADDIE (Analysis-Design-Development-Implementation-Evaluation). IDE631 gave me a brand new understanding and idea on instruction: Being appropriately implemented, the ID model can help instructors make successful instructional design and accordingly, help target learners achieve desired learning objectives. This semester, IDE 632 (Instructional Design and Development II), will guide me continue my ID model research. Various ID models of different types and categories, and their differing perspectives on the instructional development process will help me develop my understanding of instructional design and development, and furthermore increase my real life training skills in the near future.