Designing the Training Plan - Essay Example

? Design the Training Plan Affiliation: Training is one of the most effective ways employed by firms to enhance workforce and organizational performance. Intel Corporation is well aware of this fact, thus seeking to foster personal and professional growth and development of its enterprise architecture. In this process, technology is emphasized and prioritized to ensure that the company undertakes training within its prospective business goals and objectives. Essentially, Intel’s training practice is informed by the ADDIE model. Analysis Intel’s business strategy is informed by the need to establish highly competitive enterprise architecture. In this respect, it becomes vital for the company to pursue training programs that work to the best interest of its operations. Enterprise architecture is characterized by technological diversity and dynamism in the industry context. Shifts in market needs create operational and performance gaps that have to be addressed for continued competitiveness in business. For this reason, enterprise architecture training at Intel seeks to foster creativity and innovation in the enterprise architecture department. Personal, professional, and company performance cannot be overlooked in the training context (Ilozor, Peter, & Graham, 2012). Whilst the key factor to consider when designing training plan for Intel is the enterprise architecture, the underlying effects on all the other departments in the firm cannot be ignored. To streamline the process, training will have to address emerging effects or implications to ensure that the set organizational goals and objectives are met. Essentially, training at Intel targets enterprise architects. However, engineers and other technical professionals can be factored in if need be. The idea is to ensure that the exploitation of existing and emerging opportunities is characterized by creativity and innovation in technology. The training’s target variables include but are not limited to: knowledge, skills, ability, personal and professional competitiveness, and creativity and innovation. Expectations from learners are deeply rooted in unlocking their full potential for the purpose of taking enterprise architecture to the next level. The training will address the extent to which enterprise architects, engineers, and operations group can exploit technology and processes reuse for enhanced organizational enterprise architecture. Design The training program needs to provide for the needs, interests, concerns, issues, and diversities that characterize the enterprise architecture workforce and the organizational setting at large (Intel Corporation, 2011). The program format, therefore, have to reflect these variables relative to the desired outcome. It is important to note that all the listed factors cannot be necessarily met an individual level. However, departmental and organizational goals and objectives have to be adequately met. Effectiveness and efficiency of the training process is also influential in the realization of the desired outcomes. Training format determination takes the following into account: Formulate and set the training ground in the organization. Identify the needs, interests, concerns, issues, and diversities that influence the training program. Assess the training issue(s) and set the expected training outcomes. Evaluate the current performance of the target group and align the result with the training program. Match training goals and objectives to the organizational business goals. Factor technological creativity and innovation in the training process. Consider the underlying gap(s). Execute the plan. Training duration and method of delivery have to be consistent with Intel’s position in the industry. Being a large player in the industry, a strategic approach to its training program is vital. In this respect, a progressive training delivery best suits Intel Corporation. Enterprise architecture encompasses practices that cannot change overnight. On the same note, the technological creativity and innovation factor involved requires that training be aligned with the firm’s technology, architecture, and engineering use (Intel Corporation, 2011). In order to ensure that all critical variables are addressed, the training duration needs to be six to twelve months. This duration is essentially consistent with the progressive method of training delivery. In other words, the training needs to be continuous over a significant duration to ensure that all critical variables that pertain to the target group are addressed adequately, efficiently, and effectively. Training costs and resources will be influenced by the volume of training required to raise the target group to a desired level of competitiveness. Given that the training will be based on technology and processes reuse, the costs involved will encompass technology acquisition or development. Notably, the ultimate objective is to foster creativity, innovation, growth, and development of enterprise architecture through technology-driven practices. Essentially, technology and processes reuse encompasses technological improvements or development of nee and advanced technologies that foster enterprise architecture competitiveness at Intel. On the other hand, resources needed from the organization for training purposes include but are not limited to: human resources, financial resources, training materials, and facilities where the outcome of training is tested, assessed, and evaluated. Development As earlier mentioned, the training program cannot adequately provide for every aspect and/or variables that define training needs and outcomes. However, there are vital materials and activities that cannot be overlooked when designing the training program. In Intel’s training program, architecture technology and its influence on the firm’s operations cannot be overlooked. Remember that enterprise architecture at Intel is technology driven. For this reason, the training program employed at Intel will have to reflect all the processes and systems that apply to Intel’s semiconductor business. This will further include architectural manuals and activities that enable trainees to unlock and exploit their full potential. Theoretical and practical activities will better inform the training process. Communication will further take training aspects into account, covering verbal, written, and visual tools of communication (Jones, Watson, Gardner, & Gallois, 2010). The modules that best suit training at Intel will be developed from training materials that suit the operational pursuit of the organization. To enhance learning during the training, it will be vital to subject the trainees to the actual environment and operations that Intel is interested in. In other words, the target group will engage in enterprise architecture activities that simulate their role, duties, and responsibilities to foster creativity and innovation. Finally, the assessment/evaluation tools will entail performance measure prior and after training, and architectural outcomes derived from the training. Implementation The implementation of the training program will bring together all the stakeholders involved. Implementation and training delivery will encompass coaching, mentoring, and supervision. Here, the objective will be to employ transformational and transactional practices for the purpose of realizing the desired training outcomes. Trainer-trainee and trainee- trainee plans will see the implementation of a training ground that fosters challenge and competition between these parties. Given that the outcome of the training comes afterwards, there is an aspect of uncertainty to account for. In this respect, it will be vital to test architectural developments in a progressive manner. Trainees will be subjected to simulated enterprise architecture tasks to test their creativity and innovation, and the applicability of the result to the firm’s operations. In complementing coaching and mentoring, supervisory methods of training delivery will be utilized. However, collaborative efforts will be emphasized throughout the training. Evaluation The effectiveness of the training program will be evaluated on the basis of realized results and the extent to which the desired outcomes will be met. In other words, an effective training program will be expected to foster personal and professional growth and development in the firm’s enterprise architecture. On the same note, the performance of architects, engineers, and operations group relative to technology and processes use will measure the effectiveness of training. Most importantly, the effectiveness of training at Intel will be evaluated on the basis of enterprise architecture applicability across Intel Information Technology (Intel Corporation, 2011). Conclusion Enterprise architecture is a vital component of Intel as a business organization. An analysis of the company reveals that enterprise architecture is a strategic approach to the enhancement of its competitive advantage. Moreover, the exploitation of new and improved technologies makes Intel’s business consistent with the current consumer needs. In order to foster outstanding performance in the industry, training comes in handy at Intel. Intel’s training program targets enterprise architecture and establishes a collaborative ground for its entire Information Technology team. References Ilozor, B., Peter, L. & Graham, T. (2012). The impact of work settings on organizational performance measures in built facilities. Facilities, 20.1/2: 61-67. Intel Corporation. (2011). IT@Intel White Paper: Developing a Standard Enterprise Architecture Practice. IT Investment Management, 0511/IPKA/KC/PDF. Jones, E., Watson, B., Gardner, J. & Gallois, C. (2010). Organizational communication: Challenges for the new century. Journal of Communication, 54(4), 722-750. Read More