Apple's Approach to Employee Training and Development
Apple has been thriving since its inception in the area of creative technology and industry. Apple Inc. is illustrated by contemporary strategies for employee recruitment, retention and growth. Again Apple Inc. separates itself from similar rivals by inviting different skills, distinctive staff and an engaged workforce. Apple Inc. needs to train and grow its staff.
Opportunities for education and development
Apple Inc. initiated an environmental team to ensure continuous growth, training and training for their devoted employees. There is a staunch belief among Apple employees that, through strategic practice and persistence in professional development, the company defines its niche. Apple Inc. should embrace unique innovation primarily by prominently controlling and integrating training. Such a move would lead to knowledge development in situ due to the existence of comparative and competitive advantages. Therefore, training and development tactics should fundamentally revolve on the mentorship of self-driven employees.
Employee Training and Development Approaches at Apple Inc.
There exist several employee training and development approaches at the Apple Inc. The On the Job training methodology among the Apple employees’ starts by the initial definition of the specific job specialization categories. The Apple Incorporation suppliers have engaged in the training of about 9 million employees to comprehensively understand legal principles, health, and regulatory safety laws, as well as the Apple Guidelines of Conduct (Apple Inc. 2016). Supervisors in the Apple factory need to uphold such relevant employee policies through the practice of maintaining and retaining a safer environmental workplace. Enhancement of training strategies to enforce the inculcation of particular methods through effective communication with the workers is also recommendable (Apple Inc. 2016).
Apple primarily focuses on being a corporation that not only puts a direct focus on the employee jobs but also fosters opportunities through training in the process. Apple encourages its workforce to become fruitful through the provision of new forms of possibilities to be explored (Apple Inc. 2016). The Apple employees can learn courses in extensive disciplines such as Human Resource Management, Computer Programming, and graphic design in designer classrooms subject to supplier facilities. A program called the Supplier Employee Education and Development (SEED) is responsible for such a move. The SEED participants have bachelors or even associate’s degrees in collaboration with several universities (Apple Inc. 2016).
Managerial Roles influencing Employee Career Development
The role of managers is to oversee employee success (Dessler et al., 2015). Human Resource Managers, therefore, have the task to identify and develop upcoming talents in the organization. Organizational and employee development refers to the need to adapt to environmental business changes.
Managers exploit two forms of employee training, which is, the on the job and of the job methods when enforcing employee career development. The on the job training is an amalgam of coaching, job rotation, use of committee assignments, learning through apprenticeship, position assistance, and use of job instructions. Concurrently, some of the off the job training methods include lectures in classrooms and seminars, simulations, vestibules adoption, and role-playing and modeling of behavior. These training methods may assume either a vertical or horizontal chronology during couching. Employees in an organization under the auspices of their versatile managerial mentors can quickly climb the management ladder. Therefore, employees get motivated to patronize the lucrative forms of training which oversee their development within the ever-changing organization.
The Role of Mentoring in Organizational Training and Development
Mentoring is fundamental. It fosters success within the organizational setup. The Apple Inc. initiates typical mentorship to its professionals; mentoring gets accomplished through the Supplier Employee Education and Development (SEED). Initial forms of mentorship are mandatory during the process of training and developing employee talents. New employees incorporated into the organization are obliged to get subjected to mentorship hence adapting quickly to the dynamic organizational systems. When employees lack initial mentorship, such employees will not be able to conform to their specific job descriptions assigned. Continuing employee mentoring is valuable as the company expands.
Amended laws, as well as advancement in technologies, will coerce the existing workers to acquire mentorship which corresponds with the industrial grouping of the company. Requirements pressing on the need to mentor employees mount when specific changes occur. Such changes emanate from the ever-changing environmental dynamics such as shifts in consumer behavior, changes in job nature, the evolution of work methodologies, and product development.
Part B: Orientation and Socialization of Employees
Direct support officials (DSPs) joining the organization for the first time require support. An understanding of how the firm works is essential (Dessler et al., 2015). The following orientation and socialization program is vital for organizational familiarity. It exploits the contemporary HRM orientation process.
Welcoming activities and corporate tours:
New employees require time to familiarize and socialize with the environment. An organizational event and short departmental visits can occur at the organization’s offices during the lunch period. A well-defined orientation is primarily imperative to a new employee.
Allocation of an opportunity to Review and Understand the History, Purpose, and Value of the Organization:
There is a feeling of association when newly recruited employees get to understand the purpose and mission of the organization. It is common sense for recruits to learn about the history of the firm.
Mentoring/Connecting the new employee to a worker with a similar Role:
A mentor or a co-worker appointed formally has to attend to the new worker.
Enforcement of Feasible Orientation Program:
The new employee needs to get cultured to understand the events in the organization. Realistic information concerning the job is paramount. The current employees need to help the new employee to directly adapt into the organizational structure through managing stress and other organization-related problems.
Part C: Performance Management
An employee at KPMG struggles with performing some critical duties in ensuring quality audit compliance. As a manager, there is a need to solve this issue by convening a meeting bearing that performance management gets perceived to be one of the most valuable tools in managing. The purpose of the meeting would focus towards inclining career growth in management through proper compliance with the job description. The meeting would also help solve the barriers influencing job output. It would also be essential to study the genesis of poor performance.
As an employer, it is valuable for the employee to express self amicably about the challenges he/she faces. The hindrance factors to task and skill execution need to get highlighted as well. Later on, possibilities to solving the problem of skill execution failure should get brought to book. A mentor should get attached to the affected employee formally. The employee’s supervisor also has to help in the process until skill normalcy in the skill gets achieved.
Concerning the performance feedback, it would be mandatory for the employee to report to his immediate supervisor at all times. The mentor assigned to the employee should also help the employee in case of difficulties in completing the specified task. Finally, to enhance openness, tranquility, dedication, and smart working, the employee needs to report to his mentor.
To ensure that an action plan is implemented and achieved during the meeting’s adjournment, it would be essential to ensure that the employee is motivated to work in the first place. The art of reporting to the concerned seniors should be the most important thing. Besides, focus and futurism in forging towards being successful needs to be enforced. An employee who works diligently is the most resourceful asset in the organization.
References
Apple Inc. (2016). Supplier Responsibility Reports: 2016 Progress Report. Retrieved from: http://www.apple.com/supplier-responsibility/progress-report/. Accessed November 4, 2017.
Dessler, G., Cole, N. D., & Chhinzer, N. (2015). Management of Human Resources: The Essentials. Pearson.
