Question 3

Basically, I would just like to see someone else's answer on this to compare mine and see how close it comes/ see if my answers are reasonable

For this activity, you will be using the ADDIE model (Assessment, Design, Development, Implement, and Evaluate). You will be given the background and the assessment portions in the scenario. You will then use the given information to design, develop, and think about implementing a training plan.

Background

You work in the HR department for Orchid, a chain of hotels and resorts. Orchid has hotels and resorts across the nation and some international locations. For the past 5 years, you have been over training and development in the Southern California region, which consists of 12 hotels and resorts.

The HR director of Orchid has recently emphasized the importance of training and developing all hotel employees. The goal is to train the employees so they can perform at a higher level. The director tells you to make sure that all of the employees in the 12 hotels and resorts in your region are properly trained and have opportunities to grow.

Each of the hotels and resorts in your area has an average of 180 employees. With 12 facilities, you are looking at training around 2,160 employees. The employees are divided into three main departments/areas: administrators, maintenance workers and customer service representatives.

You have been given the freedom to develop any type of training you see fit. It could be one day of training, a few short classes, an ongoing program, etc. You will present your plans to the HR director for approval. The ADDIE model has helped you develop trainings in the past, so you are going to apply it in your plans.

Assessment

First, you want to assess each department to determine if there are any deficiencies.

Administrators

The first person you talk to is Carlos Lopez, a middle level manager over the administrators. The administrators include front desk clerks, hotel managers, accountants, and assistant managers. Carlos has been with the hotel for a very long time and is known for being able to understand the needs of his team and finding solutions.

Five months ago, the hotel implemented a new computer system to manage everything dealing with administration. Carlos has been on a core-group that has been in charge of learning about the new system and teaching others how to use and implement it. He and about 10 other administrators are experts on the system. But since so many Orchid employees have questions, the core-group of 10 experts has been overloaded with work. For the first few weeks, Carlos held training meetings to review the new system. However, he has been focusing on solving issues that the trainings have stopped.

The new system is high-tech and is used by both customers and Orchid employees are connected to this system. The customers access the system online and use it to submit orders to book rooms, schedule events, reserve conference centers, schedule any spa service, etc. On the other end, Orchid administrators have administrative access to approve everything. They approve submittals and coordinate all schedules. Additionally, this system tracks employee hours, pay schedule, and records. Orchid employees use the system to clock in and out, request time off, and update personal data.

Many of the administrators have been having a hard time adjusting to this new system. Carlos knows that the administrators are competent and intelligent. They simply lack the proper knowledge of the new system to adequately perform their jobs. They are trying to learn as fast as they can, but they still have questions on how to navigate the system. Some of the new administrators do not have any formal training on the new system either.

Maintenance

Next, you meet with the head of the maintenance department in the Southern California region, Thomas Paramore. You know that Thomas is a very knowledgeable, honest, and always willing to help. You have worked closely with Thomas and trust his judgment.

You ask Thomas if there is anything that he thinks his staff should be trained on. He tells you that he wishes that his staff could be trained on several different things.

First, he wants his staff to be more proactive in finding defective equipment. Preventative action could save Orchid a lot of money, he says. Lately, water heaters, air conditioning units, pool cleaners, or other equipment have been malfunctioning. Thomas thinks it is because no one checks to see if the machines have issues. These careless mistakes often cost the hotel a lot of money to be fixed. However, many of the issues can be prevented if a maintenance worker identifies the problem and fixes the machine before any disasters arise. Currently, the maintenance department does not have any routine or scheduled inspections. Sometimes, units do not get looked at for several months.

He also thinks that some of the new maintenance men are lacking skills with certain power tools that the hotel has. He said that it would be beneficial for a training to be done on the tools and how to use them. He even offered to help facilitate the training. He said that he used to conduct monthly training with the maintenance team but has not done so for a few years. He said that the attendance was never really high. The employees were not interested in coming to the trainings.

Customer Service

To understand the customer service department, you schedule a meeting with Jasmine Clarke. Jasmine is a middle level manager that has been with Orchid for 8 years. She started with Orchid in an entry-level job and has worked her way up in the company.

Jasmine's team of customer service representatives includes valet, bellhop, housekeeping, and concierge. Since she is over so many diverse jobs, she has to keep on her toes. She has to have a little bit of knowledge about everything. She has a team of 3 assistant managers that report directly to her. She says that they keep her afloat and that she does not know what she would do without them.

The one thing Jasmine wants for the customer service department is a more service-oriented attitude. In general, the employees on the customer service team are not working up to standard. Many simply do not have the aptitude to perform the job. Some of the guests have complained that the staff is not friendly. Jasmine says that she sees that the staff members are always on their phones or just gossiping. Last week, she even found that a valet employee tried to steal a watch from a guest's car. You remember working with her about that and actually firing that employee. On top of that, several guests have complained that the housekeepers play loud music in the morning while cleaning the rooms.

Jasmine sees the potential in all her employees and would like to help them develop a better work ethic and a more service-oriented attitude.

Printable Copy of Case Study

Actions

submit your answers to the questions:

Assessment

What deficiencies are found in your Southern California area? Categories each one as a knowledge, ability, or skill (KAS) deficiency.

Why is it important to evaluate the company's KAS deficiencies while planning for training and development?

Identify any subject matter experts (SMEs). Why is it important to include SMEs in the assessment element of The ADDIE Model?

Design and Development

Design and develop a training for the employees of Orchid. Remember, the HR director has given you a lot of latitude with this project. You may design the training to be as long or frequent as you see fit. The training plan you make could be one event, several events, or an on-going program. It can include all employees, a select number of employees, or just management. Create a quick outline of your plan.

As part of your plan, establish 3-4 Behavioral Learning Objectives for the training. Be sure to include a standard of performance or criteria to measure the employee's progress.

Decide who will facilitate the training(s).

What other materials may be needed?

Implementation

For implementation, briefly discuss the following:

Size of the group: Who will attend? How many handouts or computer stations are needed? What size room will allow attendees to be comfortable?

Organization of seating: Is group discussion expected and important (suggesting round tables)? Do participants need to be able to see certain areas of the room?

Materials: What audio-visual equipment is needed? Will water or coffee be made available? What other supplies will facilitate learning: markers, crayons, stickers, pens/pencils, or notepads?

Accessibility of information: What languages will be primary for the attendees? Secondary? What is the minimum educational level present in the group and what presentation methods will be most effective for that group? Does any of the attendees need accommodations for a disability, suggesting materials may need to be in Braille, recorded, or available online?

Lack of distractions: Has management allowed proper time for attendees to be present? Are cell phones and computers/laptops/iPads turned off?

Comfort of the room: Is lighting adequate? Is the temperature reasonable? Are restroom facilities close and accessible?

Awareness of time: Is there a clock in the room? Do scheduled breaks allow for restroom visits or checking for urgent messages, depending on length of training?

Evaluation

What will be done to evaluate the training(s) and employees? How will you measure if the employees learned what you wanted and implemented it?

How would you set up the training(s) to be impactful?.

Part d

rufactured P2.43A (LO 4) The following data were taken from the records of Stellar Manufacturing Company for tatement, the fiscal year ended December 31, 2020: Excel Raw Materials Inventory (1/1/20) $ 47,000 Factory Machinery Depreciation $ 7,700 Raw Materials Inventory (12/31/20) 44,800 Factory Utilities 12,900 Finished Goods Inventory (1/1/20) 85,000 Office Utilities 8,600 Finished Goods Inventory (12/31/20) 77,800 Sales 465,000 Work in Process Inventory (1/1/20) 9,500 Sales Discounts 2,500 Work in Process Inventory (12/31/20) 7,500 Plant Manager's Salary 40,000 Direct Labour 145,100 Factory Property Taxes 6,900 Indirect Labour 18,100 Factory Repairs 800 Accounts Receivable 27,000 Raw Materials Purchases 62,500 Factory Insurance 7,400 Cash 28,000 Instructions a. Prepare a cost of goods manufactured schedule. (Assume all raw materials used were direct materials.) b. Prepare an income statement through gross profit. c. Prepare the current assets section of the balance sheet at December 31, 2020.Question 22 {2 points} On January 1. a company purchased a fiye-year insurance policy for $2,200 with coverage starting immediately. If the purchase was recorded in the Prepaid Insurance account. and the company records adjustments only at year-end, the adjusting entry at the end of the first year is: 0 Debit Prepaid Insurance. $440; credit Insurance Expense. $440. 0 Debit Prepaid Insurance. $2.200; credit Cash. $2.200. 0 Debit Insurance Expense. $440; credit Prepaid Insurance, $440. 0 Debit Insurance Expense. $440; credit Prepaid Insurance. $1360. 0 Debit Prepaid Insurance. $1.?60; credit Insurance Expense. $1360. Recording transactions in T accounts; trial balance On May 15, George Manny began a new business, called Sounds, Inc., a recording studio to be rented out to artists on an hourly or daily basis. The following six transactions were completed by the business during May: (A.) Issued to Manny 5,000 shares of capital stock in exchange for his investment of $200,000 cash. (B.) Purchased land and a building for $410,000, paying $100,000 cash and signing a note payable for the balance. The land was considered to be worth $310,000 and the building $100,000. (C.) Installed special insulation and soundproofing throughout most of the building at a cost of $120,000. Paid $32,000 cash and agreed to pay the balance in 60 days. Manny considers these items to be additional costs of the building. (D.) Purchased office furnishings costing $18,000 and recording equipment costing $88,400 from Music Supplies. Sounds paid $28,000 cash with the balance due in 30 days. (E.) Borrowed $180,000 from a bank by signing a note payable. (F.) Paid the full amount of the liability to Music Supplies arising from the purchases in D above. Instructions (A.) Record the above transactions directly in the T accounts below. Identify each entry in a T account with the letter shown for the transaction. This exercise does not call for the use of a journal. Cash Office Furnishings Notes PayableCash Office Furnishings Notes Payable Land Recording Equipment Accounts Payable Buildings Capital Stock (B.) Prepare a trial balance at May 31 by completing the form provided. SOUNDS, INC. Trial Balance May 31, 20 Debit Credit