AET/570 ( signature Assignment)

1. Tammie Johnson
University of Phoenix
AET/570
Dr. Charity Jennings, Ed.D.
February 28, 2022
Signature Assignment: Training Program Plan*
Needs and Gap Analysis
1. First Quarter: (8.2) or 59% Failed productivity, and increased overtime utilized to
complete production.
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

2. 2. Second Quarter: (3.2) or 23 % of Training methods were non-effective
3. Third Quarter: (1.4) or 10 % of associates were delegated projects, that should have
been completed by managers, or managers overseeing the project completions.
4. Fourth Quarter: (1.2) or 9 % of competencies were not addressed, and trainings were
not structured to fit the need of the company or goals. Failed competencies include, but
are limited to, skills, ability to perform assigned task, behaviors that affect
organizational performance and personal development.
Identified Problems during work Observation Study:
1. Lack of communication between trainees, managers and Learning Coordinator.
2. No observation of teamwork or collaboration.
3. Lack of leadership on production floor or in training department.
4. No observation of problem solving or critical thinking to solve productivity issues.
5. Lack of teaching, learning and teach- back in training rooms.
6. Associates and Ambassadors unable to identify when a problem exist.
7. Lack of training of specialized machinery and technology.
8. Associates lack computer literacy necessary for most positions.
9. HR personnel and Operations Manager remains in the office during production hours.
10. Many staff had on ear phones during training sessions, unable to hear material being
presented.
11. Managers and associates are not being held accountable for meeting metrics, data
collection, completing bridges for failed production, employee development, or
achieving results.
12. Process Assistant(L3) read information from the training presentation word for word
and did not complete walkthroughs of tools or process needed for operational
processes and production.
How a training program will support a positive impact on adult learning.
Based on my two-week observation of employees and productivity at DCX5. I have
concluded what are possible Controversy that is affecting completing production per the BRT

3. (BeltRun Time), which is causing anuptick in costfor the site.This siteis in dire need of leadership
in both the production area, and learning department. During my study and observation. I
observed the Learning Coordinator in the classroombriefly for an Ice-breaker, but not in the class
during presentation slides being explained to cohorts. Learning Coordinator allowed a L3(Process
Assistant) to conduct trainings, that should be taught by a seasoned veteran of a (L5+) Sr
Managers (Academy) Instructor, or Learning Coordinator.
DCX5 needs improvements in their Learning Department and current leadership. Based
on observation, they have failed to get a grasp on continuous improvements, lack of
leadership, and lack of commitment to learning and improving the overall personal
development of their employees. Implementing further training and support for Managers
will benefit the overall success of the organization. Restructuring the Training and learning
department will not only be beneficial to the organization, but will also support the training
department and impact the employee’s skill set. Developing a structured program that meet
the needs of the company and create an environment where associates and managers can
create ideas, learn concepts, techniques, and utilize critical thinking skills.
Based on my observation of the current site, it is vitally important that managers also
receive the training as well as the employees. Training the managers how to control the what,
when, where, why and how. Willincreasetheir knowledge of the organizational goals,change
future outcomes, and increase production. I also believe we must create a training program
that helps managers develop their skill set by adapting and connecting their past experiences
into the process of learning. Creating a new training program that will facilitate learning, will
help to improve the overall characteristics of associates learning needs and managers
leadership expectation. The Goal of structuring anew training department is to make training
specific, improve personal development, create practical results, create clear and concise
learning expectations, and creating a learning team and department that is effective for the
company.
Proposed Training Program Description

4. As leaders we must change the way we think, and how we train our employees. We
must begin to envision outside the box, and erase the old vision of learning, by embracing a
new vision, and a future vision as to where we see the company now, and where we want
the company to exist in the future. In order for the company to have a future. We must invest
in the training and adult learning. Our goals are to eliminate the mind-set of employees from
simply having a job, to employees focusing on building and creating a pathway to a career in
logistic. My Training and Development program will have a long-term effect on the company,
not short-term results or temporary solutions.
I am speaking to creating a training department that will be network wide at all our
delivery stations, with one main goal, developing our current leaders and creating our future
leaders. This training program will not just benefit the organization, but will also benefit the
employees. Through the data I collected, based on production, skill set, training methods,
employee production rates, employee knowledge of job expectation, and the company’s
financial loss due to not delivering products to customers, paying over time to complete
production, utilizing secondary delivery methods, as well as our in-house delivery services,
we must now focus on continuous training for both managers and associates. I believe to
begin, this is where we must start remodifying our training program. Why start with the
mangers and associates? We want to start with the managers and associates at all locations
because they are the leaders of the sites. We want to start with the associates because they
are responsible for completing the production. The sites are where the financial growth
begins and end. If we cannot stabilize the customer promise, we will lose customers. Each
customer we lose represents a financial loss. How will we accomplish this goal?
Goals
1. Enhance employee’s knowledge in their department, and accountability
2. Boost employee’s production rates per benchmark standards
3. Reduction of employee turnover rate
4. Create a culture of learning and development
5. Teach employees to not look at short term goals, but focus on long-term results

5. 6. Increase employee engagement and morale
7. Encourage employees to obtain ownership in their personal development and
career development in all departments
8. Train employees in technology
9. Train employees how to calculate BRT (Belt Run Time) based from scheduled
volume
10. Train employees how to calculate (PPH) Packages per hour rates to be inducted
and shipped, vs, daily BRT.
11. Train employees how to properly utilize the ops clock, and the flow per hour to
gauge the belt hard stop time.
12. Train employees how to organize their area, placing focus to detail
13. Train associate’s computer proficiency
14. Dexterity
15. Increase speed and accuracy during production
16. Structure plans for self-development and self-motivation
17. Problem solving techniques
18. Team work and collaboration
19. Operational literacy and numeracy
20. Effective oral and written communication, and flexibility
Training and Learning Objectives
1. Demonstrate knowledge related to job responsibility
2. Collaborate and utilize it as a valuable component of their job-related responsibilities
3. Develop the skill set to explain work related terminology, and understand work related
concepts
4. The ability to separate sympathy from empathy
5. Foster a sense of ownership and responsibility
6. Forster accountability and deep dive missed metrics

6. 7. Utilize their strengths and enhance their weaken areas
8. Use their life turning-points to analyze and problem solve
9. Learn how to work systematically
10. Re-develop workers attitudes towards each other, and create a unified team
Budget
(A) Personnel-(2) Academy instructors per cohort/per region. 87,000 per year (salaried).This
willcover the baseof 4 regions totaling 696,000, per year. Being that the personnel listed
in this budget are all salaried base. Our organizational will not have to pay any additional
cost.
(B) External Staff-None needed at this time, as we will be utilizing all departments which
include salaried Program Managers, Academy Instructors, and Learning Department
(C) Material and equipment-Amazon provide all equipment. Each Trainer from all
department, have a quarterly budget for material and equipment. All orders must be
processed through Amazon Business or Coupa.
(D) Technical-Trainers that have technical difficulties will utilize Amazons IT team (salaried
worker).
(E) Travel- Staff /managers will not have to travel due to Learning coordinator/Program
Managers are on-site. Academy Instructors will continue to train staff/Managers
virtually, unless their station requires Academy instructor support. If/when this occurs,
all Instructors will only travel to their assigned work stations. Any instructor that want to
go to a station Other than their assignedstation,may not do so,unless approved by their
(RAL) Regional Academy Leader
(F) Facilities (There will be no cost for facilities, as all Trainers will utilized their assigned
stations in their district.
Stakeholders and Goals
1. Learning Coordinator, Academy Instructor, Program manager: Enhance
employee’s knowledge in their department, and accountability

7. 2. Site Manager, Ambassadors, Assistant Floor managers(L3’s) Trainees: Boost
employee’s production rates per benchmark standards
3. (L7) Operational building Manager, Human Resource, L3’s, L4’sL5’s and
Ambassadors: Reduction of employee turnover rate
4. Operational Building Manager, L3’s, L4’s, L5’s Academy Instructors, Learning
Coordinators, Human Resource, and Ambassadors: Create a culture of learning
and development
5. Site Manager, Operational Manager, Human Resource, Program Manager, L3’s,
L4’s and L5’s: Teach employees to not look at short term goals,but focus on long-
term results
6. Site Manager, Operational Manager, Human Resource, Program Manager, L3’s,
L4’s and L5’s and Ambassadors: Increase employee engagement and morale
7. Site Manager, Operational Manager, Human Resource, Program Manager, L3’s,
L4’s and L5’s and Ambassadors: Encourage employees to obtain ownership in
their personal development and career development in all departments
8. L3’s, Ambassadors, L4’s, L5’s, IT Personnel: Train employees in technology
9. L3’s, Ambassadors, L4’s, L5’s: Train employees how to calculate BRT (Belt Run
Time) based from scheduled volume
10. L3’s, Ambassadors, L4’s, L5’s: Train employees how to calculate (PPH) Packages
per hour rates to be inducted and shipped, vs, daily BRT.
11. L3’s, Ambassadors, L4’s, L5’s: Train employees how to properly utilize the ops
clock, and the flow per hour to gauge the belt hard stop time.
12. L3’s, Ambassadors, L4’s, L5’s: Train employees how to organize their area,
placing focus to detail
13. IT Personnel: Train associate’s computer proficiency
14. Program Coordinator, Ambassadors, L3’s, L4’s, L5’s: Dexterity
15. Program Coordinator, Ambassadors, L3’s, L4’s, L5’s: Increase speed and
accuracy during production

8. 16. Operational Manager, Human Resource, Program Manager, Academy
Instructor: Structure plans for self-development and self-motivation
17. ProgramCoordinator,Ambassadors, L3’s, L4’s, L5’s: Problem solving techniques
18. Site Manager, Operational Manager, Human Resource, Program Manager, L3’s,
L4’s and L5’s and Ambassadors: Team work and collaboration
19. Program Coordinator, Operational Manager, Human Resource, Ambassadors,
L3’s, L4’s and L5’s, Academy Instructors: Operational literacy and numeracy
20. Program Manager, Learning Coordinator, Human Resource, Academy
Instructors: Effective oral and written communication, and flexibility
Support with producing a positive Impact within our Training Department
I want to explain the importance of creating ateam that is unified towards achieving
the goal of educating and training our associates. Based on the downward spiral of the pie graph
listedabove, you can seewhere we are losing customers, spending extra funds utilizing overtime,
and struggling with attrition. Reviewing the data, and creating a bridge where I have deep dived
the data, and located the root cause. I have determined based from that information. Our major
issue we are facing is caused from our associates lack of knowledge pertaining to our metrics,
and organizational goals.Theyare not fluent inthe knowledge necessaryto complete production.
As leaders we have not fulfilled our responsibility in educating our associates about each
aspectof our organization. What is Amazons Goal? What is our purpose? Why are we in Business?
What do we have to offer our customers that no other company can offer? What separate us
from the rest and why? We have been employing staff, we have not focused on developing our
associates to become future leaders in this company. We have allowed them to see this as job.
We have to redevelop our training and train them to build a career. We have to utilize each
department that we have in restructuring our training department, and how we train. What are
our goals, what are our objectives? Do our employees know they are also owners? Do they
believe they own their own their development? Do we as leaders whole ourselves accountable
for our associate’s personal development? It all starts with us. I would like all departments to be

9. a part of this new growth and help with introducing our associates to a new process. One that
surrounds development.
Gaining the Stakeholders Support toProduce a Positive Impact on Adult
Learning for a Training Program.
1. Offer diverse perspectives
2. Utilize the Critical Thinking process as a team to solve issues or
problems
3. Gain the stake holders trust within the opening statement
4. Communicate the goals and the objectives of the programso they can
see the full scope.
5. If there is any resistance, meet up with those stakeholders separately.
6. Create a data system that will outline key information.
7. Keep the message personalized.
8. Communicate the added value to the associates and the organization.
9. Opportunity for stakeholders to share ideas
10.Opportunity to display a significant level of support services
11.Opportunity for stakeholders to share input and collaborate
12.Show you are listening to their concerns and feedback
13.Always be honest
14.Set a weekly or monthly schedule everyone will meet
15.Remain consistent
16. Seek outto understandtheir concerns,beforetheexpectation of being
understood
17.Set a good example of a leader
18.Have the ability to be empathetic

10. 19.Clearly explain what you need from each stakeholder
20.Ask each stakeholder to be a part of creating a management plan
Training Promotional Needs
Fact Sheet:
It is vitally important that we infuse students into owning their own
development. As leaders, wemust investin facilitating an education that will focus
on improving adult education and training. Students are authentic and unique.
Many adults have been disenfranchised frombeing owners of their education and
development.
Our training department is structured towards building students and trainees
independence and partnership in acquiring their academic success. We teach
students how to be consistent and value added to educational and training
improvement. It is vitally important that each individual is involved in the
development of their educational planning, teaching, evaluation and improvetheir
decision making towards academic excellence.
Creating an opportunity for collaboration between learner and educators will
create a learning of diversity and inclusion. Developing a system where students
and trainees will learn how to self -teach, and develop participatory focus of

11. acquiring a successful path towards education and leadership. Skill building and
techniques will providestudents with the opportunityto self-evaluate, understand
feedback, and process self -assessments of their development, geared towards
their achievements.
Benefits of Training Program
1. Lower attrition rate
2. Develop Future Leadership
3. Increase Staff development
4. Increase internal promotions
5. Empowering employees
6. Increase peer collaboration and employee engagement
7. Expand knowledge
8. Develop workplace relationships and increase diversity and inclusion
9. Develop employee ownership
10.Ability to apply critical thinking
11.Impact positive behavior
12. Organizational development of new employees
13. Reduce the need for supervision and micro-management
14. Increases the effectiveness and efficiency of employees
15. Increase employee morale and motivation
16. Create effective teamwork
17.Easy adjustments into process paths
18. Increase self confidence
19. Improvements of organizational knowledge and skill set

12. 20. Increase performance
Instructional practice
1. Creating educational planning that is relevant to student learning and
development
2. Students involved in their own development and education
3. Integratepersonalexperience into their education
4. Utilizing a constructivistapproach
5. Break down each training into components
6. Focus on delivering instructions in differenteffective ways
7. Structured learning environment
8. Explaining and displaying goals and objectives
9. Applying past experiences to instructional topics
10. Applying Andragogy within educational studies by focusing on the process
than the content
11.Understanding of organizational goals and processes
12. Applying traditional and non-traditionalliteracy skills
How to Communicate and distribute promotional Materials inyour
organization:
1. Social Media Platforms: Facebook, Instagram, Edmondo, TedEd, Google,
Twitter, Vimeo
2. Customer appreciation
3. Rewards Program
4. Productgiveaway to associates

13. 5. Contest for all employees in all regions
6. Public Relations
7. Advertising
8. Direct selling
9. Sales Promotions
10.Sponsorship
11.Pull and Push Strategies
12.Direct Distribution channel
Qualitative andQuantitative items inyour EvaluationSurvey.
Qualitative:
Qualitative review survey:
Directions:complete the followingsurveyforyourprevioustraininganddevelopment.Circle the
appropriate numberandprovide feedbackat the bottomof the page.
5 – Well above grade level/standard; truly exemplary work going above and beyond expectations
4 – Above averagegrade level/standard output; a good effort has been given
3 – At grade level/standard; standards have been met at minimum capacity
2 – Slightly below gradelevel/standard expectations; a stronger effort or remedial efforts and instruction
may be needed
1 – Well below gradelevel/standard expectations; low effort has been given, or remedial instruction is
needed, as the content at this point is proving too difficult
Learning:
How doyou rate yourunderstandingof the LearningAssignments?
5 4 3 2 1

14. Reaction
Was the training you received helpful towards improving your skill set?
5 4 3 2 1
Clarity
Didthe instructorfacilitate the material towhere youhave clarityand understandingof the material?
5 4 3 2 1
Training Material
Do youfeel the contentsupportedgoalssetbythe organization?
5 4 3 2 1

15. How would you rate the importance of the training material?
Did you find the training stressful?
How do you think you handled challenging situations?
Did you ask and answer questions voluntarily?
How did you overcome academic barriers?
Summative Assessment: Based on 97 % of survey response trainees mastered training
objectives.
Trainees displayed positive behavioral geared towards expectation on the job site.
Based from metrics results, trainees have improved significantly.
QuantitativeSurvey
1.How many employees felt this was an effective training (External Hires- 0.0425%) (Internal
Trainees- 0.0472%)
2. Was the training course clear, concise and structured (External Hires- 0.0456%) (Internal
Trainees 0.0395 %)
3. Students felt the learning objective were stated clearly and structured (External Hires
0.0465%) (Internal Trainees- 0.055 %)
4. All assignments were clear and thoroughly explained (External Hires- 0.0405 %) (Internal
Trainees- 0.060%)
5. Internals that felt the training was useful for their skill set (0.032 %)
6. Externals that felt the training was effective introduction to new role (0.0577%)
7.Level of difficulty was appropriate (External Hires- 0.883%) (Internal Trainees-0.055%)
8. Trainees found it easy to communicate with Instructors (External Hires- 0.0444%) (Internal
Trainees- 0.060%)
9. Training improved trainees technology skills (External hires- 0.0425%) (Internal Trainees-
0.03%)
10. Training progress checks and knowledge was appropriate and fair (External Hires- 0.0445%)
(Internal Trainees- 0.094%)

16. Power-Point Activity
AREA PREPARATION
Setting Your Shift for Success
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