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Cognitive strategies

Learning-theories. com (2007) simply states that learning theories are ways in which one addresses the question of how people learn. Specialconnections. ku. edu (2005) states that cognitive strategies are helpful tools the assistance of individuals to complete tasks. I think that cognitive strategies have the greatest need for capabilities in learning in HP. Because HP is assuring that its employees are given a life-long learning process, it is crucial for the workforce that it is able to complete tasks given by the corporation.

In order to address cognitive strategies, HP is prudently involving its human resources in training and development programs to enhance and better their pe...

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...rformance at work. Electronic-classroom teaching and on-the-job training are two of the measures taken by HP to further develop the cognition of its workforce. Adults are harder to teach than most young people. Hp. com (2008) posits that learning is a continuous process in HP so individuals of all ages are given opportunity to experience a life-long learning process.

Retirees are given extra attention and are still welcome to continue the legacy they have had with HP by joining the clubs and volunteer organizations. They are given updates and are still being informed of essential information that may add up to their knowledge. Because the company operates in over 170 countries all over the world, its workforce is diverse and wide-ranging. The human resource is aged from early twenties to retirement years. A person’s capacity of learning depends on his age and intellect. The global training program imposed by HP involves individual and group learning to address their needs.

The support of the needs of these in turn supports the overall corporate strategies of HP. Hp. com (2008) declares that in 2006, it has began to develop new learning procedures to aid senior managers in addressing poor performance. Part of this strategy, which I can well agree upon, is to have each employee formulate a development plan with his leader. Learning is also done through attending seminars, conference and training at certified organizations. The use of personal opinions as part of learning and development is well enough suitable for any employee age at HP.

With this, learning can be considered as part of the person’s attainment of knowledge through his own personal efforts. HP also imposes the observance of the Standards of Excellence so that the human resource observes company policies, standards of demeanor, and performance reflecting company principles and regulations. I agree with the approach of HP to learning. Learning is most effective when it is personal. The incorporation of personal needs in learning makes it easier for a person to discover his abilities and further improve his knowledge. When learning is personal, there really no issue of how young or how old a person is.

Learning is also most effective when a group of people encourages one another to gain knowledge – which is done in HP. About. com (2008) asserts that the greatest dare in training is to have the employees transfer their skills and knowledge from the training itself to the workplace. HP’s knowledge management program focuses on the sharing and reusing of knowledge that each participant has. This is done through the interaction and brain-storming among participants. The value of this program is to exhibit the knowledge present in all employees and make good use of the available intellect in devising programs to better employee performance.

Because of the diversified operations of HP, it is able to send its employers across countries for training and development. This program developed by HP enables its employees to develop sense of belongingness to the organization – in all parts of the world. It also enables employees to apply the knowledge learned from the country they are truly employed in to a country they are trained in. These employees can also share their knowledge to other members of the organization and in get knowledge from them in return. The exchange in information across countries is vital for a diversified company like HP.

The human resource does not only learn new knowledge, it also is able to learn different cultures present in the organization as a whole. Training programs in HP depend on the country an individual is employed in. Some programs are not present in all countries, which I think should be reevaluated. I do not protest against the design of HP’s training programs, but what I can suggest to the upper management is for them to reevaluate the training programs of every local HP in different countries. The company may have overlooked programs that are actually being needed by some countries, but are not offered to them.

HP may assess the implications of all these programs to each country of operation. The training programs in Asia may be well needed by employees of America or vice versa. One more thing that they can do is test whether training procedures from one country may benefit another. Yes, it may be costly to do so, but the benefits of learning must pay this off. Training can be considered most effective when it has wholly contributed to a person’s ability, intellect, and perception of himself. I think that ability is learned through regular training.

This is the reason why a lot say that “practice makes perfect”. Learning is a continuous process. It doesn’t happen in a day. This is what HP should consider in measuring its training programs. Trainings are also helpful tools that improve the intellect of every individual so knowledge learned must also be part of their checklist. Perception of oneself also greatly affects how an individual performs at work. HP must determine how trainings impact one’s personality and how these positively contribute to better the performance of an individual.

People who are inspired and satisfied with their work generally perform better than those who do not love what they are doing. Evaluation processes are used to assess the merit and contribution of trainings to the workforce. Socialresearchmethods. net (2006) defined formative evaluation as ones that improve the persons or objects under evaluation by assessing the delivery of the technology, the excellence of discharge and the evaluation of other organization-related factors. Summative evaluation, on one hand, appraises the outcome of an object or program. A summary about the program or training is done to describe its delivery.

The general impact of the program or object and its costs are also determined using summative evaluation. Formative evaluation in HP can be used with how employees perform at work. Senior managers are present to look over the shoulders of the workforce and tell them how they are performing at work. The incorporation of personal needs in trainings in HP contributes to formative evaluation. Summative evaluations can be used to determine whether training that includes the use of technology and other instructional materials is effective – both in cost and performance appraisal.

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