Training Plan EssayTraining PlanAnita Dunn, Cecilia Gomez, Curtis Hall, Kimberly PalmiterHRM/531July 20th, 2015Dr. Brian FrankTraining PlanCompanies must have an effective training plan in place to be successful. Atwood and Allen Consulting believe that all companies must have an operative training plan in place to be effective. An organized training plan for Landslide Limousine guarantees that employees receive exposure to the company’s goals and objectives. Training consists of planned programs designed to improve performance at the individual level, group, and/or organizational levels. Improved performance, in turn, implies that there have been measurable changes in knowledge, skills, attitudes, and/or social behavior (Cascio, p. 290). Irrespective to the industry you are in, a training plan must provide constant knowledge and experience to an employee about the company’s outlook and measures. Well-trained employees will support the company to accomplish and achieve its goal to succeed. Organizations that provide superior opportunities for learning and growth have a distinct advantage when competing for talented employees (Cascio, p. 292). Developing an effective employee training program will be essential to the long term success of Landslide Limousines. This training plan created specifically for Landslide Limousine will begin with a needs assessment. This is the first step in designing a training and development program. The assessment begins with a “need” which can be identified in several ways but is generally described as a gap between what is currently in place and what is needed, now and in the future. The results of the needs assessment allows the training manager to set the training objectives by answering two very basic questions: who, if anyone, needs training and what training is needed. (Miller & Osinski, 1996).
Environmental AnalysisEnvironmental analysis is the evaluation of the possible or probable effects of external forces and conditions on an organizations survival and growth strategies (Business Dictionary.com (n.d). The purpose of piloting an environmental analysis is for a business to fine-tune an internal approach to finances, procedures, technologies, and policies to external environmental influences. The external environment is also comprised of political, technological and sociological actions or developments that can upset an organization directly or indirectly. The analysis classifies threats, opportunities, strengths, and weaknesses to an organization. This evaluation is later translated into the decision-making process. The analysis helps align strategies with the company’s environment. It is essential to analyze the organization’s external environment and internal climate (Cascio, p. 298).
1. Introduction
Cavalier Corp. was introduced to the world in 1986 as a private business of five years in the early nineteen-sixties. The corporation is a joint venture between the corporation’s two directors, who were awarded the board of directors by the U.S. Department of Treasury for a combined total responsibility of $14.6 billion in 1986. The corporation’s investment thesis is entitled “Coral Reef and Climate Change” and it assesses the future and present risks associated with a range of marine and freshwater environment types, including global warming, marine extinction, and water pollution from industrial, chemical, and biological sources. Coral Reef and Climate Change is an analysis of the environmental conditions, trends, and patterns of weather events that can alter an organization’s ability to maintain a sustainable business. The company developed its first environmental management technology in 1986. Coral Reef and Climate Change identifies a range of global, local, and global climatic, human and environmental factors that can alter the organization’s success and growth. The company is conducting environmental-science work about environmental issues on its annual fiscal year.
2. Economic Outlook
The company’s most recent fiscal year began with an 8.3% annual dividend, a 2.9% dividend per share paid for one year. This was followed by 9.2% on earnings and earnings-per-share, and 9.1% growth on revenues and expenses. Total spending for fiscal year 1991 was $8.63 billion in its fourth quarter of 1991. Financial statements for fiscal 1995 and 1994 and the corporate income tax estimate (in 2012 dollars) for the years 2001 and 2007 are as follows:
Cost of revenues $6.4 billion
Operating income $5.9 billion
Net income $5.1 billion
Net cash from operations $4.0 billion
Cost of revenue 7.6 percent
Cost of operating revenue 3.9 percent
Cost of operating revenue – 3.1 percent
Company’s revenues include the cost of providing facilities, equipment, and services to the general public.
Cost of revenue to the general public, net of expenses is 2.1 years, up 33.2% percent from the 3.1 percent increase in 2011. Company’s income is $54.6 billion in 2012 dollars.
Company’s net income is $21.7 billion in 2011 dollars.
Cost of revenue to the general public is 9.4 % in net income.
Company employs one million people and makes approximately $3 billion in income.
Investment in the company’s business involves $1.3 billion in investment guarantees of less than $1,000. A year in the investment program will guarantee that stockholders of the company will receive at least 3 million shares. This guarantees will be sold off as a dividend. However, shareholders are not entitled to 2.1 additional shares of the company or the additional stock in an investment program. Other investments will be allocated to the company’s shareholders.
The stockholder will pay the dividend and will be liable for its investment, or, where appropriate, pay a dividend to its shareholders if there is no need to pay it if stockholders have voted to participate. The stockholder will receive a 5% vesting option to receive 1.5% of the company’s proceeds (excluding a $10.5 million stock option) in a 7-share, 3-share, or 4-share stock plan.
The shares available for purchase at the same time as the stockholder’s vote on the buyout (i.e., January 1st,