How to improve the training standard of Australian post and Star Track.

How to improve the training standard of Australian post and Star Track.


The training standards that are established and maintained in an organization have a short and long-term effect on the performance of that organization. Before the human resources department of an organization can establish training standards, they should clearly state the goals and objectives that they would like to achieve; and they should properly be aligned to the mission and vision of the company. Various literatures exist on training standards that have been established in different organizations. Before designing the training program, the human resources department should first conduct a needs assessment so as to find out what is ailing the organization, priority areas to focus on, and the individuals to involve as facilitators in the training. With the introduction of technology in early all sectors of the industry, the Australian Post and Star Track should ensure that their employees are highly trained so as to maintain a competitive edge over smaller and upcoming companies that have effectiveness as their main  focus. The introduction of the internet has dramatically reduced the number of letters that individuals send through the post office service.

Therefore, the post office needs to ensure that the few individuals that send job applications, school admission letters, important documents and other items that can only be sent via the post office feel welcome and appreciated. It is the only way that individuals would send a higher number of optional post delivery items. Such services in turn benefit the organization through bring in more revenue and raking in more profits for the company (Smither & London 47). With the introduction of the internet, not many letters are sent as it used to happen before. However, people still send parcels, which cannot be sent via other means. The advantage of the Australian Post and Star Track Company is that it is well known for providing secure services. Individuals are aware that by using the services of the company, their parcels and other items that they send via the company will get delivered without being tampered with, and delivery will be done on time.

Planning for training

Improving the training standards for employees in an organization is not only for big companies. Small and medium size companies can easily upgrade their current standards to ensure that their employees are of high caliber. In addition to improving the skills and knowledge that is held by employees, improving training standards also has the power to ensure that an organization attracts and retains top talent for their human resources. Talented individuals in their respective fields know that establishment and maintenance of high training standards means that they get to learn about best practices in their filed through the training provided by their organizations (Smither & Manuel 101).

A training program should be designed in such a manner that it integrates the goals and objectives of the departments and company as a whole; both short and long term. The department also needs to establish whether the members of staff that are needed to conduct the necessary training are available in the company, or if there is need to hire additional staff members. There is also need to establish the new tasks that need to be learned by the company staff to be trained. The training need assessment should ensure that the areas to be focused show changes in terms of productivity and employee morale and motivation levels. According to Elsner, Boggs & Irwin (132) the Australian Post and Star Track should first conduct an assessment on the level of training that should be conducted; whether organizational, occupational or individual level. According to Elsner, Boggs & Irwin (145) the organizational level assessment is made with the aim of pinpointing interest areas and the expected impact so as to fill in the existing gaps. The occupation or task assessment is carried out by comparing the duties, competencies and job descriptions of the available jobs in the company, against the duties being performed by the current employees.

The results are then utilized to correct any existing discrepancies by planning for the needed training. The third level of training assessment is carried out against particular individuals. Individuals in the organization are assessed for knowledge and skills that they possess. This type of training is especially useful and necessary for departments that have continuously changing trends and skills such as information technology, human resources and customer care (Sahindis & Bouris 54). Before designing and planning for better training standards, the human resources department should also conduct a performance analysis. The department should look at the job design of the different roles in the company, and the qualifications and experience of individuals in those positions. A performance gap should be established if it exists, and an analysis conducted as to whether training and high standards of it would assist in closing the gap (Phillips & Gulley 403).

The need for training should also be derived from the annual reports of the company since they are one of the tools that are used by organizations as a means of communication with the public. If the organization conducts exit interviews for employees, such tools can also be a great source of information on areas that the organization can improve on, and the human resources department to base their training on. The results from evaluations should also be utilized in planning on areas that employees need to be trained on. In such areas, the company can cut on costs by making use of employees that excelled in certain areas of their field to train their fellow employees (Elsner, Boggs & Irwin 76).

After conducting this assessment, the human resources department uses the results to plan for training, costs to be incurred, and the technology to be used for the training. The training manager also needs to establish a timeline within which the goals and objectives should be achieved. The human resources department should also explore the various available training options for the established level and give reasons as to why it would be considered as the most competitive option for the company (Elsner, Boggs & Irwin 43). It is prudent to establish an effective cost- benefit plan so that the management of the company can buy into the idea and validate it as the way forward in ensuring organizational performance improvement. The training proposal should also be accompanied by the proposed evaluation techniques to be used to assess the effectiveness of the training. For the management to approve training at Australian Post and Star Track, the human resources department should also attach proof from similar kind of training that has been carried out in other organizations, and the positive impact that it has had on productivity.

There should be a consideration on the venue where training is to be conducted. While some occupations might benefit from on the field and job training, some departments would require maximum concentration in a classroom environment (Phillips & Gulley 417). The organization should cultivate a culture that appreciates training and encourages employees to go as far as they can in terms of improving their knowledge and skills. The management of the organization should develop this culture by offering training for its employees where possible. Even though they have been trained on their respective areas of expertise, new employees should also be trained before they are fully integrated and allowed to handle complex situations at the workplace on their own. Such an act would ensure that employees appreciate and learn the importance of being trained at the workplace. The standards of training at the organization would also be viewed as being high. Current employees would feel that what they do is important to an extent that new employees that have received higher learning training in the field have had to undergo training so as to do the work that they have been assigned (Der Klink & Steumer 209).

It is through the assessment process that an organization can even learn more about the employees from different departments such as what motivates and what their hobbies are. The Human resources department can gather information on sports played and other leadership roles that employees played when they were in school or in their previous jobs. Such information and roles can be utilized in outdoor activities that are organized with the effort of increasing department cohesiveness and teamwork among members. Team work has a synergy effect and it can be improved by colleagues spending time together out of the workplace so that they can relax and appreciate each other’s differences and characters that they might share (Phillips & Gulley 251).

Training standards can also be improved through implementing new policies that require all the employees in the company to start courses designated by their departments in conjunction with the human resources department. Such a decision might be reached after the Australian Post and Star Track conduct surveys and realize that they have a gap in comparison to competitors in the industry. The Australian Post can choose to partner with a specified institution of higher learning where employees can take specified courses, and the organization can reimburse the organization. However in such a case, the organization might have to ensure that the employees sign contracts that state that the employees cannot leave the organization before a certain number of years have passed. It might not be sufficient to just assume that the employees will feel indebted to the firm and use their own volition to choose to remain in the organization.  If the organization was to decide on such a situation, they would then be obligated to give the employees some free time of work so that they can study and read for their course and exams (Der Klink & Steumer 301).

To limit expenses and ensure maximum efficiency, such an arrangement would best suit top management of the company. In addition to attracting top talent to the company, such an initiative would serve to increase employee morale and motivation in at Australian Post and Star Track. The company can purchase important course learning material that would be used by a large number of individuals and prove useful to a department or two. During their free time or after work, individuals can borrow such a book and improve their knowledge in their area of expertise. Such standards would definitely improve individual employees’ productivity, and overall organizational productivity (Sahindis & Bouris 175).

Effectiveness of training conducted

According to Sahindis & Bouris (65) organizations achieve higher motivation levels among employees after conducting training sessions for them.  According to a study conducted on a Greek organization by Sahindis & Bouris (67) the commitment and loyalty of employees to their managers and organizations is positively correlated to the training that they receive. Employees feel that they are appreciated and they have a chance of improving their future when the organization constantly and consistently invests in training them. The 130 employees and line managers that were interviewed were found to have an improved productivity after training was conducted on their different areas of expertise. When interviewed, the employees cited higher job security and improvement in their skills and knowledge in respective areas as their key motivators. Employees know that the organization would not sponsor training for them if they had intentions of letting them go in the near future. As much as monetary and the possibility of promotion to a higher level in the organization might be a motivating factor for an employee, job satisfaction also comes from knowing that one is considered as an asset in the company. The employees must also feel that the training that they are receiving actually adds value to their professional and personal life, and makes them better employees (Phillips & Gulley 430). Such valuation of the training given to employees ensures that there is less absenteeism and turnover which would have a negative effect on the respective departments and overall performance of the organization.

According to findings conducted on post office staff by Der Klink & Steumer (198) on the job training achieved a high rate of return on investment in terms of higher productivity from employees. The study also concluded that support from managers is critical if the training that is provided is to be fully implemented and the results reflected on the productivity of the employees. Therefore, the management should make use of modern management techniques such as management by walking around (MBWA) to ensure that they follow up on new training content and ensure that it is fully utilized in achieving organizational goals (Der Klink & Steumer 198).

After training has been conducted, the performance of the employees should not remain the same, it should improve within noticeable levels. The human resources department should conduct an evaluation of the training that has been conducted, and assess its effectiveness for future reference on methods to be used.  A reaction response should be conducted to gauge the standard and quality of training used by the organization. The employees should be provided with questionnaires that require them to give explanations and details of the questions that have been asked. Such information would be important in designing and planning for the next training session. Training should be constant and consistent if an organization is to maintain high performance especially when benchmarked against other industry players (Phillips & Gulley 298).















Works Cited

Der Klink, Marcel & Jan Steumer. Effectiveness of on the Job Training. Journal of European

Industrial Training. 26 (2): 196-199. 2002. Print.

Elsner, Paul., George Boggs & Judith Irwin. Global Development of Community Colleges,

Technical. Washington, Community College Press, 2008. Print.

Phillips, Jean & Stanley Gully. Human Resource Management. Ohio: Cengage brain, 2013.


Sahindis, Alexandros & John Bouris. Employee Perceived Training Effectiveness Relationship

to Employee Attitudes. Journal of European Industrial Training. 32 (91): 63-76. 2008. Web. 19 Aug, 2014.

Smither, James & Manuel London. Performance Management: Putting Research into Action.

Massachusetts: Wiley, 2009. Print.