For purposes of this paper I will be the Vice President of Learning for McCormick & Company and will be focusing upon three critical areas: training and development initiatives, metrics, and employees who are not training or learning experts. Historically training and development have played a strategic role in this organization. As such, learning has been driven by the company strategy. Per the website, McCormick & Company’s main business strategies have included growing sales, fostering innovation, managing the cost base, and planning for succession.
Training and Development Initiatives The first question to be answered is why the emphasis on strategic training important? Noe (2013) states the following: “Companies are in business to make money, and every business function is under pressure to show how it contributes to business success or else it faces spending cuts and even outsourcing. To contribute to a company’s success, training activities should help the company achieve its business strategy.” McCormack & Company Robert Lawless, CEO, states “One key area is a leadership development program known as multiple management boards, or MMB. It's an action learning
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To alleviate the load on human resources staff, I would outsource all other HR functions to ADP. Because these human resource tasks would be completed by ADP, our HR department would be freed up to focus upon strategic training. Research has shown that there is also a significant cost savings to companies who outsource business processes. In The Hidden Benefits of Human Resource Business Process Outsourcing it showed that doing so reduces the overall costs of Human Resource (HR) transactional processing, management and time and attendance reporting by as much as 40 percent. (“Outsourcing to ADP in a BPO Model Lowers Costs for Payroll and other HR Processes”,