Training and Development in Small Businesses

Subject: Business
Type: Analytical Essay
Pages: 6
Word count: 1614
Topics: Human Resources

Establishment of Child Development Centers (CDCs) is on the increase due to rise in maternal employment. Furthermore, working single fathers, mothers and parents, as well as parents who want take retreat opt to for CDCs more than leaving the children under the care of relatives. The demand of the CDCs is also enhanced by the realization that early child development is critical in stimulating the child development in social, emotional, psychological, intellectual, and spiritual life. Child Development Centers, therefore, must offer social, social, emotional, psychological, intellectual, and spiritual needs for children in their initial years of their development (Britto & MacMillan, H. (2017). They are designed to present nurturing, safe, stimulating, and loving environment that will provide an opportunity for the kids to learn and grow together with their peers. As a norm, Child Development Centers admit children as young as three months to six years of age. Children Development Centers which offer after-school programs enjoy more income through provision of after school activities to keep kids engaged awaiting their parents to pick them after work (Lynn, 2015). 

However, rural Child Development Centers are deprived of standard trained personnel. As a result, some of the rural CDCs employ grandmothers, adults who love kids or mothers who lack proper training to nurture and guide the kids in their varied developmental stages. Training should be a fundamental prerequisite while employing teachers in Child Development Centers. Besides, there ought to be on-going training workshops and seminars to aid teachers to remain cognizant of what is required of them (Lynn, 2015). 

The owner and the director of the Caritas Child Development Center which is in a rural area, require assistance in developing a comprehensive training proposal for entire employees. Besides, the training plan is intended to be used while recruiting and training future employees effectively and easily. Currently, the center has two hundred children ranging from three months to six years of age, as well as after-school program activities. Presently, Caritas Child Development Center utilizes Pre-Kindergarten Programs which match state stipulations and not in need of extra training (Blanchard & Thacker, 2012).

The director is however worried due to low enrollment despite numerous tours by potential customers/parent each day. He, thus, feels that his center is popular within the locality but is nervous due to unkempt rooms, as well as of other unknown problems. Teachers and the subordinate staffs don’t communicate with the directors on what they need to make their work effective. It is, therefore, explicit that training needs analysis is necessary in order to judge why the center is experiencing low enrollment despite its popularity in the locality.

As a consultant, the first thing will be to hold a separate but closed meeting with teachers and the assistant director, and the director to consult concerning their jobs and to establish any challenge they may be facing when executing their mandate. Besides, throughout the consultation, I will analyze teachers and the assistant director knowledge, skills, and abilities (KSAs) which will aid in developing the training areas and the need to formulate the comprehensive training proposal. At this stage, I will also ascertain whether all teachers have acquired the Child Development Associate (CDA) Credential which is conferred by the Council for Professional Recognition. CDA Credential refers to the nationally acknowledged minimum qualification in Early Childhood Education (ECD). Furthermore, I will be required to investigate on the background of all the employees to ensure all details are filed. Some of the essential topics teachers should be trained on include (Britto & MacMillan, H. (2017): Child development; Child learning activities; Child guidance; Emergency preparedness; Child abuse detection and protection; Healthy and safety; Shaken baby prevention; Safe sleep (SIDS prevention); Full First Aid for all staffs; and Cardiopulmonary Resuscitation (CPR) for all staffs.

After consulting with the teachers, director, and the assistant director, it was likely that, unkempt classrooms trigger the low enrollment. Therefore, teachers are in need of extra training on organizational skills to aid them to keep classrooms in order. It was also clear that teachers and subordinate staffs are in need of team building exercise and training sessions. It was likely that motivation of the workers is low; hence potential customers/parents senses unfavorable learning environment for their kids because teachers are not enthusiastic regarding their job. It was also evident that Caritas Child Development Center failed to display certifications in offices and in the classroom to show that they have qualified personnel for taking care of the children (Britto & MacMillan, H. (2017).

Director needs to use these data gathered to identify which strategy match with the mission of the center, as well as with daily goals. The strategy identified must also be in line with the vision of the center and must be evaluated annually. A reactive approach which is informal in the analysis will aid the director in planning that is focused on the immediate needs. Recognizing the need for transformation will enhance enrollment in the center abruptly and confidently initiate waiting list.

The principal challenge facing Caritas Child Development Center entails; lack of mission statement, hiring, and training. A mission statement is essential in communicating the standards employees must accomplish daily. Hiring is effective when guided by a distinct job description that stipulates all duties and responsibilities of the employee, with this identifying the right personnel becomes effective and easy. Training, on the other hand, aid teachers to gain new ideas and update on the current licensing demands; thus, they can impart learners with new ideas on a daily basis (Blanchard & Thacker, 2012).

Full implementation and enforcement of Training Needs Assessment (TNA) strategy in the Caritas Child Development Center, could achieve;

  • Increased enrollment
  • Employee satisfaction within the work environment
  • Mission statement that will inspire employees daily
  • Training seminars which match the Caritas Child Development Center strategic plan

The services of a consultant have enabled the Caritas Child Development Center to establish that extra training is beneficial to the entire center and not only to employees. The information obtained will aid the director in creating a standard training plan for all workers alongside extra training chances that will enable the employee to grow within the center. Furthermore, it will help the director in crafting and implementing standard performance appraisal that will enable anonymous evaluation input from parents in conjunction with other workers. It is also essential for the director to have regular team meetings and ensure team building activities annually. If teachers and subordinate staff are contented, it will reverberate to the prospect customers/parents who visit the center desiring to enroll their kids. However, training should be the initial step in ensuring the center is above the state set guidelines. The director has also crafted the training timetable that entails team building activities to complement what was lacking in the center (Blanchard & Thacker, 2012). 

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Strategy for Caritas Child Development Center:

As a Child Development Centre we are committed and strive to be the center of excellence in the provision of safe, stimulating, and nurturing environment to all children. This will be achieved through acquiring the subsequent certificates (Britto & MacMillan, H. (2017) : 

  • 10 hours of yearly training
  • Learning Activities class
  • Current Child Development Associate (CDA) Credential for all teachers
  • Discipline and Guidance class
  • Child Abuse Recognition and Reporting class
  • Full First Aid class
  • Healthy Safety class
  • Safe Sleep class
  • Shaken Baby prevention measure class
  • Cardiopulmonary Resuscitation (CPR)
  • Emergency handling class

The facilitation of all these classes will be fully catered for by the center. However, some of the classes will be conducted online. The center intends to conduct the First Aid and the Cardiopulmonary Resuscitation (CPR) classes with the center on a Friday afternoon and tea will be provided. Class attendance and full participation will be integrated into the worker’s performance assessment as completed and will be instrumental in determining salary increment. Any employee, who will fail to attend the classes as scheduled will have one year to complete the classes successfully. A completion certificate must be handed to the director’s office for filing in the worker’s file. Director will utilize the services of companies such as Safe Kids Awareness Training to complete the entire training successfully.

Successful compliance with all state required licenses alongside completion of the entire course will depict the center’s commitment to ensuring the safe environment for all children. As a consequence, all visitors will be turned into applications to join the center; hence, the number of the enrolled children will increase tremendously. The center is thus optimistic about initiating waiting list for parents willing their children to join our center from other centers. The center is also hopeful that it will keep the current parents as satisfied and loyal clients. The return on investment (ROI) will be demonstrated by the fresh enrollees and the rising number of fresh applications.               

Agenda program: 

First Month– Renew all licenses required for the center as well as insurance.

Second Month– Contract an in-house instruction on First Aid and Cardiopulmonary Resuscitation (CPR).

Third Month–Identify amalgamation class or online programs that would include the other certified classes to entail Safe Sleep, Emergency Preparations, and Shaken Baby. 

Fourth Month – Schedule for a team building activities, such as a nice meal at a local restaurant, bowling, having a paid picnic at a local park that would entail bringing families.

Fifth Month – Close up the rest of the indispensable classes using local classes or online classes.

Sixth Month –Renew the center and classrooms to indicate that the center certifies all the stipulated requirements for a Child Development Centers.

Seventh Month– Conduct a Grand Re-Opening ceremony with local media invited to offer free advertisement of the Caritas Child Development Center.  

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  1. Blanchard, P. N., & Thacker, J. W. (2012). Effective Training: Systems, strategies, and practices. Upper Saddle River, N.J: Prentice Hall. Britto, P. R., Lye, S. J., Proulx, K., Yousafzai, A. K., Matthews, S. G., Vaivada, T., … & 
  2. MacMillan, H. (2017). Nurturing care: promoting early childhood development. The Lancet, 389(10064), 91-102.
  3. Lynn, J. (2015). Start Your Own Child-care Service: Your Step-by-step Guide to Success. Entrepreneur Press.
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