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ASSIGNMENT-2
ON
“TRAINING AND PERSONAL
DEVELOPMENT IN ADIDAS”
1 Introduction 3
6 Conclusion 6
1. INTRODUCTION
Human resources professionals have many roles within an organization and are responsible
for formulating strategies that focus on recruiting and retaining top employees as well as
overseeing projects that promote company-wide productivity. Most human resources
departments control the overall operations of a business, making the department a key
component of a company’s success in achieving its objectives.
The HR specialists in these departments often are charged with creating training programs
to strengthen the quality of work within an organization. The Bureau of Labour Statistics
indicates that “enhancing employee skills can increase individual and organizational
performance and help to achieve business results." The role of human resources in training
and development includes assessing training needs, creating training manuals, facilitating
instruction and ensuring training objectives have been met.
2. ABOUT ADIDAS
Adidas’ vision statements have been gradually changing with the ever-evolving sports
shoes, apparels and other accessories over the years, and this has been instrumental in
securing the leadership position the company is identified within the current markets. In
fact, Adidas’ managerial approaches are highly valued for their ability to keep the company
on its best at all times irrespective of the nature of the market forces, something that Adidas
credits its mission and vision statements for.
Adidas’ vision statement is “to be the design leaders with a focus on getting the best out of
the athletes with performance guaranteed products in the sports market globally.” The
vision statement can be drawn from the operations and the priorities of the company. It
emphasizes on the creativity that characterizes Adidas making it a top brand among the
best players in the niche it operates. Some of the components that relate to this vision
statement include:
• Being the design leader: In the first component of this vision statement, Adidas re-
emphasizes that it is not a company that sits back and follows the rest. Instead, it is
driven by the inventiveness and desire to lead the rest by setting a quality bar that meets
the needs of its customers. In fact, its strategy highlights ‘creating new’ as a critical
element of the leadership it brings in the market.
The Adidas brand has adopted some specific talent management tools that help identify
potential future leaders from around the organisation. In order to ready them for complex
leadership roles the brand has used several targeted developed programs as well as
individualised development plans.
Adidas uses apprenticeships and internships to complement its training and development
programs. Through two to three years rotation programs, these apprenticeship programs
allow the fresh out of college students to have a chance to gain business experience. These
programs include vocational training in retail, shoe technology and IT, as well as integrated
study programs in fields like digital commerce, finance or international business.
Apart from this, Adidas has implemented FTP, the Functional training Program an 18-
month program which offers graduates with excellent performance an opportunity to start
a functional career at Adidas. Under this program they are offered to work on six there
month assignments in various assignments.
Adidas also has a succession management plan in place that regularly conducts reviews to
ensure that individual development plans are in place to make the successors ready for their
next steps.
Training is one of the most crucial HR policies any company would provide. In case of
Adidas also Training is one of the sought-after tools for the business success because
employees are offered a wide variety of learning and development opportunities that help
them to build on their strengths, grow their skills and help them in overcoming individual
challenges.
According to the Forbes piece, “Adidas has always had a strong dedication to learning but
they were primarily using traditional classroom methods to train employees on everything
from behavior to job-specific duties.” In the past couple of years, they’ve moved toward a
blended learning format and there’s not a big reliance on the formalized classroom training
process.
To fill the gap, they developed the Adidas Group Learning Campus, which provides
interactive, social, and multimedia learning elements. Employees can access the materials
in the Learning Campus anytime they desire. The company’s goal is to have employees
achieve their personal best, which is why they offer a large array of learning and
development opportunities with the aim of helping them build on their strengths, develop
skills, and overcome the challenges they personally face. Their highest priority, in their
own words, “is matching the specific aspirations of their employees with the needs of their
organization.”
6. CONCLUSION
After analysing the training need analysis, we got to know that training and development
programs are important for any organization to develop the employee. Training is one of
the mandatory requirements these days because of the rapid technological upgradation and
change in working mechanism. Training aims at continued self-development of the
employees. Employees are expected to develop themselves continuously in an
organization. When the employees in an organization are developed from time to time with
all updated knowledge or technologies, that organization will definitely grow to a greater
height.