Sarah Green has been an accountant for 12 years. She worked in a small medical practice for two years after earning her BS in Accounting and then chose to work freelance for five years. For the past five years she worked at a large firm, Stokely and Associates, where she brought in more new clients than 92% of her colleagues and received a higher satisfaction score from clients than 90% of her coworkers.

Sarah had to move to a new city to care for her sick mother. This meant finding a new accounting position. She was excited to be hired at the large accounting firm, Parker and Mendez Accounting, LLC, right away. Unfortunately, she learned after 4 months that she was being paid less than her coworkers who had equal or less experience than she did. When she asked the hiring manager about the discrepancy, she was told that the organization's policy is to pay in a range based on previous pay. The hiring manager did admit to being surprised that her previous salary was at the low end of the expected range given her successes and performance reviews, but the policy is there for a reason and making an exception defeats the purpose of the policy.

 

After researching her industry and old employer, Sarah learned that her previous employer regularly paid women less than men even when the women had more experience or brought in more clients. Her current pay was impacted by this discriminatory practice.

 

An outline of a training session for all hiring managers and benefits and payroll specialists. Each of these sections should be included and explained briefly but with enough detail that the decision-makers reading the report are fully informed and can approve the training.

 

1)Introduction: Provide an overview of the training. Example: Excellence in Interviewing is a two-week online training that introduces the best practices in interviewing.

2)Scope: State how broad or narrow the focus of the training will be.

3)Objectives: List what participants will be able to do using "To + verb" statements. Example: To roleplay an effective phone interview. To write three behavioral interview questions that assess given criteria.

4)Training Method: Explain the format of the training. Online, face-to-face, blended, asynchronous or in real time or both.

5)Evaluation using Kirkpatrick's Levels: Address each level of Kirkpatrick's in detail. Share specific strategy to evaluating the proposed training.

Introduction:

By the end of this training all leads, supervisors, managers, and HR departments. Will be able to successfully hire all future employees at the correct starting pay. As well as, be able to triage over current employees in order to know when an employee will be eligible for a pay increase. Including when to refer a current employee to patrol compensation for a pay increase. The Equal Pay Act mandates that equal pay for equal jobs be provided to men and women in the same workplace. It is not necessary for the workers to be similar, but they must be significantly equal. The job determines whether the workplace is significantly equal. This act is going to cover all kinds of pay. Includes salaries, extra compensation, incentives, stock options, plans for profit sharing and bonuses, life insurance, holiday and vacation pay, laundry or fuel allowances, hotel rooms, travel expense waiver, and rewards. Employers do not reduce the salaries of either sex to equalize their pay where there is an inequality in wages between males and females. And if it talks of gender a lot.  We need to dig at this a little more, too. Since she serves as her new colleagues in the very same section. Yet she also earns a lot less. Not to mention that a guy earns better than she does. So, in a variety of different respects, the firm will be found guilty.

We would also like to stay out of the spotlight in every imaginable manner we can. An person claiming an EPA breach can go to court immediately and is not necessary to file an EEOC charge in advance. And this is something she has yet to achieve.

Scope: 

This training is definitely a strict training process for all leads, supervisors, managers, and HR departments. It is very important, for any employee who is currently in any one of the positions listed. To contact HR if you know that you will be unable to attend a training session. This is so that we can get you rescheduled. Again, thank you for being the very best part of Parker and Mendez Accounting, LLC. I do find that there are many legal obligations. However, it is considered to be an unethical situation. Just because the way that the companies pay policy is set up and she was not informed of this beforehand. In which she had no choice to decide if she was okay with the pay rate that we decided to offer her. Sarah Greens pay rate again is well below her current coworkers that have equal experience or less than she does. Not to mention that when she was interviewed for the position. She also should have been informed. In which she may have been able to negotiate the starting rate. 

Objectives:

After completing the 4-day training in room 1745 with Jason Shadow: 

• Hiring Managers including HR Departments will be able to effectively choose the correct starting pay for new employees.
• Supervisors will be able to triage over there teams and know when to refer an employee to HR for an additional pay rise or to have hourly pay adjusted to the correct dollar amount. 
• Leads will be able to listen to questions and concerns about pay rates from current employees to have managers address the situation. LEADS WILL NOT REPORT NOR SEND SOMEONE TO HR. ADDRESS MANGER FIRST
• Managers will be able to effectively follow up with supervisors and HR department, in order to make sure that everyone is on track and focused on the task at hand. All while reporting directly to project managers. 

Training Method:

This training method is in a live classroom.

Day 1: Training will be a live trainer that everyone must follow along with.

Day 2: We will have a role play session to know how to deal with agents' questions that they may have.

Day 3: Will be live interviews and choosing the correct starting pay for new candidates. 

Day 4: Will be the last day of training. Lunch will be provided for all 4 days of training. 

Evaluation: 

This training was done with Kirkpatrick's Evaluation method.  Perhaps the best-known approach for assessing and measuring the effects of training and college systems is the Kirkpatrick Model. In order to assess aptitude on the basis of four level parameters, it takes into consideration some kind of preparation, both informal and formal.

Level 1 Evaluation - Reaction

The goal for this stage is simple, evaluating how individuals react to the training model through asking questions that decide the thoughts of the trainees. If the user liked their experience because if they find the content in the curriculum helpful for their work, questions would be decided. Usually, this particular type of appraisal is referred to anyone as a "smile sheet." As explained by Kirkpatrick, to further refine the model for future use, each curriculum needs to be tested at this stage. In addition, the responses of the participants are important for deciding how invested they should be in the next stage of learning.

Level 2 Evaluation - Learning

Evaluation at this stage is intended to assess the level of skill, experience, or mentality formed by the participants. Compared to level one, discovery at this level is much more difficult and time consuming.

Techniques range from casual to standardized assessments to team review and self-assessment. Where at all practicable, before the testing (pre-test) and after training (post-test), people take the test or assessment to find out how well the subject learned.

Level 3 Evaluation - Transfer

This stage analyzes the changes throughout the participant's actions at work after completing the curriculum. Evaluating the transition helps the workplace to find out how the awareness, mentality, or techniques learned by the curriculum are being used.

This standard provides the most genuine assessment of the utility of a service for the majority of people. Having said that, evaluating at this stage is challenging because it is usually impossible to predict whether a person may begin to use what they have learned from the curriculum correctly, making it harder to decide when, how much, and precisely how to measure a post-assessment participant.

Level 4 Evaluation - Results

Level four, generally known as the primary target of the program, measures the cumulative performance of the training model by evaluating variables such as reduced spending, better expenditure yields, increased product efficiency, less worker injuries, more productive manufacturing cycles and higher revenue levels. From a market point of view, the aforementioned variables are the key explanation for the formula, while level four outcomes are not generally taken into consideration. It is impossible to identify correctly whether or not the consequences of the educational curriculum should be related to improved finances.