L-3 Communications Material Handlings Department


L-3Communications: Material Handlings Department

TrainingNeeds Assessment

September27, 2015


TrainingNeeds Assessment

L-3Communications is a leading defense contractor in the world. The firmoffers security and aerospace solutions to the both the governmentand private firms. It is renowned for the provision of securitycommunication systems that are used for security and commercialfunctions. Headquartered in Manhattan, the firm was founded in 1997.The main clients in the US include Homeland Security, NASA,Department of Defense, and commercial contractors. The firm has over48,000 employees globally. L-3 Communications is driven by the needto provide services and products that satisfies the needs of theirclients. Some of the values adopted by the firm include integrity,innovativeness, customer satisfaction, and quality products.

Inorder to meet their business objectives, employee training andempowerment is essential. The approach helps in building the capacityof the employees. The world is current challenges and opportunitiesfor the business operators. Security sector where L-3 Communicationsoperates requires distinct services and products that will addressthe growing security challenges in the society. The goals cannot berealized if the employees are not equipped with the relevant skillsand knowledge. Continuous training is an important technique thatenhances the competency of the employees to handle their assignmentseffectively and improve the organizational performance.



Despitethe firm’s urge to meet its business objectives, L-3 failed toprovide its employees with the relevant training to enhance theircompetencies. L-3 seeks to encourage innovative thinking, fasterresponse and job commitment. The MaterialHandling Departmentin Afghanistan intends to commission new software for the inventoryfunctions. Since the software will be implemented in the field, themanagement believes that the training can be done under theon-the-jobprogram.There will be no formal training on how to use the software.

Individualsto be Trained

Thechoice of the individuals will depend on the nature of the interfacesamong the departments in the location. The individuals to undergo thetraining include the employees in the MaterialHandling Department.Further, the management team and other employees who do not workdirectly in the department but use the software will be trained.


Uponthe commissioning of the software, it is expected that there will bechanges in the performance within the department. The transition tothe new software will necessitate employee training to eliminate anyperformance gap. The gap is likely to emerge since the employeesmight lack the full understanding about their roles and theimportance of the new software (JSW.org). As such, training isimportant to ensure that the employees the right knowledge, skills,and abilities (KSAs) to use the software. To get the KSAs, it isprudent for the firm to consider both the formal and informaltraining for the employees. Software implementation will require theemployees to have skills on how to not only use it but also troubleshoot.

TrainingNeeds Assessment Questionnaire

TheTrainingNeeds Assessment Questionnairewas constructed through the site HR-Survey.com and is attached forreview. The TNA Questionnaire is able to be completed by employeesonline in order to make it convenient for them to fill out in atimely manner. Information/data gathered from the TNA Questionnairewill be used to determine if employees in the department feel thatformal training on the software is necessary prior to implementation.Currently, management believes that it can be implemented on-the jobwhere lessons learned can be enough to successfully integrate thesystem. The questionnaire is attached as an appendix at the end ofthe paper.

Trainingand Expected Outcomes

Theemployees will have a better understand about how to properly use thenew software. The training will also give the employees theconfidence in their knowledge, skills and ability to use the softwarein order to conduct inventory. As a result, the firm will effectivelymeet its organizational goals. Successful completion of inventorywill require that all materials are properly accounted for andentered into the system using the new software system. Ensuring thatall materials are accounted for ensure that organizational goals aremet because it ensures that the resources are stores and allocatedproperly. It is expected that the materials department has greatinfluence on the nature of the outcomes. The expected performanceonce training is completed is that everyone in the department cansuccessfully complete inventory using the new software implemented.By completing the training each employee should be sufficient inentering data into the new system and pulling data from the system tocreate reports. In addition, by being able to sufficiently enter datainto the system it should lead to an accurate and complete inventorybeing conducted for our department.


Trainingof employees in an organization should be a thorough process thatshould involve provision of necessary information, training,mentoring and coaching. Employee training is at L-3 is essential toaddress the potential performance gap between the requiredperformance and actual performance after implementation of a newsoftware program. Employees are unsure if they can successfully usethe new software in order to complete inventory after implementationwith the only training being on the job. Training should eliminateany performance gaps with the implementation of the new software andallow for a successful inventory. Employees should have theconfidence in using new tools and methods in completing their tasksin order to be effective in implementing them in order to help reachorganizational goals.


JSW.org.Performance Gaps. Retrieved October 8, 2015 from:http://www.jsw.org.au/elearning/retail/certIV/lead_and_manage_people/unit_lm/concepts/lmc0402.htm

L-3Communications Holdings, Inc. (2015). About L-3. Retrieved October 8,2015 from: http://www.l-3com.com/about-l-3.


  1. What entails the new software system that the firm believes will improve the organizational performance?

  2. Since the firm is greatly considering the on-the-job training, don’t you think the approach will effects on the productivity of the employees as well as time for other functions?

  3. How long do you expect to take in training the employees to have an elaborate understanding of the new system?

  4. What benchmarks have the company put in place to assess the progress of the employees?

  5. How would you change your current working conditions to conform to the newly implemented software in the Material Handlings Department?

  6. Has the firm considered training other employees who are usually in direct contact with the field employees?

  7. What are other human resource strategies that the firm has in place to ensure continuous training and empowerment of employees to meet the long-term objectives?