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HRM Report

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					Contents
Words of Gratitude ...................................................................................... Error! Bookmark not defined.2
Human Resource Management .................................................................................................................... 3
Training and Development ........................................................................................................................... 4
Training and Development to Motivate Staff ............................................................................................... 5
       Essential Components of Employee Training Programs ....................................................................... 5
       New Hire Training ................................................................................................................................. 6
       On the Job Training ............................................................................................................................... 6
       Continuing Education in Employee Training ......................................................................................... 7
       Blend Technical Training with Personal Development ......................................................................... 8
       Effective Training Program Tips ............................................................................................................ 9
       Do You Really Need an Employee Training Session? .......................................................................... 10
       Keeping the Learning Going ................................................................................................................ 10
Words of Gratitude
Dear Professor,

I would like to thank you for your support, co-operation and your untiring
efforts to make us understand the importance of Strategic Management. It not
only helped me in my education but also helped me a lot to make my vision
clear. It was a great experience of being facilitated from you.

Thank you for sharing your knowledge and experience with me. It has helped
me immensely in all my endeavors. Thank you for recognizing the spark in me
and giving me the opportunity to present my views and knowledge that I
gained from you.



I want to thank you for all the concern.

Yours Sincerely,




Ahmed Faraz
(SP-MB-0007)
Human Resource Management
Human Resource Management (HRM) is the function within an organization that focuses
on recruitment of, management of, and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related
to people such as compensation, hiring, performance management, organization
development,    safety,   wellness,   benefits,   employee   motivation,   communication,
administration, and training.

Human Resource Management is also a strategic and comprehensive approach to managing
people and the workplace culture and environment. Effective HRM enables employees to
contribute effectively and productively to the overall company direction and the
accomplishment of the organization's goals and objectives.

Human Resource Management is moving away from traditional personnel, administration,
and transactional roles, which are increasingly outsourced. HRM is now expected to add
value to the strategic utilization of employees and that employee programs impact the
business in measurable ways. The new role of HRM involves strategic direction and HRM
metrics and measurements to demonstrate value.
Training and Development



The challenges of developing a global business and then operating successfully on that
global scale brings training and development issues to the fore - both strategic and tactical.
Whether voluntarily or driven by market forces, organizations are increasingly globalizing.
Understandably their focus is on issues of shape, size, structure and location. Also of prime
importance are product and service standardization allied to clear branding and a seamless
customer service experience, creating a global IT platform, and a common corporate
culture. But this huge organizational effort can overlook important training and
development (T&D) challenges and unless these are addressed, the global aspiration is a
vision without substance.

Organizations recognize that consistent use of common job titles and descriptions is
crucial, with common terminologies for internal structures, job roles and corporate culture.
T&D plans must support the improvement and development of individuals. That demands
optimal, common performance management and talent development systems which will
operate globally.
Global operators incorporate at least three different measures of future and current
success:
1. Attainment of personal objectives (linked to corporate objectives)
2. Observed behavior using a job-specific competency framework
3. Evidence of commitment to the corporate culture and values.
Organizations mandate core T&D programmes and learning and development resources
and then use them to:
1. Embed new protocols, policies and procedures (e.g. for project management)
2. Achieve culture change via leadership and change management programmes
3. Equip people with essential knowledge (including products/services)
Training and Development to Motivate Staff
The quality and variety of the employee training is key for motivation. Employee training
ranges from new-hire training about operation to introducing a new concept to a
workgroup bring them in a new computer system. Employee training is designed in such a
way that the people in the organization start taking part in those whole-heartedly. Training
staff in a manner to keep them intact with the organization does not only benefit the
employee but also helps the organization to get best out of it. Motivational is a key factor to
successful operations and efficient working. Lot of people thinks that motivation is a
material fact but in actual it is a psychological behavior which helps a person to achieve his
desired goals.

Whatever your reason for conducting an employee training session, you need to develop
the employee training within the framework of a comprehensive, ongoing, and consistent
employee training program. This quality employee training program is essential to keep
your staff motivated about learning new concepts and your department profitable.

Essential Components of Employee Training Programs
A complete employee training program includes a formal new hire training program with
an overview of the job expectations and performance skills needed to perform the job
functions. A new hire training program provides a fundamental understanding of the
position and how the position fits within the organizational structure.
The more background knowledge the new associate has about how one workgroup
interrelates with ancillary departments, the more the new associate will understand his or
her impact on the organization.
Another aspect of a comprehensive employee training program is continuing education.
The most effective employee training programs make continuing education an ongoing
responsibility of one person in the department. This is an important function that will keep
all staff members current about policies, procedures and the technology used in the
department.
New Hire Training
A solid new hire training program begins with the creation of an employee training manual,
in either notebook format or online. This manual acts as a building block of practical and
technical skills needed to prepare the new individual for his or her position.
In order for the department to understand current policies and procedures, a manager
must ensure the department manuals or online employee training are kept current. This
includes any system enhancements and / or change in policy or procedure. In addition,
keep the user in mind when designing training manuals or online training; keep the
employee training material interesting for the learner. Use language that is not "corporate"
and include images and multi-media.
Much of this employee training and reference material belongs online these days in a
company Intranet. But, if your organization is not ready to embrace the online world, keep
the manuals up-to-date and interesting. When possible, in computer training, incorporate
visual images of the computer screen (multi-media screen capture) to illustrate functions,
examples, and how tos.
On the Job Training
Another form of new hire training includes having the new associate train directly next to
an existing associate. Some call this On the Job Training (OJT) or side-by-side training. This
type of employee training allows the new associate to see first hand the different facets of
the position.
Also, OJT allows the new hire the opportunity to develop a working relationship with an
existing associate. This type of employee training reinforces concepts learned in the initial
training and should be used to reinforce and apply those same learned concepts.
Here are additional resources about new employee training and orientation.
Continuing Education in Employee Training
A continuing education program for a department is just as important as the new hire
training. When training a new associate, I have found that they will only retain
approximately 40 percent of the information learned in the initial training session.
Therefore, a continuous effort must be placed on reminding the staff about various
procedures and concepts. This continuing education can be formal or informal. (The
author’s preference is always with a more informal approach.)

The formal, or traditional approach, to employee training often includes a member of
management sending a memo to each associate. The informal, and often more appealing
approach to a visual learner, is to send a one-page information sheet to staff. This
information sheet, called a training alert, should be informative and presented in a non-
threatening manner. Therefore, if the policy or procedure changes, the informal approach
would better prepare the department to receive this presentation.

Prior to putting together a continuing education employee training program, the
management team must decide upon their desired outcome. One question that is important
to answer is, "Do you want the program to enhance the skills of the associate or do you
want to help the associate with personal development?"

While there is some commonality between these answers, the main difference is the
opportunity for the management team to mold future management team members. If the
desired outcome is simply to enhance skills, with no personal development, the
department will have a staff that simply knows how to do their job a little better. While that
is a positive outcome, you want your company to think "outside the box," and design a
program that allows, and even encourages, critical thinking and problem solving.

Therefore, when designing a continuing education program, the desired outcome should be
a blending of both technical and personal enhancement. This type of training program will
allow the staff the opportunity to develop solid management skills, coupled with a better
understanding of their position and function, and how that fits into the relationship of the
organization.
For example, if you discover during the assessment process that writing skills in the
department are low, you will need to enhance those skills by developing a corresponding
training session.

Blend Technical Training with Personal Development
This writing training session could include topics on the basics of writing, such as spelling,
punctuation, sentence structure and correct word use. Building on those basics, you could
give your participants an applicable topic, such as writing a letter to a customer apologizing
for a late shipment.

Provide the participants background information about the customer. Tell them the
customer has purchased from them for ten years and has always made payments promptly.
Give them ten or fifteen minutes to compose a rough draft and have them present their
letter to the group. Once someone has read a letter, ask the other participants to offer
feedback for improvements, and as the trainer, point out the positive aspects of the letter.

Another mechanism that will help with ongoing continuing education is to enable staff
members to develop an affiliation with an association or industry group. This type of
education is tangible and has been proven to have a positive track record with the local
offices and their industry trade groups. Staff members are given the opportunity to come
together periodically, and discuss the issues they are experiencing in their business.

This is a positive experience for everyone involved because the information gained in this
type of setting can prove useful to others who may have the potential to partake in a
similar situation. Also, others who have experienced a similar situation have the
opportunity to talk about their resolution(s) that worked effectively.
Effective Training Program Tips

Here are a few final thoughts on the design of the continuing education employee training
program.

   According to the Wall Street Journal, most adults write at an eight-grade level.
    Therefore, always follow the acronym of KISS. (Keep it simple, sweetie.)
   When scheduling the training session, attempt to keep your groups diverse. This
    promotes good discussion and is a live example of how concepts can relate throughout
    the organization and/or workgroups.
   Attempt to have a point person or a trainer in each work area. This concept serves two
    purposes. If a new system or procedure will be introduced, the point person can learn
    the system or procedure and train the staff. (People always learn better when they are
    required               to               teach               the               concept.)


    Second, it helps having a local resource within the workgroup. This allows for more
    questions when the level of understanding is low. Associates will not feel threatened by
    someone they sit next to every day versus a trainer from the human resources or
    organizational development area.

The best type of employee training program for a work group is one tailored to their needs.
So, how do you know what their needs are? One way is to work with the staff members
who are responsible for the area. If it is possible, do a random sampling of the staff
performance development plans and look for consistencies in any needed areas of
development.

Another approach is to conduct a training needs assessment and ask the staff members
themselves what skills they would like to develop.

No matter how you determine what types of employee training sessions are needed, it is
important to remember that when developing the course, stick to the original concept. If
more than one concept is considered during the planning process, break the concepts out
into two workshops.

Keep in mind that a productive employee training session can and should be accomplished
in less than two hours. Anything longer than two hours and you will lose your audience.
Finally, during the actual training session, attempt to have at least one or two activities to
keep the participants' minds active and to prevent sleeping or daydreaming.

Do You Really Need an Employee Training Session?

While an employee training session may be effective, it may not always be the best
approach to fulfilling training needs. If the concept you are introducing is defined as
elementary or common knowledge, create an employee training alert, instead.

An employee training alert is an excellent method to communicate about and reinforce
concepts that would be considered common knowledge or new job information. Either put
employee training alerts online, distribute via email, or, in some situations, when
employees do not have computer access, as an example, write employee training alerts in a
bullet format on paper.

Remember to add some flare and/or graphics to the piece of paper, if paper is the most
convenient method. Don't be afraid to use that flare in your color choice for the paper. I
have found in my work experience, that when staff members receive a piece of fluorescent
green paper in their mail box, they are more likely to pick it up and read it, versus the
memo on white paper that just went out from the boss.

Keeping the Learning Going

I'll provide just a few ideas on this concept and then, I’ll step down from the training
soapbox.

   If the capabilities are present and the department wants to have some fun while
    learning, develop a game. This game can be anything from Family Feud to Jeopardy and
    more. In either format, have the staff answer questions created by the department
    management relating to work situations and/or people. It is amazing what people will
    remember from a fun situation versus a forced learning experience.
   When conducting the employee training classes, attempt to keep the class informative
    and light. While communicating the ideas is important, the number one goal should be
    to keep the staff interested, involved, and entertained during the workshop. This will
    insure staff members are paying attention and learning. (This can be difficult if you do
    not employ an animated trainer, however, most individuals that are in the training field
    are pretty animated.)
   Introduce the concept of blended learning to the department. Allow the staff to achieve
    their learning levels from different resources. While the employee training alerts and
    employee training sessions are directly from management, challenge the staff to look on
    the Internet and in the library for other ideas that might work in their department.

Through all of this, the new hire training and the ongoing continuing staff education, what I
would most like you to remember is that learning can and should be fun.

Your staff members are sponges wanting to absorb knowledge, however, they'll most likely
want to learn concepts when they are presented in a fresh, lively, and exciting manner.

Putting a twist to your current employee training methods can help people become and
continue to be excited about learning.

				
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Description: Final report of HRM on Training and Development function