day4 am resourcing-training_and_development[1]

Session 05-am, Resourcing, Training and Development, slide 1 OB & HRM

Resourcing

(Recruitment)

Resourcing

Planning

Contract of Employment


Planning for Human Resources

Vision of the organisation

Where are we now? – current resources

Where do we want to go? – future needs

How will we get there? – recruit and train

Depends on the supply and demand of people

Appropriate skills and cultural approach


HR/ Manpower Planning “The process of determining a company‟s future

requirements for people of different categories of

skill knowledge and hence the identification of the

need for recruitment training of redundancy”

•Technology

•Materials

•Systems

•Methods of working

•Economics

•Market

•Availability of Capital

•Monetary policy

•Legislation

•Ecology

•Political

•Population trends

•Education

•Social mobility

•Social


Employee Profile Plan, where are we now?

As part of planning process, analyse the profile Age

Gender

Skills and qualifications

Part time or full

Identify the risks and characteristics Turnover analysis

Particular skill shortages


Demographic Changes – UK Example

Skill shortage

Especially managers, professional and technical

Ageing work force over last 10 years

2.3 million more aged 25 to 64

1.3 million fewer aged below 25

Fewer male employees available

An opportunity to recruit more women

A resource and economic benefit


Recruiting People

In addition to traditional methods

Use outsourcing services, the Internet and

conduct telephone interviews

What will be the impact of new processes and

new technology?

What are the advantages and disadvantages of

recruiting more women?


Outsourcing

Some companies use an external service

Recruitment and interview service

Advice on pay, pay structures and rewards

Implementation of employee motivation schemes

Assessment service and training needs analysis

Management of training and coaching

Departing employees support


Resource Policy

Qualification or culture driven

Internal promotion versus external recruitment

Job specification versus person specification

Specific or broad skills

Cost cutting by reducing workforce

Succession planning

Who and how to select


Variables of Job Design

Job Rotation

Autonomous

working groups

Job Enrichment

Job

Enlargement


Job Design (2)

Mass Production

Lean Production

Task

specialisation

Monotony

and Boredom

Low Morale

and Output

Job rotation &

Enlargement Variety Increased Morale

and Output


Who should write the JD? The Job Holder The Line Manager The Job Analyst

Knows the job well

but may not have

requisite writing

skills

Knows the job well (as

well as the job holder?)

Knows the organisational

context (culture and other

jobs)

May not correctly

identify the relative

importance of tasks

Able to assess the

relative importance of

tasks with regard to

organisational

objectives

Knows requirements of

job descriptions for

various uses

May wish to inflate

the importance of

the post

May not have requisite

writing skills or time

Professional expertise in

gathering information and

drafting employment

documentation


Person Specifications

Rodger’s 7 Point

Plan (1952)

Fraser’s 5-fold

Framework (1978) Foot & Hook (2006)

Physical make-up Impact on others Physical characteristics

Attainments Qualifications & experience Temperament

General intelligence Emotional adjustment Qualification &

experience

Special aptitudes Motivation General intelligence

Interests Innate abilities Special aptitudes

Disposition Interests

Circumstances Circumstances


The Recruitment Process Job analysis

Job description

Job specification

Advertisement(s)

Completed application

Forms from applicants

Short list of candidates

Preparation for interview

Selection interview

Selection

Offer

Request for

references

and reports

References

Medical report

Special tests

Candidate accepts

Induction / training

Candidate rejects

Re–offer

Re–advertise

Review the job


Selection Interviews: Interviewer Errors

Halo effect

Making snap decisions

Hiring in one‟s own image

Stereotyping

Making assumptions

Gathering insufficient or irrelevant information

Contrast effect


Eliminating Interviewer Errors

Structure interviews

to gather sufficient information

More than one interviewer

Trained interviewers

Allow sufficient time for interviews


Characteristics of Psychological Tests

Professionally developed & checked for

reliability and validity

Administered & scored in a standardised

manner

Test maximum performance and habitual

performance

Scores can be compared to norms for

relevant populations


Administrative Procedures

The successful candidate:

Offer the position to the successful candidate.

Secure his or her acceptance of the position.

Agree the details of the appointment.

Confirm the details in writing.

Check essential qualifications.

Initiate new employee processes.


Terms of Employment

A contract of employment exists, even if

there is no actual written agreement

Express, written agreement

Implied, verbal agreement

Subject to Working Time Regulations


Contracts of Employment UK Example

A contract is an agreement between two parties

enforceable by law, express or implied

Subject to statutory law

Must be reasonable

Subject to collective agreements or staff handbooks

Must give notice of any changes

Require formal protest if not agreed


Contents of Written Statement UK

Employer's name and

date employment began

Your name, job title and

place of work, or a job

description

Your pay and when paid

Hours and place of work

Holidays and pay

Rules about absence,

illness and sick pay

Length of notice from you

and from your employer

Collective agreements

Pension scheme details

Disciplinary rules

Grievance procedures


Typical Staff Handbook Contents

Conduct, disciplinary rules and grievance

Equal opportunities policy

Performance review procedure

Sickness and absence and holiday

Disability discrimination policy

Family friendly policies

Health and safety statement and policy

E-mail and Internet policy


Retention Problems – UK Example

Recruitment and retention remain major UK

challenges

Two thirds of employers have encountered

problems in filling vacancies

Difficulties in retaining staff

80 percent of organisations with retention problems

have been searching for ways in controlling it


Ending Employment – UK Example

Under the terms of the contract of

employment, an employee may leave the

company and the employer may terminate

employment for:

Lack of capability or qualifications

Misconduct

Redundancy

Statutory bar

Some substantial reason, such as a security risk


Discrimination – UK Example

Unlawful discrimination is unethical, illegal

and it can be very expensive

Disability Discrimination Act

Equal Pay Act

Race Relations Act

Sex Discrimination Act

Employment Equality (Age) Regulations


HR

Development

Training and Development

Learning Approaches


Learning and Development Meaning

Learning is the process by which a person

constructs new knowledge, skills & capabilities

Learning & development imply a combination

of the following:

Education

Training

Learning

Application of cultural philosophy in pursuit of

people‟s development


Skill Shortage Survey EMTA

0

5

10

15

20

25

30

35

Com

puter

Cra

ft

Man

agem

ent

Technic

al

Sales

Engineering and Marine Training Authority survey of 4,200 companies


Skill Shortages

Existing work force plan

Restructure groups and teams

Needs analysis for training and learning

Implementation, step-by-step with „early adopters‟

(See next slide)

New recruits induction into an „early adopter

team‟

On-going culture

Continuous improvement

../../../../_HRM 2003 Slides Acer/10 CHA Management of Change 2002.pps


Training and Learning

Contributes to cultural development

Enhances current skill levels

Training

Concerned with job-specific skills or behaviours

Investors in People (IIP)

Learning

Something we do continuously

Mostly unstructured and unconscious


Education and Philosophy

Educare (Latin verb, educãre) - to bring out

Gain and retain intellectual skills

ie; to understand concepts and how they may be

transferred into a wide range of contexts

Outcomes depend on the starting point

People learn different things from the same

educational experience

Philosophy (paradigm)

Search for understanding values

Concepts of fundamental beliefs


Development

A conscious efforts to control what we learn

and how we learn

„We are able to develop people in such a way as

to change most of their values and beliefs about

the way they behave and work together‟

Masaaki Imai

Kaizen: The Key to Japan's Competitive Success


Learning Model Pedler et al

Areas of ignorance

you can do

something about

Areas of ignorance

you need to

discover

Facts you know

you don't

know

Facts you know

you

know

Facts you

don't know

you don't know

Facts you know

but you don't

know you know

Facts you know

you can

use

Facts you have

but could

use more

KNOWLEDGE IGNORANCE

CONSCIOUS

UNCONSCIOUS

D

A B

C


The Basic Learning Cycle Kolb

Concrete

Experiences

Formation of

abstract concepts

and generalisations

Testing implications

of concepts in new

situations

Observations

and

reflections


Forms of Learning

Adaptive learning

Learning from the past

Reflecting on what has happened

Analysing

Generative learning

Options for the future

New ways of looking at the world

A creative approach


Learning Approaches

Learning cycle for adults is different from

children‟s learning at school

Adult learning based on personal experience

Learning episodes in short, separate periods

Individual support from coaching and

mentoring is appropriate


Small Group Activities (SGA)

SGA includes shop floor groups formed by

five or six people

Quality improvement

Cost reduction

Total productive maintenance

Production process improvement

Recreational and social enhancements


Computer and E-Learning

Information systems can be used to great advantage to enable development and empowerment but many organisations find it difficult to implement

A tool for training at „off-peak‟ times

Shared information and knowledge

Internal and external customers communication

Source of shared knowledge from the Internet


Barriers to Learning

Training is seen as a cost and not an investment

Development is not possible without learning

Attitude of, „we want payback, and soon‟

Lack of strategic thinking

Development is an ingredient of performance

Fear and suspicion of change

Difficulty of change affects managers and all other

people in the organisation


The Manager's Role in Learning Senge

Provide creative tension

i.e. challenging targets

Act as a designer

Context of the objectives

Processes for improvement

Manager as teacher

A guide, coach and mentor

Provide a good role model


A Learning Organisation

Encourages members to learn and develop to their

full potential by „learning to learn‟

Extends this learning culture to customers, suppliers

and other stake holders

Makes human resource development strategy central

to business policy

Is where learning and working are synonymous


Loops of Learning Argyris and Schon

What we do

Single Loop Learning

What we already do

Rules to do things better

Double Loop Learning

Developing and asking why?

Triple Loop Learning

Strategic purpose


Pedagogy vs. Andragogy Learners

Pedagogy: The process of teaching children

Andragogy: The process for teaching adults.

Experience acquired by adults over the years is an asset for

learning

Knowles (1990)

Consideration Pedagogy learners Andragogy learners

The learner Dependent personality Increasing self-reliant

Role of learner’s

experience

To be built on Resource for learning

Readiness to learn Determined by age Developed from life tasks

Orientation Subject oriented Task or problem-centred

Motivation By external rewards Internal incentives/ curiosity


Management Training

An area of HRM that deals with what

managers know and how they use what they

know

The major distinguishing feature between high

& low growth firms is the education, training

& experience of senior managers in people

management - MacRae (1991)


Training Techniques Technique Suitability Disadvantages

Lecture Suitable when a large amount of

information needs to be given to a large

number of people at the same time.

Lack of participation from the

audience.

Role Play A small group acts out real work

situation.

The role play may not be taken

seriously or trainees are too

nervous to perform the role.

Group

Discussion

Useful when there are varying opinions

about issue, or a range of ways in which

a situation could be handled.

Trainees may wander too far

from the subject.


Training Techniques & Suitability (2)

Technique Suitability Disadvantages

Video/Film Used to show a real situation. Little involvement from the audience.

Project Setting a task to show case

trainees creativity/initiative.

The project has to be about

something that will interest the

trainees.

Case Study A case study provides the

opportunity to examine a

situation in detail yet be

removed from the pressure of

the real work situation.

It may sometimes seem easy &

trainees may not fully appreciate that

in real-life situation there may be

more complex issues to take into

account


Training Techniques & Suitability (3)

Technique Suitability Disadvantages

Computer

-based

Allows trainee to work at their own

pace through a series of exercises

using computerised training tool.

The tool might not be user-

friendly.

Guided

reading

A series of recommended reading. Trainee may not be

encouraged to research further.

In-tray

Exercise

Trainees are given a series of files,

memos &letters similar to real work

situation and they need to decide on

the appropriate action to take.

The content of the in-tray may

not be realistic.


Identify learning needs

Plan training programmes

Techniques Facilities Locations Trainers

Implement training

Evaluate training

Systematic Training Model


Training Needs Analysis (TNA)

An effective way to identify any gap between the skills the business

needs & those possessed by employees.

It is the process of data collection about:

Existing employees‟ capabilities

The organisational demands for skills,

The analysis of the implications for changes in capability of new & changed

roles.

The challenge is to obtain complete & accurate TNA data – 5W &

1H


Training Needs Analysis

A thorough training needs analysis exercise comprises 6

types of analyses.

1. Context - Analysis of the business needs;

2. User - Analysis of potential participants & trainers involved in

the process;

3. Work - Analysis of the tasks being performed;

4. Content - Analysis of documents, laws, procedures used on the

job;

5. Suitability - Analysis of whether training is the solution;

6. Cost-benefit - Analysis of the ROI of training.

http://www.trainingneedsanalysis.co.uk/articles/tna_boradview.htm

http://www.trainingneedsanalysis.co.uk/articles/tna_boradview.htm


Continuing Professional Development (CPD)

The systematic maintenance, improvement &

broadening of knowledge & skill & the

development of personal qualities necessary for the

execution of professional & technical duties

throughout the practitioner‟s working life

- (ARB, 2005).


Employees & CPD

Employees are responsible for controlling & managing their

own development.

Employees should decide for themselves their own learning

needs & how to fulfil them

Learning targets should be clearly articulated & should reflect

the needs of employers as well as the employees needs.

Learning is most effective when it is acknowledged as an

integral part of all work activity rather than an additional

burden - CIPD (2000)


The Need for CPD

The reasons why employees engage

with CPD include the need to:

Keep up to date („maintenance‟),

Remain competent & valued

organisational members („survival‟),

Enhance labour market mobility Sadler-Smith et al (2000)

day4 am resourcing-training_and_development[1]

Business

training techniques

ob amp

case study

successful

hrm session

hrm session

hrm session

hrm session