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Saturday, October 15, 2011

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HR Functions or Roles

 

The main functions of Human resource Management are;

  • Job Design (JD)
  • Job Analysis
  • Human Resource Planning (HRP)
  • Recruitment
  • Selection
  • Hiring
  • Induction
  • Performance Evaluation
  • Compensation Management
  • Training and Development
  • Employee Movements
  • Welfare Administration
  • Health and safety Administration
  • Discipline Administration
  • Grievance Handling
  • Labour Relations

 

Job Design (JD)

JD can be defined as the function of arranging tasks duties and responsibilities in to an organizational unit of work for the purpose of accomplishing a certain objective.

Techniques of JD

Scientific Techniques: This is done by observing past performances.

Job Enlargement: Adding more duties to a job that is related to the current duties of involved (Horizontal Loading)

Job Rotation: Shifting an employee from one job to another periodically.

Job enrichment: Increasing the depth of a job by increasing authority and responsibility for planning

Group Technique: The job ids designed so that a group of individuals can perform it, the job being a collective job.

 

Job Analysis

This includes the systematic analysis of the job and the characteristics of the desired job holders. The information collected through a Job Analysis is of two forms;

Job Description: Describes the job, its tasks, responsibilities and service conditions of a job.

Job Specification: Describes the requirements of the person for the job, including abilities, educational qualifications, special physical and mental skills, training, experience etc.

 

Human Resource Planning (HRP)

HRP can be identifies as the strategy forecasting the organizations future requirements for different types of workers, their acquisitions, utilization, improvement, employee cost control, retention and supply to meet these needs.

The HR Planning Process

http://www.tutebox.com/wp-content/uploads/2010/06/HRM-Planing-Process.jpg

HRM Planing Process

Factors considered when forecasting future HR requirements.

  • Demand for the organization's good/services
  • Plans goals and objectives
  • Method of productions
  • Retirement, transfers, resignations
  • Death
  • Retrenchments

 

Recruitment

This is the initial attraction and screening of the supply of prospective Human Resources available to fill a given position/s.

In other words, it is the process of involving the attraction of suitable candidates to vacant positions from both internal and external sources of the organization.

Eg:

INTERNAL

EXTERNAL

Job posting

Advertising

Intranet

Job Placement Agencies

Succession plans

Internet

Referrals

Placement through Colleges and Universities

 

Selection

This is a systematic process of selecting the most appropriate and suitable person to a particular job. In other words, Selection is choosing an individual to hire from all those who have been recruited/ attracted.

Methods of Selection

 

Application Evaluation: This involves choosing the most appropriate person through evaluating the applications sent by the candidates

 

Interviews: this is to face a meeting with a member/s of the management. One of te most commonly used methods of selection but it requires careful planning.

Eg:  One on one interviews, Panel interviews, Sequence interviews

 

Tests: this is meaning the candidates for qualities relevant to performing available jobs.

Eg: Knowledge Tests, Aptitude Tests, Practical Tests, IQ Tests.

 

Background Investigations: this is assessing the appropriateness of an applicant by investigating into his/her family, financial positions, Residential Background, criminal background etc.

 

Medical Tests: this involves assessing the applicant's physical fitness for particular jobs.

 

Hiring

This is the process of appointing the person selected for a particular job. In this process, letters of appointments will be prepared, employment contracts will be signed and the new employee will be sent in for a probationary period.

(Probationary period: the time period where the newly appointed employee will have to work till he/she is made permanent)

 

Induction

This is concerned with introducing an employee to the company, job and staff in a systematic way. There are two components of induction,

  • Introducing the employee to the organization and the organization's culture.
  • Introducing the employee to his/her job

 

Performance Evaluation

This is a regular systematic assessment of an employee's performance in order to review whether his/her performance matches the expected performance levels. Performance evaluations are an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone.

 

Compensation Management

The main objective of the function is to develop and maintain a good salaried and wages system which is reasonable both internally and externally.

Factors affecting Salaries and Wages

  • Cost of living
  • Supply and demand of labor
  • Government requirements (minimum wage rates)
  • Competitor wage scales
  • Trade Union influences
  • Labor productivity

 

Training and Development

Training is the process by which the employees are taught skills and given the necessary knowledge to carry out their responsibilities to the required standard. In other words, it is the improvement of the performance to carry out the current job.

Development is concerned with the giving the individual necessary knowledge, skills, attitude and experience to enable an employee to undertake greater and more demanding roles and responsibilities in the future. Development is concerned with the long term prospects of a career succession plan.

Methods of training and development

  • Apprenticing
  • On the job training
  • Off the job training
  • Simulations
  • Role playing
  • Case studies

 

Employee Movements

The movements of employees take place in three methods,

  • Promotions: this is the re-assignment of an employee to a higher ranked job in terms of responsibility, respect and salaries. Promotions are usually based on seniority, competency and merit.
  • Transfers: this is the movement of an employee from one job to another on the same occupational level and at the same level of wage or salary.
  • Lay off: This is the temporary stoppage or suspension  of the service of the employee to various reasons.

 

Welfare Administration

This refers to all the facilities and comforts given to the employee by the employer apart from wages, salaries and incentives.

  • Medical facilities
  • Canteen facilities
  • Housing facilities
  • Transport facilities
  • Recreation facilities
  • Loan facilities
  • Educational facilities

 

Health and safety Administration

This is concerned with maintaining required and reasonable levels of professional Health and safety in the job and its environment. The organization should ensure the employees physical and mental health. The work place should be free of hazards.

 

Discipline Administration

It is important to control the performance and behavior of the employees according to the rules and regulations of the organization. For this very reason it is important to develop, implement and maintain an appropriate disciplinary system.

Importance of a discipline administration:

  • To reduce conflicts and confusions
  • To control the employees in an orderly manner
  • To ensure employees behavior in accordance with performance standards, rules and regulations of the organization.

 

Grievance Handling

A grievance can be identified as a situation where the employee is in metal distress, dissatisfies or has a bad attitude, due to a work related unreasonable or unjust situation.

A grievance could take place for various reasons;

  • Job related reasons
  • Work services related reasons
  • Employee management related reasons
  • Service conditions related reasons
  • Employee behavior related reasons

 

Labour Relations

The continuous relationship between the labour force and the management. Since labour forces are organized as Trade Unions, it is actually a relationship between Trade union representative and the management. However the Government is also an involved as a third party in order to regulate this relationship by ways of laws.

This relationship is also more commonly known as a tri-partite relationship.

If in case there is a dispute between the employees and the management, the most common way of dispute resolution is through negotiations or Collective Bargaining and when the two parties reach to an agreement it's known as Collective Agreement.

 

Collective Bargaining: this can be identified as the negotiation that takes place between the management and the Trade unions during a particular time period regarding labour/Industrial issues.

 

Collective Agreement: The agreements which the management and the Trade unions get into after a collective Bargain.



HR Functions or Roles


  • Main function is to manage people

§  Responsible for hiring members of staff; this will involve attracting employees, keeping them in their positions and ensuring that they perform to expectation.

§  Tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary

§  Clarifies and sets day to day goals for the organisation.

§  Plans for future ventures and objectives involving people in the Company.

 

  • Conducting job analysis

Specifying the skills and other requirements necessary to perform the job

 

  • Planning labor needs

Ensuring adequate plans for all the organisation's future engagements that will involve people (not too many, not too less employees)

 

  • Recruiting job candidates

Involves evaluation of ability and competency of potential employees in relation to what the Company needs

 

  • To motivate employees

Through rewards specially to those who have performed well

 

  • Selecting job candidates

Ensures that the Company under consideration selects the most skilful and competent person from a sea of applicants at that time.

 

  • Orientation and training to new employees

New employees need orientation into the Company's functions and can also improve some inefficiency that these new employees may have in relation to their skills.

  • Employees Benefits and Compensation

Making provisions for expressed and promised payroll and benefits

 

§  Benefits:

    • Health care insurance
    • Life insurance
    • Disability insurance
    • Retirement
    • Voluntary accidental death and dismemberment insurance
    • Leave Transfer Program
    • Tuition Assistance Plan
    • Training opportunities
    • Combined Federal Campaign

 

§  Compensations:

o   Holiday Offers

o   End of Year Bonuses

o   Equities

o   Awards

o   Salary Increments

o   Provision of Flexible Working Hours

o   Straight forward Promotion Schemes and Career Developments

 

 

  • Performance appraisal

Regular systematic assessment of an employee's performance in order to review whether his/her performance matches the expected performance levels

 

  • Training and development

§  Especially in the wake of technological advancements, legal changes and changes in service delivery

§  It can also involve improvement of attitudes.

§  Also increases motivation of employees and gives them that extra boost of energy needed to get them through tough times in their jobs

 

  • Employees health and safety

Maintaining required and reasonable levels of professional Health and safety in the job and its environment

 

  • Grievance handling

To handle the situation where the employee is in mental distress, dissatisfies or has a bad attitude, due to a work related unreasonable or unjust situation.

 

  • Labor relations

Relationship between the labour force and the management

 

HRM Objectives:

  • To bring out the best in their employees and thus contribute to the success of the Company
  • To contribute towards organisational effectiveness
  • To contributes towards organisational performance
  • To contribute towards good staff retention rates
  • To contribute for low staff turn-over rates

 

HRM Outcomes:

  • Organisation will increase value consequently being on the right pathway to achieve its organisational and departmental goals and objectives.
  • Employees satisfaction
  • Increasing stability within the organisation
  • Instils a sense of loyalty by the employees to the organization

 

 

HR Planning

It is a process of determining a company's "people" needs.

HR planning is a process that identifies current and future human resources needs for an organization to achieve its goals. HRP should serve as a link between human resources management and the overall strategic plan of an organization.

 

HR Forecasting

Forecasting uses information from the past and present to identify expected future conditions.

 

HR Forecasting periods

  • Short range (6 months to 1 year)
    • Usually a period of six months to one year
    • Offers the best estimates of the immediate HR needs
    • Routine level in many organizations
    • Very few assumptions about the future are necessary
  • Medium range (1 year – 5 years into future)
  • Long range (beyond 5 years)

 

HR Forecasting techniques/approaches:

  • Qualitative:
    • Expert opinions
    • Delphi technique
    • Bottom-up approach

 

  • Quantitative (mathematical modeling):
    • Regression analysis/trend analysis
    • Markov analysis

 

Division of Labor

  • The specialization of cooperative labour in specific, circumscribed tasks and like roles
  • The division of tasks in a society between women and men, old and young, ability, knowledge, experience
  • Splitting a production process across multiple workers, each performing a different task repeatedly rather than having a single worker perform all tasks
  • The allocation of labor such that each worker specialize in one or a few functions in the production process
  • A manufacturing technique that breaks down a craft into many simple and repetitive tasks that can be performed by unskilled workers
  • It greatly increased the productivity of labor and lowered the cost of manufactured goods

 

Work Specialization

The degree to which organizational tasks are divided into separate jobs (also known as the division of labor)

 

 

Departmentalization

  • The dividing of organizational functions into separate units
  • The process of grouping activities into departments
  • The process of combining jobs into work units and grouping similar work units.

 

 

Types of Departmentalization:

  • Functional departmentalization
    • Grouping activities by functions performed
    • To pursue economies of scale by placing employees with shared skills and knowledge into departments

 

  • Product departmentalization
    • Grouping activities by product line
    • Tasks can also be grouped according to a specific product or service
    • Placing all activities related to the product or the service under one manager

 

  • Customer departmentalization
    • Grouping activities on the basis of common customers or types of customers
    • Jobs may be grouped according to the type of customer served by the organization

 

  • Geographic departmentalization
    • Grouping activities on the basis of territory
    • If an organization's customers are geographically dispersed, it can group jobs based on geography

 

  • Process departmentalization
    • Grouping activities on the basis of product or service or customer flow
    • Process departmentalization allows homogenous activities to be categorized

 

  • Hybrid or mixed departmentalization

Grouping activities using simultaneously more than one type of departmentalization

 

 

 

Job Analysis:

It is the process of describing and recording aspects of jobs and specifying the skills and other requirements necessary to perform the job.

 

Purpose:

One of the main purposes of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization.

 

The general purpose of job analysis is to document the requirements of a job and the work performed.

 

Methods of Job Analysis:

·         Interviews with incumbents and supervisors

·         Questionnaires (structured, open-ended, or both)

·         Direct observation

·         Video recordings

·         Critical incident investigations

·         Gathering background information

 

OR

 

·         Educational and psychological measurements

·         Involve assessment of abilities, skills and character evaluation of applicants.

·         Psychometric evaluation = to ensure that employees have the right attitude necessary to fit into the organisation.

·         Interviews = to evaluate decision making abilities of the candidates and how they would deal with certain situations if presented with them.


What is the difference between Human Resource Management (HRM) and Personnel Management (PM)?

 

HRM:

  • HRM is a proactive system which looks at organisational development through employee development
  • HRM is generally an administrative function
  • Mainly focussed on best utilising the man power by understanding their strength and weaknesses and engaging them in different occupations
  • HRM focus is on management-employee relationship
  • HR formulates most of the things
  • HRM encourage continuous job performance and improvement
  • HRM considers employees as social and psychological being
  • HRM treats employees as profit centers
  • HRM considers employees as asset to the company
  • HRM is resource centered
  • HRM is about the forecasting of organizational needs

PM:

  • PM is a reactive system
  • PM is basically an operational function
  • Mainly concerned with maintaining good employee- employer relationship and activities connected with it
  • PM focuses on management- trade union relationship
  • PM implements things
  • PM is merely base on skills and knowledge
  • PM considers employees as machines
  • PM treats employees as cost center
  • PM considers employees as liability
  • PM is workforce centered
  • PM is about the maintenance of personnel and administrative systems

 

 

What is the difference between Proactive approach and Reactive approach?

 

Proactive approach

  • Involves actively attempting to make alterations to the work place and its practices
  • To avoid a potential future threat or to capitalize on a potential future opportunity
  • Being anticipatory and taking charge of situations
  • Refers to anticipatory, change-oriented and self-initiated behavior in the work place
  • Involves acting in advance of a future situation, rather than just reacting
  • Taking control and making things happen rather than just adjusting to a situation or waiting for something to happen
  • A proactive approach is one where one actually starts a trend which is later on followed by others
  • Takes the initiative & decides on a course of action for the future before something has occurred
  • Involves making a sacrifice now for an uncertain future

 Reactive approach

  • When an organization makes changes in its practices after some threat or opportunity has already occurred
  • See what happens, limit damages, and learn from experience
  • Reactive approach believes in following a new trend or more precisely adapt to the newest changes happening in the society
  • Waits for something to happen, then respond, after something has occurred
  • Involves taking action after the problem has already risen

 

 

 

Job Analysis

Studying and under-standing jobs through the process known as job analysis is a vital part of any HRM program

 

Job Specification

A job specification is a document containing the minimum acceptable qualifications that a person should possess in order to perform a particular job

 

Job Description

A job description is a written statement of what the jobholder actually does, how he or she does it, and under what conditions the job is performed

 

Job Evaluation

  • It suggests about the relevant importance of a particular job in organization
  • It is used to evaluate the importance of job by considering its contribution towards achievements of the objectives of organization

 

Job Identification

Contains the job title, date, and possible space to indicate who approved the description, the location of the job, the immediate supervisor's title, salary and/or pay scale

 

Job Summary

Describe the general nature of the job, and includes only its major functions or activities.

 

HR Processes

HR includes the following processes:

1. Recruitment & selection

2. Training and development

3. Compensation and Benefits

4. Performance Management System

5. Employee relations

 

Component should be consistent with the others, organization structure, and strategy.

 

i.      Recruitment: Develop a pool of qualified applicants.

 

ii.      Selection: Determine relative qualifications & potential for a job.

 

iii.      Training & Development: Ongoing process to develop worker's abilities and skills.

 

iv.      Performance Management System: Provides information about how to train, motivate, and reward workers. Managers can evaluate and then give feedback to enhance worker performance.

 

v.      Employee Relations: Managers need an effective relationship with labor unions that represent workers. Unions help establish pay, and working conditions.

 

vi.      Pay and Benefits: High performing employees should be rewarded with raises, bonuses. Increased pay provides additional incentive. Benefits, such as health insurance, reward membership in firm.

 

 

Compensation & Benefits

 

COMPENSATION:

  • "Employee compensation refers to all forms of pay going to employees and arising from their employment." The phrase 'all forms of pay' in the definition does not include non-financial benefits, but all the direct and indirect financial compensations.
  • Compensation refers to this exchange, but in monetary terms.
  • Compensation is the employer's feedback for an employee's work.
  • It simply is the monetary value you would give to your four employees in return of their services.
  • Compensation is the amount (salary or wage) received for performing a job

 

BENEFITS:

  • Also known as fringe benefits, Employee benefits are non-financial form of compensation offered in addition to cash salary to enrich workers' lives.
  • Employee benefits are not performance-based, they are membership-based.
  • Employee benefits as a whole have no direct affect on employee performance, however, inadequate benefits do contribute to low satisfaction level and increase absenteeism and turnover in employees
  • Benefits refer to value other than compensation, which the employees receive. Benefits include insurance, holiday, pension pay and vacation pay.

 

 

Difference between Recruitment and Selection

 

Both recruitment and selection are the two phases of the employment process. The differences between the two are:

1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.

2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.

3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

 

  • Recruitment comes first and is followed by Selection.
  • Recruitment is positive process while Selection is a negative process.
  • Recruitment is calling large pool of candidates while Selection is choosing the suitable candidate.

 

 

RECRUITMENT

Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc.

 

 Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence.

 

 

SELECTION

Selection is the process used to identify and hire individuals or groups of individuals to fill vacancies within an organization. Often based on an initial job analysis, the ultimate goal of personnel selection is to ensure an adequate return on investment--in other words, to make sure the productivity of the new hire warrants the costs spent on recruiting and training that hire.

 

 Several screening methods exist that may be used in personnel selection. Examples include the use of minimum or desired qualifications, resume/application review, oral interviews, work performance measures (e.g., writing samples), and traditional tests (e.g., of job knowledge).

 

 The field of personnel selection has a long history and is associated with several fields of research and application, including human resources and industrial psychology.

 

 

Basis

Recruitment

Selection

Meaning

It is an activity of establishing contact between employers and applicants.

It is a process of picking up more competent and suitable employees.

Objective

It encourages large number of Candidates for a job.

It attempts at rejecting unsuitable candidates.

Process

It is a simple process.

It is a complicated process.

Hurdles

The candidates have not to cross over many hurdles.

Many hurdles have to be crossed.

Approach

It is a positive approach.

It is a negative approach.

Sequence

It proceeds selection.

It follows recruitment.

Economy

It is an economical method.

It is an expensive method.

Time Consuming

Less time is required.

More time is required.

 

1. MEANING:

  • Recruitment: It is the process of searching candidates for vacant jobs and making them apply for the same.
  • Selection: It is the process of selection of right types of candidates and offering them jobs.

 

2. NATURE:

  • Recruitment: It is a positive process
  • Selection: It is a negative process

 

3. AIM:

  • Recruitment: Its aim is to attract more and more candidates for vacant jobs.
  • Selection: Its aim is to reject unsuitable candidates and pick up the most suitable people for the vacant jobs.

 

4. PROCEDURE:

  • Recruitment: The firm notifies the vacancies through various sources and distributes application forms to candidates.
  • Selection: The firm asks the candidates to pass through a number of stages such as filling of forms, employment tests, interview, medical exam, etc..

 

5. CONTRACT OF SERVICE:

  • Recruitment: No contractual relation is created. Recruitment implies communication of vacancies only.
  • Selection: Selection follows recruitment and it leads to a contract of service between the employer and the employee.

 

SWOT Analysis

Definition:

SWOT analysis means analysing strengths, weaknesses, opportunities and threats. The SWOT analysis provides information that is helpful in matching the firm's resources and capabilities to the competitive environment in which it operates.

 

Environmental analysis identifies opportunities and threats and Organisational analysis identifies strengths and weaknesses. Altogether they are commonly referred to as SWOT analysis.

 

Purpose:

The purpose of SWOT analysis is to gather, analyze, and evaluate information and identify strategic options facing a community, organization, or individual at a given time.

 SWOT Analysis is a very effective way of identifying strengths and weaknesses, and of examining the opportunities and threats one tends to face.

 

Importance:

Carrying out an analysis using the SWOT framework helps to focus activities into areas where one is strong and where the greatest opportunities lie. This knowledge is then used to develop a plan of action.

 

The analysis can be performed on a product, on a service, a company or even on an individual. Done properly, SWOT will give the big picture of the most important factors that influence survival and prosperity as well as a plan to act on.

 

It is a useful strategic planning tool. It is based on the assumption that if managers carefully review internal strengths and weaknesses and external threat and opportunities, a useful strategy for ensuring organisational success can be formulated. As such, it is instrumental in strategy formulation and selection.

 

Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T).

 

Strengths:

A firm's strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage.

 

 It is an important organisational resource which enhances a company, competitive position.

 

Some of the internal strengths of an organisation are:

  • Distinctive competence in key areas
  • Manufacturing efficiency like exclusive access to high grade natural resources
  • Skilled workforce
  • Adequate financial resources
  • Superior image and reputation such as strong brand names
  • Economies of scale
  • Superior technological skills
  • Insulation from strong competitive pressures
  • Product or service differentiation
  • Proprietary technology such as patents and resultant cost advantages from proprietary know-how
  • Favorable access to distribution networks

 

Weaknesses:

 A "weakness" is a condition or a characteristic which puts the company at disadvantage. The absence of certain strengths may be viewed as a weakness. Weaknesses make the organisation vulnerable to competitive pressures. Weaknesses require a close scrutiny because some of them can prove to be fatal.

 

Some of the weaknesses to be reviewed are:

  • No clear strategic direction
  • Outdated facilities
  • Lack of innovation is Complacency
  • Lack of patent protection
  • Poor research and developmental programmes
  • Lack of management vision, depth and skills
  • Inability to raise capital
  • Weaker distribution network
  • Obsolete technology
  • Low employee morale
  • Poor track record in implementing strategy
  • Too narrow a product line
  • Poor market image
  • Higher overall unit costs relative to competition
  • A weak brand name
  • Poor reputation among customers
  • High cost structure
  • Lack of access to the best natural resources
  • Lack of access to key distribution channels

 

Opportunities:

The external environmental analysis may reveal certain new opportunities for profit and growth. An "opportunity" is considered as a favourable circumstance which can be utilised for beneficial purposes. it is offered by outside environment and the management can decide as to how to make the best use of it. Such an opportunity may be the result of a favourable change in any one or more of the elements that constitute the external environment.

It may also be created by a proactive approach by the management in moulding the environment to its own benefit.

 

Some of the opportunities are:

  • Strong economy
  • Possible new markets and an unfulfilled customer need
  • Emerging new technologies
  • Complacency among competing organizations
  • Vertical or horizontal integration
  • Expansion of product line to meet broader range of customer needs
  • Removal of international trade barriers
  • Loosening of regulations

 

Threats:

Changes in the external environmental also may present threats to the firm. Management should anticipate such possible threats and prepare its strategies in such a manner that any such threat is neutralised.

 

Some examples of such threats include:

  • Shifts in consumer tastes away from the firm's products
  • Emergence of substitute products
  • New regulations
  • Increased trade barriers
  • Entry of lower cost foreign competitors
  • Cheaper technology adopted by rivals
  • Rising sales of substitute products
  • Shortages of resources
  • Changing buyer needs and preferences
  • Recession in economy
  • Adverse shifts in trade policies of foreign governments
  • Adverse demographic changes

 

SWOT or TOWS Matrix:

To develop strategies that take into account the SWOT profile, a matrix of these factors can be constructed called the SWOT matrix (also known as a TOWS Matrix)

  • S-O strategies pursue opportunities that are a good fit to the company's strengths.
  • W-O strategies overcome weaknesses to pursue opportunities.
  • S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats.
  • W-T strategies establish a defensive plan to prevent the firm's weaknesses from making it highly susceptible to external threats.

 

 

Conclusion:

It is not simply enough to identify the strengths, weaknesses, opportunities, and threats of a company. In applying the SWOT analysis it is necessary to minimize or avoid both weaknesses and threats. Weaknesses should be looked at in order to convert them into strengths. Likewise, threats should be converted into opportunities. Lastly, strengths and opportunities should be matched to optimize the potential of a firm

 

Training and Development

 

In the field of human resource management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development.

Training and development encompasses three main activities: training, education, and development

 

  1. Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

 

  1. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

 

  1. Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

 

Conventional 'training' is required to cover essential work-related skills, techniques and knowledge, and much of this section deals with taking a positive progressive approach to this sort of traditional 'training'.

 

Importantly however, the most effective way to develop people is quite different from conventional skills training, which let's face it many employees regard quite negatively. They'll do it of course, but they won't enjoy it much because it's about work, not about themselves as people. The most effective way to develop people is instead to enable learning and personal development, with all that this implies.

Focus on developing the person, not the skills.

 

Training is an educational process. People can learn new information, re-learn and reinforce existing knowledge and skills, and most importantly have time to think and consider what new options can help them improve their effectiveness at work. Effective trainings convey relevant and useful information that inform participants and develop skills and behaviors that can be transferred back to the workplace.

 

The goal of training is to create an impact that lasts beyond the end time of the training itself. The focus is on creating specific action steps and commitments that focus people's attention on incorporating their new skills and ideas back at work.

 

Training can be offered as skill development for individuals and groups. In general, trainings involve presentation and learning of content as a means for enhancing skill development and improving workplace behaviors.

 

Training can be used as a proactive means for developing skills and expertise to prevent problems from arising and can also be an effective tool in addressing any skills or performance gaps among staff.

 

Development can be used to create solutions to workplace issues, before they become a concern or after they become identifiable problem.

 

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.

  • Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
  • Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.
  • Functional Objectives – maintain the department's contribution at a level suitable to the organization's needs.

Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.



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Admin Rajpoot 
MBA HRM (Complete)
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