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Strengthening Human Resources
MGTO231 – March 7, 2007
Prelude When you as a fresh graduate get your first
job, you only have general skills But organization-specific and job-specific
skills are lacking. For the organization it is important to increase
fit on these two dimensions.
Agenda
To increase person-job and person-organization fit: Socialization (one of the components in the
recruitment process) Training Development
Socialization To shape the employees’ values to be
consistent with the organizations’ values. Example: Paul Munez at Beck n’Call Partly a natural process, but can also be an
element of a training program
Socialization Affected by three factors
Management Peers Socialization decay
AgendaTo increase person-job and person-organization fit:
Socialization Training Development
Training
Training The process of providing employees with specific
skills or helping them correct deficiencies in their performance
Machine operations, understanding and executing the work processes, computer programming, and use of software, etc.
Needs Assessment The process of evaluating the organization, individual
employees, and an employees’ tasks to determine what kinds of training, if any, are necessary.
Includes: Organization analysis Task analysis Person analysis
Organizational Analysis Organizational analysis
To identify both overall organizational needs and levels of support for training
Examines broad factors such as the organization’s culture, mission, business climate, and structure
Plays a major role to determine whether training is needed, if so, which types of training will be offered
Task Analysis Task Analysis
Purpose is to determine which jobs require training
Examination of the job to be performed Focuses are on duties and task of jobs in the
organization (information from job analysis is appropriate for this purpose)
Person Analysis Person analysis
Determines which employees need training by examining how well employees are carrying out the tasks that make up their jobs Particularly, when there are employees with
performance that does not meet the standard What could cause a performance deficiency?
This information can be obtained after performance evaluations
The Output of the Needs Assessment Clear and specific training objectives They should be challenging, precise,
achievable and understood by all Stated in behavioral terms, and evaluations
are based on observable and measurable behaviors
Test Your Knowledge An examination of the causes of performance
deficiencies in a group or individual is called:
a. Organizational analysis
b. Task analysis
c. Person analysis
d. Needs analysis
Test Your Knowledge Training most effectively addresses:
a. Motivation problems
b. Skill and ability deficiencies
c. Lack of performance feedback
d. Lack of resources to do job
Evaluating Training Evaluation method
Interview with managers Surveys Cost-benefit analysis Pre-post test
Depends on type of training
Evaluating Training
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Evaluating Training
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Training group
Control group
Evaluating Training
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Test Your Knowledge The most effective way to measure employee
satisfaction with training is _______ and learning acquired is _______.
a. Survey; pre-post test with control group
b. Post-test; survey
c. Cost-benefit analysis; pre-post test
d. Interview managers; cost-benefit analysis
Location of Training On the job vs. off the job On-the-job training
The trainee works in the actual working setting Under the guidance of experienced workers,
supervisors, or trainers Off-the-job training
Training is conducted through other media Problems in skill transfer
Types of Training Skills training
Train particular skills that are important for good job performance
see the text book for an excellent example about IBM e-learning service
Retraining A subset of skill training It focuses on the skills employees need to keep pace with
their job’s changing requirements E.g., new software or programming languages
Cross-functional training Training employees to perform operations in areas
other than their assigned job E.g., job rotation
Team training Creativity training
To improve workers innovative potential, assuming that creativity can be learned
Types of Training
Diversity training Teach employees about specific cultural and sex
differences Crisis training
Designed to deal with potential accidents Firemen in Hong Kong
Types of Training
AgendaTo increase person-job and person-organization fit:
Socialization Training Development
Employee Development
The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.
How is this different from training?
Training vs. Development
Table 9.1
Like training, development increases person-job fit Differences:
Development for Careers Traditional Career Protean Career
Development for Careers Traditional Career Protean Career
Employee DevelopmentSignificant Developments: True (A) or False (B)?
The organization manages employee’s careers more so than the individual.
The average 32-year old has already worked for 7 different firms.
Employee Development
Interpersonal Relationships
Formal Education
Job Experiences
Assessment
Formal Education Formal education programs may include
WorkshopsShort courses by consultants or universitiesUniversity programsExecutive MBA programs (e.g. at HKUST)
Assessment Assessment
Collecting information and providing feedback to employees about their behavior, communication style, or skills.
Assessment centersSituational exercisesHave been widely used for selection, but also
increasingly used for development assessment
Assessment Centers: In Basket You have just taken over for
Susie, the sales manager who had to abruptly leave her job and cannot be reached. You have 2 hours to go through her emails and memos, consider the actions you would take, and prioritize them.
You have a meeting with John, your problem employee, in one hour.
Good luck!
Assessment: 360-Degree Feedback
Job Experiences
Figure 9.2
Interpersonal Relationships Mentor
An experienced, productive senior employee who helps develop a less experienced employee (a protégé)
A developmentally oriented relationships between senior and junior colleagues or peers
Seniors give advices, act as a role model, share contacts, and give general support
Interpersonal Relationships Coach
A peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback
Ongoing meetings between managers and their employees to discuss the employee’s career goals and development
Actively listens to the personAsks questionsGives useful feedback
Development-Related Challenges Glass Ceiling
Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.
What causes the glass ceiling?
Test Your Knowledge An employee starts out as a sales person, then
becomes an account manager, gets promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?a. Protean
b. Traditional
c. Glass ceiling
d. Dead end
Development-Related Challenges Succession Planning
The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant.
Has been implemented in many companies including HSBC and …. Ocean Park.
Development-Related Challenges
Early career vs. late career managers Firm-specific skills are worthless outside
the organization
HRM Consultants Report Proposal due Wednesday next week. Specify
Which Hong Kong company will be studied How data will be collected Rough outline of the report Also...any questions you may have?
Ten minute feedback sessions on Monday March 19
Hot Seat Case Case 9: Project Management: Steering the
Committee
