1. Strengthening Human Resources
MGTO231 – March 7, 2007

2. 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.

3. Agenda To increase person-job and person-organization fit:
Socialization (one of the components in the recruitment process)
Training
Development

4. 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

5. Socialization Affected by three factors Management Peers
Socialization decay

6. Agenda To increase person-job and person-organization fit:
Socialization
Training
Development

7. 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.

8. 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

9. 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

10. 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)

11. 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

12. 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

13. Test Your Knowledge
An examination of the causes of performance deficiencies in a group or individual is called:
Organizational analysis
Task analysis
Person analysis
Needs analysis
An examination of the causes of performance deficiencies in a group or individual is called:
Organizational analysis
Task analysis
Person analysis
Needs analysis
Answer C – person analysis

14. Test Your Knowledge Training most effectively addresses:
Motivation problems
Skill and ability deficiencies
Lack of performance feedback
Lack of resources to do job

15. Evaluating Training Evaluation method Depends on type of training
Interview with managers
Surveys
Cost-benefit analysis
Pre-post test
Depends on type of training

16. Evaluating Training

17. Evaluating Training

18. Evaluating Training

19. Test Your Knowledge
The most effective way to measure employee satisfaction with training is _______ and learning acquired is _______.
Survey; pre-post test with control group
Post-test; survey
Cost-benefit analysis; pre-post test
Interview managers; cost-benefit analysis

20. 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

21. Types of Training Skills training Retraining
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

22. Types of Training Cross-functional training Team 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

23. Types of Training Diversity training Crisis training
Teach employees about specific cultural and sex differences
Crisis training
Designed to deal with potential accidents
Firemen in Hong Kong

24. Agenda To increase person-job and person-organization fit:
Socialization
Training
Development

25. 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?

26. Training vs. Development
Like training, development increases person-job fit
Differences:
Table 9.1

27. Development for Careers
Traditional Career
Protean Career

28. Development for Careers
Traditional Career
Protean Career

29. Employee Development Significant 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.

30. Interpersonal Relationships
Employee Development
Interpersonal Relationships
Formal Education
Job Experiences
Assessment

31. Formal Education Formal education programs may include Workshops
Short courses by consultants or universities
University programs
Executive MBA programs (e.g. at HKUST)

32. Assessment Assessment centers Assessment
Collecting information and providing feedback to employees about their behavior, communication style, or skills.
Assessment centers
Situational exercises
Have been widely used for selection, but also increasingly used for development assessment

33. 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 s 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!

34. Assessment: 360-Degree Feedback

35. Job Experiences
Figure 9.2

36. 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

37. 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 person
Asks questions
Gives useful feedback

38. 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?

39. 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?
Protean
Traditional
Glass ceiling
Dead end

40. 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.

41. Development-Related Challenges
Early career vs. late career managers
Firm-specific skills are worthless outside the organization

42. 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

43. Hot Seat Case
Case 9: Project Management: Steering the Committee