Describe how economic and workforce changes are affecting the organization you are currently employed (or have worked), and then provide specific examples of how these changes should be addressed.
These are the factors how economic and workforce changes are affecting the organization.
Before constructing business plans, it is important to 'probe' the external environment. This takes the form of a SLEPT analysis, i.e. an investigation of the Social, Legal, Economic, Political, and Technological influences on a business. In addition it is also important to be aware of the actions of competitors.
Economic changes are strictly related to social activities. Its changes that affect business include changes in the interest rate, wage rates, and the rate of inflation (i.e. general level of increase in prices). Businesses will be more encouraged to expand and take risks when economic conditions are right, e.g. low interest rates and rising demand.
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As conclusion, if economic changes happen to an organization, possibility it will increase or decrease quantities of manpower and cut cost / expand of overhead or expenses based on the current economic change.
To certify that changes are successful, organizations need to grow a workforce proficient at handling change in whatever practice it precedes. This undertaking requires not only understanding and fostering effective behaviours and attitudes, but also developing a wide-ranging organizational process infusing change agility throughout the company. A system ensuring the right organizational structures is in place and that individuals have the capabilities required at each level.
Once top management provides the vision on what change is needed, the organization must
then set out to develop and execute a change management plan and engage their workforce
in the process. It able to evaluates the change effectiveness skills and abilities of employees by analysing the specific behaviours and characteristics needed to improve on the situation.
For an example, the organisation develop Research & Development department to check, analyse and provide the significant improvement for the particular changes.
The Human Resource manager's job is a challenging task and requires certain proficiencies for success. Briefly explain these proficiencies which are important for a HR manager's success.
HR Proficiency: It is covered on employee recruitment, selection, training & compensation on this proficiency.
Business Proficiency: Human Resource Manager is responsible to assist top management for framing strategies. HR manager should be aware with strategic on planning, marketing, finance & production. That knowledge will help top management to formulate new strategies for the company in term of return on investment.
Leadership Proficiency: HR Manager should possess Leadership Quality. They need to have the ability to control and manage the workforce toward a specific vision. HR managers need to capture on the latest changes and lead the team as it permits.
Learning Proficiency: Technologies are changing rapidly; HR manager must learn new things and need to be updated as time passes. Learning proficiency will help to manage with this changing of environment. It is good for control and provides practice for the workforce in an effective way.
Explain and illustrate the basic ways to classify selection interviews. Briefly explain how structured interviews, regardless of content, are more valid than unstructured interviews for predicting job performance?
What are unstructured and structured interviews?
Interviews can be structured or unstructured.
Unstructured interview is an interviewing technique whereby the conversation can be via video call or in relaxing conversation and the questions are not specifically set. During an unstructured interview several topics can be discussed and depending on how each individual responds. The interviewer usually engages in lengthy explanations of the job and asks questions which are not necessarily predetermined by the interviewer. Therefore, interviewer might engage the wrong candidate determined based on unclear impressions.
As conclusion, an unstructured interview is might be incur time consuming and because the information gathered from all the candidates is different, it is difficult to have a ground for comparison which is effects on reliability and validity.
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Structured interviews are reliable and valid structured behavioral-interviews in line with international best practice. It is involve questions which are set out and followed thoroughly. Every candidate is presented with the same questions and this ensures that each respondent has had the opportunity to reply for each question. Structured interviews have higher predictive validity.
As conclusion, asking every candidate with the standardized questions and taking down relevant notes during the process can also improve validity and reliability of the interview. Structured interviews are better at predicting job performance if they are appropriately and thoroughly based on job analysis and trained interviewers are used. Structured interviews assume that intentions and actual behaviors are strongly linked. Structured interviews can also involve multiple interviewers and use well-defined rating scales with specific rating procedures.
In your opinion, can companies do without a detailed job descriptions?
Defend your answer.
Job description is a detailed list of specific duties and tasks in a company and achieve in the specific objectives.
We must have a job description in the company or in an organization. Job Analysis to identify job duties, responsibilities, equipment used, work relationships and work environment. A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications for the workforce carry out the specific duties. It is important to create and achieve teamwork spirit in a company.
a) Description the reasons on the importance of new employee orientation. What are
some benefits of properly conducted orientation programme to an organisation?
THE IMPORTANCE OF NEW EMPLOYEE ORIENTATION
Orientation is an introductory or preliminaries stage in the process of new employee adaptation and a part of continuous socialization process in an organization.
Why and what are the benefits of conduct a staff orientation program?
It allows new staff members to have a clear understanding of the organization, positions and the community.
It is a good start and providing appropriate background to new staff members will do a good job over the long term and stay longer with the organization.
It makes life easier for new staff members in the organization by eliminating unnecessary troubles.
It encloses the new staff member into an existing social structure and helping them bond with others, at the same time helping to improve the organizational
It formally welcomes new staff to the organization and ensure them have support for done a better performance.
By making staff knowledgeable and well-prepared, it able to develop the organization's reputation and lead the community for better achievement.
b) In your opinion, can job rotation be the best training method to use for developing
management trainees, in a bank? Defend your answer.
Job rotation is a management technique that assigns trainees to different jobs and departments over a period. Surveys show that an increasing number of banks are using job rotation to train employees. Job rotation able to control or detect errors and frauds. It reduces the risk of collusion between individuals. Organizations dealing with sensitive information or system in a bank where there is an opportunity for personal gain can benefit by job rotation. Job rotation also helps bank continuity as multiple people are equally equipped to perform a job function. If an employee is unavailable other staffs able handle that position with similar efficiency.
PART B - MINI CASE STUDY
Carefully read the news article below and then answer question 4 at the end of the article:
Enterprise ICT industry reactions to Malaysia's Budget 2013
By AvantiKumar | Oct. 1, 2012
Addressing the talent gap
"On the issue of knowledgeable, creative and innovative human capital, training
programmes will be developed to hone new skills in line with future needs of
industry in a high-income and developed economy. For this purpose, RM3.7
billion [US$1.21 billion] will be allocated in 2013 to train students in technical and
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vocational fields," said Najib.
He said the government would establish the Graduate Employability Taskforce
with an allocation of RM200 million [US$65.38 million] to strengthen employability
of unemployed graduates under Graduate Employability Blueprint by end-2012.
"The government will allocate RM440 million [US$143.84 million] to the Skills
Development Fund Corporation (PTPK), to provide loans for trainees to undergo
skills training," he said.
HP Enterprise Group, South East Asia (SEA) vice president and acting general
manager & HP Malaysia managing director Narinder Kapoor noted the
Government's continued and expanded focus on talent and human capital
development. "Incentives provided under Budget 2013, such as reducing the cost
of learning, enhancing teaching skills in core subjects through the Higher Order
Thinking Skills approach, the New Entrepreneur Foundation and the Graduate
Employability Blueprint will not only help develop an entrepreneurial spirit, but
also set the foundation and churn out more knowledge-based workers."
"Developing a bigger pool of local ICT talent with the right set of hard and soft
skills that meet industry expectations will certainly help enhance Malaysia's
global competitiveness," said Kapoor. "While the education sector focuses on
improving proficiency in core subjects, more concerted efforts are needed at
higher learning institutes to include course that focus on sub-specialisation within
the ICT industry. Developing the right talent and human capital in ICT becomes
even more important now as Digital Malaysia initiative targets to create more
than 160,000 high-value jobs by the year 2020."
Microsoft Malaysia's managing director Ananth Lazarus commended the
Malaysian government's financial prudence while remaining focused on the
importance of transforming education and improving the quality of daily life.
"However, Microsoft Malaysia believes that more could be done to leverage ICT
to achieve these goals and commits itself towards transforming Malaysia
together into a high-income and developed nation," said Lazarus. "It is clear that
the government places a premium priority on securing the future success of the
nation with more than RM41 billion [US$13.40 billion] along with various tax
incentives and other allocations committed to improving the quality of education
in the country. We certainly laud the government's commitment to transforming
education by lending the necessary budgetary commitment to meet the
aspirations outlined in the recently announced National Education Blueprint."
At the same time, the government's incentives towards leveraging intellectual
property appear to signal the country's recognition that it needs to move up the
value chain, he said. "This is certainly a step in the right direction in achieving the
country's aspiration to become a high-income nation," said Lazarus.
Autodesk Malaysia country manager Tan Choon Sang (CS Tan) said the
increased encouragement to use green technology was welcomed. "[In addition]
in order to raise Malaysia's position as a competitive market, skill-sets need to be
well aligned and in order for this, the industry needs to produce a quality
workforce with the right skills such as those through our Autodesk Education
"A talented local workforce is essential to meet the current needs of a growing
economy, and the future needs of a high-income and developed nation. We
continue to support the government's efforts to look at human capital
development holistically, with initiatives and incentives to retain top talent and
develop fresh talent that are essential for the nation to remain competitive
regionally and globally," said Dell Global Business Center, Cyberjaya, managing
director, Pang Yee Beng.
"[In addition], Malaysia is a strategic country for human resources for Dell, and
we place huge emphasis and investment on a people-focused strategy and talent
development" said Pang. "We continue to support the Government in building a
pool of knowledgeable, creative and innovative workforce. To this end, we have
recently launched the Dell Malaysia University [DMU] that offers industryrecognised
certifications and degrees in collaboration with local and foreign
universities, professional bodies and institutions of higher learning."
Extracted source: http://www.computerworld.com.my/tech/industries/enterprise-ict-industryreactions-to-malaysias-budget-2013/?page=3
a) What is your general reaction on the Malaysia's Budget 2013 in terms of training and
development? Justify your answer.
Training and development refers to the practice of providing training, workshops, coaching, mentoring, or other learning opportunities to employees to inspire, challenge, and motivate them to perform the functions of their position to the best of their ability and within standards set by local, state, Tribal, Federal and licensing organization guidelines. Training and development activities provide all involved system of care parties with the tools they need to develop professionally, increase their knowledge, effectively work with families, and build their capacity to perform the tasks associated with their positions within the system of care.
Since a system of care operates within an existing human service agency, it is expected that most human resource issues, such as hiring, benefits, staff recognition, and performance appraisal issues, would be handled within the agency's human resources department. It would be important to make sure that system of care principles are infused into the day to day practices of human resources personnel. It is worth noting that many systems of care have developed recognition and award programs for individuals who have exceeded expectations in their system of care efforts.
On my opinion for reaction on the Malaysia's Budget 2013, a system of care training and development agenda necessarily will have to involve families, community agencies, the faith community and other community partners. It will have to look at the various needs and requirements of all stakeholders involved. Some of these factors can be addressed through specific agency trainings, but in many cases new methods of training will have to be developed that go beyond any one agency's agenda or curriculum. For example, training may need to be created that addresses the family involvement aspect of a child and family team meeting.
In today's social media driven world the way in which training can be delivered is much more varied than in the past. For example, Webcasts, Webinars, and computer-based trainings are the order of the day to ensure maximum participation in a cost effective manner. Another aspect of a modern training and development effort within a system of care is that of ensuring that all events give participants the ability to evaluate and offer feedback. Data is then analyzed and, if necessary, future training and development activities are modified, enhanced, or eliminated. A number of evaluation forms are listed as resources in the Continuous Quality Improvement Section of this toolkit.
Moving from a traditional training program that is focused on the employees of one agency to a more dynamic interagency and family involved training program can be challenging. A system of care requires reevaluation of how to go about building a training and development program that is open to all involved partners. With one of the systems of care focuses being on family and youth involvement, your local system must think about new presenters and co-presenters, assuring cultural diversity in your presenters and cultural competence in your presentations. Inevitably you will have to look at policies that prevent interagency partners from participating in more department focused trainings and look to find solutions to those issues. This toolkit will provide you with some answers to these difficult issues as you begin to build your system of care training and development program into the daily operations of your work.
The following are just a few ways systems of care principles and values might be evident in training, development, and human resources in our community:
Staff members of systems of care agencies and organizations regard children, youth, and families as priorities within the community.
For certain positions within systems of care, life experience is considered equal to, or in some cases more important than, a degree or other credentials.
Outcomes are developed that measure and identify changes generated from systems of care principles into training, development, and human resources functions.
A culturally, linguistically, and ethnically diverse and competent staff is evident in training, development and human resources activities.
Family and youth involvement is evident in positions (employees or contractors) within the system of care.
An interagency training and development committee with family membership creates a cross-agency training and development agenda to address system of care personnel needs.
Ongoing training and development occurs across all systems of care partners to enhance performance of interagency teams.
b) If you are the HR manager of your organisation, what would be the important
criteria in recruiting and selecting of a potential talented candidate that
you would recommend to include in Graduate Employability Blueprint that
(going to) offers by the government? Discuss in detail the reason(s) for the
criteria you set forward are crucial for new and unemployed graduate in
The key importance of recruitment and selection in successful people management and leadership. An awareness of issues and concepts within this area is an important tool for all those involved with leading, managing and developing people even. A recognition of the importance of this aspect of people management is not new, and 'success' in this field has often been linked with the avoidance of critical failure factors including undesirable levels of staff turnover and claims of discrimination from unsuccessful job applicants.
It has been argued here that it is also possible to identify aspects of recruitment and selection which link with critical success factors in this 21st century context, differentiating organisational performance and going some way to delivering employees who can act as 'thinking performers'. It is proposed, for example, that a competencies approach focusing on abilities needed to perform a job well may be preferable to the use of a more traditional matching of job and person specifications. In addition, many organisations may increasingly wish to identify qualities of flexibility and creative thinking among potential employees, although this may not always be the case; many contemporary jobs do not require such competencies on the part of jobholders. It is also the case that organisations should be preoccupied with the question of validity of selection methods, ideally combining methods which are strong on practicality and cost, such as interviewing, with other measures which are more effective predictors of performance. It is maintained, finally, that a managing diversity approach, welcoming individual difference, may enhance organisational performance and create a climate in which thinking performers can emerge and flourish.
However, it is maintained that a contingency approach to recruitment and selection, recognising that organisational policies and practices are shaped by contextual factors, remains valid, and that 'effectiveness' in recruitment and selection may vary according to particular situational factors. In this regard it is noted that cultural differences could be an important factor in predicting the relative success of recruitment and selection measures.