HRM Exercises

1. Introduction;
Human Resource Management is the management of the human power of the company
by the HR department. HR deploys strategically designed measures that lead to the
enhanced employee performance in the least possible time. This ensures the best
possible outcome in terms of benefits for the company.
HR strategies involve numerous methodical learning procedures. Such procedures are
designed by the department.
Learning and Development is a road to success for any business firm. The need of
having better learning and development strategies are:
1. Provides a pathway to learn beyond the horizon.
2. Keeps the common aim of the company elucidated among the Employees.
3. Introduces methodical work culture.
4. Allowing grounds for fair promotions, rewards and incentives.
5. Offers a reason for employees to stay in the firm.
6. Has a great impact on bottom-line productivity and profitably.
Learning and Development in Human Resource
Important points to remember while planning learning and development strategies:
1. The departments and their work of concern.
2. Employee recruitment.
3. Training and development needs of every department.
4. Organizational change and industrial relation of the firm.
5. Insight of government laws.
6. Impartment of strategic management policies.
7. Benefits of globalization and modes to spread out wings of the firm.
8. Technological advances.
9. Business partners and relations.
10. Productivity and workforce relation overview.
11. Assessment policies.
12. Management of talents in a scientific manner.
HR duties are generally performed by trained professionals. It requires experienced
leaders who have an idea about where the learning can lead to.
Academic training course planning should also bear an overall understanding of the
positional psychology and a proper sync should be installed with that of the industrial
psychology.
Employees gain zeal to work harder when they notice their personal positional
improvement in the industry. Hence a proper learning and development strategy in
human resource management is not only mandatory, rather a necessity.
Skilling training (on and off the job);
On-the-job training is an important topic of human resource management. It helps develop the
career of the individual and the prosperous growth of the organization. On the job training is a
form of training provided at the workplace. During the training, employees are familiarized with
the working environment they will become part of. Employees also get a hands-on experience
using machinery, equipment, tools, materials, etc. Part of on-the-job training is to face the
challenges that occur during the performance of the job. An experienced employee or a
manager are executing the role of the mentor who through written, or verbal instructions and
demonstrations are passing on his/her knowledge and company-specific skills to the new
employee. Executing the training on at the job location, rather than the classroom, creates a
stress-free environment for the employees. On-the-job training is the most popular method of
training not only in the United States but in most of the developed countries, such as the
United Kingdom, China, Russia, etc. Its effectiveness is based on the use of existing workplace
tools, machines, documents and equipment, and the knowledge of specialists who are working
in this field. On-the-job training is easy to arrange and manage and it simplifies the process of
adapting to the new workplace. On-the-job training is highly used for practical tasks. It is
inexpensive, and it doesn't require special equipment that is normally used for a specific job.
Upon satisfaction of completion of the training, the employer is expected to retain participants
as regular employees.
On-the-job training is one of the earliest forms of training in the United States. The method is
used when trained professionals are passing their knowledge to the recruit. The on-the-job
training method dates from back in the days when not everyone was literate, and it was the
most convenient way to understand the requirements needed for the new job, on a one-to-one
basis. In antiquity, the work performed by most people did not rely on abstract thinking or
academic education. Parents or community members, who knew the skills necessary for
survival, passed their knowledge on to the children through direct instruction. This method is
still widely used today. It is a frequently used because it requires only a person who knows how
to do the task and use the tools to complete the task. Over the years, as society grew, on the
job training has become less popular. Many companies have switched to doing simulation
training and using training guides. Businesses now prefer to hire employees who are already
experienced and have a required skill set. However, there are still many companies who feel
that on-the-job training is best for their employees.
Key Differences Between On-the-job and Off-the-job training
The basic differences between on-the-job and off-the-job training are indicated below:
1. The training method used to impart training to employees while he is at the workplace
performing the job is known as On-the-job training. Off-the-job training involves the
training of employees outside the job location.
2. On the job training has a practical approach, whereas off the job training is theoretical.
3. On the job training involves the hands-on experience of the trainees which is not with
the case of off the job training.
4. ‘On the job’ training involves learning by doing the task while ‘off the job’ training
involves learning by acquiring knowledge.
5. In on the job training, there is no work disruption as the training and production go
hand in hand. Conversely, in off the job training, the work is hampered because first of
all training is provided which is followed by the actual performance.
6. On-the-job training is carried out by the experienced employees. Unlike off-the-job
training which is provided by the experts.
7. On the job training is less expensive than off the job training.
8. On the job training is appropriate for manufacturing entities while off the job training is
suitable for non-manufacturing entities.

Management development and succession planning;

Succession planning and management is an essential component of the broader human
resources planning process. It involves an integrated, systematic approach for identifying,
developing, and retaining capable and skilled employees in line with current and projected
business objectives.
STEP 1. Identify Key Areas and Positions
Key areas and positions are those that are critical to the organization's operational activities
and strategic objectives.

 Identify which positions, if left vacant, would make it very difficult to achieve current
and future business goals
 Identify which positions, if left vacant, would be detrimental to the health, safety, or
security of the Canadian public
STEP 2. Identify Capabilities for Key Areas and Positions
To establish selection criteria, focus employee development efforts, and set performance
expectations, you need to determine the capabilities required for the key areas and
positions identified in Step 1.

 Identify the relevant knowledge, skills (including language), abilities, and competencies
needed to achievebusiness goals
 Use the Key Leadership Competencies profile
 Inform employees about key areas and positions and required capabilities
STEP 3. Identify Interested Employees and Assess Them Against Capabilities
Determine who is interested in and has the potential to fill key areas and positions.

 Discuss career plans and interests with employees

 Identify the key areas and positions that are vulnerable and the candidates who are
ready to advance or whose skills and competencies could be developed within the
required time frame
 Ensure that a sufficient number of bilingual candidates and members of designated
groups are in feeder groups for key areas and positions
STEP 4. Develop and Implement Succession and Knowledge Transfer Plans
Incorporate strategies for learning, training, development, and the transfer of corporate
knowledge into your succession planning and management.

 Define the learning, training, and development experiences that your organization
requires for leadership positions and other key areas and positions
 Link employees' learning plans to the knowledge, skills (including language), and abilities
required for current and future roles
 Discuss with employees how they can pass on their corporate knowledge
STEP 5. Evaluate Effectiveness
Evaluate and monitor your succession planning and management efforts to ensure the
following:

 Succession plans for all key areas and positions are developed;
 Key positions are filled quickly;
 New employees in key positions perform effectively; and
 Members of designated groups are adequately represented in feeder groups for key
areas and positions

Performance appraisal and personal development planning;

A performance appraisal is a regular review of an employee's job performance and overall
contribution to a company. Also known as an "annual review," "performance review or
evaluation," or "employee appraisal," a performance appraisal evaluates an employee’s
skills, achievements and growth, or lack thereof. Companies use performance appraisals to
give employees big-picture feedback on their work and to justify pay increases and bonuses,
as well as termination decisions. They can be conducted at any given time but tend to be
annual, semi-annual or quarterly.
Performance Appraisal Types
Most performance appraisals are top-down, meaning supervisors evaluate their staff with
no input from the subject. But there are other types:

 Self assessment: Individuals rate their job performance and behavior.

 Peer assessment: An individual's work group rates his performance.
 360-degree feedback assessment: Includes input from an individual, her supervisor and
her peers.
 Negotiated appraisal: A newer trend, utilizes a mediator and attempts to moderate the
adversarial nature of performance evaluations by allowing the subject to present first.
Also focuses on what the individual is doing right before any criticism is given. This
structure tends to be useful during conflicts between subordinates and supervisors.
Personal development planning is the process of creating an action plan based on
awareness, values, reflection, goal-setting and planning for personal development within
the context of a career, education, relationship or for self-improvement.
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