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

Agenda To 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 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: 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

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

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

Evaluating Training

Evaluating Training

Evaluating Training

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

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 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

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

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

Agenda To 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 Like training, development increases person-job fit Differences: Table 9.1

Development for Careers Traditional Career Protean Career

Development for Careers Traditional Career Protean Career

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.

Interpersonal Relationships Employee Development Interpersonal Relationships Formal Education Job Experiences Assessment

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

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

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 person Asks questions Gives 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? Protean Traditional Glass ceiling 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