Training Responsibilities of Supervisors and Managers - Dissertation Example

Examination of Training and Development Question Discuss the training responsibilities of supervisors and managers who are not a part of the HRD department. Prepare a list of what the responsibilities might be and a rationale for your choices. The supervisors and managers who are not a part of the HRD department have a definitive role to play within the midst of things. This is because these supervisors and managers must comprehend how they can bring in the much required value for the sake of the organization and what kind of initiatives they need to deploy to extract the best possible returns for it in the long run. The supervisors and managers therefore have a responsibility to look after the needs and aspirations of the employees who work under their aegis and are trying their utmost to give in the best, on a proactively consistent basis. The training realms within any organization remain significant in entirety because the training modules teach so much more than merely training the employees. They tell them the basics related with conducting their respective chores, tasks and undertakings. They also dictate the exact basis through which work processes get manifested in entirety. What is even more significant is an understanding that the supervisors and managers play their necessary roles at inculcating the kind of training that is needed by the organization in essence. The HRD department is therefore dependent on the supervisors and managers but what is ambiguous is the fact that these supervisors and managers are not a part of this HRD philosophy at all. The supervisors and managers hold fort for the organization when it comes to training and its imparting for the sake of the employees who are present in different departments of the organization. The organizations therefore find the best ways and means through which the HRD can become an independent department and work on its own to achieve the end objectives and results; all of which remain significant on a proactive basis. The list of responsibilities might comprise of preparing training procedures and plans for the employees, drafting policies which can tell them exactly what to expect of their relevant domains both in the short term as well as in the long run, and coordinating with clients and stakeholders on a constant basis. The training procedures are important to ascertain because these take into consideration the aspects of inculcating the true spirits of the organization on to the employees who remain significant during such undertakings. The supervisors and managers need to come out of their related realms to make sure that the employees are on track and are able to complete their jobs in a proper way. This is so needed because this will ensure complete smoothness amongst the employees as far as the work ethos are concerned, and the manner under which success can be achieved at the end of the day. Also the list of responsibilities within such understandings comprise of providing lectures and undertaking workshops which have a long term commitment with the employees, who will go out there and produce results for the organization that will be long standing and have a direct effect on the organization’s measures and ethos. The HRD philosophy is therefore an important barometer for knowing how things shape up within organizations and how the supervisors and employees will pay their due role within the thick of things. The supervisors and employees therefore devise ways and means through which their training procedures would be transferred to the employees in an unambiguous and most direct way. This would enable the employees to feel empowered and their work domains would be safely undertaken. The HRD department gets aligned with these supervisors and employees who are essentially not a part of the same, but are made to give in their best because the organizational values hold significance for them and this has a lot of bearing on the employees’ professional realms as well. The employees learn to remain motivated within their ranks and this indeed means quite a lot of optimism on their part without a shadow of a doubt. In this day and age, training holds quite a lot of value for the people who work within the reins of an organization because training gives them the much needed advantage at the end of the day. This would make their tasks easier and the role of the supervisors and employees would be managed in an amiable way nonetheless. It is rightly said that where the HRD lacks, these supervisors and employees do their bit at fulfilling the roles and responsibilities, therefore it is always a good omen to fill the gaps as and when these come about within the relevant thick of things. In entirety, the role of the supervisors and employees is of utmost significance as they link up the strengths with the areas that can be deemed as the points of advantage, an element that is of fundamental significance nonetheless. Question 2 What are competencies and why are they popular in training departments? How are competency models related to job analysis? Competency within training departments refers to the ways and means through work processes are fast tracked and delivered in terms of supreme quality and value for the sake of the employees within an organization. This is the reason why many companies in this day and age are inclined to have training department which have competencies within their related settings on an amiable basis. Competence is such an important tangent that it must be derived in the most basic sense and given to the employees so that success within their domains is ensured. The competency models are made use of within the job analysis quarters and this has been given emphasis due to its varied role. The competency models are therefore important to highlight and understand because these bring in the much needed value for the training regimes that are imparted and the focus is on getting the job done in a timely manner which is filled with quality at all angles and within different perspectives. Since job analysis is heavily emphasized upon on the completion of certain tasks and processes within an organization, as a lot of statistical data is obtained from managers and their subordinates during this while. The competency modeling makes use of the qualitative techniques which remain important on any given day, and are deemed as pivotal towards the completion of these very tasks and processes within the organization. As job analysis is more geared towards the current processes and indeed the entire situation at hand, the competency models make use of the premise of the future domains which would be handled by the organization at a given time, say about 5 years from today. Within the training regimes, it is quintessential to comprehend the difference that exists between the two, however having a mixture of both of these tangents would ensure that there is harmony amongst the ranks, and that success will come about with a little hard work and commitment on the part of the supervisors and managers who are present to bring about a vital change. The competency models are related to the job analysis realms when one comprehends the basis of understanding how things shape up within the relevant scheme of things as far as the organizational discussions are concerned. The competency models entail within it the skill to perform a job in entirety, and without any hassles coming to the fore. What these competency models teach in essence is a vision that sets the problems apart from the strengths that the individuals possess within their folds, and makes their tasks easier as compared to how these should have been done earlier (Cronshaw, 1999). The job analysis domains within the light of the competency models receive the due attention because these are much desired and are looked after by the organizations in more ways than one. What is deemed as quintessential here is a significant change in the understanding that job domains would be better committed towards by the employees so that they can surely manifest their competencies in manifold ways. Since competence is a combination of skills, knowledge and behaviors all linked up into a single entity, it is only natural to think of the competency models in the same light as well. The basic ideology behind the competency models in light of the job analysis realms is to manage the employees, and grab the much needed emotional intelligence regarding them as well. It puts to emphasis the focus of the organizational top heads that they must focus on the competence of the individuals and then only decide on the tangent of the respective jobs that they are undertaking in meticulous. This will solve quite a lot of problems for them as well as tackle the negativities which are present within the organizational realms. The job analysis discussions are always best understood when there are concerted efforts to set things right, and when competency models come within the equation of the employees, it becomes an even easier job all the same. One must not forget that within the areas of training and the like, the competency models are always best exploited upon because these bring forward the job analysis in the light of the competency models that have been devised over a period of time, and the manner under which work processes have been structured time and time again. The competencies are therefore important because these tackle the strengths if they are outnumbering the available resources within an organization and fill the void when there are no individuals to speak about in essence. The talent pool of an organization is always spoken at length and in a good way if the competency models are playing their tasks well and when the job analysis quarters are satisfying the organizational discernments as and when required, no matter these are in the form of the training modules or any other. Question 3 To obtain person analysis data, why not just use the performance appraisal completed by the supervisor? How can you obtain the best information possible if performance appraisal must be used? How do self-ratings fit into this approach? Performance appraisals do not give the complete picture more so when the employers are looking to ascertain the exact basis of growth and productivity shown by the employees. The personal analysis data assists them in gaining the vital edge that they so direly require. What this means is the fact that the performance appraisals are just a way to have a slight idea about the employee under consideration but the personal analysis data gives the added mileage that is much required and much sought after by the employers and the top management domains in an organization. It is a fundamental attribute of the performance appraisal to make sure that the performances are measured over a period of time in such a way that there is maximum manifestation of work as per se; however the manner under which the work tasks have been completed remains a unique and totally segregated column for understanding. The performance appraisals are the best possible indicators for finding out how success can be seen within the ranks of the employees and how their work routines have meant absolute value and quality for their future pay raise domains, incentives in the form of bonuses and so on and so forth. The self ratings are also a good way to tackle the issues that engulf the realms of the employees when the talk goes out loud regarding the manifestation of their work processes, and the manner under which that work has been carried out. It is a good omen to have as much say and detail from the performance appraisals but emphasis should be paid towards the self ratings and the personal analysis data in essence. These performance appraisals are also a very important barometer for the employees’ eventual success or failure on the job, as it spells out the ways and means through which they are able to conduct their own selves and expect remunerations at the hands of the HRM and indeed the organization. Performance appraisals bring to light the notion of an understanding that has been reached between the employer and the employee. This is based on the ideology that if the employee works in an able capacity, he would be rewarded with a better remuneration and a higher rank on an annual basis. However what happens in essence is something totally different (Catano, 2007). The employees are made to suffer on more than a single count at the time of performance appraisal due to which they undergo extreme mental trauma and fatigue. They come to the realization that their work was of no good use and that the management used them as pawns whilst getting their work done in the most appropriate way. More than anything else, the employees start to feel that they have been hard done by and that they would not be able to deliver at the same level of strength as they did in the past one year. The performance appraisals therefore act as the tools that take away a sense of serenity from the minds and the hearts of the employees, giving them immense trouble and tension, all at the same time. It would be proper to suggests ways and means through which employees can heave a sigh of relief rather than ending up being on the losing end at the end of every performance appraisal. This will also generate a great deal of optimism about the performance appraisals and the human resources management in essence, thereby giving it the much needed boost in the minds of the employees. This is lacking and therefore needs to be resolved in a very amicable manner. What remains to be seen is the fact that employers need to come up with certain strategies and devise ways and means through which their success could be envisioned in a proper way. The performance appraisals seem to be dysfunctional in nature and hence the remedy must be found at the earliest to plug the gap. It is a fact that the organizations which believe in the dictum of providing solace through these performance appraisals are indeed the winners because they have paid heed to the most significant tools which can work wonders for them in the long run. However improper usage of the same has meant disaster for one and all and this is something to gain quite a few aspects if seen within the correct frame of mind. The organization therefore has a very important role to play within such comprehension levels of performance appraisals. The pay structures are important to realize in the wake of these performance appraisals since the employees look up to them for motivation. If they feel that they are being given a good increase in their remunerations, they will make sure that they work to their best levels and thus outsmart their own potentials. However this hardly happens because the employees are given a tough time by the employers and the equation of performance appraisals being the difficult part increases year after year. For all the employees who have had bad experiences with these performance appraisals, one thing is for certain, they need to be encouraged from within. Their inner motivation is important for them to remain on their feet because one shall believe it is a Herculean task to stay motivated this way. The de-motivation can creep in quite easily as the employees face the negative consequences of the performance appraisals and the aftereffects that arise from the same. Thus it is always advisable to have performance appraisals rather than self ratings, which could encourage the employees rather than putting them off. The latter could mean absolute disaster as far as the employee morale is concerned and thus these should be tackled in a proactive fashion by the employers. Works Cited Catano, Victor. Performance Appraisal of Behavior-based Competencies: A Reliable and Valid Procedure. Personnel Psychology, 60, 2007 Cronshaw, Steven. Functional Job Analysis: A Foundation for Human Resources Management. Lawrence Erlbaum Associates, 1999 Read More