HRM Competencies - Meeting Complex Building - Example

Training Session Student’s Name Subject Professor University/Institution Location Date Abstract The following training package is about HRM Competencies. It has a session plan as a practical skill to enhance precise, specific and time sensitive learning. The study is meant to describe the dynamic of HRM training in organizational services. Included is the shift from individual role to general management. We will discuss the validation and impacts of HRM, limitation, error management and countermeasures (Helmreich, Ashleigh & Wilhelm 1999: 23). The session plan covers four activities to be done for one hour and revolves on: Communication efficiency; meeting presentation, Customer Orientation; Building long lasting trust Career Progression; Openness Technology updates; Online client access Table of Contents Cover page ---------------------------------------------------------------1 Abstract--------------------------------------------------------------------2 Supporting information------------------------------------------------ 4 Course design Introduction--------------------------------------------------------------- 5 Assessment --------------------------------------------------------------- 5 Conclusion ---------------------------------------------------------------- 5 Session plan Communication Efficiency------------------------------------------------6-8 Customer Orientation-------------------------------------------------------9-12 Career Progression--------------------------------------------------------- 13-15 Technology updates---------------------------------------------------------16 References------------------------------------------------------------------------------17-18 Location The venue will be Meeting Complex Building (MCB), Tuesday 10.00 am - 11.00 am. The room has a podium half a meter above the audience, constricted front, fitted with a whiteboard and a meter high table. A movable cardboard set on a standing wooden frame. This is for clipping and sticking charts. An overhead projector, a laptop and a DVD player to assist in processing and visualization of information The trainees’ tables: Three round tables arranged in a semi circular setting and away from the trainer from 2-5 meters away. One rectangular table for placing laptop, and charts Materials: Printed colored handbills, Charts with drawn structures, felt pens and 12 handbooks for the session to be given to each trainee at the end of the session Preliminary Activity: Grouping; 4 groups each composed of 3 members. Trainees sit in a way for good view of activities, easier for the distribution of materials and comparison between one group and the other. The trainer must be on a conspicuous place, near the white board and projector table Introduction Welcome the trainees and have a recap of the department agenda Highlight the session activities, time to the members (Delahaye 1998) Highlights the four activities of the session and requirements of each at the end Assessment Activities 1, 2 & 3 will require each person to evaluate themselves positively Identify the areas where one can work best and where to impose changes Group discusses and identifies roles and areas for participatory decision making and management Assessment hand bills filled in double ;one for the trainer and the other for trainee Activity 4 requires every group to perform for 3 minutes and go ahead and implement the learnt skills as requirement of the department. Conclusion The session plan and is oriented to achieve objectives based on trainee support information and delivery that will promote self assessment. It is a recap of the general and specific functionality of HR management as well as the dynamics that must be implemented and institutionalized. The activities, discussion and intervention measures are to instigate trainees to self assessment and adjust or re-adjust their roles, responsibility and accountability (Khasro 2000: 199). Program Title: Communication Efficiency Session Title: Meeting Presentation Objectives: Total time 15 Min. Enhance precision and content based presentation in public communication (Merna, 2000:73) Improve skills in multidimensional audience’s setups Improve on non-verbal, attention drawing communication Visual Aids: Different visual & emotions drawing Special Actions Before session: None Time Modus Operandi Main Points Details 0 minutes Introduction Definition Communication is the exchange of information Chart Components There must be a source, channel, destination and feedback for it to be complete Question What does communication serve in human resource management? Importance It reduces the number of possible alternatives between parties Enhances the decision making process and therefore promote cooperation Whiteboard Components A presentation must logically flow through An introduction’ The body ( the content/ main theme or information needed) A conclusion (this must recap some main ideas in the body as an overview, and give reference to contacts and avenues of contact) Activity Things to consider Before any presentation some 4 things are important to consider that is: Purpose (What is the goal that I want to achieve? i.e. informing, warning, directing or training) Audience (Age, education background, field of discourse, religion and marital status) Field of discourse Time allocation Organization/Plan 10% for introduction 70% for the body/ main subject 10% for conclusion 10% for any question Charts with facial signs Discussion What do each facial sign represent? (Turn taking in some people identifying the meaning derived from non-verbal drawings). Audio presentation DVD/CD player Roles Most efficient communicators use facial and Para-linguistic modes to enhance the way and process of communication. They also promotes boldness in communication arenas Details Tonal variation Hands and body position movement Nodding, smiling, frowning and intermittent silence breaks proficiency Must know It is good to have a continuous learning of the audience in the process of presentation (in terms of their attention, interests and response) to adjust and re-adjust your presentation. SESSION PLANNING SHEET Program Title: Customer Orientation Session Title: Building long lasting Trust Total time: 15 Min. Objectives: Enhancing your first impression with outsiders Sticking to organization philosophy and diplomacy when dealing with clients and customer (Hill, 2007) Create an efficient departmental and organizational support service within the institution (Rindfleisch & Moorman 2003: 426). Visual Aids: handbills, evaluation sheets Special Actions Before session Time Modus Operandi Main Points Details 15 minutes Handbills Evaluation Sheets Introduction activity A list of important skills and qualities of a human resource manager. Mark/ tick on three out of the six important qualities that you posses. Whiteboard Discussion of each Presentation; clothing, hair style Introduction; your name, company’s and position/ your role in it Personality; calm, charming, self-control, overt Specificity; dealing with each and different clients Justice and respect; concerns, listening and balance Adequacy; be relevant and to the point (not too much or too little information or assistance) Evaluation sheets Question What can you improve on? Employee conduct Purpose ; to serve the purpose of organization and increase your output (Nickels & Omar 2010: 279) A banner with Organization vision, mission and philosophy statement Question and activity What does the three constrain and contribute to your performance? Vision Mission Philosophy Discussion Khasro (2000: 201) argues that to guide the bureaucratic institution the above three enhances interrelationship between; Employees Employees and clients Supervisors and subordinates It also determine the; Organizational culture Level of individual work Promotion and dismissal Leadership style Centre for decision making Importance Enhance coordination Goal reaching activities Reduce unnecessary output Organization chart Review Leadership Coordinators Subordinators 4 Charts Department coordination Management Production Sale and services Support services Report and assistance Building a network of referral and avoid confusion Respect to authority Program Title: Career Progression Session Title: Openness Objectives: Total time: 15 Min. Promote appraisal and reward for hardworking employees Improve skills through continuous learning and practical application of those skills (Cipd, 2011) Visual Aid: Whiteboard Special Actions Before session: 2 Questions How many are satisfied with their current salary? What are doing to raise it? Time Modus Operandi Main Points Details 30minutes Introductory question What can you do to earn the salary you want? Whiteboard Personal negotiation and assessment skills. Share your accomplishments with the manager, may it be customer’s glowing feedback , a cost reduction measure you implemented, or a tricky problem you helped solve before it got worse. For significant salary to increase, you need to do more than adequate job i.e. go far beyond what is minimum expected Avoid being too defensive, regular complainer, negative or difficult in working with others. Salary increases sometimes depend on you asking for it. Don’t wait until the manager decides to affect it. Negotiation on a job offer. How you negotiate will determine the variation with others. Don’t accept on the spot, but you can push for a lot more or little more which sometimes it is possible to get. Research on importance of your knowledge, experience and skills contribution to the current job market and some industry norms in that particular work or geographic area to see your salary relative fall with other markers (Colley, 2005). Do a self performance assessment and evaluation. If it impresses then the manager need s to consider your contribution. Activity Self-assessment Identify areas of your contribution that can increase the chance for salary increment. (Allow a positive self assessment and appraisal ) Program Title Technology updates Session Title Online client access Objectives: Total time: 15 Min. Promote timely, geographical distributed services. Competitively enhance technological changes for efficiency and increased output (Hafeez & Abdelmeguid, 2003) Visual Aids: Special Actions Before session: Whiteboard, black sheets, Put off the light bulbs and connect the instruments. Laptop & an overhead projector cover the windows with black sheets. Time Modus Operandi Main Points Details 45 minutes Open the Website. Introduction Updated programs in the new face of website for clients services. Grouping Turn-taking activity Each group takes approximately 3 minutes operating the system and familiarizing with the subtitles. Reaching Clients An outline of websites that you can contact for the services. Afterward activity Each member has to open a secured account from which he/she will contact the clients and share information ( An adoption of new technology in HRM department) References Cipd, 2011, Diversity and Career Progression, Graphic Illustrations, (August). Colley, H., 2005. Employability and career progression Masters. Philosophy, (July). Delahaye, B. 1998, How to be an effective trainer: skills for managers and new trainers. New York: John Wiley. Hafeez, K. & Abdelmeguid, H., 2003, Dynamics of human resource and knowledge management, Journal of the Operational Research Society, 54(2).  Helmreich, R., Ashleigh, M., & Wilhelm, J., 1999, the Evolution of Crew Resource Management Training in Commercial Aviation, The International Journal of Aviation Psychology, 9 (1) 19-32. Hill, R., 2007, Management development: perspectives from research and development. London New York: Rutledge. Khasro, M., 2000, Human Resource Management : Applications of Management Philosophy, Organizational Climate and Managers Training and Learning : A comparative study of Japanese manufacturing companies in Japan, Japanese manufacturing companies in Bangladesh and Bangladeshi, (3), p.199-202. Merna, S. 2000. Training managers to be better communicators, Employment Relations Today, 27(1), p.73. Narasimhan, V., Brown H., Pablos-Mendez,A., 2004, Responding to the global human resources crisis, The Lancet, 363 (9419),p.1469-1472 Nickels, D.W. & Omar, A., 2010, The Effect of Organizational Culture on Customer Orientation, Journal of American Academy of Business Cambridge, 15(2), p.276-283. Rindfleisch, A. & Moorman, C., 2003, Inter-firm Cooperation and Customer Orientation, Journal of Marketing Research, 40(4), p.421-436. Read More