...Employee Training and Career Development Employment Development and Career Training This world is filled with choices and knowing the meaning behind those choices has become a hard pill to swallow for some people. For one, the knowledge of the roles in training an organization helps along the lines of gaining information about the company and understanding the need the HRM takes to hire, maintain, and fire employees. The role of training an employee is a matter of both the manager and employee discuss the movement in which the employee wishes to go. The Manager’s job is to make training available for the employee to succeed. The difference between employee development and organization development are not that far apart. As the organization seek training to move the company forward, employee training seeks to move the employee forward as well. One is a bigger picture and the other is a smaller picture of the same goals. Role of training in an organization The organization and the training office will work closely together depending on the direction of the company. In the beginning it is important for the employee to possess the necessary talent in order to compete for a position. Training the new employee on the job function will be the responsibility of the training office of the organization. The next level of training would consist of training the employees for expansion. If a company develops a new system or bring in a new product the employee...
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...Human Relations http://hum.sagepub.com/ 'Cultural diversity' at work: 'National culture' as a discourse organizing an international project group Ester Barinaga Human Relations 2007 60: 315 DOI: 10.1177/0018726707075883 The online version of this article can be found at: http://hum.sagepub.com/content/60/2/315 Published by: http://www.sagepublications.com On behalf of: The Tavistock Institute Additional services and information for Human Relations can be found at: Email Alerts: http://hum.sagepub.com/cgi/alerts Subscriptions: http://hum.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://hum.sagepub.com/content/60/2/315.refs.html >> Version of Record - Mar 6, 2007 What is This? Downloaded from hum.sagepub.com at Univ of Newcastle upon Tyne on October 26, 2011 Human Relations DOI: 10.1177/0018726707075883 Volume 60(2): 315–340 Copyright © 2007 The Tavistock Institute ® SAGE Publications Los Angeles, London, New Delhi, Singapore www.sagepublications.com ‘Cultural diversity’ at work: ‘National culture’ as a discourse organizing an international project group Ester Barinaga A B S T R AC T Research to date concurs in maintaining that performance of nationally homogeneous workgroups differs if compared to heterogeneous ones. Yet, results are mixed on the relationship between cultural diversity and workgroup outcomes. The article argues that cultural...
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...Administrator/HR Officer with 13 years experience in all administrative and personnel issues. I have worked with busy and reputable organizations in areas relating to procurement of assorted office accessories, planning meetings with donors, Fleet management, coordinate stock supplies for the whole country office, supervision of junior staff, recruitment, managing personnel and production of documents among others Work History July 2002 – Present JHPIEGO/MALAWI HR Officer January 2012 to date Terms of Reference 1. Implement HR policies as outlined in the Jhpiego Malawi Employment Policy and ensure staff compliance; 2. Develop Jhpiego Malawi HR procedures and systems in collaboration with the Country Director and Jhpiego Global Human Resources (GHR) office in Baltimore; 3. Ensure that staff are aware of these policies and interpret them accordingly 4. Coordinate and facilitate the planning, recruitment and selection of qualified staff as directed by the relevant hiring manager. This includes posting job advertisements on relevant web sites/ newspapers and doing initial short listing under guidance of the hiring manager and providing feedback to the interviewees 5. Develop and coordinate orientation schedules for all new staff 6. Ensure personnel files are kept up to date and confidentiality maintained at all times; 7. Work closely with employee supervisors on Performance Appraisals and related action items such as salary increases, promotions, reassignments...
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...China Media Research, 9(3), 2013, Zheng, Case Study of Audi’s Brand Repositioning in China A Case Study of Audi’s Brand Repositioning in China Lu Zheng University of Florida Abstract: Based on a comprehensive review of Audi’s press releases published from 1999 to 2007 and in-depth interviews with Audi’s public relations professionals, this case study identified media relations, event sponsorship, and corporate social responsibility as Audi’s main public relations strategies for its brand repositioning in the Chinese market. Each strategy and related tactics were first illustrated by specific examples and then surveyed in light of contemporary public relations and mass communication theories. [China Media Research. 2013; 9(3): 64-73] Key words: Audi, brand, reposition Introduction Audi, a subsidiary of German car manufacturer Volkswagen, entered the Chinese automobile market in 1988. In the late 1990s, or one decade after its China debut, Audi, with the help of Ruder Finn, a New-York based independent PR firm, began to implement a brand repositioning strategy in China. By the mid-2000s, thanks to its unremitting PR efforts, Audi has successfully repositioned itself from a government car brand to a premium car brand targeting successful business professionals (Ruder Finn, 2007). Since the launching of its China production in 1988, Audi was designated as the “premium government car brand” dedicated to serve high-rank government officials. In contrast, middle and low ranking government...
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...Please respond to the following: • Imagine you are a new employee in a human resource (HR) department. Your first task is to develop a stress management seminar for the employees. Determine the topics that should be covered in the seminar. Support your selection of the topics. • Develop criteria to assist in selecting the vendor to use for the training. As a new employee in the HR department tasked with developing a seminar for stress management, I would first: Identify the training audience; ascertain the training needs in levels of importance; develop training programs that have been demonstrated to be successful and that are cost effective to the organization; create the programs and appropriate training hours needed and that are available; ensure time for feedback after training; ensure on the job training so that "lessons learned" can be used and demonstrated on the job. I would also cover workload, setting priorities, getting help when needed, and setting reasonable goals. The selected vendor I would use would be in the form of an informal presentation. Open ended discussions and participation would be encouraged. Feedback would be solicited at the end of the training. Lastly, surveys would be handed out at the end of the training to rate the training and/or garner improvements. Stewart, G.L. and Brown, K.G. Human Resource Management (2012) • Imagine you are a new employee in a human resource (HR) department. Your first task is to develop a stress management...
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...‘Removing ten barriers to implementing CSR in Bangladesh’ Barrier A – CSR is thought to be American protectionism – the USA labour unions are alleged to be using CSR as an excuse and are trying to force up our production costs and so get jobs back into the USA. Social Responsibility is not a new idea; it has a long history in Asia and in Europe. If CSR is part of a conspiracy to protect jobs in North America (or in Europe) why is it accepted so well and practiced so widely in the West and in so many trade sectors there? Barrier B – Some company proprietors are convinced that the “business of business is business” and so they want NGOs do their community development work and the government to fund schools, colleges, clinics and hospitals - after all that’s why they pay their company taxes and VAT! Companies need a stable society in which to trade, we need healthy, well educated and compliant workers. It’s in the long term interests of the business sector in Bangladesh to improve our corporate futures by investing in the community – in our workers and their communities - if we are to be able to manufacture and sell increasing volumes of our products in Bangladesh. Barrier C – Business owners holding the opinion that spending on CSR is an improper use the company’s hard earned profits (especially in a period of worldwide recession). These proprietors are also of the view that their companies should concentrate on making money for their shareholders and focus on giving the...
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...Audit “The things that get measured gets managed” www.humanikaconsulting.com Agenda 1. Introduction 14. General Auditing Method 2. Challenges For H.R. 15. Methods Of Hr Audit Department Eight Challenges 16. Research Approaches To Audits 3. Meaning & Purpose Of Hr 17. Hrm Auditing Process Audit 4. Purposes Of Hrm Auditing 5. Objectives Of Hr Audit 6. Benefits Of HR Audit 7. Frequency Of HR Audit 8. The Principles Of Effective Hrm Auditing 9. Types Of HR Audits 10. The Scope Of Human Resource Audits 11. Hrm Audit Measures 12. HR Standards 13. Task Auditor INTRODUCTION • “How does a firm know if its human resource practices have an impact on business results? • “..most professional service firms and organizations complete an extensive audit of their financial statements on an annual basis, but the programmes involving “people”, such as recruiting, training or pay-for-performance are seldom given the same scrutiny.” • “..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.” CHALLENGES FOR H.R. DEPARTMENT EIGHT CHALLENGES IDENTIFIED BY DAVE ULRICH (1997) Globalization The H.R department will need to create models and processes for achieving global activeness, effectiveness and competitiveness. Managing the Value Chain for Business Competitiveness Innovation Faster Decision Making Price or Value Advantage Effective linking with Suppliers Growth...
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...|PERSONAL INFORMATION |Rafieu Gibao Mambu | |[ | | | 37 Mountain Cut, Foulah Town, Freetown, +232, Sierra Leone | | | +232-78-680069 [pic] +232-77336415 [pic] +232-76-395920 | | | Radiga1982@gmail.com , RafieuM@unops.org | | |Sex: Male | Date of birth 27 July 1982| Nationality Sierra Leonean | | | | | | | |JOB APPLIED FOR |ADMINISTRATION, PROJECT & PROGRAM MANAGEMENT, LOGISTIC, TRANSPORT AND OPERATIONAL RELATED ROLES | |POSITION | ...
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...specializing in driving workforce engagement by aligning human capital strategies with business drivers and focusing on strategic outcomes. Skill sets include; instructional design, creative facilitation, program development, consulting and coaching for employees up to the vice president level. Security Clearance: Secret (Active) PROFESSIONAL EXPERIENCE Northrop Grumman Corporation, Electronic Systems, Woodland Hills, CA 06/2005 – Present Senior Leadership and Organizational Development Consultant Research, design and implement strategic leadership and professional development services and programs on multiple campuses. This includes strategic planning, employee engagement, critical needs and gap analysis, new leader assimilation, team-building, performance management, workforce planning, retention, and structured coaching with employees, managers, directors, and vice-presidents. * Manage all aspects of the role-based Front Line Leader training program. Curriculum consists of 9 targeted workshops (64 total hours) taught 3 times annually in multiple states over a 4 year period * Created a strategy which increased participant attendance rates by 60% over an 18 month period * Manage the professional development training program, introducing 26 new seminars and workshops and reduced training overhead by 43% realigning existing content to business imperatives * Facilitate an average of 56 workshop and seminars annually * Introduced Individual Development...
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...Human resources management Report Human resources management Report Executive Summary This HR comparative report has been written in order to analyse the different HR policies applied in two opposed companies. The two companies in question are Velay Bernard which acts in the tertiary industrial sector and Go Sport whose main activities are located in the sports items distribution market. At Velay Bernard, a lot of the workers are temporary workers and recruited by a temporary Agency called Randstad. So their principal motivation is their salary and bonuses at the end of the month. Working conditions and relations at work are quite good due to an open space workshop and a friendly working atmosphere. At Go Sport, a majority of workers signed a fixed term contract and where recruited thanks to the classical recruitment process CV+Cover Letter+Interview. Getting a permanent contract and working its way up in the hierarchy is one of the main motivations employees have. Non flexible working conditions are compensated by a good team spirit within the staff. Structure of the report Executive Summary 2 Introduction 4 Purpose 4 Main points of the two businesses 4 Findings/Main body 5 The Recruitment policies 5 In house training policies 5 Motivations at work 5 Relations at work 6 Working conditions 6 Conclusion 6 Recommendations 7 Introduction Purpose Analysing the differences that exist between two HR policies in two different companies. They both act...
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...the daily work duties, and whilst having the discussion with other managers it came to our understanding that more training was need with each staff members in how task where been performed which was causing some of the conflict as it appeared that they have both shown a different way to complete task which was causing quite a bit of confusion as .there was a huge language obstacle and one of the employee had been making negative comments in relation to the culture and values of the other employee. To address the cultural diversity both employee needed to have cultural awareness training or...
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...Workshop Summary: Recruiting Blood Donors – Successful Practices An FDA sponsored workshop held on the NIH campus July 6 & 7, 2000 This two-day workshop was designed for information gathering and sharing. On Thursday we heard concise reports on the theory and practice of recruiting blood donors from successful recruiters. The presenters represented a diverse group of blood centers, both in terms of location and number of collections. On Friday all the attendees had a chance to participate in two of five facilitated discussions on relevant topics: advertising; education; donor retention / satisfaction; incentives; and the top ten actions to recruit and retain donors. Summary slides from the Friday discussion sessions are available at http://www.fda.gov/cber/summaries.htm. There was apparent consensus on many key points: * Successful programs are multifaceted, drawing on expertise in customer relations, advertising, public relation and, marketing. Such programs exhibit a culture of innovation and hard work. * The most successful programs have all staff members encouraging and thanking donors. * Donor recognition is an important component of a successful program. Recognition does not mean providing incentives or gifts to donors. Recognition means acknowledging donors altruistic contribution at each donation, with special recognition at milestones of their donation career such as a public thank-you for multi-gallon donors at a celebration dinner...
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...Running head: HUMAN SERVICE ORGANIZATION Human Service Organization Building Community in Human Service Organizations BSHS 461 December 7, 2011 The "American Society For Deaf Children" (2010) website states that the American Society for Deaf Children (ASDC) began in 1967 for parents to help each other through the network. ASDC is an independent, national non-profit organization that helps millions of parents, families, and friends with questions he or she may have to help their loved ones. Organizations Vision ASDC is a parent-helping-parent organization for those families with deaf or hard of hearing children. ASDC educates, promotes, and advocates for high quality programs and services for those children, and families. Organization Mission The mission of The American Society for Deaf Children (ASDC) is to support and educate families of deaf and hard of hearing children, and advocate by providing high quality programs and services. Organization Funding ASDC is a non-profit foundation that advocates the rights and education for the deaf children and hare-of-hearing. This organization gratefully accepts donations, which will help provide better resources, richer conventions, and more services. Roles of the Organization The American Society of Deaf Children provides support to parents, grandparents, friends, and families by giving he or she support through the website. The website provides resources with a list of articles that parents or family members can...
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...Pamol (Nig) Limited for approving and sponsoring me for this course. I want to assure Management that the money spent by the Company on my behalf to attend this workshop will not be a waste because the knowledge acquired will be applied to the job for effective and efficient work delivery, which would in turn benefit the Company. PREAMBLE The 3-day workshop on Supervisory Management commenced from Wednesday 15th August with registration and opening ceremony. The opening ceremony was attended by the Area Manager, Mr. O. A. C. Ngwu who was also the representative of the Director General of ITF and other staff of ITF. Mr. Godwin D. Udiba was in attendance for the opening ceremony as the representative of the Managing Director, Pamol (Nig) Limited. After the opening ceremony, a group photograph was taken with ITF staff. A total of 14 participants were in attendance all of whom were from Pamol (Nig) Limited. The workshop ended on Friday 17th August, 2012. PROGRAMME CONTENT The course content covered the following areas: • Concept of Supervisory Management. • Roles of the Supervisor in Training and Development. • Coaching and Mentoring Techniques. • Effective Team Work. • Problem Solving and Decision Making Skills. • Delegation and Motivation for Performance Improvement. • Effective Communication and Human Relation. • Performance Appraisal. CONCEPT OF SUPERVISORY MANAGEMENT - BY MR. BEN O. A. C. Several definitions of a Supervisor were given, one of such definitions...
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...Human Resources Management Roles Human resources is a “resource for humans” in the workplace. The HR department manages employees within the organization; there are many responsibilities in this department. HR may also act like a “middleman” between the employees and management. Human Resources handle many issues pertaining to the employees who work for the company. A manager will oversee department functions and manages employees within the department. They must be a knowledgeable human resources point of contact in this department as well. This paper will explain the human resources management’s role in the health care industry. The roles that will cover are hiring and staffing, compensation and benefits, training and development, and employee relations. Hiring/Staffing This is the first point of contact a person has with the company will be through the HR department; they also may attend job fairs and recruit. They will perform interviews with applicants and screen resumes, check references, and perform background checks. Organizations face several strategic HR choices in recruiting, selecting, and socializing employees. Emphasizing a good fit between the applicant and the firm versus hiring the most knowledgeable is part of the hiring and staffing process (Gomez-Mejia, Balkin, & Cardy, 2010). They perform the orientation of the new hires while informing them of the policies and procedures. Compensation and Benefits “Compensation is the payment that the employees...
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