MGMT 5309 WBU Organization Culture and Training Discussion Weekly Topic Response #4 Lead-in: In session 4, the topics of Training (Chapter 7) and Performa

MGMT 5309 WBU Organization Culture and Training Discussion Weekly Topic Response #4 Lead-in:

In session 4, the topics of Training (Chapter 7) and Performance Management (Chapter 8) were discussed. Managers and HR Business Partners collaborate to develop the essential skillsets and performance of employees to implement a business’s strategy.

Recall, the business strategy changes the workflow structure in order to align the structure with the strategic direction of the business. Change to structure generates three types of changes in jobs; 1) new jobs are created, 2) some current jobs are modified, and 3) some jobs are made obsolete and are deleted.

The HRM activity of Job Analysis identifies new jobs to create and what current jobs to modify. Additionally, for new jobs and modified jobs, Job Analysis produces three key components: 1) job description (tasks, duties, and responsibilities); job specifications (knowledge, skills, abilities, and other attributes); and essential job functions. These three components of a job are used in Workforce Forecasting, which feeds into an HR Recruiting plan and guide which selection method to use. Once a job candidate [employee] has been hired, the job description (tasks, duties, and responsibilities) and job specifications (knowledge, skills, abilities, and other attributes) of a job form the bases of training and performance development.

In partnership, HR Business Partner and a department Manager design and integrate new and modified jobs into a department’s workflow processes. However, it is the Manager that oversees and directs the integrated work efforts of employees in the revised structure. Thus, the Manager guides and directs employees in their respective job tasks, duties, and responsibilities. The effectiveness of employees’ job performance represents their current Knowledge, Skills, Abilities, and Other attributes (KSAO). Employees’ current KSAOs represent their current performance skillsets. A business strategy changes employees’ current performance skillsets.

HRM performs the essential function of identifying the essential skillsets to implement the strategy. These essential skillsets represent critical performance competencies (CPC). These CPC represent the first step, Needs Assessment, performed in the Training Process (See Figure 7.2, page 274, course textbook). Using the Training Process model, HRM develops tailored training initiatives; in turn, a Manager implements these tailored training initiatives which are designed to develop required CPC [skillsets] in employees to implement the strategy. Thus, one of the purposes of training is to improve the job performance of employees. The performance CPC of employees provides vital feedback in five HR areas: 1) level of effectiveness in training initiatives, 2) level of performance improvement of employees, 3) progress towards strategic goals and 4) identification of future training needs, and 5) effectiveness of recruiting and selection processes.

Respond to this prompt from the position of a Manager:You are a department Manager responsible to implement the strategy in your department. Your department’s workflow processes required changes because of the introduction of new technology, which created a new job. First, discuss HOW the two components of this new job: 1) Job Description and 2) Job Specifications assist you in 1) identifying the training needs to develop the skillsets required for employees to employ the new technology. Second, discuss HOW performance evaluation after training provides specific feedback to employees for continued performance improvement.

MUST BE IN APA FORMAT

Noe, R., Hollenbeck, J., Gerhart, B., and Wright, P. (2019).Human resource management: Gaining a competitive advantage (11th ed.). McGraw-Hill ISBN: 978-1-260-14229-7