Hrm Pqhrm Essay Example for Free

Hrm Pqhrm Essay Link is a leading pharmaceutical company which has the head office in Colombo and also there are 7 branches all over the island. Over 200 workers are employed and Mr. Ravi Fernando is the training manager who has over 10 years experience in this field. He handles all the product training and also for training ,the company is known to spend heavily. These training included overseas training amp; other out sourced training programs. However , when new CEO Mr. Dylan Perera Joined the company Ravi Fernando had to justify this big amount of training cost and he was asked to provide a detailed report. He tried his best but he was failed in the same. CEO Dylan Perera wasnt satisfies as Mr. Ravi was not able to prove worthiness of his training programs at all. He has no any written records or at least the members couldnt explain what therere gained from the training. It was totally failure. Anyway Dylan is prompted to the forthcoming training schedule for 2009. My role as a consultant would be to identify * The key issues in the case that could have caused this situation * What has Ravi missed in his role as training manager and how that has led to the current problem * Suggestions and strategies which could be implemented In my report from here on it can be found recommendations and suggestions which can be implemented. 1) The key issues in the case that could have caused this situation Care-Link is a leading pharmaceutical company and Mr. Ravi Fernando is the training Manager of Care-Link. Ravi has done a great job in training and development of the company but it failed. The training outcome was not up to expectations. That is the biggest question. Issues in the case that could have caused this situation is as follows, * Spend a lot of money In this case Mr. Ravi spend a lot of money on training programs without onsidering whether those trainings are useful for the employees and effective for the success of the organization or not. Even though some aspects might not be measurable, there are measurable ways to determine if the money was spent wisely. Organizations have traditionally treated training as a cost and expense. When training has a sufficient payback, it can be viewed as an investment, not an expense. We have to identify the training need well and then to design the training program because it’s a huge waste if we spend a lot on unnecessary training programs. Before spending time and money, its better to follow a systematic process to first determine if training is a potential solution – and if it is, then we should develop a training program. Company should spend money on training wisely and that means making sure that there is a real need, that there are training objectives in place and that the learners will actually use what they have learned, immediately, back on the job. Then, your investment in training can actually pay huge dividends. That’s why in this case CEO Dylan Perera prompted to request a total plan for training initiatives before he approves any money for training during the year. * Objectives (training goals) set by the trainer, rather than the trainees Training objectives should set by both trainers and trainees up to their expectations. Here in this case Mr. Ravi decides on his own who are to send outsourced training and who are handling by himself. Effective trainers should be good communicators. He should have discuss with the employees before he sets the training objectives. Care Link’s practice was just to be nominated by the training division for training program actual need of the training should come up in the employees end due to gain a new knowledge or to fill a gap of required competence. Here the employees don’t have any opportunity to rise up with their own requirement of trainings. If the employees too have that opportunity it would be much easy to training division to build up training calendar and the budget on that to fulfill the real requirement of the raining. * A failure to identify the specific needs of employees and for employees to own their own development needs. Training is not the panacea to what ails every worker or every company. It is incorrect to assume that the problems facing every organization can be cured by â€Å"providing training. † In fact, only continuous learning, not training alone, can have an impact upon workforce productivity, but for a company to be successful in its learning interventions, it must know what it wishes to accomplish, give the proposed intervention time, energy and resources it needs to succeed, and ensure that there is a strategy into which the intervention will fit. Finally, there must be reinforcement, performance monitoring and evaluation. An identified training need pinpoints an area where change is required. Learning objectives specify what a person will be able to do differently as a result of training. The clearer the picture of what you want to achieve in a training session, the easier it becomes to plan the means and the greater the prospect of achieving success. Ineffective training adopts a scattergun approach, rather than pinpointing the target. Effective training designs are characterized by objectives which state clearly what the trained person will be able to do when back in the workplace. No accurate method to evaluate the training program In this case there was no specific method to evaluate the training program. When CEO asked the training manager Ravi, to justify the high training expenditure during the year and show more accurate proof other than a verbal explanation, he was failed to prove it because he never know an accurate method to evaluate the training program. Because companies have made large d ollar investments in training and education and view training as a strategy to be successful, they expect the outcomes or benefits related to training to be measurable. Therefore * To identify the program’s strengths and weaknesses. * To assess whether content, organization, and administration of the program contribute to learning and the use of training content on the job. * To identify which trainees benefited most or least from the program To gather data to assist in marketing training programs. * To determine the financial benefits and costs of the programs. * To compare the costs and benefits of training versus non-training investments. * To compare the costs and benefits of different training programs to choose the best program. Training programs should be evaluated. (see Attachment 01 for Evaluation Process) * Little or no support is given from upper management. The essence of a training need, then, is a gap between what exists and what is needed in order to meet or exceed the customer’s demands. One of the best payoffs from needs analysis is management involvement in training. Managers must play an active role in the diagnostic process and have a sense of ownership of the training event which results. When training is conducted at arm’s length from management, little can change. * No record on expenditure. There should be a record on overall expenditure of the training programmes. It should refer to the overall administration of the program. Cost could be classified in two areas, fixed cost like Trainer’s salary and accommodation cost and the variable costs like Training Material, venue and the necessary arrangements at the venue, food or snacks, transport and installation of training r equipments even though the variable cost is hard to measure it’s a must to measure the cost for the training to maintain the balance of the expenditure. Here the training Manager has failed to justify the high expenditure during the year 2008. That is due to the poor cost managing and not budget the training needs for the year ahead. Training budged which is setting in the beginning of the year should be accurate and well defined. 2) What has Ravi missed in his role as training manager and how that has led to the current problem Training managers have the primary responsibility of working with line managers to identify and meet personnel training needs. The training manager should establish training and entry-level requirements for key training positions and implement programs to select and develop training personnel. The training organization should exhibit a strong desire to meet the training needs of the line organization in both its approach to day-to-day activities and its long-term strategic planning. The training organization should help line managers, supervisors, and personnel recognize that training strengthens personnel and facility performance. A training managers supporting responsibilities may include the following, * Maintain training programs current. * Monitor instructor performance to verify training is conducted as outlined in approved training materials and in a manner that motivates personnel to learn. Verify that the training staff has obtained and is maintaining their technical and instructional knowledge and skills. * Develop training programs according to approved methodology. * Track training commitments to outside organizations such as the state and federal regulators, and assist line management in meeting these commitments. * Develop training program and trainee status reports for line managers, and assist line managers in identifying and resolving human performance issues. * Track current industry training issues. * Solicit line managers involvement when training commitments or needs are not being fulfilled. Work to establish mutual trust and cooperation between the training organization and all facility personnel. * Develop improved methods to meet training and facility objectives and goals as required. * Develop training policies that establish guidelines for all training functions. * Assist line management in identifying potential training needs based on facility and industry operating experiences. * Initiate and help prepare long-range objectives for the training organization that are consistent with corporate, facility, and training policies, and develop a system for verifying implementation of the actions needed to meet the objectives. Training managers should verify that employees participate in training and that training meets the employees needs. Here in this case there was no proper policy of training and development it’s the training managers duty to suggest a training policy for the organization. Mr. Ravi should have discuss with the top management about to make a good policy of training on behalf of the employees who needed the training. Training policies and procedures should support the accomplishment of the training mission, goals, and objectives by providing general guidance and detailed directions. Policies typically describe the conditions that guide the decision making process (i. e. , thoroughness, prudence, openness, and responsiveness). Procedures describe how specific tasks will be accomplished. And also The training manager of Care-Link Had no confidence with his training programs. When the CEO Dylan Perera was not satisfied with just verbal remarks and pushed Ravi to show more accurate proof on what he says, this was pressurizing Ravi to an extent that he was even thinking of leaving the company. This is because of his lack of confidence. Effective Training Manager should have good Confidence on what they train. Managing a training department offers a variety of roles that uncovers natural abilities and potential, while offering specific areas for development. Mr. Ravi Fernando as a experienced person in the pharmaceutical field , might be assuming him as a excellent facilitator of Training programs ,that why he himself handled all the products trainings but he should have understand as per the changing marketing requirement everything has to be changed by and by to meet up the market requirement. Should have seek opportunities to advance somewhere, and develop the strategic plan in accordance to that and then it should be linked the Training plan. Training Manger should be open minded to improve his skills or knowledge in areas which is related to the business and to the training requirement. Training Manger should be Responsible, reliable and accountable, ethical and able to instil a clear sense of purpose in others, Here in the Care Link people doesn’t get a chance to request trainings to fill their competency gaps, and the accountability wasn’t there as the case study views that Mr. Ravi himself failed to explain on what he has done in last year. If Mr. Ravi’s Character has heighted as a Problem solver, dealing with practical, people and problems, they would meet up best results than this. And of cause excellent consultancy skills should be there in his character as a training manager but case study not view any of the situation he has conducted due to understanding the internal customer requirements.. 3) Suggestions and strategies which could be implemented Care-Link company faced a lot of problems due to Ravis misconduct in his training programs. To make training and development more effective within your organization. Following suggestions and approaches will make companys employee training more effective and transferable; their application will result in measurable differences to organizations bottom line performance. * Make sure the need is a training and development opportunity. Do thorough needs and skills analysis to determine the real need for employee training and development. Make sure the opportunity you are pursuing or the problem you are solving is a training issue. Create a context for the employee training and development. Provide information for the employee about why the new skills, skill enhancement, or information is necessary. Make certain the employee understands the link between the training and his job. You can enhance the impact of the training even further if the employee sees the link between the training and his ability to contribute to the accomplishment of the organizations business plan and goals. Its also important to provide rewards and recognition as a result of successful completion and application of the training. Provide training and development that is really relevant to the skill you want the employee to attain or the information he needs to expand his work horizons. You may need to design an employee training session internally if nothing from training providers exactly meets your needs. Or, seek out providers who are willing to customize their offerings to match your specific needs. It is ineffective to ask an employee to attend a training session on general communication when his immediate need is to learn how to provide feedback in a way that minimizes defensive behavior. The employee will regard the training session as mostly a waste of time or too basic; his complaints will invalidate potential learning. * Favor employee training and development that has measurable objectives and specified outcomes that will transfer back to the job. Design or obtain employee training that has clearly stated objectives with measurable outcomes. Ascertain that the content leads the employee to attaining the skill or information promised in the objectives. With this information in hand, the employee knows exactly what he can expect from the training session and is less likely to be disappointed. He will also have ways to apply the training to the accomplishment of real workplace objectives. * Provide information for the employee about exactly what the training session will involve, prior to the training. Explain what is expected of the employee at the training session. This will help reduce the persons normal anxiety about trying something new. If she knows what to expect, she can focus on the learning and training transfer rather than her potential discomfort with the unknown. * Make clear to the employee that the  training is his/her responsibility and he/she needs to take the employee training seriously. She/he is expected to apply herself/himself to the employee training and development process before, during, and after the session. This includes completing pre-training assignments, actively participating in the session, and applying new ideas and skills upon returning to work. * Make sure that internal or external training providers supply pre-training assignments. Reading or thought-provoking exercises in advance of the session promote thoughtful consideration of the training content. Exercises or self-assessments, provided and scored in advance of the session, save precious training time for interaction and new information. These ideas will engage the employee in thinking about the subject of the session prior to the training day. This supplies important paybacks in terms of his interest, commitment, and involvement. As the Care link in a serious situation in having a proper Training and development policy, better to have climate survey among the employees of the company, which will provide all the information on the expectations and thoughts of the employees, then as per the requirement of internal and external customers the training division can buildup training policy. Policy statements and procedures should be developed on topics such as the following, * Analyzing tasks, designing and developing training materials, implementing and evaluating the effectiveness of training activities. * Identifying personnel qualification and training needs according to position descriptions, job assignments, previous education, training, and experience * Assessing the level of expertise of subcontract personnel and temporary employees performing work at the facility. * Pursuing job-related education activities. * Handling of individuals whose performance is marginal or unsatisfactory during training (i. . , remedial training) * Describing training department and line organization responsibilities for the training and qualification of facility employees. * Incorporating into training lessons learned from facility and industry operating experiences. * Conducting consistent training and evaluation in the classroom, laboratory, simulator, and on-the-job training. * Co mmunicating between training and line managers (e. g. , curriculum committees, peer review groups) * Maintaining training records of personnel training and performance. * Controlling and administering tests to maintain evaluation integrity. Training and qualifying instructors. * Scheduling of training activities and determining makeup requirements. * Maintaining control of training equipment. * Exceptions. * Facility evaluation criteria. * Vendor short courses or use of vendors for training. Training procedures should describe the types of training and training programs to be conducted, training program prerequisites, and the training audience. The procedures should clearly indicate the training needed for each job position and the sequence in which it is to be completed. The procedures also may reflect the facilitys division of labor policies, position descriptions, and work assignment practices. CONCLUTION It is incorrect to assume that the problems facing every organization can be cured by â€Å"providing training. † In fact, only continuous learning, not training alone, can have an impact upon workforce productivity, but for a company to be successful in its learning interventions, it must know what it wishes to accomplish, give the proposed intervention time, energy and resources it needs to succeed, and ensure that there is a strategy into which the intervention will fit. Finally, there must be reinforcement, performance monitoring and evaluation. Company should spend money on training wisely and that means making sure that there is a real need, that there are training objectives in place and that the learners will actually use what they have learned, immediately, back on the job. Then, your investment in training can actually pay huge dividends. Effective training and development helps employees to reach their full potential whilst providing the organization with the skills and capabilities it needs for the long term.

Freud :: Essays Papers

Freud The theories of Sigmund Freud were advanced and are very influential to modern society. This Austrian physician and neurologist is commonly considered as having one of the greatest creative minds of recent times. Throughout his entire childhood Freud had been planning a career in law. Not long before he entered the University of Vienna in 1873 Freud decided to become a medical student. In school he met a boy that was much older than him. Looking up to him and respecting his thoughts, Freud developed a wish to study law as this older student did, and interact in social activities. Also at this time Freud was interested in the theories of Charles Darwin. He heard Goethe's beautiful essay on nature read aloud and that made him decide to become a medical student.2 He was drawn to a study of science and he wanted to solve problems facing the scientists of his day.3 His intention was not to be a conventional doctor but pressed by his "greed for knowledge," he studied philosophical-scientific questions.4 One of the scientists he studied he studied with was a French psychiatrist named Jean Martin Charcot who was the director of a mental hospital. Freud was impressed a great deal while he was with Charcot. He took a lot of interest in his latest investigations upon hysteria. Charcot's demonstrations provoked in many people a sense of astonishment and skepticism.5 Charcot's influence channeled Freud's interest toward psychopathology. He was Freud's model and had an insatiable willingness to see and listen.

Cost Leadership Essay

Any organization in order to survive in a highly competitive market should be able to achieve sustainable growth and profitability. Companies that have managed to reduce costs and understand the cost technology can obtain sustainable advantage as a cost leader. In order for any company to become a cost leader is important that the cost technology is understood and the five constituent steps are implemented and followed by the management. The five steps towards obtaining a cost leader advantage are: (1) Distinguish between economies of scale, size and scope, (2) Increase average productivity of labour, (3) Normalize wage structure, (4) Control more of the production costs, (5) Demarcate between excess and reserve capacity. Implementing those steps can take several years (even decades) e.g Canon. A company has achieved economies of scale when the average cost (AC) declines as output increases meaning that the marginal cost of the last unit produced must be less than the average cost. In cases that capacity is constrain then AC cost curves are U shaped and cost reduces up to the Minimum efficient scale (MES). This is indicated in FIGURE 1. On the other hand when capacity does not prove to be constrain and each facility operates efficient then average costs curves can be L shaped. Even beyond MES average costs will not raise. FIGURE 2. So it is essential that companies build up their capacity, expand their plants or build new ones. A company has achieved economies of scope when savings are achieved as it increases the variety of products so the total cost of a company producing both products x and y is less than two companies producing products x and y or : TC(Qx,Qy) < TC(Qx,0) + TC(0,Qy). Is essential for a company to keep variable costs constant and at the same time try to achieve economies of scope. Keeping costs constant and having economies of scope can lead a company of becoming the cost leader. Steps 2,3,and 4 as mentioned above is very important for any company that wishes to reduce costs. Step 2 is focusing in increasing average productivity of the labour e.g. by keeping in the company the most productive personnel while encouraging the least productive to leave the company, while step 3 is focusing in wage normalization e.g. fixed monthly salaries and bonus payments only related to increasing productivity. Average variable costs (AVC) has an inverse relation to average productivity (AVC=w/APL) where w is the wage proxy. By increasing productivity and normalizing wages (w=1) a company will eventually reduce average variable costs. Step 4 is among the most important in order a company to become a cost leader. This step is focusing in controlling and reducing production costs. Reducing production costs is a complicated function and many parameters should be taken under consideration form the management of any company. Among others, management should consider the complete supply chain process, the degree of vertical integration and define their vertical boundaries, decide what products and services will produce in house or subcontract to a supplier, find ways to reduce transactional costs, hedge positions on raw materials, establish long term relations and long term contracts with suppliers. Contracts with sub-suppliers supplies should be written in detail and be as accurate as possible including clauses for as many as possible eventualities may occur. Also establishing strategic alliances and join ventures can reduce transaction cost and eventually production costs. Reducing production costs is also related on running the plants as efficient as possible. Reduce inventories to minimum, optimize production lines, improve or even ‘automate’ communications between departments, suppliers and distributors, automating production lines, and reduce fixed costs. Actually reduction of production costs can be done in every step of the production from purchasing raw materials to final shipment of goods. Detail analysis and planning of all production steps will provide management with the right information and solutions on how production can be optimized and costs can be reduced. Finally in step 5 companies can have the production determine the demand. In this step size is not a constraint, companies have already reserve capacity and operate at the MES point or even on the right side of the MES.. (FIGURE 3) By having reserve capacity and being able to have production determine the demand companies can influence the demand curve of their products towards being inelastic. Any company that has managed to become the cost leader in its industry will have the ability and should be prepared to allow production determine the demand and have reserve capacity. This will prevent lagging sales and reduce carrying inventory to minimum. Over the last years more and more companies are focusing on costs, how those can be controlled and what measures should be taken in order costs to be reduced. Being able to reduce costs and in combination with economies in scale (neo classical model) and economies of scope (game theory) a company can become the cost leader in its industry. It is very important that a company can be the cost leaser in a game and in many cases companies camouflage this advantage so it is not revealed to competitors. Being a cost leader a company can obtain sustainable advantage, will have the capacity to ‘play the game’ longer and be able to determine the demand curves of their products.

The Effects Of High Teacher Attrition Within The Minority...

Abstract The purpose of the literary review, was to explore the causes of abnormally high teacher attrition within the majority of America’s urban schools. The articles reviewed focus on challenges of staffing teachers within an urban school, the challenges of teaching within an urban school, as well as qualities a teacher must possess in order to succeed when teaching within an urban school. Also, one question was asked of two teachers of ten or more years experience within a North Tulsa urban school, as well as two assistant principals. What one quality must a teacher possess, in order to be considered a â€Å" High Quality† teacher within an urban school. Hence, a study of essential urban teacher qualities that may enhance the benefit of†¦show more content†¦The revolving door of urban teachers can be reduced if only the focus was on quality rather than qualified teachers. The definition of a â€Å"quality urban teacher† will be analyzed throughout the follo wing literary review, as well as a data analysis from data collected from a questioner of two urban assistant principals and two successful urban teachers. Challenges Urban Teachers Face Many aspect of teaching are drastically different from teaching in an urban low-socioeconomic school compared to suburban and rural schools. Though prevalent their counterpart districts, urban students tend to be much more of a challenge for even the most experienced of teachers. With higher than normal student mobility rates in urban schools, teachers are faced with a constant flip flop of students within their classrooms that tends to cause disruptions for those stable students that choose to stay the duration (Jacob 2007). On the flip side of this high mobility rate within urban settings is the students tend to develop gaps in their learning due to long stretches of missing school as well as the mere frequent change schools (Druham-Barnes 2011). This is not the only reason â€Å"urban students score lower on standardized achievement exams than their suburban counterparts† (Jacob 2007). Over sixty percent of urban students fail to meet a â€Å"basic† level on nation al standardized tests (Gehrke 2005). Common examples of urban student inhibitors to learning range from hunger, anger,