Key Characteristics of Natural Knibbles Orientation Program - Essay Example

HRM Portfolio: Case Study Review Questions Table of Contents Question 1 2 Question 2 3 Question 3 4 Question 4 5 Question 5 6 Reference 8 Bibliography 8 Question 1 Key characteristics of Natural Knibbles’ orientation program The main characteristic of the organization’s orientation program was to align its human resource management system with the business objective of the firm. The orientation program reveals a complete restructuring of its existing human resource strategies which includes modifying its work schedules, job redesigning, introduction of team based work methods and methods of staff development. Since the organization was trying to expand its markets by penetrating into new markets and improving on its profit margins, this required modifying its human resource strategies as well. The main focus was given on improving on employee productivity and performance by making them more efficient. Thus the orientation program was also found to be characterized by changes in the existing equipments and systems and changes in the production processes. The orientation program also demonstrates a training centric approach taken by the management to help employees adapt to the new work structures, equipments, work procedures and processes. The objective was to equip employees with optimum resources and technologies so that they could use them efficiently and yield the result that was desired in the organization. This is because the new strategic direction that Natural Knibbles had undertaken required the organization’s workforce to attain a greater and a higher performance level, Thus it is seen that all key activities of the company was aimed towards aligning organizational functioning with its long term objectives (Armstrong, 2008, p.54). Question 2 Forms of training and development for Kane and Lisa Since both Kane and Liza were new in the organization, they were required to be made aware of the organizational goals and objectives clearly before they were introduced to the work procedures. More importantly they needed to be acclimatized with the work culture existing within the organization and adapt themselves to the same. In other words they required proper induction training in which they would be informed about the employer’s business, the various terms and conditions of their services and clear idea about the duties and responsibilities that they would have to deliver (Chandler, 2003, p.353). Since Kane was without any tertiary qualification, on the job training would be the optimum best option for him. However, this would have to be through an experienced instructor who would be only involved with the every small detail and requirements in the process. The buddy system does not appear to be optimum because although he would have the requisite knowledge and experience about the job, he would also have his own set of regular responsibilities. On the job training would be provided by a person at a higher position and having adequate knowledge about the job, however, would not be over laden by other activities so that he would have the time to monitor Kane’s performance and requirements at regular intervals. Moreover, Kane’s compensation would also be aligned with his performance at the on the job training sessions which would not only help to monitor his performance but motivate him to perform better (Meighan, 2000, p.9). Liza, on the other hand would have to be provided with technical training as required in the job complimented with proper induction training. This is because his technical expertise and skills would directly contribute to the productivity of the organization. He was recruited to work in the domain of sales and marketing which required him to develop his technical skills, expertise and communication skills. He needed to be well trained in getting acquainted with the organization’s goals and objectives such that his activities would be directed towards meeting those objectives. Training would be provided in the fields of developing his business development skills and his skills in selling products and services. However the small tricks of getting the loyalty of customers, convincing them and retaining them would also account for some of his major responsibilities (Frazis & Loewenstein, 2007, p.2). Question 3 Advantages and disadvantages of peer evaluation in the process of performance management The most important advantage of peer evaluation in the system of performance management is that peers would have the prior knowledge about the jobs as they would have the requisite experience in the field too. This would also act as an added advantage as they would have the ability to assist employees through the training process. Peers would also have the power to reason and assess why an employee was performing in the way he was. However, it does not come without errors. It is primarily subjected to criticism on the ground that it triggers biased opinion about employees. Some colleagues would have favorable about certain employees while their opinion towards others might be negative. This would keep him from providing the right and unbiased opinion about employees’ performances (Lehky, 2011, p.78). Since Natural Knibbles was undergoing complete change in its processes and functioning, this means that every employee would be confronting with the hassles and hurdles associated with company’s restructuring. In such a condition it is possible that employees positioned at the senior levels would not be having the comprehensive knowledge about the conditions and situations prevailing at the lower levels. Only the executives positioned at the same level in the organizational hierarchy would be having the right idea about the conditions of work and cultures. Thus peers would be in a better position to judge the performance of employees as they themselves would also be working under the same conditions (Lehky, 2011, p.79). Question 4 HR strategies for developing effective career planning process Since Natural Knibbles is a small organization, it would not be possible to create a very tall hierarchical structure the organization which would provide employees with an easy career ladder with the organization. However, it must be realized that each employee’s productivity and performance would reflect through the organizational performance in the form of revenues and the consequent profit margins. In order to implement an aggressive career development approach for the employees, the company could align the productivity of each employee with the business performance. Targets would be set for the employees as per their experience and working years in the organization. In this way an employee reaching the set targets would be able to move up the career ladder through better performance and productivity. Moreover, the HR strategies introduce efforts in developing the skills of employees through training which would help them to make rapid progress in the desired direction. HR managers could also make an in-depth analysis about the nature of employees and their choice of career paths. This could be done by collecting data and interviewing employees about the career directions they were keen to take. Resulting from the analysis the company could design work structures and paths by developing different channels through which employees could make career progressions. The HR management could introduce different functional areas of jobs or different job categories which employees could take up for growth in their career. This would not allow employees to choose the right career direction according to his skill, expertise and preferences but will also provide him with ample opportunities to climb his career ladder quickly and easily. However, it must be ensured that all channels were aligned with the same strategic direction in the organization. Moreover the different career opportunities must also be supplemented with adequate training and development opportunities too (Quick, 1990, p.47). Question 5 Role of HRD Consultant for designing and delivering programs at Natural Knibbles It is recommended that an HR Consultant be appointed in Natural Knibbles for designing and delivering the human resource management programs in the organization. Although it would be a costly affair, it would be effective in yielding results in the long run. Firstly, the Consultant would help to identify the shortcomings and loopholes in the system in terms of resource allocations and uses. The potential causes of occurrence of the loopholes would be identified easily. Based on the above findings the consultant would provide different strategic alternatives for eliminating the drawbacks and propose the best possible alternative for the organization. He would act as an advisor for the company and would have the best knowledge about the key issues in the organization with regards to acquisition and retention of talents. Since it is a small organization, it is crucial that resources are wasted or underutilized. His suggestions would be valued in areas of compensation strategies that could be adopted and implemented. He could devise compensation packages that would work best for the company’s advantage and would also be effective in motivating employees to perform their best in the organization. He would have to make a comprehensive analysis of the firm’s work culture, environment and conditions and identify the shortcomings too. Based on his understanding he would propose ways to uplift the working conditions in the organization such that employees could perform their job activities easily and smoothly. It is apparent from the case study that employees were not getting adequate time, training or resource to adopt the career skills and this is especially applicable for the new employees. This consequently resulted in poor performances and low quality of results. The consultant would have the knowledge of the exact time and resource requirements for new trainees in the organization that would be required for them to perform their jobs independently and successfully. Thus it is seen that even though hiring a consultant would involve high costs, the organization would be benefited in a wide variety of ways (Marquardt, Berger & Loan, 2004, p.72). Reference Armstrong, M. (2008). Strategic Human Resource Management: A Guide to Action. Kogan Page Publishers. Chandler, P. (2003). An A-Z of employment law: a complete reference source for managers. Kogan Page Publishers. Frazis, H. & Loewenstein, M. (2007). On-the-Job Training. Now Publishers Inc,. Lehky, S. (2011). Peer Evaluation and Selection Systems: Adaptation and Maladaptation of Individuals and Groups Through Peer Review. BioBitField. Marquardt, M. J., Berger, N. O. & Loan, B. (2004). HRD in the age of globalization: a practical guide to workplace learning in the third millennium. Basic Books. Meighan, M. (2000). Induction training: effective steps for investing in people. Kogan Page Publishers. Quick, J. C. (1990). Career stress in changing times. Routledge. Bibliography Pareek, U. (2006). Designing And Managing Human Resource Systems, 3/E. Oxford and IBH Publishing. Read More