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HRD SMTT Answer case study

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Information about HRD SMTT Answer case study
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Published on December 16, 2013

Author: pridiv

Source: slideshare.net

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HRD SMTT Answer case study
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Case Study SMTT Sdn. Bhd. By; KOK SAU YEE – 813315 NOR LIYANA BT MOHD KHALIL – 814093 PRIDHIVRAJ NAIDU – 814284

Introduction • Training is one of the most frequently used HRD interventions tool in improving employee morale and performance (Scaduto et al., 2008) • Training is said to be effective if the skills and behavior learned and practiced during training can be transferred to the workplace and can be applied in the context of the job. • This allows the goals of the organization be achieved in the long run. It should also be maintained over time and can be generalized across contexts (Holton and Baldwin, 2003)

Case Background • In the case, SMT Technologies Sdn Bhd (SMTT), is having multi cultural workforce of local and foreign highly skilled employees. • The managment in its course of handling the challanges of government regulations of minimum wage • • SMTT is looking to open up new business methods (Online Business) to increase market share and significantly increase profit of the organization. • SMTT faces challenge finding out 95% its employees are not tech savvy (HR Manager) • Questions on the types of training and ways to manage employee knowledge on the training arises as follows.

Q1 . Who will you approach the identification of training needs, i.e. consider who you will involve and how • Training Need Assessment (TNA) is an “ongoing process of gathering data to determine what training needs exist so that training can be developed to help the organization accomplish its objectives” (Brown, 2002) • Desired Performance - Actual Performance = Training Need (Odiorne, 1970) • Essentially, a training needs assessment is a process through which a trainer collects and analyzes information, then creates a training plan. This process determines the need for the training; identi-es training needs; and examines the type and scope of resources needed to support training (Sorenson, 2002) •

Q1 . Who will you approach the identification of training needs, i.e. consider who you will involve and how (Cont.) McGehee and Thaye (1961) authored one of the most influential texts on training needs analysis. Organization Analysis Operations / Task Analysis Analysis Man / Individual Analysis Overall the approach is a system which is interellated when applied looks at all the the three aspects as a whole. All information collected is drawn together to create one training system that suits the needs of the organization

Q2 . How will you draft the likely learning objectives? • In training and education terms a goal is a “broad aim indicating where the instructor is headed, but not necessarily a plan for how to achieve it” (Stone, 1999) • In writing down the objective, Stone (1999), classified objectives in two categories, • Terminal objectives: objectives are end-points in themselves • Enabling objectives: while others are necessary to move on to other objectives

Q2 . How will you draft the likely learning objectives? Steps: Stone (1999) Application to SMTT 1 Identify the overall goal that the instruction will achieve (not necessarily a measurable statement) To increase computer literacy among all staffs 2 Write down examples of what people will know or will be able to do once the goal has been achieved 1. After the training the employees will be able to handle emails and software installed for the online business purpose. 2. Employee will be confident and eager to work in a computerized working environment 3 Review the list and rank the desired outcomes by importance to set your priorities, and identify related objectives 1. After the training the employees will be able to handle emails and software installed for the online business purpose. 2. Employee will be confident and eager to work in a computerized working environment

Q2 . How will you draft the likely learning objectives? (Cont.) Steps: Stone (1999) Application to SMTT 4 Write the objectives by describing in precise and measurable terms what learners need to be able to do 1. Employees must be able to handle high volumes of customer on time 2. Employee must be motivated to come to work 5 Lastly, test the objectives for measurability. 1. Measureble through the number of customers attended to 2. Measurable through attandance and turnover rate of th employees

Q3. How will you come up with likely solutions? (consider the cost of training) • Selecting the appropriate training method to incorporate in the training program is important. • The benefits of training are unpredictable because of the many influencing factors. • Organization will get benefits by providing the training include lower rates of worker turnover, reduced downtime, reduce input cost and increase worker productivity (Tsang, 1999)

Q3. How will you come up with likely solutions? (consider the cost of training) (Cont.) • In order to remain competitive the companies of today must readily accept and adapt to new ways of working and become more flexible with regard to new technology. • When a transition to a new way of doing business is implemented it must be done properly. Many businesses are bowled over by the latest software capabilities, which promise to reduce workload, improve efficiency and consequently, increase profit. Eighteen (1999) • Similarly employees, who are full of anticipation at desktop software designed to facilitate their work, quickly realize they don’t know how to use it.

Q3. How will you come up with likely solutions? (consider the cost of training) (Cont.) • On the Job Training and Classroom training is appropriate to solve the problem in SMTT Company which is can raise an individual’s productivity, knowledge and skills. 1. On the job training:  The trainee learns by carrying out real work tasks under instruction from a colleague, trainer or manager (Marcel & Jan, 2002)  methods might include: Job Instruction Training Job Rotation Coaching Mentoring  Advantages: on the job techniques are that they are highly practical, and employees do not lose working time while they are learning.

Q3. How will you come up with likely solutions? (consider the cost of training) (Cont.) 2. Classroom training:  Usually classroom training is conducted outside of the formal work environment, though often during working hours (Midgley & Rougetel, 1994)  A classroom can be any training space set away from the work site.  These techniques might include: Lecture Discussion Audiovisual media Computer based training  Advantages: Conducting training away from the work: that are classroom settings permit the use of variety of training techniques, environment can be designed, and classroom settings can accommodate larger numbers of trainees.

Q3. How will you come up with likely solutions? (consider the cost of training) (Cont.) • • • Cost of some these training methods may be too high. The time and costs involved in remaining up to date with the developments in software technology seem to increase each year. The standards training courses provided by companies are designed to provide the most comprehensive solution • Evaluation of training cost compares the cost incurred in conducting an HRD program to the benefits received by the organization • involve two categories of activities: cost benefit evaluation and cost effectiveness evaluation. • based on the case in SMTT we can choose indirect cost that can measure the cost when do the training in the organization

Q3. How will you come up with likely solutions? (consider the cost of training) (Cont.) • • • Cost of some these training methods may be too high. The time and costs involved in remaining up to date with the developments in software technology seem to increase each year. The standards training courses provided by companies are designed to provide the most comprehensive solution • Evaluation of training cost compares the cost incurred in conducting an HRD program to the benefits received by the organization • involve two categories of activities: cost benefit evaluation and cost effectiveness evaluation. • based on the case in SMTT we can choose indirect cost that can measure the cost when do the training in the organization

Q3. How will you come up with likely solutions? (consider the cost of training) (Cont.) • Indirect costs are incurred in support of learning activities, but cannot be identified with any particular program • HR department can know the indirect cost: • When the clerical and administrative costs reflect the amount of time spent on making arrangements for the class facilities, Sending out notices to all participants, and preparing class rosters and other miscellaneous materials. •

Q4. How will you keep employees informed about the progress & Ensure they look forward to the training? • At its simplest, the definition for communication is social interaction through messages (Tourish and Hargie, 2004) • Internal communication as treating employees with an immense value through the practices of programs to attain organizational objectives (Woodruffe,1995) • In the past, top management seldom revealed its plans to employees because they did not have to know necessarily but, In a today’s changing business environment, an employee communication function needs to be compelling, thus, organizations can take a look at communicating with employees (Michael, 1995) •

Q4. How will you keep employees informed about the progress and Ensure they look forward to the training? (Cont.) • Internal communication in SMTT could use various communication techniques such as: - newsletter, - CD’s, and - memos to communicate information to their employees for the training. • Employee should be kept fully informed on the bulletin board type of training programme. • Different types of communication methods need to be practiced for different types of employee positions in SMTT.

Q4. How will you keep employees informed about the progress and Ensure they look forward to the training? (Cont.) • ensure SMTT employee look forward to the training program: • The training blueprints should have a progressive outline towards implementation • Management has a roll of preparing the employees in advance for the training so that they can be convinced of the outcome in advance • The employees need total stress free environment when training therefore; the environment should suit the occasion (Hornik 2004).

Q4. How will you keep employees informed about the progress and Ensure they look forward to the training? (Cont.) • • • • • Employees should be given a chance of implementing what they have learnt from the training as a protest of the effect of the training (Kirkpatrick 1960) Employees also need to be aware of the next training schedules (Meredith & Benton 2005, p. 4)(Campbell & Kuncel 2002). Organizations should deliver these trainings from a technology platform so that they gain from optimized costs (Saratoga Institute Benchmark 2003). Training course contents must be aligned to the prevailing and projected skills requirements (ILO, 2008, p. 9) The feedback process from the training is for the purpose of uniformity and satisfaction with the contents verses that work experience (Accenture & SAP 2004).

THANK YOU From; KOK SAU YEE – 813315 NOR LIYANA BT MOHD KHALIL – 814093 PRIDHIVRAJ NAIDU – 814284

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