| Job analysis is the centre of all human resource practices. Compton et al (2009, p.27) states that “job analysis is crucial determinant of employee performance and ultimately organizational effectiveness…. In the context of recruitment, job analysis is the main source of information about the position to be filled and the natures of the person needed to fill it”. Job analysis is a systematic process of identifying the component tasks responsibilities, and desired out comes of jobs, the knowledge, competencies, skills, and abilities required to adequately perform these duties. Job analysis, and resultant job descriptions and person specifications, form the basis for the initial employment of staff, establishment of employee performance standards and their subsequent measurement, and the determination of grade and classification levels and remuneration systems.
Theseinformations can then be used to ensure that training programs are job specific and useful to the recipient. The process of collecting information for use in developing training programs is called as job needs analysis. The analysis method used should include questions specifically designed to assess the competencies needed to perform the job. c. Person need analysis
The job analysis would point out the duties of the HR Trainer, along with the tasks, responsibilities, and specifications needed to perform in the position. Developing the learning objectives would be a means of setting goals for the training to ensure the training’s purpose has been fulfilled. Developing the training content would go hand and hand with the learning objectives. Once the learning objectives are determined, the trainee can easily develop the training content. As with all training methods, there are advantages and disadvantages to self directed learning.
They need to identify and understand the developmental needs of the employees. They must also ensure that all key employees understand their career paths and the roles they are being developed to fill. Companies devise elaborate methods to characterize their succession and development practices. The first step is to identify key roles for succession or replacement planning . Then the organisation must define the competencies and motivational profile required to undertake those roles.
Training programs are important to develop and have such kind of employee. 2. List the methods of training carried out by Tesco. Describe how training needs are identified. Tesco offers employee both on-the-job training and off-job-training.
Moreover, the company has been growing steadily, with a CAGR of 16% over the last 5 years (Pearson, 2011), which indicates how good the Group is in managing and leveraging its core brand. As this report will show, one of the key assets of the Group is the FT brand, which benefits from a very high and positive brand knowledge (Keller, 1993) and is able to charge a significant price premium to
Analysis: Corporate: Look into expanding even more globally and even the possibility of entering the “brick and mortar” industry. Business: to improve competitive position they can continue to innovate and use the successful business models that have gotten them where they are today. Competiveness) Blue Nile currently holds 0.6% (19 ranking) of the market share of Jewelry Retailers. Something the leading 18 have in common is that they have a physical location. Their s also less global competition which equals more slices of pie for Blue Nile.
Question 1- Training needs identification of an Organization- Training needs identification of an Organization is the process of collecting information about an expressed or implied organizational need that could be met by conducting training. The need can be a desire to improve current performance or to correct a deficiency. It means that there is a prescribed or best way of doing a task and that variance from it is creating a problem. The needs assessment process helps the trainer and the person requesting training to specify the training need or performance deficiency. Conducting a training needs assessment/identification process is the first step in creating a targeted training and development program within organization.
The key is defining the right competencies and behaviors beforehand so that the exercises will facilitate the relevant behavior. Bench marking existing employees who are regarded as above average performers is one way of doing this, but for a start up operation it is a bit more difficult and requires more research and planning to identify the right skills. It then becomes a matter of designing exercises that will measure a number of different candidates objectively against the same criteria. Employability or genetic skills such as communication, teamwork, initiative, customer focus, influencing and negotiating, technology skills and leadership would be assessed along with specific job role skills. All attendees
Team Roles Team leaders serve various roles in an organization. Their job is to get tasks done by using all of the resources available to them, including other employees or team members. Below is a list of some important roles a team leader must often take on: Develop a strategy the team will use to reach its goal Provide any training that team members need Communicate clear instructions to team members Listen to team members' feedback Monitor team members' participation to ensure the training they providing is being put into use, and also to see if any additional training is needed Manage the flow of day-to-day operations Create reports to update the company on the team's progress Distribute reports to the appropriate personnel Team Leader Responsibilities A team leader is responsible