Fluent Essays

> 2. Identify which category of Literary Devices of 8 words you find in the text, such as the the use of rhetorical devices of metaphor, or other rhetorical devices as you can find in the text. MGN431 Strategic Human Resource Development Task Instructions – Assessment Item 2 1 Assessment Item 2 MGN431: HRD Plan Relates to learning outcomes: Unit objectives 1, 2, 3, 4 and AOL goals: KS (1.1), HO (2.2), PC (3.1) Length: 2,500 words in total (including 500 word executive summary) Weighting: 60\% Due Date: Week 13 (Friday 28 October by 4:00pm) How to submit: Turnitin (via Blackboard site) Referencing: QUT APA (refer Cite Write http://www.citewrite.qut.edu.au/ on library website) Description of the task: Based on your HRD Needs Analysis, you will now develop a strategic HRD Plan to address the issues previously identified in the case study. Your plan provides recommendations to management on the design, implementation and evaluation of an appropriate HRD response at both the individual and organisation levels. Your recommendations need to be appropriate for the organisation and well justified using the relevant concepts and theories from this unit. Approaches to the task: There are many ways you might choose to approach the development of your HRD plan however there are some key aspects expected in your submission: Recommendations The proposed interventions or HRD activities you believe will help to address the needs you identified in the first assessment item. Given the feedback you received on that assessment item, and the in class discussions, feel free to add to or revise the needs you believe the organisation has, prior to making some recommendations about the most appropriate ways to address these needs. Remember what we have covered in class about type of interventions – you are not just recommending training courses but should consider on and off the job approaches to development in the organisation. You also need to make very clear the objectives of any interventions your are recommending. Implementation Given the recommendations you have made for HRD interventions and activities, you now need to outline how you would suggest these are implemented. For example,  In what order would you approach them?  How long do you believe the steps will take to implement?  What resources do you believe they need to properly implement the recommendations? Evaluation Given the recommendations you have made, what approaches would you use to evaluate the outcomes? How could the organisation assess the extent to which the planned activities have met the promised objectives? Target Audience: Your HRD Plan is written for the senior management team in your case organisation. This means you do not need to describe the organisation to them but can assume they have the knowledge that you also have as a result of conducting your first assessment item. http://www.citewrite.qut.edu.au/ MGN431 Strategic Human Resource Development Task Instructions – Assessment Item 2 2 Format: This is a report to the senior management team and therefore you should use a report style (for general information on writing reports refer to http://www.citewrite.qut.edu.au/write/report.jsp) In particular for this report, it is critical for you to demonstrate that as well as being able to write a report that is informed by research and provides strong analysis, you can also summarise this in a way that provides the key details to a busy management team that may not read your full report. Therefore, your executive summary is a critical part of your report and subject to one separate criterion within the requirements for this assessment. The executive summary will not have any further information than in your report but should summarise your key points (for this reason, it is always a good idea to write it last!). It should be 1-2 pages in length and does not require any references. How you will be assessed: This is an individual assessment item and the marking criteria (CRA) for this assessment is on the Blackboard site. Frequently Asked Questions: Do we need to revisit information about our case organisation?  No. Assume that your reader is familiar with your case. If you are referring to specific issues then feel free to summarise again, but do not take up valuable word space going back over things you presented in your first assessment item. How many references do you expect?  There is no “magic” number. Sometimes assignments have a long list of references (quantity) but have not used them well (a lack of quality). Good assignments normally have used high quality journal articles and have integrated them well in their discussion and used them to back up claims they are making. http://www.citewrite.qut.edu.au/write/report.jsp MGN431 CRA Assessment Item 2 MGN431 Strategic HRD: Assessment Item 2 HRD Plan (60\%) PERFORMANCE STANDARDS High Distinction Distinction Credit Pass Fail KS (1.1) Demonstrate and apply integrated and advanced discipline and professional practice knowledge Demonstration of current knowledge of Strategic Human Resource Development (SHRD) issues and approaches relating to design, implementation and evaluation Weighting: 20/60 The SHRD Plan demonstrates a comprehensive and in- depth knowledge of relevant theory. Application of relevant theory contributes well to achieving the goals of the SHRD Plan. The SHRD Plan demonstrates a comprehensive and mostly in-depth knowledge of relevant theory. Application of relevant theory contributes to achieving the goals of the SHRD Plan. The SHRD Plan demonstrates some in- depth knowledge of relevant theory. Application of theory makes some contribution to achieving the goals of the SHRD Plan with minor errors or flaws. The SHRD Plan demonstrates basic knowledge of relevant theory. Application of theory attempts to contribute to achieving the goals of the SHRD Plan but there are flaws, errors and/or omissions. The SHRD Plan demonstrates little or no knowledge of relevant theory. There is little or no application of relevant theory to contribute to achieving the goals of the SHRD Plan. HO (2.2) Exercise creativity & intellectual independence & make informed decisions & judgements in planning, designing & executing responses to address issues Application of critical thinking and creativity to development of appropriate recommendations Weighting: 20/60 All recommendations are thoroughly explained and justified by the correct and scholarly application of theory taking into account the issues previously identified in the case organisation. The recommendations provided follow in a strictly logical way from the critical analysis and are highly appropriate. The recommendations provided are explained and justified by the correct application of theory taking into account the issues previously identified in the case organisation. The recommendations are mostly well linked to the critical analysis, and they are appropriate. Most of the recommendations are explained and justified by the application of theory taking into account the issues previously identified in the case organisation. The recommendations show links to the critical analysis, more strongly in some areas than others. Most solutions and recommendations are appropriate. Some of the recommendations are explained and justified by the application of theory taking into account the issues previously identified in the case organisation. The recommendations show some linkage to the critical analysis, though this could have been strengthened. There is a degree of appropriateness in the recommendations put forward; but they are not necessarily totally appropriate. There is little or no explanation and justification of recommendations. There is no linkage of recommendation(s) to critical analysis. Any recommendations made are not appropriate and/or do not relate to the case organisation. MGN431 CRA Assessment Item 2 PERFORMANCE STANDARDS High Distinction Distinction Credit Pass Fail PC (3.1) Ability to create and present professional documents and/or reports using high levels of analysis/synthesis/evaluation for a range of contexts and audiences Structure and presentation of plan Weighting 5/60 The plan is professionally presented with substantial attention to detail and high standards of written expression and grammar. It is well structured, coherent, with logical organisation. The plan is professionally presented, and is well structured, coherent, with a logical organisation, and high standards of written expression and grammar. The plan is generally clearly structured and coherent with clear standards of written expression. The document is substantially free of spelling and grammatical errors. The plan has some structure and coherence. The written expression is at times unclear/ some grammatical problems. Plan is poorly structured, poorly written, and lacks coherence. Spelling and grammar is poor. Use of sources and referencing Weighting: 5/60 Well-judged and well- integrated selection of a quality range of sources to support content; all sources appropriately acknowledged; referencing consistently accurate Good number and range of quality sources, mostly critically integrated; all sources appropriately acknowledged; high level of accuracy in referencing. Adequate number of sources with attempt to give a range and critically integrate; all sources acknowledged; only minor inaccuracies in referencing. Adequate number of sources though range may be restricted, and sources not always well integrated; some instances where failure to acknowledge sources is evident; some inaccuracies in referencing Sources used are insufficient, inappropriate, or uncritically used; lack of proper acknowledgement of sources; referencing inaccurate. Executive summary Weighting: 10/60 The executive summary provides a high quality, clear, concise and professional summary of the report’s purpose, analysis and recommendations. The executive summary provides a clear and concise summary of the report’s purpose, analysis and recommendations. The executive summary provides a reasonable summary of the report’s purpose, analysis and recommendations. The executive summary provides a summary of parts of the report however elements are missing or not well summarised. The executive summary does not adequately summarise the purpose, analysis and/or recommendations and would not be sufficiently informative for a management team. Guang Liang N9059156 Assignment Coversheet Name: Guang Liang Student Number: N9059156 Course: Strategic Human Resource Development Course Code: MGN431 Teacher’s Name: Adelle Bish Assignment Topic: HRD Needs Analysis Due Date: 2nd, September, 2016 Word Length: 2141 words I acknowledge that I am familiar with the QUT regulations relating to plagiarism/cheating and the associated penalties. I certify that the attached assignment is my own work, and that I have not copied anybody else’s assignment or research nor allowed anybody else to copy any part of my assignment. Signature: ___________________________ Date:_______________ Introduction The strategic human resource development (SHRD) is a way of equipping employees, management and the executive on the current and emerging alignments of the companies as well as the organization (Berkley, 2013). Equipping of the parties involved in daily management and operations of organization concerning activities is what is referred to as traditional HR development. In this case study analysis, it focuses on the Queenslander Credit Union, on its strategies pertaining human resource development. Human assets, for instance, have feature characteristics that are entirely different from other resources within the organization which maybe the physical product as well as the financial capital. The performance of human as a resource in an organization is difficult to predict as making any justifications in investing in human specifically improving their performance has a direct impact on the organizations financial results (Youndt & Snell, 2013). Queenslanders Credit Union Overview An institution focusing on the banking industry sorely owned by Australian customers and has been in existence for more than 50 years. As a banking organization, its role focuses on providing products as well as services with pride by giving back to the community. The institutions purpose is providing a customer-owned banking that benefits its customers as well the communities it operates around. With its strategies in operations, the system operates with three values i.e. putting first its clients, providing best for the organization as well as committed to making its operations better. Historically, this group was formed as a result of an amalgamation of the Australian first public credit union serving public employees with an Ipswich credit union that focused on the coal mining industry within Queensland. Currently, the credit union boasts of five retail branches and total of over sixty employees. Human resource development needs to be addressed The traditional accounting system entails that the organization does not own employees, therefore, cannot be enlisted as assets belonging to the organization, within the balance sheet hence cannot be accounted for, however, in the income statement employees are listed as expenses to the organization. Therefore, as in the case of the Queenslander Credit Union, which is a financial institution offering services as the primary activity; strategic human resources development is vital. The banking has been the people business, and for efficient risk management, skilled manpower is essential. Through the stiff competition within this sector, providing services to their customers, with the current trend changes the only way institutions such as the Queenslander Credit Union will be relevant is providing satisfactory services to the clients. For this to be achieved, strategic human resource development has to be in place (Grieves, 2011). This issue can be witnessed from recruiting, retaining, developing of well-motivated workforce as well as training For any decision maker in any organization, the key challenge in making the right decision on the value attached to the human capital is eminent. For instance, the Queenslander Credit Union, with a total number of over sixty employees has 47 percent of the workers fifty years plus. Though the organization boasts of engaged employees as well as loyal customers, it makes it difficult for any management to predict, observe or determine the input of investment vested on the employees hence creating the need for strategic management. There are two forms of resources that the Credit Union needs to be concerned as far as strategic Human Resource Management is concerned (Reinhardt et al 2011). The first of these concerns being the human capital and focuses on the skills and knowledge of the employees. The second challenge is the set organizations systems. For Queenslander, the issues of policies and practices, being a banking institution, as a result of the newly adopted accounting standards by the AABS. These policies concerning the lease rules complicate the matter on the development of the human capital. They need to be implemented by the organization willingly hence for the banking sector making it compulsory; therefore, a new human resource has to be acquired, or training has to take place for the entire staff so as to ensure implementation. Some of the HRD needs to be addressed include; Human resource as competitive advantage Very little research has been conducted focusing on the value attached to the human as assets to any organizations. The standard practice has been curtailing by investing on employees as they are viewed to leave the organization. What is commonly known is that the employees have skills and knowledge, but their value cannot be quantified or their quality established. With the Queenslander Credit Union boosting of loyal customers, this is as a result of an efficient routine created by the employees as they have formed a boundary spanner between the organization and the customers. Therefore, for this case the organization as it offers services, it is vital to uphold higher human resource investments to ensure continuous development unless it loses its employees to other competitors playing in the same industry (Holland, et al 2009). Developing employees With the increased completion in the banking sector as well as technological advancement within the industry, employee development will be a fundamental decision for the Credit Union. The organization boasts of 75\% women working for the institution as well as 25\% of their workforce being male; the loophole hangs on their age where 47\% of the Queenslander Credit Union is over the age of 51 yrs. With their vast experience in the financial sector, it is logical that most of these people within the said age bracket will not be interested in acquiring any further knowledge on training pertaining any technological advancement, but rather will be eager to retire (Pasher & Ronen, 2011). For this organization, due to competitive nature in the service industry, if the strategic human resource has to be achieved it will be substantial for the organization to start training the young employees for the competitive posts to ensure it remains relevant in the industry. The system processes The key human resource development initiators are the executives/board and the unions. The amount of time the human resource issues as well strategic issues determines the systems process. For strategic human resource development to be achieved, transparency and objective should be maintained. From the 2014/2015 annual report of the board meeting of Queenslander Credit Union, risk as well audit meetings seem to be allocated fewer hours. It puts the organization at a risk as these are critical issues that touch on the employees direct. Another problem that can be established within the system process is lack of the exit interviews. It can be noted in the organizations description of the employees as engaged as well as the loyal customers. The exit of an employees should not be restricted, but as part of strategic human resource development substitutes as well as non-disruption of significant functions as a result of an exit of a vital employee (Kandula, 2011). With an exit interview, the organization can recall some of its retired employees as they enjoy a pension and a medical benefit if a key employee exits, therefore, with the Credit Union, with the lack of this exit interview, SHRD cannot be achieved. Strategic human resource needed Banking industry should consider a strategic human resource development in understanding and developing the value of human as a resource within the organization (Need, 2012). Four aspects can be considered as far as the HR development strategies; • Company relationship involving the executive and workers available. • Strategic orientation and aligned in the grand strategy involving resource development. • The effects of strategies on the company • Players in relations and responsibilities within the organization. For the Queenslander Credit Union, the following human resource necessities should be considered in achieving strategic human resource development; Human resource players and management interaction The management should be committed in developing resources within the organization more so the employees as resources. With the changes in the banking industry, the organizations position of high assets, the solid lending growth as well as the lack of economies of scales should not make the management reluctant, but should be involved in every aspect pertaining the human resource. With the positive implications as well as well performance within the service sector, the partnership between the management and those individuals in strategic resource development is important. For the effectiveness of achieving the organizations strategic orientation, the combined contribution of these two groups, as well as their skills, is vital (Kaur & Singh, 2014). This relationship should be implemented from both strategic and the operational levels to enable effective achievement of resource developments. Planning With increased customer expectations in the Queenslander Credit Union, income rises, as well as dividends, are expected to accrue. This growth, however, needs a larger human capital to handle transforming challenge presented to the banking industry. The logic question posed to this industry is whether it is ready to deal with the new employees who culturally are different from their predecessors. For instance, Queenslander Credit Union enjoys a culture of well-engaged employees, but the eminent challenge is half of its employees are over 50 years of age. It implies that in 10yrs to come most of these employees will be retired creating a vacuum. Therefore, the manpower lifecycle approach for this institution is necessary and should be integrated into the businesses strategic human resource development. It Can be done through, having a recruitment program, that is steady as well as well calibrated, young employees working as a team with the older employees (Najafi, 2013). This is as a result of cultural adjustment in the management as a way of planning for the future. The final aspect of planning for this service institution is technological change. It can be achieved through continuous skill upgrading to ensure they are at par with the technologically changing sector so as to maintain their relevance within the industry. Developing employees Having an employee for over 10yrs is a sign of the good relationship between the employer and the worker, but developing them within this period is an added value to the organization (Need, 2012). There are several ways in which developing of the employees can be achieved as in the case of the Queenslander Credit Union. a) Re-skilling Two factors identified within this organization that requires employees training include the technologic advancement as well as the newly implemented complex regulation standards. In-house training courseware should be developed for an IT platforms determined by the different employees’ needs. For the organizations development and performance employee’s empowerment with the necessary knowledge is important. b) Performance management In the strategic human resource development, improvement in performance is important, and the focus should be on those lagging behind as far as performance is concerned. As a result, to achieve strategic resource development efficient and a proper performance system should be in place. For the banking sector, an effective performance system is a key in planning, hence, without the system, significant challenges on talent management in the years to come for this organization will be complex (Pasher & Ronen, 2011). This will require juggling around a wide variety of employees with different preference as well as different needs leading to an array of relationships between the institution and its employees. c) Knowledge management The current drive that motivates employees in any organization is not the livelihood they obtained from the organization or job satisfactions they receive, but the feeling of empowerment they gain (Berkley, 2013). This, therefore, requires the institution to treat their employees differently as associates rather subordinates, provide a home base as well lead them rather than manage them and above all empower them. Therefore, these aspects require rewriting the employment contracts as a way of strategic human resource development. d) Communication The board should spend time in devising ways as well as developing appropriate structures for the purpose of effective and efficient communications (Grieves, 2011). As for the organization in the case study, it has embraced modern forms of communication such as the use of the internet, use of emails as well as online communication, the traditional channels of communication through unions are relevant as most employees’ attribute credibility as well reliability to their unions. For the banking sectors they have a participative process, therefore, for the Credit Union, retaining some of the traditional means of communication can be a form of strategic human resource development that can be used to solve the challenges faced by the institution. Conclusion Determining organization’s awareness in strategic resource development is important. There are critical choices as well as initiatives that have to be taken in the banking system as most stand at a cross road. For the case of Queenslander Credit Union, the strategic measures implemented would determine the future of the banking space and its services to its loyal customers as well as its relevance in the banking sector. Reference List 1. Berkley, V. R., & Gulick, S. (2013). Live first, work second: getting inside the head of the next generation. Community Development, 44(3), 391-392. 2. Grieves, J. (2011). Strategic human resource development. Sage. 3. Holland, P., Sheehan, C., Donohue, R., & Pyman, A. (2009). Contemporary Issues and Challenges in Human Resource Management. Tilde University Press. 4. Kandula, S. R. (2011). Strategic human resource development. PHI Learning Pvt. Ltd. 5. Kaur, R., & Singh, R. (2014). Human resource management in banks-need for a new perspective. ZENITH International Journal of Business Economics & Management Research, 4(12), 56-62. 6. Najafi, A. (2013). Human Resources Performance Analysis based on a Hybrid Method. Scientific Research and Essays, 7(4), 528-537. 7. Need, W. C. D. H. P. (2012). Human resource management: Gaining a competitive advantage. 8. Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management: A strategic plan to leverage your companys intellectual capital. John Wiley & Sons. 9. Reinhardt, W., Schmidt, B., Sloep, P., & Drachsler, H. (2011). Knowledge worker roles and actions—results of two empirical studies. Knowledge and Process Management, 18(3), 150-174. 10. Youndt, M. A., & Snell, S. A. (2013). Human resource configurations, intellectual capital, and organizational performance. Journal of managerial issues, 337-360. 1 MGN431 Strategic HRD Module 2. Framework for HRD Week 8. HRD Needs Analysis Findings. Developing the SHRD Plan 1 1 Unit Map You Are Here! 2 Module 2: Framework for HRD Module 1: Foundations of HRD Module 3: Contemporary Issues in HRD Workshop Overview HRD Needs Analysis – QCU Discuss findings & confirm needs analysis outcomes Key business challenges SHRD implications Developing your HRD plan Assignment 2 objectives Approach 3 3 Needs Analysis Findings 4 4 Key business challenges SHRD Implications SHRD Needs Analysis QCU Feedback Our summary of the challenges/issues Our analysis of the SHRD implications Confirm and clarify the learning needs that have been identified in the needs analysis 5 5 Instructional Systems Design (ISD) Model CH-4 6 6 Assessment Design Implementation Evaluation SHRD Plan components Executive summary Introduction Learning Design – your recommendations about learning activities Take 1 key group and develop a plan to address the training needs You identify the learning activities (HRD activities) that need to occur You state the objectives of each activity Implementation Order of activities? How long do you think is required for each activity? Total time to complete? Resources required? Evaluation Approaches to evaluate outcomes of the interventions How could we assess whether objectives have been met? Conclusion Reference List 7 7 SHRD Plan Learning design your recommendations on HRD activities (or programs) The proposed HRD activities to address the needs you’ve identified Appropriate Well justified using relevant unit concepts & theories for your particular issue and SHRD Design programs for 1 Group only. 8 8 SHRD Plan Could use a table for each learning activity that you are recommending: 9 Training Program or Activity SHRD Objectives Program Objectives Method of Delivery Coaching for Performance Improve the performance of staff. Develop manager capability in performance management. Conduct one-on-one performance discussions. Create development plans for staff. Classroom based Course 9 SHRD Plan Implementation Can use a table to illustrate sequence of events Then broadly discuss overall resource requirements 10 Training/Activity Target date Participants Place/venue Duration Coaching for Performance Nov 2016 Managers TBE 2 days 10 SHRD Plan Evaluation Based on Kirkpatrick’s model, suggest most appropriate options Explain why this evaluation step is an important part of overall HRD plan How can QCU assess whether these recommendations have met the objectives? Conclusion References 11 11 Bringing the 3 pieces together 12 1. You present your overall plan (your recommendations). You identify 3 – 4 training activities for the group. You can present them all in one table. Then you explain why these training methods (the activities) are the most appropriate – what are the benefits of these? 2. Then you explain how the plan should be implemented. This section is smaller. You provide specific details about the sequence. What activity needs to come first? Pick a target date that you think training should start. Identify the venue (conference room at their office? Training room? Off-site? And state how long this activity will take. You can present these details in a table. In the text, comment on why you think this sequence works best. And identify resources – state whether each activity can be run by current trainers in the business or will they need external resource. You don’t need to justify this, just state what they need. Training Program or Activity SHRD Objectives Program Objectives Method of Delivery Coaching for Performance 12 Bringing the 3 pieces together 13 3. Finally, you explain the importance of evaluation and the plan that should be in place to evaluate the success of this HRD plan. Using Kirkpatrick’s model, you should explain the methods you would use to evaluate each activity. Consider all levels of the model. Explain how you plan to assess learning and behavioural change. At this point you can talk more broadly about how all of these activities start to produce the desired behavioural changes, and how this will be monitored and assessed. [hint: supervisors can be of great assistance here, monitoring, checking for progress, etc.!]. Consider the results of the overall HRD plan and the return on investment that executives will be looking for. How will you show that their investment in training has produced the desired results? We can assess participant reactions using a questionnaire. We can test their learning with a quiz…etc. 4. Depending on how much space you have left – conclude with a summary statement – how this plan will help to achieve the desired business goals….THE END 13 Example Discussion of example SHRD plan 14 14 What is the main goal of the assignment? In pairs – Explain in your own words what you think the main goal of this assignment is What strategies do you think will work well for you in preparing this assignment? Report back to the whole group. Confirmation of goal. Feedback on strategies. 15 15 FAQs DUE: Week 13 – Friday 28 October - 4pm Word Limit: 2500 total (+/-10\%) Exec Summary: YES - 500 words (included in word count) Style: Management Report to QCU Executive Referencing: APA format Does the 2500 word count include: The Exec Summary – YES Reference List – NO Tables – YES Appendices – NO – no marks are given for Appendices. 16 16 FAQS How many Employee Groups? 1 How many Learning Activities? 3 – 4 Can we address a different need to assignment 1? YES Can we do a different group to assignment 1? YES 17 17 Next Week No workshop – Reading week Then the semester break, so we will meet again in Week 10 to discuss Work Technology and SHRD 18 18