2. WHAT ARE THE 5 PROCESSES IN TRAINING AND DEVELOPMENT?

HOW WOULD
YOU AS A HR MANAGER PLAN AND EXECUTE THE VARIOUS TYPE OF TRAINING
PROGRAM USING THE HRDF (PSMB) FACILITIES?

1. NEEDS ANALYSIS
Identify specific job performance skills needed to improve performance and productivity
Analyze the audience to ensure that the program will be suited to their specific levels of
education, experience, and skills, as well as their attitudes and personal motivations
Use research to develop specific measurable knowledge and performance objectives.

2. INSTRUCTIONAL DESIGN
Gather instructional objectives, methods, media, description of sequence of content,
examples, exercises, and activities. Organize them into a curriculum that supports adult
learning theory and provides a blueprint for program development.
Make sure all materials, such as video scripts, leaders guides, and participants work-
books, complement each other, are written clearly, and blend into unified training geared
directly to the stated learning objectives.
Carefully and professionally handle all program elements whether reproduced on
paper, film, or tape to guarantee quality and effectiveness.

3. VALIDATION
Introduce and validate the training before a representative audience. Base final revisions
on pilot results to ensure program effectiveness.

4. IMPLEMENTATION
When applicable, boost success with a train- the trainer workshop that focuses on
presentation knowledge and skills in addition to training content.

5. EVALUATION AND FOLLOW UP
Assess program success according to:
REACTION Document the learners immediate reactions to the training.
LEARNING Use feedback devices or pre- and posttests to measure what learners
have actually learned.
BEHAVIOR Note supervisors reactions to learners performance following completion
of the training. This is one way to measure the degree to which learners apply new skills
and knowledge to their jobs.
RESULTS Determine the level of improvement in job performance and assess needed
maintenance.

English Language Training Programmes for Workers
The learning of the English Language is an investment in the current globalising
environment as it augments the value of human capital. Fluency and eloquence means being
competitive. In a knowledge-based economy, the economic value of the English Language
cannot be underestimated. To be able to succeed in a competitive environment, education and
training in the English Language are vitally important for the survival of businesses in the current
world market. I am a HR manager will provide English Language Training Programmes for
workers with the cooperation of the host HRDF programs such as English Language Training
Program, the Adult Literacy and Numeracy (ALN), English Communication for Employees
(COME) and Business English for Executives (BEE). By providing this kind of programmes the
aim of PSMB to improve English proficiency among today's workforce can be achieved.




3. EXPLAIN THE FOLLOWING TERMS USED IN HR MANAGEMENT ?

a. Aptitude Test
Employee selection test (such as an iq test) in which the candidate's innate abilities and
potential for achievement (and not his or her knowledge) is ascertained.

b. Intelligence Test
The measure of an individuals cognitive abilities, measured by an intelligence test.

c. Management Development
Management development is the overall concept that describes the many ways that
organizations help employees develop their personal and organizational skills, either as
managers in a management job or with an eventual management job in mind.

d. Role Playing
Role-playing is laboratory method which can be used rather easily as a supplement to
conventional training methods. Its purpose is to increase the trainee's skill in dealing with
other people. One of its greatest uses is in connection with human relations training but
it is also used in sales training as well. It is spontaneous acting of a realistic situation
involving two or more person under class room situations. Dialogue spontaneously
grows out of the situation.

e. Job Rotation
Job rotation is a management approach in which employees are shifted between two or
more assignments or jobs in a planned manner. This is done at regular intervals of time.
The objective behind this is to expose them to all verticals of an organization.

f. Action Learning
A learner-driven, continuous learning process where learning revolves around the need
to find solutions to real problems.

g. Performance Appraisal
Performance appraisal is the process of reviewing employee performance, setting new
performance objectives, documenting the review, and also possibly delivering the review
verbally in a face-to-face meeting. Annual performance reviews are typically intended to
give mutual feedback on performance to the employee and often also to the supervisor,
set new performance objectives and justify personnel decisions, e.g. compensations and
benefits.
h. MBO
Management by objectives (mbo) is a systematic and organized approach that allows
management to focus on achievable goals and to attain the best possible results from available
resources. It aims to increase organizational performance by aligning goals and subordinate
objectives throughout the organization. Ideally, employees get strong input to identify their
objectives, time lines for completion, etc. Mbo includes ongoing tracking and feedback in the
process to reach objectives.

i. Position Analysis Questionnaire
A questionnaire used in an organisation to collect quantifiable data about the
responsibilities and requirements of jobs in that particular organisation.

j. Succession Planning
Succession planning is an integral part of the strategic planning process and ties to the
institutions long-term goals and objectives. Effective succession planning strategies
mitigate risk associated with turnover and cultivate existing talent, matching promising
employees aspirations to the future needs of the institution.

Succession planning ties to a wide-range of human resource management functions,
including the process of recruiting employees, and developing their skills and abilities
through performance management, training programs and mentoring programs. These
programs help employees excel in current positions and prepare them for advancement,
increase retention and ensure a return on the institutions investment.

4. A DIVERSED WORFORCE IS BECOMING A NORM IN MOST COMPANIES IN
MALAYSIA. AS A HR MANAGER, WHAT WOULD BE THE CHALLENGES YOU WILL FACE
AND HOW WOULD YOU HANDLE THESE CHALLENGES SO THAT YOU CREATE
FAIRNESS THEM THUS ENSURING A HIGH PERFORMANCE AND HIGHLY MOTIVATED
WORKFORCE.
According to Thomas (1992), dimensions of workplace diversity include, but are not
limited to age, ethnicity, ancestry, gender, physical abilities, race, sexual orientation, educational
background, geographic location, income, marital status, military experience, religious beliefs,
parental status, and work experience.
The Challenges of Workplace Diversity
The future success of any organizations relies on the ability to manage a diverse body of
talent that can bring innovative ideas, perspectives and views to their work. The challenge and
problems faced of workplace diversity can be turned into a strategic organizational asset if an
organization is able to capitalize on this melting pot of diverse talents. With the mixture of talents
of diverse cultural backgrounds, genders, ages and lifestyles, an organization can respond to
business opportunities more rapidly and creatively, especially in the global arena (Cox, 1993),
which must be one of the important organisational goals to be attained. More importantly, if the
organizational environment does not support diversity broadly, one risks losing talent to
competitors.
This is especially true for multinational companies (MNCs) who have operations on a
global scale and employ people of different countries, ethical and cultural backgrounds. Thus,
as a HR manager I will be employ a Think Global, Act Local approach in most circumstances.
The challenge of workplace diversity is also prevalent amongst Singapores Small and Medium
Enterprises (SMEs). With a population of only four million people and the nations strive towards
high technology and knowledge-based economy; foreign talents are lured to share their
expertise in these areas. Thus, as a HR managersI will undergo cultural-based Human
Resource Management training to further their abilities to motivate a group of professional that
are highly qualified but culturally diverse. Furthermore,I will assure the local professionals that
these foreign talents are not a threat to their career advancement . In many ways, the
effectiveness of workplace diversity management is dependent on the skilful balancing act of
the HR manager. One of the main reasons for ineffective workplace diversity management is
the predisposition to pigeonhole employees, placing them in a different silo based on their
diversity profile (Thomas, 1992). In the real world, diversity cannot be easily categorized and
those organizations that respond to human complexity by leveraging the talents of a broad
workforce will be the most effective in growing their businesses and their customer base.

The Management of Workplace Diversity
In order to effectively manage workplace diversity, I am as a HR Manager will try to
change from an ethnocentric view ("our way is the best way") to a culturally relative perspective
("let's take the best of a variety of ways"). This shift in philosophy has to be ingrained in the
managerial framework of the HR Manager in his/her planning, organizing, leading and
controlling of organizational resources. There are several best practices that as a HR manager
can adopt in ensuring effective management of workplace diversity in order to attain
organizational goals. They are:

Planning a Mentoring Program
As a HR Manager I do agree that, one of the best ways to handle workplace diversity
issues is through initiating a Diversity Mentoring Program. This could entail involving different
departmental managers in a mentoring program to coach and provide feedback to employees
who are different from them. In order for the program to run successfully, it is wise to provide
practical training for these managers or seek help from consultants and experts in this field.
Usually, such a program will encourage organizations members to air their opinions and learn
how to resolve conflicts due to their diversity. More importantly, the purpose of a Diversity
Mentoring Program seeks to encourage members to move beyond their own cultural frame of
reference to recognize and take full advantage of the productivity potential inherent in a diverse
population.

Organizing Talents Strategically
Many companies are now realizing the advantages of a diverse workplace. As more and
more companies are going global in their market expansions either physically or virtually (for
example, E-commerce-related companies), there is a necessity to employ diverse talents to
understand the various niches of the market. For example, when China was opening up its
markets and exporting their products globally in the late 1980s, the Chinese companies (such
as Chinas electronic giants such as Haier) were seeking the marketing expertise of
Singaporeans. This is because Singapores marketing talents were able to understand the local
China markets relatively well (almost 75% of Singaporeans are of Chinese descent) and as well
as being attuned to the markets in the West due to Singapores open economic policies and
English language abilities. (Toh, R, 1993). With this trend in place, as a HR Manager I will
organize the pool of diverse talents strategically for the organization. I will consider how a
diverse workforce can enable the company to attain new markets and other organizational goals
in order to harness the full potential of workplace diversity. An organization that sees the
existence of a diverse workforce as an organizational asset rather than a liability would indirectly
help the organization to positively take in its stride some of the less positive aspects of
workforce diversity.

Control and Measure Results
As a HR Manager, I will conduct regular organizational assessments on issues like pay,
benefits, work environment, management and promotional opportunities to assess the progress
over the long term. There is also a need to develop appropriate measuring tools to measure the
impact of diversity initiatives at the organization through organization-wide feedback surveys
and other methods. Without proper control and evaluation, some of these diversity initiatives
may just fizzle out, without resolving any real problems that may surface due to workplace
diversity.

Motivational Approaches
I am as a HR manager will motivated my employees all the time to ensure a high
performance and highly motivated workforce. Workplace motivation can be defined as the
influence that makes us do things to achieve organizational goals this is a result of our individual
needs being satisfied (or met) so that we are motivated to complete organizational tasks
effectively. As these needs vary from person to person, an organization must be able to utilize
different motivational tools to encourage their employees to put in the required effort and
increase productivity for the company. Why do we need motivated employees? The answer is
survival (Smith, 1994). In our changing workplace and competitive market environments,
motivated employees and their contributions are the necessary currency for an organizations
survival and success. Motivational factors in an organizational context include working
environment, job characteristics, appropriate organizational reward system and so on. The
development of an appropriate organizational reward system is probably one of the strongest
motivational factors. This can influence both job satisfaction and employee motivation. The
reward system affects job satisfaction by making the employee more comfortable and contented
as a result of the rewards received. The reward system influences motivation primarily through
the perceived value of the rewards and their contingency on performance (Hickins, 1998). To be
effective, an organizational reward system should be based on sound understanding of the
motivation of people at work.
In a nutshell, the role of the HR manager must parallel the needs of the changing
organization. Successful organizations are becoming more adaptable, resilient, quick to change
directions, and customer-centered. Within this environment, the HR professional must learn how
to manage effectively through planning, organizing, leading and controlling the human resource
and be knowledgeable of emerging trends in training and employee development.