Preface

Training and Development is always considered as a key fied in Human Resourse Management.This assignment delas with this very subject. This assignment is divided into two part .The A part deals with individual presentations of each of our group members about the gap analysis of different managerial positions choosen by them. The presentation deals with how competent we as an MBA student are for our choosen managerial positions. The part B of the assignment deals with a suggestive training plan of one day for a managerial position,its need ,its content and the outcome that will be achieved from it.

Contents
A-Identification of one managerial position of any organisation each

by our team members and analyzing oneself as to how competent he is for that managerial position Abhishek Pathak Mohit Goel Rajmohan J.S. Ariz Jamil Yusuf Ali Kshitiz Kapoor B-One day training program for a managerial position

02-10 11-16

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Abhishek Pathak

Title: Location Branch and Organisation: Geographical Location: Manager's Title:

HR Administrator Human Resources, MP Institute of Management and Computer Applications Varanasi,U.P. Manager HR

The MP Institute of Management And Computer Applications facilitates, leads and implements the vision for development of quality professionals in the field of Management and Computers who are not only good performers but are even better human being as well. One of the Institutes key goals is to grow an inclusive, highly skilled and innovative youth workforce for the country and for the benefit of all. Sustainable human development is central to the achievement of this goal. The Human Resources group plays a key role in achieving the Institutes Development Strategy through developing an integrated suite of Human Resources systems and developing capability across the Institute. Together, the change in the Institute's role and the shift towards accountable leadership internally and externally is a significant challenge. This challenge is being addressed through the Organizational Development Strategy.

Role Purpose To manage the administrative aspects of the core HR systems for the Institute. These include employment offer letters, training, recruitment, Payroll and Health and Safety

Role Accountabilities

Areas of Accountability

Typical Behaviours which Demonstrate Work at the Appropriate Level

Recruit suitable supervisors Chair the school holiday programme committee Manage the budget Deal with issues arising from the school holiday programme Advertise the programme to staff Manage the process of getting kids on the programme Organise a suitable venue Manage the school holiday programme itinerary Use the template letters in Manage to draft job offers Check to ensure all information is contained on the "Request for Employment Agreement form" Chase up HR Account Managers to identify/clarify information Get the HR Account Manager to check the job offer before printing on letter head Advertise the core/generic training courses on the Intranet Advertise relevant seminars for the institute. Assist HR colleagues place messages on the Intranet Provide advice to message originator on how best to structure/format for the Intranet

Manage the school holiday programme

Prepare employment offer letters for prospective new employees

Manage the Intranet for HR including articles and messages to staff

Areas of Accountability

Typical Behaviours which Demonstrate Work at the Appropriate Level

Put new permanent recruits on the Intranet Advertise the awards to the Institute. Manage the production of certificates for awardees . Manage the preparation for the Awards presentation and function, including attendees, venue, catering, travel, etc. Assist draft communication to Institute on award winners Manage the induction calendar and check against new contracts Prepare/send induction packs to new appointees, including an information letter about induction Write up welcome letters from the Director to new appointees Take inductees photographs for the Intranet, and send to IT Direct inductees to other relevant areas (e.g., Payroll, IT, KM) Confirm Payroll forms Go over induction pack material Organise workstation assessments through OK Health Take inductees on guide tour of Institute. Inform relevant parties of new inductees (e.g., Payroll, Reception, Mail Room, their managers, etc.) Send out follow up form to the Branch regarding each inductee

Manage the Values and Development awards process for the Institute

Conduct the HR aspect of new employee induction

Areas of Accountability

Typical Behaviours which Demonstrate Work at the Appropriate Level

Co-ordinate the booking of training rooms, both internal and external if required Manage the booking of employees on training courses Provide assistance to facilitators in terms of resources and other requirements Prepare and send training evaluations to facilitators Analyse and send evaluation reports to facilitators Co-ordinate the advertising of core/generic training courses Look after the training budget and pay trainingrelated invoices Act as the point-of-contact between managers and suppliers Co-ordinate the flu vaccination process for the Institute Co-ordinate the security check process for the Institute Perform the functions of the IT Power user for HR Co-ordinate the writing of the HR Managers' Update bi-monthly Update organizational charts for the entire Institute on the Intranet Update the manager e-mail distribution list (i.e., Performance Reviews For Staff) Co-ordinate filing of up-to-date Role

Manage the administrative aspects of the Institute's training and development

Manage some administrative functions for HR:

flu vaccinations security checks IT Power user HR Managers' Update organizational charts manager e-mail list role descriptions relevant purchasing

Areas of Accountability

Typical Behaviours which Demonstrate Work at the Appropriate Level Descriptions on iManage for future use and access

job sizing database

Purchase materials/consumables relevant to certain activities (e.g., gift vouchers for Awards) Manage and update the job sizing database

Assist account managers or other HR colleagues, for example:

exit interviews specific projects HR Administrator desk file Cover for absent colleagues Help set up training folders

Assist in other HR activities as required

Minimum Capability Necessary to Work to Role

Capability Area

Description

Cognitive Power

Ability to think intelligently about work, interpret or reorganise readily available information to solve operational problems. Ability to isolate and focus on the main issues. Working knowledge of HR processes and approaches. Ability to manage multiple work priorities and competing demands. Ability to organise self and others. Proven ability to think at SI.

Knowledge and Skills

Capability Area

Description

Discerning judgement. Demonstrated interpersonal and communication skills. Good interpersonal skills and professional manner, with the ability to get things done and to get managers and other staff to do things. Ability to influence and work through others where a direct reporting relationships does not exist. Demonstrated ability to develop and maintain effective relationships with managers, and colleagues in the wider public sector. Self motivation and persistence. Capacity to deal with conflict and opposition. Desire to present a professional image and manner to internal and external clients. Demonstrated commitment to excellence in client service.

Emotional Intelligence (Judgement, temperament and influence)

Valuing Work of Role

After executing my gap analysis, I can say that Developing my Personal Impact and Building Productive Relationships, this is the key area where I will be lacking and I need to train myself in the above skills. For this I will be going through following training course.
This course has been specifically designed to enable individuals to spot assertive, non-assertive and aggressive behaviour. Delegates will then practise assertive approaches to the many difficult situations they face as managers. The training exercises mirror real-life scenarios. In a safe environment roleplay will introduce delegates to difficult, defensive or negative people who, in various ways, cause problems and conflict. With expert guidance and

individual support, delegates will learn and implement proven techniques to deal with people effectively and assertively.

Objectives
By the end of this course i will be able to:

Understand why and how conflict arises and how to identify silent conflict. Recognise the non-verbal and verbal attributes of assertiveness and the benefits of its application in the workplace. Develop a management style which is productive, positive and direct rather than aggressive or submissive. Be assertive and confident in situations which involve teams, conflict and confrontation. Adopt a constructive and influential behaviour style in the face of negative attitudes and aggression or when addressing poor performance. Recognise the rights and values of others and communicate your views and ideas in a direct and effective manner.

Focus
Defining Assertiveness

Defining assertive, aggressive and submissive behaviour The essence of assertiveness The value of assertiveness in the workplace

Building Productive Relationships

Understanding yourself and others The dynamics of interpersonal relationships

Making positive changes in your interpersonal style

Increasing Impact and Presence

Verbal aspects of behaviour Adopting assertive body language Developing your skills when giving and receiving feedback Practising active listening skills Effective questioning techniques

Dealing with Aggression and Conflict from Others

How to deal successfully with aggressive behaviour Dealing with a negative team member or poor performance Disciplining a team member Handling conflict, confrontation and aggression Handling personal attacks Dealing with sensitive issues confidently

Persuasive and Assertive Communication

Planning your behaviour - the three steps to assertive behaviour Empathy, discrepancy, consequence and responsive assertion techniques Presenting your point of view - helping others shape and develop their ideas

Building a Positive Image

Being aware of the image you project Presenting a positive image to your colleagues through your behaviour .

Assertiveness Toolkit

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During the course I will be able to role-play situations appropriate to their current development needs. The following scenarios illustrate the typical areas covered:

Giving your boss feedback on your working relationships Dealing with sensitive issues confidently Winning round most negative people Using key words and body language to convince and persuade colleagues Dealing confidently with criticism

Mohit Goel
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Human Resources, like all other business functions, must do a range of things well from basic transactions to strategic planning in order to be successful. The goal of this assignment is to focus on more clearly defining the role and the purpose of the Assistant HR manager,his responsibilities and competencies required to perform his job effectively. Job Responsibilities Assistant HR managers "work" in can be classified into five distinct levels from the basic to the most strategic. Those levels include: Level One Information Management and Basic Transactions Every Assistant HR manager must provide basic information, answer employee and manager questions and complete operational level transactions. These most would agree are the oldest and most elementary of HR services and include: >> Processing of new-hire documentation, payroll, separations and benefits enrollment/changes >> Providing answers to employee and manager questions pertaining to policy, benefits, employment law Level Two Providing Functional Services In addition to level one activities the Assistant HR manager provides several services that comprise what many would agree are the essential services that keep an organization staffed. This level incorporates many of the activities that create the standard functional areas within HR including staffing, compensation and benefits, employee relations, and training. Each functional department maintains its own goals and objectives and although there is some

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interaction, services are provided relatively independent of each other. Several examples of activities that exist at this level include: >> The formation of standardized processes and policies for requesting more staff, developing staff, compensating staff, and performance management >> Basic reporting on the status of talent management efforts Level Three Coordination of Efforts to Improve Productivity In level three HR activities begin to fall under the umbrella of some larger planned contribution and take on more of a tactical emphasis. This coordinated effort exists to impact one of the primary goals of every major corporation, increasing productivity. In the case of HR that goal translates into increasing or maximizing workforce or employee productivity. Any effort to directly impact workforce productivity requires specific resources dedicated to improving productivity, metrics for assessing productivity and an organizational component that encourages (or forces) the distinct HR functional departments to work as a team for this goal. Improving the over-all productivity of the workforce requires that Assistant HR manager develops initiatives to continuously increase the Rupees value of employee output while maintaining or reducing the average labor cost per unit. The traditional HR functional work that goes on in level 2 is to isolate and finite in focus to have any real impact on workforce productivity. In fact, typically none of the independent functional units in HR even have workforce productivity as a goal. Some of the non-traditional HR activities that are "added" to traditional functional role of Assistant HR manager of TATAINDICOM: >> Development of tools and strategies to retain key employees >> The redeployment of employees from areas of low business impact to high >> The introduction of non-monetary motivation and recognition systems >> Usage of workforce analytics or metrics >> Coordinated efforts for knowledge capture, sharing, and management

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Level Four Development of Competitive Advantage through Talent Level four signifies a major transition point as Assistant HR managers work begins to provide a strategic contribution. Increasing competitive advantage is a focused effort to ensure that each key HR program and service is best in class when compared directly to that of competing firms. In level four the focus of HR efforts take on an external environmental component where prior to this every HR effort was internally focused. Rather than simply tracking what competitors do, the goal in level four is to identify and exploit weaknesses found in competing organizations. To date, only the most elite HR organizations have funded efforts in this level and TATAINDICOM is one of them. Typical competitive advantage building efforts include: >> Competitive analysis of people programs found in competing organizations >> Workforce planning and productivity forecasting >> Employment branding >> Competitive intelligence gathering Level Five Develops Solutions to Strategic Business Problems and Opportunities Level five represents the pinnacle of work providing strategic contribution in HR. Assistant HR managers efforts in this level go well beyond influencing employee productivity. They attempt to address strategic business problems in areas such as product development, product/service quality, customer service and corporate position. Few HR organizations attain this level of strategic contribution, of those that do, most are found in performance driven cultures. Typical strategic business problem and opportunity efforts include: >> HR involvement in turnaround swat teams >> HR consultation in product design and development efforts >> Analysis of workforce management impact on time-to-market and innovation

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>> Management of performance culture >> HR involvement in merger and acquisition planning

Competencies required:
Record of success as a Human Resources Generalist in a high performing organization. Proven ability to design, develop and implement foundational HR programs and practices. Solid working knowledge of fundamental business principles and practices in relation to Human Resources Management. Excellent communication, interpersonal and organizational skills. Ability to access a well-developed network of HR experts, tools and programs. Undergraduate degree/ graduate degree/diploma in related field preferred and a minimum 5-8 years related experience or an equivalent combination.

My gap analysis indicates that I will be lacking in the leadership skills so I will have to under go a training of Effective Management and Leadership Styles.

Objectives
By the end of this training i will be able to:

Identify my current preferred management and leadership style. Choose the most appropriate management or leadership style for any given situation. Understand the impact of different styles on others. Increase your ability to motivate others. Empower others to perform.
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Focus
Defining your role

Defining and differentiating between management and leadership Understanding the skills and qualities required of managers and leaders in the 21st century Identifying what your organisation needs, wants and expects of you Meeting the demands of both your manager and your team

Developing an Effective Management Style

Reviewing your role - how do others see you? Projecting a professional and credible image Leading by example - being a role model Identifying your strengths and weaknesses

Different Management and Leadership Styles

Hands on or hands off? - advantages and disadvantages Leading - from the front and from a distance Empowering - letting others lead Consultative - supporting and directing others Motivating - leading positive thinking Challenging - leading new thinking

Adapting Your Style

Understanding the individual and team needs Adapting to the situation and different individuals Persuading and influencing others by using the most appropriate style
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Reading the signs - understanding the impact of your style on others Developing an effective leadership style

Personal Development

Practical solutions immediately transferable to the workplace

B- one

area where we thought

training is needed.And we have designed a one day training program for it. The suggested program is as follows:-

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Program name-Team Management and Leadership

Skills for Supervisors and Team Leaders

Program Duration-1 day course Why this training program-This one day program covers the essential
skills and personal qualities that will produce highly effective leaders. Delegates will discover practical and straightforward ways to lead, organise and motivate in order to achieve outstanding performance and results.

Program Designed For-Supervisors and team leaders who are looking to

provide clear direction and leadership to their team and ensure maximum effort, commitment and motivation in the achievement of team objectives. This course is a progression from ''People Management Skills for New Supervisors & Team Leaders''.

Objectives of the training programBy the end of this course you will be able to:

Identify the key skills and characteristics of successful leaders and team managers. Understand your preferred leadership style and develop personal strategies for enhancing the effectiveness of your team. Develop your team's strengths. Understand how to manage different personalities and encourage mutual respect and cooperation from all team members. Manage effective team meetings and briefings and carry out delegation duties assertively. Resolve conflict and deal with difficult people and situations confidently and positively. Create and maintain an ongoing action plan for continuous improvement of the team and your individual management and leadership skills.

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Module and content of the training programThe Art of Effective Team Management and Leadership

Understanding the role and characteristics of a successful leader Recognising and reviewing your personal style of leadership Assessing the key leadership skills

The Effective Team

Identifying the traits of an effective team The key techniques for competent team working Managing the expectations of your team

Building a Successful Team

Distinguishing team roles and responsibilities Creating the ability to recognise and manage different personalities Encouraging mutual respect and cooperation with your team Identifying team strengths and development areas

Motivating to Achieve Results

Setting a clear direction Keeping the team on target Providing support and recognition

Keeping Communication Channels Open

Assertive team briefing and meetings Dealing with difficult situations Handling conflict within the team and promoting co-operative team behaviour

Enhancing Team Performance through Training and Development

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Developing the skills of individuals Problem-solving and decision making within the team Letting team members take greater responsibility - moving towards an empowering environment

Personal Development

Creating your personal development plan Creating your team development plan

Feedback- The employees trained here will be assigned small teams at there
respective work places and should be evaluated and assessed on the basis of there behavior and performance of both individual and team in their day to day working over a period of time.If the feedback is positive than they can be assigned more responsibility and a team to lead permanently.those whose feedback is negative for them the management will think about other training methods etc.

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