PRESENTED TO

SIR RANA NADIR

AND MY SWEET CLASS FELLOWS

 PRESENTD BY

AMBREEN KANWAL (PGD) 22

INSTITUTE OF ADMINISTRATIVE SCIENCE
UNIVERSITY OF THE PUNJAB

9zzp()
 TRANING AND
DEVELOPMENT ATRICALS
REFERENCES
 Employment Discrimination
Training in the Workplace for
Managers (Joni Rose) Jun 6, 2010

Designing training for managers that will help them

understand how to not discriminate includes
information on anti-discrimination laws and human
rights codes and how they impact HR practices such
as interviewing, performance management coaching
and termination of employees in the workplace
 Employment laws in many countries
protect employees from unequal
treatment due to a person’s
•Gender
•Race
•Ethnicity
•Nationality
•Sexuality
In addition, some regions (states, provinces etc.) include
language in employment laws and/or human rights
codes around other potential discriminatory factors such
as:
Religion
Political views
Health and disability (physical, mental, HIV status)
Age (over 40)
Military service or affiliation
Bankruptcy or bad debts
Criminal record
Genetic information
Citizenship status
Living arrangements and location
Family status (single parenting, elder care etc.)
 EXAMPLE
in Ontario, Canada, the Human Rights Commission
states that family status should not influence human
resources procedures and practices, “Under the
Ontario [Canada] Human Rights Code, persons in a
parent-child relationship have a right to equal
treatment in the workplace. This means that
employers cannot discriminate in hiring, promotion,
training, benefits, workplace conditions, or
termination of employment because a person is
caring for a child or parent
Hiring Employees and Discrimination
Training managers to write appropriate interview
questions is an important part of anti-
discrimination training. Designing a quiz where
participants are asked to choose appropriate from
inappropriate questions can start a healthy
discussion on discrimination. Discuss how an
inappropriate question can be asking for
information that is irrelevant to whether the
employee can perform their job or not. Irrelevant
information, especially information that could be
seen as discriminatory, should not be the basis
for choosing one employee over another.
 Promoting and Coaching Performance of
Employees and Discrimination

Reminding managers that anti-discrimination

practices need to continue beyond hiring practices is
another important topic for training on anti-
discrimination. Managers need to be aware that they
should not discriminate when choosing employees to
promote, discipline or praise. Include exercises such
as case studies where an employee was selected (or
not selected) based on their age, gender, sexuality
or other discriminatory practice can work well to
illustrate effective anti-discrimination practices
Terminating Employees and Discrimination
Terminating employees is one of the toughest parts of a
manager’s job. It is important to train managers on concepts
such as progressive discipline so that employees are terminated
on the basis of documented proof of lack of performance and
the manager is not discriminating when dismissing an
employee. Break participants into small groups for an activity
and ask one participant to read a script where a manager
makes discriminatory remarks to see if the other participants in
the group can identify the inappropriate remarks.
Employment Discrimination Training that instructs managers on
how to not discriminate when they are supervising employees
can prevent the manager, employee and company from
practicing unfair hiring, coaching and termination practices. This
is an important consideration when building a corporate culture
and reputation.
Generic Training Presentations Designed for
General Audiences

Some training managers and training

designers purchase training activities
or design generic presentations with
the intention of delivering them to
multiple general audiences. When a
presentation has not been customized
to the audience it can lead to problems
such as poor learner engagement and
poor training content retention.
While it is tempting and sometimes a
cost saving to purchase a generic
training program, activity or tool kit,
learners will not appreciate the general
nature of the content as they will not
be able to see how the content relates
to the work they need to perform.
Key Compensation Components

Compensation has become a far more complicated issue

than just deciding how much to pay your employees. In
addition to salary, employers must consider many other
components — 401(k) plans, stock options, bonuses, and
vacation — these too have become part of current
compensation packages.
Employees also have greater expectations of what should
be included in their compensation packages, and they may
demand specific benefits that can be costly for small
businesses.
Costly or not, building a fair and attractive compensation
package is critical for attracting and retaining employees.
When setting up your compensation package, consider the
following components:
Salary and wages
Bonuses
Long-term incentives
Health insurance
Life and/or disability insurance
Retirement plans
Time off and flexible schedules
Miscellaneous compensation.
How to Create a Good Compensation Package

Compensating your sales force presents a particular

challenge because packages must be extremely
competitive and should provide adequate incentives
to motivate employees to do their best.
The key to creating a good compensation package
is balance. Most salespeople don't want to be solely
dependent upon either commissions or salary. Plus,
providing adequate and competitive compensation
that's based exclusively on either salary or
commission most likely won't attract or retain
talent, motivate your sales staff, or allow your
company to achieve its maximum profitability.
Striking a balance between salary and commission is
probably as much art as science, as it depends on your
goals. A compensation package that emphasizes salary
over commission will allow you to make greater demands
on your salespeople and how they spend their time. A pay
package that emphasizes commissions will motivate your
salespeople to spend more time selling and booking new
orders rather than other work that won't result in new
sales.
Although businesses compensate salespeople in a wide
variety of ways, most use a combination of salary and
incentive components, along with common benefits such as
health insurance, a retirement savings plan, and paid time
off.
Base Salaries:
Providing a base salary that assures
salespeople a steady income is a good idea. A
guaranteed salary provides salespeople the
comfort of knowing that despite good and bad
economies, streaks they can maintain their
current lifestyle. At the same time,
salespeople want to know that if they make
the extra effort they will be adequately
rewarded for their hard work.
Incentive Compensation
The most common way to motivate and
reward salespeople for closing big deals or
meeting goals is through bonuses and
commission. Consider offering your
salespeople a set salary and guarantee a
minimum level of pay with rewards for higher
levels of performance.
REFERENCES:
SUITE101.COM
http://www.allbusiness.com/human-
resources/compensation/794-1.html