(ii) Training and development strategies Individuals at all levels must have the right skills to perform their work and this is vital to promote healthy workplace and to meet the organisationÊs overall business goals. A solid business plan/healthy workplace plan will identify the human resource capabilities needed and address how training gaps (gaps between skills employees currently hold and those they need) are identified and resolved. A good training and development strategy should continuously provide support by allocating sufficient resource and ensuring that individuals who need to enhance and develop job skills receive appropriate training in a timely fashion. Example of healthy training and development strategy: Management training that addresses the organisation of work as it relates to employee and organisational stress (i.e. demand-control model of job stress). Follow-up support for involved managers is provided as strategies implemented in their departments are based on the training received. The training efforts are evaluated using an appropriate framework to determine if the training/development strategy is achieving its intended goals. Employee feedback about the current level of training and its effectiveness are gathered. The effectiveness of the training/development strategy at improving departmental and organisational outcomes is measure. Consequent improvement in work practices is assessed. (iii) Recruitment strategies Internal recruitment such as promotion and transfer of existing personnel or through referrals, by current staff members, of friends and family members can be conducted. However, it does not always produce the number or quality of personnel needed. External recruitment is another method where candidate from outside of organisation needs to recruit from external sources, either by encouraging walk-in applicants; advertising vacancies in newspapers, magazines and journals, and the visual and/or audio media; using employment agencies to „head hunt‰; advertising on-line via the Internet; or through job fairs and the use of college/university recruitment.
TOPIC 2 JOB ANALYSIS AND HUMAN RESOURCE PLANNING 55 (iv) Collaboration strategies Build on previous research collaboration and needs assessment. Conduct workshops at mentoring institution. Establish contact procedures. Site visits to adapting institutions. Active and regular communication. Regular face-to-face meetings with community building activities. Flexible approach to unique approaches and systems on different organisations. (v) Restructuring strategies Reducing staff either by termination or attrition. Regrouping tasks to create well-designed jobs. Reorganising work units to be more efficient.
- Fall '14
- Human Resource Management