Hr Notes

In: Business and Management

Submitted By pinnacle5490
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Competencies are measurable clusters of KSAs (knowledge, skills, abilities) that are critical in determining how results will be achieved. For example, in the job description for Registered Nurse, one of the competencies might be customer service, which includes knowledge (of principles and processes for providing customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction), the skills of active listening and speaking, and the ability to identify problems.
B. The second step involves identifying indicators that will allow us to understand the extent to which each individual possesses the competency in question. These indicators are behavioral manifestations of the underlying (unobservable) competency. For example, an indicator that could be developed for the Registered Nurse competency of customer service might be:
In describing competencies, one must:
a. First clearly define it; for example (adapted from the job description for Registered Nurse): customer service includes knowledge (of principles and processes for providing customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction), the skills of active listening and speaking, and the ability to identify problems. Another definition from dictionary.com: “assistance and other resources that a company provides to the people who buy or use its products or services” is found at http://dictionary.reference.com/search?q=customer%20service.
b. Describe behavioral indicators showing the presence of the competency; for example (adapted from the job description for Registered Nurse): customer service includes the use of active listening, which is described as: “Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at…...

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...assessment Organizational analysis Task/ KSA analysis Person analysis Training Validity Training objectives Development of criteria Transfer Validity Selection & design of training program Intraorganizational Validity Use of evaluation models Training Interorganizational Validity Q.4.What are techniques and aids for training? Ans. Traditional Approaches Classroom Instruction i. Lecture and Discussion ii. Case Study iii. Role Playing For more detail :- http://www.gurukpo.com Self-Directed Learning i. Readings, Workbooks, Correspondence Courses ii. Programmed Instruction Simulated/Real Work Settings i. Vestibule training ii. Apprentice training iii. On-the-job training iv. Job Rotation/Cross Training 5. What is training strategy? Ans. The HR function must support and enhance the organization’s corporate strategy. HRD is in the business of supporting the organization’s strategies goals and objectives. Training strategy contributes to the organization’s competitive position by ensuring that the employees have the necessary competencies to meet strategic performance demands and assisting in the removal of barriers to desired performance. Q.6.Enumerate the benefits derived by training and development in an organization. Ans. Training and development plays a very important role and brings many benefits to the organization. Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to......

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Notes

...willingness to adopt and doggedly follow systems in vogue that really matters. We should become the law on to ourselves for betterment. About Author Col. (Ret.) A.K. Sehgal Monkeys have been trained to follow a system and that speaks for the success of village economy. Systems alone can never be enough. They are to be positively backed by an innovative creative edge supported by educated minds that can determine right from the not-quite-right (Chalta Hai). Each man at any construction site has a very important role to play in this aspect. Vice President (Safety, Health and Environment) ITD Cementation, Mumbai • • • • B.E. (Mechanical), College of Military Engineering, Pune M.Tech. (Energy), Indian Institute of Technology, Delhi MBA (HR), IGNOU, Delhi Advanced Diploma in Industrial Safety, MSBTE. Forty years of work experience. Contributed for Integrated Management System. Served as Colonel-Instructor Class ‘A’ at the College of Military Engineering, Pune. Served the Army for 31 years. As a Deputy General Manager Safety he has interacted with National Safety Council and Other Safety Organizations for implementation of statutory rules and regulations. Significant reduction in Accident Incident Rate in ITD Cementation, Mumbai because of the efforts put in by Col. A.K. Sehgal. Check your shoes and don’t let your day slip away. 26 National Seminar on Innovations in Safety, Health and Environment Water Management Innovations in Environment Health and......

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