HRMN300 Assignment 2

Question 1

Employee training focuses on the short-term. Employee training is imperative in making employees better in the job they are currently assigned. The purpose of employee training is to ensure that the employees are given the skills required, mostly technical, to complete a given task. Normally, training has a definite end goal like comprehending company processes, how to use certain software, or for employees to comprehend the organization’s policies (Boxall & Purcell, 2016). On the other hand, development is envisioned for the long-term. It is more conceptual in comparison to training and it does not focus more on technical skills, but rather, focuses more on assisting employees to achieve individual growth. Employees are equipped with skills and attitudes that they require to face challenges in the future. Unlike training, development dwells on skills that have a longer impact on the employees and which will be

applicable in any career and their personal lives.

Employees will often have weaknesses in the skills required in the workplace. Hence, when such employees are subjected to a training program, they manage to eliminate their weaknesses and strengthen their skills which lead to their development (Festing, 2018). Training allows employees to expand their knowledge and they become more component in the workplace. Training of employees also boosts their morale which improves on their personality leading to their development. Trained employees have a better attitude towards work, which is also a sign of development.

Training and development are significant for the growth of employees, but they are also imperative to the long and short-term health of the organization. It is possible to individualize training and development programs to fill the skills set and knowledge base of employees. When an organization is aware of the training needs of employees, it is possible to consider their aspirations (Machado & Davim, 2014). Through development and training, an organization develops a depth of talent, which will be significant for the growth and success of the organization. This is because the company creates an investment in terms of increased retention, engagement, and skills. As a result of increased depth, employees become potential people to fill important job positions in an organization, hence creating continuity and stability in their career.

Question 2:

The first step would be to determine the purpose of the feedback. I would determine if the meeting will be for a quarterly/monthly/review. I would also determine if the task/project deadline has been reached so that the employee’s performance can be reviewed (Murphy, Cleveland & Hanscom, 2018). I will also determine if the task/project is lagging and plan on finding out the reasons.

The second step would be securing all the relevant information. I would get a comprehensive report of the work done by the employee. I would gather information from the teammates about the performance of the employee, as well as the observations of the team leader (Murphy, Cleveland & Hanscom, 2018).

The third step will be ensuring that I keep an open mind and avoid all psychological. I will ensure that I will not be influenced by the opinion of teammates.

The fourth step will be to ensure a neutral environment for the feedback session, and ensure that the employee will not feel cornered. Despite whether the feedback is positive or negative, I will keep it private (Murphy, Cleveland & Hanscom, 2018).

The last step would be to create an evaluation form that will entail a written appraisal with clear future goals, actionable and specific comments.

The sources of data I would consider are

Observation work samples

Performance appraisal data

Job knowledge skills

Training sessions

Training progress charts

Survey questionnaires

Performance review data

Assessment data (Addabbo, 2019). how you would conduct the feedback and evaluation.

I would schedule a face-to-face meeting to facilitate trust with the employee.

The employee should have been informed of the evaluation in advance

I would then write the review after the mutual discussion with the employee

The employee will then sign the evaluation and so will I. if the employee disagrees with the evaluation, I would give the employee the chance to write a rebuttal

I would be honest in the event of a negative feedback

In the meeting, I would be candid, consistent, focused, ensure that it is a two-way discussion, set expectations, and close with a positive note.

If the employee exceeds or meets the set standards, he will be rewarded and recognized for his efforts. I would also recommend training for career and professional development.

If the employee does not meet the set standards, I would identify the reasons, provide training where necessary, and motivate the employee to meet the set standards (Addabbo, 2019).

B) Part B

I would start by reviewing my year’s performance goals and appraisal to determine the goals I achieved and those that I did not meet.

I would undertake a SWOT analysis to determine my strengths, weaknesses, and opportunities of my performance

I would ask my supervisor to review my accomplishments list (van Zyl, Mathafena &

Ras, 2017).

Question 3

Security in the workplace refers to the process of protecting employees from work-related injury and illness and ensuring that the workplace is safe from intruders and among the employees (Smith, 2014). Every organization should have a health, safety, and environmental health policy (workplace safety plan). To reduce workplace violence, an organization should enforce a workplace violence prevention training program and ensure all employees are conversant with the manual. Secondly, an organization should promote a climate of respect and trust between the management and employees and among the employees.

To minimize bullying in the workplace, an employer can craft an effective line of communication. Hence, it can help them report, recognize, and understand the signs of bullying. Besides, the grievances about bullying can be heard and responded to effectively. An employer can also implement a progressive process of discipline to bullying employees (Einarsen, Hoel, Zapf & Cooper, 2020). Lastly, supervisors and managers should be trained on how to detect and mitigate bullying behaviors.

PART B

One security concern is the leak of confidential data from the organization through phishing. Another concern is the use of outdated software which can easily be hacked and exploited through ransomware. The third security concern is third-party vulnerabilities (Hayes, 2013). One mitigating strategy is encrypting data to facilitate its safety. Employees should be trained on how to protect data from phishing and how to act when faced with such a situation. Lastly, employers should authenticate third-party security controls to ensure all third-party vendors are protected from intrusion.

References

Addabbo, T. (2019). Performance appraisal in modern employment relations: An interdisciplinary approach. Cham, Switzerland: Palgrave Macmillan,

Boxall, P. F., & Purcell, J. (2016). Strategy and human resource management. London; New

York: Palgrave Macmillan.

Einarsen, S., Hoel, H., Zapf, D., & Cooper, C. L. (2020). Bullying and harassment in the workplace: Theory, research, and practice. Boca Raton, FL : CRC Press

Festing, M. (2018). Management international review: Strategic issues in international human resource management. Wiesbaden: Gabler Verlag.

Hayes, B. (2013). Workplace security playbook: The new manager's guide to security risk.

Oxford: Elsevier.

Machado, C., & Davim, J. P. (2014). Work organization and human resource management.

Cham: Springer

Murphy, K. R., Cleveland, J. N., & Hanscom, M. E. (2018). Performance Appraisal and

Management. Thousand Oaks: SAGE Publications

Smith, E. N. (2014). Workplace Security Essentials: A Guide for Helping Organizations Create

Safe Work Environments. Place of publication not identified: Butterworth-Heinemann. van Zyl, E.,S., Mathafena, R. B., & Ras, J. (2017). The development of a talent management framework for the private sector. SA Journal of Human Resource Management, 15