Shah Md.

Sazzad Mahmud

ID: 182-14-2778
Tittle:

1. How human resource manager prepare plan and Strategizing Training Program?
2. Discuss a strategic approach to retention and reduction in force (RIFs).
3. How Shrm can adapt a boundary less world?
4. Discuss the challenges & strategies for managing global workforce in SHRM.
5. Write about strategic challenges of organized labor and NLRA.

Tittle: 1

How human resource manager prepare plan and Strategizing Training Program?

There have 3 parts of the assessment level that’s are:

Organizational Level: in this place there have to identify how does the training relate to organizational
objective and how to training impact day by day wprkplace dynamics and the others things how much the
cost needed to complete the training and then must have to identify the cost and benefit of the training
program.

Task Level: then the next part is task level means what types of task are assigned to the company on the
other hand badly needed what types of skills and knowledge needed for the organization.

Individual level: in this step there need to know knowledge skills abilities already have. And the other
hand what are the trainers learning styles.

Objective and measure of the training program:

 Make the purpose of the training clear

What is the training program supposed to address? Is it a performance gap? Is it a knowledge gap? Is it
for learning a new skill that will make the workforce more competitive? Whatever the case may be, you
need to make sure that the purpose of the training is clear.

 Define expected outcomes

Training outcomes are the measurable goals learners must achieve at the end of a session or program. In
addition, these expected outcomes determine the success (or failure) of your training strategy. And at the
end of the day, training is evaluated on whether or not these expected outcomes have been attained.

 Put conditions into great consideration

When formulating training objectives you must also take into consideration the circumstances in which
the training will be executed. Parameters, resources, materials, and pre-requirements are some of these
conditions that you might want to pay attention to.

 Align training objectives with business goals

At the end of the day, results will always be the measure of any program’s success. Training objectives
need to be grounded on observable outcomes. These outcomes, in turn, have to be based on certain
criteria. Furthermore, these benchmarks are usually based on key performance indicators or skill levels
based on scorecards or rubrics.

How human resource manager prepare plan and Strategizing Training Program?

Employee training is an essential function for many businesses and most large businesses have a formal
training function in place. Those that don’t would be well advised to consider one; in fact, even smaller
organizations can benefit. Where do you start?

Training not only helps boost the efficiency of employees—and thereby productivity and revenue—it also
helps boost employee morale, which can drive increased productivity and reduce turnover. Employees who
receive training that is designed to help them meet personal and professional goals tend to feel more valued. “If
my employer is willing to spend the time and money to train me, they must believe there is a place for me here
long term,” they think. In addition, the training they receive can help put them in a position to vie for another,
high-paying job or promotion.

But, if your organization has never had a training program or you, yourself, have never developed one, where
do you start? There should be sufficient thought and planning put into your training program to make it worth
the time of both the trainer and the employees. Canadian human resources company Go2HR offers some basic
steps any company can follow when putting together a training strategy.

1. Analyze Your Needs

The first step in putting together a training strategy is to look at the needs of your business. What are
the types of skills, knowledge, and expertise that the employees of a successful company in your
 industry need to have? What are your company’s business goals and strategies? What knowledge,
skills, and abilities do employees need to achieve those strategies?
2. Identify Skill Gaps
Next, take a look at the gaps that may exist between needed knowledge, skills, and abilities, and
employee competencies. Which of the critical skills you identified do employees have? Which are
they lacking? This analysis can be done on both an individual employee basis and companywide.
3. Prioritize
Ideally, your training program will imbue your employees with all the skills needed to make your
company a strong competitor in your industry. But, in reality, you are going to be faced with finite
resources—time and money—and there are likely some skills that are more important than others.
Your prioritization should, again, be based on your company’s strategic initiatives as well as potential
bottom-line impact (related to reducing costs or increasing revenue) and impacts on risk.
4. Plan and Deliver the Training
The final step in developing a training function is execution. The best strategy will be useless if it isn’t
executed properly, so it’s important to spent sufficient time dedicated to execution once the strategy is
crafted.
Training is a key element to a successful company; a formal training function can benefit most. Keep
in mind, though, that “some training” is not, necessarily, better than no training. Poor training can
have significant negative consequences, so it is essential that adequate thought and planning go into
the development of a training strategy.

Most people agree that the following duties normally fall under HRM. Each of these aspects has its own part
within the overall strategic plan of the organization:

1. Staffing. Staffing includes the development of a strategic plan to determine how many people you
might need to hire. Based on the strategic plan, HRM then performs the hiring process to recruit and
select the right people for the right jobs. We discuss staffing in greater detail in  Chapter 4
"Recruitment", Chapter 5 "Selection", and Chapter 6 "Compensation and Benefits".
2. Basic workplace policies. Development of policies to help reach the strategic plan’s goals is the job
of HRM. After the policies have been developed, communication of these policies on safety, security,
scheduling, vacation times, and flextime schedules should be developed by the HR department. Of
course, the HR managers work closely with supervisors in organizations to develop these policies.
Workplace policies will be addressed throughout the book.
3. Compensation and benefits. In addition to paychecks, 401(k) plans, health benefits, and other perks
are usually the responsibility of an HR manager. Compensation and benefits are discussed in Chapter
6 "Compensation and Benefits" and Chapter 7 "Retention and Motivation".
4. Retention. Assessment of employees and strategizing on how to retain the best employees is a task
that HR managers oversee, but other managers in the organization will also provide input. Chapter 9
"Successful Employee Communication", Chapter 10 "Managing Employee Performance",
and Chapter 11 "Employee Assessment" cover different types of retention strategies, from training to
assessment.
5. Training and development. Helping new employees develop skills needed for their jobs and helping
current employees grow their skills are also tasks for which the HRM department is responsible.
Determination of training needs and development and implementation of training programs are
important tasks in any organization. Training is discussed in great detail in Chapter 9 "Successful
Employee Communication", including succession planning. Succession planning includes handling
the departure of managers and making current employees ready to take on managerial roles when a
manager does leave.
6. Regulatory issues and worker safety. Keeping up to date on new regulations relating to
employment, health care, and other issues is generally a responsibility that falls on the HRM
department. While various laws are discussed throughout the book, unions and safety and health laws
in the workplace are covered in Chapter 12 "Working with Labor Unions" and Chapter 13 "Safety and
Health at Work".
Tittle: 2

Discuss a strategic approach to retention and reduction in force (RIFs).

 Causes of reductions

 Restructuring as a result of mergers & acquisitions: Mergers and acquisitions

represent the end of the continuum of options that companies have in combining with
each other. The least intense and complex form of combination is licensing. Next come
alliances and partnerships, and then joint ventures. Mergers and then acquisitions
conclude the combination options. It is the mergers and acquisitions that are the
combinations that have the greatest implications for size of investment, control,
integration requirements, pains of separation, and people management issues. 10 With
our focus on mergers and acquisitions, it is important to distinguish them. In a merger,
two companies come together and create a new entity. In an acquisition, one company
buys another one and manages it consistent with the acquirer’s needs. Reasons There are
numerous reasons for companies to merge or acquire. Some of the most frequent include:
· Mergers for market dominance; economies of scale. · Mergers for channel control. ·
Mergers for risk spreading, cost cutting, synergies, defensive drivers. · Growth for world
class leadership and global reach. · Survival; critical mass; sales maximization. ·
Acquisition of cash, deferred taxes, and excess debt capacity. · Move quickly and
inexpensively. · Flexibility; leverage. · Bigger asset base to leverage borrowing. · Adopt
potentially disruptive technologies. · Financial gain and personal power. · Gaining a core
competence to do more combinations. · Acquiring talent, knowledge, and technology.11

 Attempts to make organization more cost competitive: No company can totally avoid
the impact of increasing costs. And most managers have learned to adjust to the effect
inflation has on current operating costs. But few have factored it into their competitive
strategies. And most managers, particularly those in capital-intensive industries, have not
paid enough attention to the way increasing capital requirements affect their ability to
compete in the long run.

As a result of research and consulting work he has done with a number of capital-intensive
companies, this author thinks that any organization can better its strategic position despite,
 and even because of, inflation. He recommends that managers do a strategic cost analysis
to identify the severity of the impact of inflation on their companies’ competitive positions,
as well as on the positions of rival companies. In this article, he takes the reader step by
step through a diagnosis and analysis of changing cost patterns as well as through the
formulation of a strategic solution.

 Adjustments to declining business environment conditions: To get a proper

understanding of the business environment, we should step by step analyze
individual elements of this term.

First of all, “environment” can be acknowledged as the surroundings or conditions in which a

specific activity is carried on.

Secondly, because we know that a business firm is a social entity which is formed by a
hierarchical structure where all necessary items of its own are activated together to reach the
collective goal.

Therefore, it is absolutely that every factor inside or outside a business organization has a
profound influence on business activities.

In other words, internal and external environment create a business environment.

 Reasons for reductions

 Inefficiency in operations: when in the company there occure in efficiency in the

company that time must have to reductions. So this is a useful part

 Lack of adaptability in marketplace:

 Weakened competitive position in industry

 Methods for dealing with reductions

 Continuance pay & outplacement programs

 Worker Adjustment Retraining & Notification Act (WARN) of 1989

 Requires employers with more than 100 employees to provide sixty days written notice
of any facility closings or large-scale layoffs of 50 or more employees

 WARN does no apply to governmental agencies

 Exceptions to WARN

 “Faltering company”

 “Unforeseeable circumstance”

 Natural disaster

 “Temporary facility”
Title: 3

How SHRM can adapt a boundary less world?

 90% of companies base international selections on technical expertise, ignoring other areas

 Openness to profound personal transformation is most fundamental sign of expatriate readiness

 Personality aspects that impede adaptation

◦ Authoritarianism

◦ Rigidity

◦ Ethnocentrism

 Clarification of expectancies beforehand

 Need to provide continued hands-on training rather than just pre-departure awareness training

 Training is opportunity to provide social support

 Executives should learn to view identification with host as compatible with identification with
parent culture

 Expatriates need to become aware of consequences that old repertoire of coping responses has in
host culture

 Employer should facilitate integration into a local or regional network of other expatriates

 Delicate equilibrium among multiple stakeholders calls for skills similar to those possessed by
political diplomats

 Parent organization should not create additional role conflict for the expatriate with policies that
are insensitive to cultural differences

Cross-cultural research has traditionally emphasized predicting adjustment, treating it as a level to be achieved
more than a change process to be understood and controlled. The lack of focus on process integration has
inhibited our understanding of precisely why and how adjustment processes unfold and ultimately cause
(dys)functional change in criteria. In response, we review the motives and processes of cross-cultural
adjustment and integrate these into a theoretical framework, examining the discrete episode of expatriate-host
national interaction as the focal vehicle for change. First, we synthesize the general causal sequence within an
interaction episode. We then summarize state inputs that condition processing. Next, we describe identity
management and learning processing in depth. Then, we discuss key interactions among the motive and
processing categories. Finally, we orient the cross-cultural interaction episode within the nomological network
of cross-cultural adjustment predictors and criteria. This framework prescribes that an expatriate should
initially reduce acculturative stress through repeated, functional identity management and learning processing
of novelty encountered in cross-cultural interaction episodes. To do so, one must avoid inhibitory input states
and the many potential processing failures identified here. If the expatriate experiences enough such functional
interaction episodes, a "Stage 2" is reached where the motive to reduce stress has been largely overcome, and
thereafter, interaction episode processing proceeds more functionally in general. (PsycINFO Database Record

Organizational structure aligns and relates parts of an organization, so it can achieve its maximum
performance. The structure chosen affects an organization's success in carrying out its strategy and
objectives. HR professionals should understand the characteristics, benefits and limitations of various
organizational structures to assist in this strategic alignment.

◦ This article addresses the following topics related to organizational structure:

◦ The case for aligning organizational structure with the enterprise's business strategy.
◦ HR's role in evaluating and implementing organizational structures.
◦ Key elements of organizational structure.
◦ Types of organizational structures and the possible benefits and limitations of each.
◦ The impact of an organization's stage of development on its structure.
◦ Communications, technology, metrics, global and legal issues.

The importance of aligning the structure with the business strategy

The key to profitable performance is the extent to which four business elements are aligned:

Leadership. The individuals responsible for developing and deploying the strategy and monitoring results.

Organization. The structure, processes and operations by which the strategy is deployed.

Jobs. The necessary roles and responsibilities.

People. The experience, skills and competencies needed to execute the strategy.
An understanding of the interdependencies of these business elements and the need for them to adapt to
change quickly and strategically are essential for success in the high-performance organization. When
these four elements are in sync, outstanding performance is more likely.

The organizational design process is the pivotal connector between the business of the organization (e.g.,
top-level leadership and organizational strategy and goals) and forms of HR support (e.g., workflow
process design, selection, development and compensation). Strategy must continually drive structure and
people decisions, and the structure and design must reflect and enable effective leadership.

Achieving alignment and sustaining organizational capacity requires time and critical thinking.
Organizations must identify outcomes the new structure or process is intended to produce. This typically
requires recalibrating the following.
Title: 4

Discuss the challenges & strategies for managing global workforce in SHRM.

One of the big challenges I am observing in organizations is effectively managing global workforce with
its rich diversity and cultural nuances. I had a situation with a San Francisco client where had I not
coached him to understand the different nuances between American culture and language in comparison
to his new European employer, the job would have not worked out for him. I tackle the challenge of
coaching talent on cultural and language sensitivity on a regular basis – whether it’s managing the
interview process for an international job or for the first 90-days when the newly employed need to
traverse and ramp up fast in a new culture to avoid culture shock burnout. From San Francisco to
Vancouver to New York to London to Hong Kong to Beijing to Amsterdam to New Delhi and Dubai,
today’s global companies must bring together a diverse talent pool to succeed. When not managed
properly, cultural and language differences can hinder and even sabotage that success.

According to the World Economic Forum, we are entering an era of unparalleled talent scarcity. This
shortage demands being able to search for talent beyond one’s borders and also being able to set up shop
in foreign territories where the talent exists. As a result, demand for cultural awareness and language
training will continue to grow exponentially. Companies need to assess differences in cultural
management systems to create managers and executives that are able to effectively manage a global
workforce. I’ve observed that in order for a company to work effectively, being both sensitive to and able
to effectively manage these differences is essential for both the company and its employees to thrive.

Here are five strategies to mitigate difficulties that arise due to cultural and language differences in a
global talent pool:

 Provide support to English as Second Language employees

Language can become a major barrier in employee success because of both the conscious and
subconscious prejudices they may encounter. Often recruiters and managers will hire the candidate
with the better language skills over the person with the stronger experience. It is actually wiser to
choose the candidate with stronger experience. For example, IBM hires with the expectation of
strengthening language skills through immersive training, private coaching and online learning. It’s
essential to train your recruiters and managers to be sensitive to these nuances, and provide new hires
with language immersion programs and courses to support talent in maximizing their effectiveness
and ability to deliver.

 Implement 360-degree evaluations

Implementing 360-degree evaluations helps management to fairly evaluate talent with weak language
agility that may be biasing managers against them. Soliciting feedback from peers, supervisors,
subordinates and even clients allows management to look beyond language agility and to perform a
fairer analysis. For example, a native English speaker managing a new hire from Beijing may
become frustrated (consciously or subconsciously) by the new hire’s lack of fluency and overlook
this otherwise superior talent. 360-degree evaluations will mitigate the chance of unfair bias against
him. In the end, this strategy reduces the risk of the company losing valuable talent due to a personal
bias.

 Make cultural awareness training a part of your overall corporate curriculum

Create on-demand learning centres and online classes, which teach cultural sensitivity and
awareness. As a result, when the executive in the San Francisco office contacts the executive in the
New Delhi office, the two are sensitive and savvy to the nuances and differences between them. By
making this type of training available to your employees, you set them up to succeed. In today’s
global workforce, it’s just a good business practice. Otherwise, you leave your employees flying
blind and muddling through their cross-cultural relationships with co-workers.

 Coach and train managers to be sensitive to diversity in the workplace issues from a
management perspective

Management needs to be able to identify cultural and language barriers that may arise among
workers in order to maximize the department’s effectiveness. By providing management with
coaching and training on how to handle these often sensitive and nuanced issues, they can effectively
put out sparks before they become a raging wildfire. It empowers management to effectively lead the
team.
  Provide special coaching and training for managers going to work in an office overseas

Coaching and training employees travelling to foreign offices on the nuances and expectations of the
culture they will be joining is essential to support their success. They will have to adapt to the work
culture of the country they join. This executive needs coaching to be prepared to interact accordingly,
and thus be effective in the foreign environment. Otherwise, they can make blunders and mistakes
that prevent them from being able to succeed.

Implementing these five strategies will aid your organisation in supporting your workforce in navigating
the language and cultural differences that arise as a result of a managing global workforce. Successful
management requires finessing these differences and building an understanding between multiple cultures
in today’s diversified global talent pool.
Title: 5

Write about strategic challenges of organized labor and NLRA.

Section 8 (c) of the NLRA

 Regulates employer/employee activities during organizing campaigns; violations are

considered unfair labor practices.
 Employers cannot conduct reprisals against employees who exercise their rights as
defined in Section 7 of the NLRA.
 Profusion employees have a right to approach coworkers and express union support
during nonworking periods in nonworking areas.
 Employers can restrict access to employees by non-employees if organizers have other
means of access and there is policy of banning solicitation by non-employees.

We can group the major challenges facing by NLRA organizations law. It is not the appropriate thing to
upcoming the problem or situations so challenges are given below:

1. Current labor law is tilted against unions:

There are virtually no strong incentives for employers to recognize unions or to reach bargaining
agreements. Government is ineffective in enforcing the laws on the books and powerful tools that
unions might use to gain more power in the economy are prohibited.

2. Only a relatively small number of workers are employed at one site:

As we described above, organizing workers at many of the nation’s large corporations now
requires successful campaigns at thousands of worksites.
3. Industries are typified by diverse, global supply chains, in which a major corporation that sells
goods to the public does not directly employ many of the workers who produce its products. As a
result, the employer that is driving the price for the good or service being delivered is shielded
from legal responsibility for the conditions of work, the compensation paid to many of the people
who make the good or deliver the service, and responsibility for responding to unionization
efforts.

4. Labor law does not cover many workers:

Approximately one-in-four workers are not covered by the NLRA or other labor laws. These
include domestic workers, farmworkers, supervisors and independent contractors.

5. Corporations have become much more powerful:

Corporations have become much more powerful than unions and often more powerful than
governments, making decisions that determine people’s well being and shape the national and
global economy. Corporations use their power to cut wages and benefits, including by subverting
labor laws.