Human Resource Management Course: 613

Institute of Business Management Science

Faculty of Social Science

Submitted To: Mr. Akhtar Mehmood

Class: M.com 2nd semester

Section: B

Submitted by: Rameez Mughees

Reg # 2019-ag-1916

FIRST ASSIGNMEN
Question:1

Write job description, Task, Knowledge, Skills and Abilities required for
technical Manager. Also, share the websites available for online support to
write job description and KSAs.

Answer:

Job Description
Job Title: Technical Manager

Reporting To: Deputy Chief Executive

Department: Policy & Communications

About STEP

STEP is the worldwide professional association for those advising families across generations.
We promote best practice, professional integrity and education to our members. Our members
help families plan for their futures: from drafting a will or advising family businesses, to helping
international families and protecting vulnerable family members.

Principal Accountabilities & Standards

To assist both STEP’s policy work with external stakeholders such as governments and
regulators and to assist our work with STEP’s members and branches by providing strong
technical input on issues relevant to the activities of STEP members. The role may also require
liaison with the media on behalf of STEP.

It is an essential requirement of the role that the successful candidate can work closely with the
Policy & Communications team, comprised of both specialists in policy work with governments
and specialists in publishing and communications. STEP is Deputy Chief Executive, who takes
the overall lead on STEP’s policy work, leads this team. The role is based in London but may
from time to time require overseas travel to both meetings with officials and other external
stakeholders and also STEP meetings and events around the UK and overseas.

Main Duties & Responsibilities

Work

 Representing STEP at meetings with civil servants and others when technical issues of
relevance to STEP members are under discussion.
 Commenting on behalf of STEP to media queries of a largely technical nature.
 Assisting the various STEP specialist technical and policy committees, whose members
are some of the leading professionals in their field, on work on tax and legal issues of
relevance to STEP members.
 Assisting in the drafting of STEP responses to official consultations in liaison with the
relevant STEP committees.
 Assisting in the preparation of STEP practice notes and guidance to members on
technical issues, in liaison with the relevant STEP Committees.
 Briefing STEP members on new technical developments.
 Working closely with other members of the Policy & Communications team in the
development and delivery of comprehensive and effective campaigns and lobbying
strategies, including evidence-base building.

Person Specification

Title: Technical Managerss

Department: Policy & Communications

Reporting to: Deputy Chief Executive

Location: Central London

Hours of Work: 9.00am – 5.30pm (some flexibility provided)

Qualifications:

Essential - TEP qualified

Essential - Qualified solicitor or accountant

Knowledge & Experience:

 At least three years PQE in practice work as a TEP – essential

 Highly developed oral and written advocacy and negotiation skills – essential
 Some understanding of politics and legislative affairs in both the UK and in
international bodies such as the EU and OECD.

Skills & Aptitudes:

 An ability to explain technical issues to non-technically qualified stakeholders.

 An ability to draft high quality submissions and reports on a wide range of issues, often
to demanding deadlines.
 Good conference presentation skills.
 Work effectively with senior STEP members from a broad range of backgrounds and
jurisdictions.
 Working in a collegiate fashion with other members of the Policy & Communications
team and STEP staff more generally
 Ability to plan, priorities and organize own workload.
(Q2) Read the below case and answer the questions mentioned at the end.

Question 1: What do you think of Apex’s training process? Could it help to explain why
employees “do things their way” and if so, how?

The training process at Apex Door Company has no organizational effectiveness, and this is not
the way to provide proper training. It is unstructured, and there is no training documentation,
which makes the entire training process weak. It appears the employee does things their way
because the company clearly does not have in place a structured training process.

The major reason, which makes this training process completely ineffective, is-

1. Employees do their jobs in their own way even after given them proper instructions.

2. No formal training process in this company.

3. JD is not properly, provided as well no precise content be there.

4. Employees do not know to use the multipage order form

5. Training is similar in every level and in every department and a very short length.

6. Employees have a very lack of motivation/interest respectively.

7. Trainer teaches in his own way as the job description is improper.

But sometimes it’s good when employees do things in their way but only then, when the
employee have the proper idea/concept that what and how it is done? Along with, the supervisor
should give their subordinates a proper knowledge/idea regarding the things to be done. This is
completely depends on either side to finish a perfect job. And when an employees takes
ownership to do a job and intent to do a job properly, I think it’s better for the organization to
achieving its collective goal.

Here in this company, the employee assigned to perform training is likely to have very low
motivation, partial training their self, and few of the necessary skills needed to train. The
employee must know what an employer wants them to do and how they want them to do it. If the
employee is left not knowing, then he/she is left to improvise or teach other employees "their
way" of accomplishing tasks. There are no outcome measures to determine if the training was
successful.

As we all know, new employees can suffer from a significant amount of anxiety during the first
few days on the job as they find themselves in an environment and culture that they are not
familiar with, and such usual circumstances happened with the employee of Apex Door
Company. Those with little job experience may find it especially difficult without an orientation
since they have little other experience on which to base their expectations. A well-developed
orientation program along with so many training technique like OJT(On Job Training), (JIT) Job
Instruction Training, Programmed Training etc. will socialize new employees into important
organizational values, whereby their chances of easing smoothly into the organization are
improved.

Question 2: What role should job description play in training at Apex?

A well-articulated Job description can set the course of training and development of employees
on Apex. Employee job descriptions are written statements that describe the duties,
responsibilities, required qualifications and reporting relationships of a particular job. Effectively
developed, employee job descriptions are communication tools that are significant to
organization's success. Poorly written employee job descriptions, on the other hand, add to
workplace confusion, hurt communication, and make people feel as if they don't know what is
expected from them.

Writing job descriptions is an important step as it forms the foundation for many important
processes such as job postings, recruitment, selection, setting expectations, compensation,
training and performance management. In case of employee training, job descriptions can play
pivotal role. Job descriptions can also be used to determine areas in need of training and
development when expectations or requirements are not being met.

Job training is a critical step to getting a newly hired employee up-to-speed on the expectations
and roles of the position. Companies typically use either informal training or formal training
programs that rely on job descriptions and functions for outlining objectives and training factors.

In Apex, training can be tailored for based on the job descriptions. One size fits all training is not
supposed to help combat the challenge which is Apex facing today. For example, by looking at a
clearly stated job description, HR manager can sort out the required training for a specific
employee. When the HR manager. is trying to set training for “effective communication with
clients” s/he can look into the job description of the employees which require frequent
communication with clients.

Job descriptions can also provide Apex the proper direction for effective formal training
programs that emphasize teaching new skills or improving on existing ones. If a description
illustrates the importance of the employee's role in customer service, the training program may
include specific strategies and techniques for training to company service standards. The
manager may, for instance, go through role play scenarios so the employee can practice proper
service approaches while learning to use software or service tools.

Question 3: Explain in detail what you would do to improve the training process at Apex.
Make sure to provide specific suggestions, please

From the scenario given in the paragraph of Apex Door, it can be said that there is no any kind of
formal or standardized training program operating in Apex, absence of proper orientation
program, no specific job manual or job description, lack of supervisor’s accountability to ensure
proper orientation and training of new or existing employees. And these are the reasons why Jim
Delaney, president of Apex Door, has some serious issues within his organization.
To improve training process, I will first start with Job description. Every position in a company
should have a proper Job Description. Additionally every functional activities the employees
have to perform should have a specific written procedure. To develop job description, the
following steps will be followed:

1. Review relevant backgrounding information of Apex door such as organization charts of,
process charts.
2. Select representative positions in company.
3. Actually analyze the job by collecting data on the job activities, working conditions, and
human traits and abilities needed to perform the job.
4. Verify the job analysis information with the employee performing the job and with his
and her immediate supervisor.
5. Develop a job description and job specification.
The job description lists the jobs specific duties and requisite skills and therefore the training that
the job requires. The job description will cover the following:

1. Job identification

2. Job summary

3. Responsibilities and duties

4. Authority of incumbent

5. Standards of performance

6. Working conditions

7. Job specification

So after preparing the Job description of employees based on their function, I will concentrate on
the orientation process of Apex Door. Carefully selecting employees doesn’t t guarantee that
they will perform effectively. Even high potential employees can’t do their jobs if they don’t
know what to do or how to do it. Making sure employees do know what to do and how to do it is
the purpose of orientation and training.

Current the Orientation Process:

The current process of employee orientation in Apex Door is not a standard one. The past
employee who was on the same role during the one has trained a new employee or two weeks
overlap period. But when there is no overlap period, then the new employee is trained by existing
other employee of Apex who occasionally performed that role. To change this current practice,
full orientation process has to be re-modeled.

New Employee Orientation Mode

l Three (03) days orientation program will be held.

. In the first day, human resource specialist usually performs the first part of the orientation by
explaining basic matters like working hours, Professional Grooming Etiquettes, HR Rules and
Regulation, Performance Management System, Career plan, Org vision, Mission, Success story,
Company expectation, Corporate Social Responsibility etc. of Apex Door company.
In the following day, the employee will be oriented in different functional departments that
would be linked with his job responsibility. Resource personnel of those departments will brief
him. HR personnel will assists him in this regard.

In the last day, the employee then introduced to his or her new supervisor. The supervisor
continues the orientation by explaining the organization of the department and by introducing the
person to his or her new colleagues, familiarizing the new employee with the workplace.

After finishing the orientation process, the employee have to fill up an Orientation Checklist and
return to HR department by 7 days of joining.

Training Process

After orientation, training begin. Training means giving new or current employees the skills that
they need to perform their jobs.

Currently the Apex Company has no segregated training procedure for different functional area.
They have a common process. This will be changed.

Based on job description and functional area, individual training programs will be operated in the
new model. Like for machinists, assemblers Job Instruction Training will be arranged whereas
for secretaries, accountant clerks On the Job Training (OJT) will be in place.

In Apex Door, training needs analysis will be done. Task analysis is a detailed study of the job to
determine what specific skills the job requires. Performance analysis is the process of verifying
that there is a performance deficiency and determining whether the employer should correct such
deficiencies through training or some other means (like transferring the employee).

•Implementing the Training Programs

It objectives set and the program designed and budgeted, start implementing the training
program. There are several types of training methods available. But for Apex Door, considering
the current situation, the following training methods will be adopted.

• On-the-Job Training:

On-the-job training (OJT) means having a person learn a job by actually doing it. Every
employee, from clerk to Jim Delaney, president of Apex Door, gets on-the-job training when he
or she joins a firm and continue the job. Following steps will be followed :

Step 1: Prepare the Learner

Step 2: Present the Operation

Step 3: Do a Tryout

Step 4: Follow-Up

.• Informal Learning:
Implement an informal online learning tool which containing more than 5,000 informal learning
items/suggestions addressing topics ranging from sales to technical support. This will help
employee to gather job related knowledge.

Job Instruction Training:

Many jobs (or parts of jobs) consist of a sequence of steps that one best learns step by-step like
Standard Operating Procedure (SOP). Such step-by-step training is called job instruction training
(JIT).

First, list required steps each in its proper sequence. Then list a corresponding key point (if any)
beside each step. The steps in such a job instruction training sheet show employee’s what to do,
and the key points show how it’s to be done and why.

Management Development program:

The current scenario in Apex Door indicates that there is lack of supervisor’s accountability to
ensure proper orientation and training of new or existing employees. For this a separate
management development program will be adopted. It will be Managerial on the job training for
Apex Door Company

. Managerial on-the-job training methods will be included job rotation, the coaching/understudy
approach, and action learning. In the context of management development, job rotation means
moving managers from department to department to broaden their understanding of the business
and to test their abilities.

Evaluating the training effort:

a) Training efforts will be assessed by measuring four basic categories of training outcomes:
b) Reaction. Evaluate trainee’s reactions to the program. Did they like the program? Did
they think it worthwhile?
c) Learning. Test the trainees to determine whether they learned the principles, skills, and
facts they were supposed to learn.
d) Behavior. Ask whether the trainee’s on-the-job behavior changed because of the training
program.
e) Results. Probably most important, ask, what results did we achieve, in terms of the
training objectives previously set? For example, did the number of customer complaints
diminish?
f) Reactions, learning, and behavior are important. But if the training program doesn’t t
produce measurable results, then it probably hasn’t achieved its goals.
g) What Apex Door company will adopt these new training processes.
h) From my viewpoint, if the above-mentioned training process can be implemented in
Apex Door Company, it will help her to operate in more sustainable manner.