HUMAN RESOURCE MANAGEMENT

Course Code: Com-613

Class M. Com 2nd
Institute of Business Management Sciences
Faculty of Social Sciences

Name: Mian irfan Anjum

Father Name: [Link]
Registration No. 2019-ag-1794
 ASSIGNMENT NO.1

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?
Answer:

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.

In my opinion, the training process at Apex Door Company has no organizational effectiveness, and
this is not the way to provide proper training. It’s 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 a proper instructions.
2. No formal training process in this company.
3. JD is not properly provided as well no precise content is there.
4. Employees don’t 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 employee’s 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.
3. 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? Answer:
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
4. 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
Answer:
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 activity the employees have to perform should have a specific written
procedure. To develop job description, the following steps will be followed:
1. Review relevant back grounding 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. A new employee has been trained by the past employee who was on the same role
during the one 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
Model 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.
6. · In the following day, the employee will be oriented in different functional departments that would
be linked with his job responsibility. He will be briefed by resource personnel of those departments.
HR personnel will assist 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 has to fill up an
Orientation Checklist and return to HR department by 7 days of joining. Training Process After
orientation, training begins. 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). Task Analysis: Assessing new employees’ training
needs Performance Analysis: Assessing current employees’ training needs Training Needs Analysis
Implementing the Training Programs With 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 Training efforts will be assessed by
measuring four basic categories of training outcomes: 1. Reaction. Evaluate trainee’s reactions to the
program. Did they like the program? Did they think it worthwhile? 2. Learning. Test the trainees to
determine whether they learned the principles, skills, and facts they were supposed to learn. 3.
Behavior. Ask whether the trainee’s on-the-job behavior changed because of the training program. 4.
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? 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. These is the new training process what Apex Door company will
adopt. 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.

Question: 4

Write Job Description, Tasks, Knowledge, Skills and Abilities required for
Technical Manager?

The job description should accurately reflect the duties and responsibilities of the position. When
well-written, it produces a realistic picture of a job and answers the question, “What does the
person in this role actually do?”

A job description not only describes the position’s responsibilities, it sets the foundation for recruiting,
developing and retaining talent and also sets the stage for optimum work performance by clarifying
responsibilities, expected results, and evaluation of performance. It is also an important component to
maintaining an equitable compensation system and ensuring legal compliance. The document should
be revisited and updated in line with the annual performance evaluation cycle.

The job description contains sufficient information to describe major responsibilities and essential
functions as they exist today. They provide the information necessary to classify
the position, not the person; thus they are “incumbent neutral” and not based on any specific quality
of an incumbent (such as knowledge, skills, abilities, performance, dedication, loyalty, years of
service, or degree). The document should not include every detail of how and what
work is performed so that it remains useful even when minor changes occur. Job descriptions can be
written as a joint effort between supervisor and employee, but the supervisor must approve.

A job description contains the following components: job title, job purpose, job duties and
responsibilities, required qualifications, preferred qualifications and working conditions.

Job Title
The Job Title is a brief description (1-4 words) of the job which reflects the content, purpose, and
scope of the job and is consistent with other job titles of similar roles within Wright State University
(University).

Examples include: Archivist, Associate Director Disability Services, Associate Registrar,

Director Student Health Services, Facilities Planner, Grants Accountant, Budget Analyst,
Instructional Designer, Manager Desktop Services, and Manager Custodial Services.

Job Purpose
The Job Purpose provides a high level overview of the role, level and scope of responsibility consisting
of three or four sentences providing a basic understanding, the “bird’s eye view” of the role. A concise
summary of “why the job exists?”

Job Duties and Responsibilities

This section contains a description of the duties and responsibilities assigned to the job; also
referred to as the essential functions. They describe the fundamental nature of the job which occupies
a large proportion of the employee’s time. Some items to consider:

 Include explanatory phrases which tell why, how, where or how often the tasks and duties
are performed.
 Focus on outcome of tasks.
 Reference areas of decision-making, where one will influence or impact.
 Identify areas of direct or indirect accountabilities.
 Describe the level and type of budgetary or financial responsibilities.
 Describe the nature of contact, the people contacted, and the extent to which the
incumbent will interact with others within and outside of the University.
  List job duties that reflect the position requirements and ensure they are not based upon
the capabilities of any one individual.

If applicable, also address the type of supervisory responsibility that is expected from this role.
Detail the extent of the job’s authority to hire, discipline, terminate, assign work, train, and evaluate
performance of subordinates. This can be either a separate job duty or noted in other job duties as
appropriate. The following lists various levels of supervision:

 Provide direction to other individuals.

 Supervises, hires, trains, provides work direction, and problem-solving assistance for student
workers. Also oversees the daily operations of other staff.
 Supervises staff, including hiring, scheduling and assigning work, reviewing performance, and
recommends salary increases, promotions, transfers, demotions, or terminations.
 Manages others through subordinate supervisors.

The job duties should be listed in accordance to their importance and/or frequency which they are
performed. They are typically presented in a bulleted or numbered format, consisting of
approximately 4-7 separate duties, with each one assigned a “percent of time” (adding to 100%)
which reflects the estimated time an employee will spend over a year.
Duties that require less than 5 percent of time should be combined with other duties or removed from
the job description. The following chart will assist you in estimating percent of time:

Required Qualifications
This section lists the required level of job knowledge (such as education, experience,
knowledge, skills, and abilities) required to do the job. This section focuses on the “minimum” level of
qualifications for an individual to be productive and successful in this role.

NOTE: For classified jobs, the required qualifications will be identical to those listed on the job
specification, which can be found at [Link] resources/compensation/job-
titles-and-specifications/classified-bargaining-unit

Education
Identify the educational qualifications that an employee must possess to satisfactorily perform the
job duties and responsibilities. State the educational qualifications in terms of areas of study
and/or type of degree or concentration that would provide the knowledge required for entry into
this position.

Experience
Identify the minimum number of full-time experience required in terms of years and the type of work
experience that an employee needs to be qualified for the job. Should internships, undergraduate
work experience, and graduate assistantships be accepted levels of experience; this will need to be
specifically stated.

Knowledge, Skills, and Abilities

In stating required knowledge, include the level or depth of knowledge required for entry into the
position. The following definitions should be helpful:

 Working knowledge: sufficient familiarity with the subject to know basic principles and
terminology and to understand and solve simple problems.
 General knowledge: sufficient knowledge of a field to perform most work in normal
situations. The work calls for comprehension of standard situations and includes
knowledge of most of the significant aspects of the subject.
 Thorough knowledge: advanced knowledge of the subject matter. The work calls for sufficient
comprehension of the subject area to solve unusual as well as common work problems, to be
able to advise on technical matters, and to serve as a resource on the subject for others in the
organization.
  Comprehensive knowledge: requires complete mastery and understanding of the subject.
This term should be used sparingly and only for unusually exacting or responsible
positions required to originate hypotheses, concepts, or approaches.

List specific skills and/or abilities required for incumbent to be successful in this role; including
designation of any required licenses or certifications. Some considerations are: analytical,
budget exposure, communication internal or external, computer, creative thinking, customer
service, decision-making, diversity, logical thinking, multi-tasking, negotiation, problem solving,
project management, supervision, teamwork, etc.

Preferred Qualifications
An expanded listing of the Required Qualifications which can be used to further determine a person’s
ability to be productive and successful in this job. These Preferred Qualifications are “nice to have”
but are not essential to carrying out the day to day functions of the job. If included, the Preferred
Qualifications can focus on any or all of the following: education, experience, knowledge, skills and
abilities.

NOTE: For classified jobs, the University does not list preferred qualifications.

Working Conditions
Identify the working conditions and physical demands that relate directly to the essential job duties
and responsibilities to be compliant with the Americans with Disabilities Act. Describe the type,
intensity (how much), frequency (how often), and duration (how long) of physical or mental
capabilities required. Consider the following:

 Environment, such as office or outdoors.

 Exposures encountered, such as hazardous materials, loud noise, or extreme
heat/cold.
 Essential physical requirements, such as climbing, standing, stooping, or typing.
 Physical effort/lifting, such as sedentary - up to 10 pounds; light - up to 20 pounds;
medium - up to 50 pounds; heavy - over 50 pounds.
 Indicate if required to work weekends, nights, or be on-call as a regular part of the job.
 Travel requirements.
 Emergency staff designations.
Hints for Writing Job Descriptions
Job descriptions should be prepared in a manner that all components are accurately stated to
create a clear understanding of the role. Here are some hints to assist you in the process:

 Write in a concise, direct style.

 Always use the simpler word rather than the complicated one; keeping sentence
structure as simple as possible. It will cut verbiage, shorten your description,
and enhance understanding.
 Use descriptive action verbs in the present tense (for example: writes, operates, or
performs).
 Avoid abbreviations and acronyms. Other people reading the position description
may not be familiar with them. If abbreviations and acronyms are necessary, define
them the first time you use them.
 Don't use ambiguous terms. If you use terms such as “assists, handles, and
performs,” describe “how” the position assists, handles, or performs. Using the word
“by” and then detailing the processes, tasks, or operations performed will usually
clarify the ambiguity.
 Avoid gender-specific language, such as, “He manages,” “She is responsible for.”
 Focus on essential activities; omit trivial duties and occasional tasks.
 Avoid references other employee’s name, instead refer to job title or department.
 Only include assigned duties today. Do not include potential future duties
and eliminate any duties no longer required.