More effective Human Resources management (HRM) increasingly is being seen as positively affecting performance, and the competitive success in organizations, both large and small. As human resources have become viewed as more critical to organizational success, many organizations have realized that it is the people in an organization that can provide a competitive advantage. Advanced Human Resources Management will enable you to practice modern human resource management techniques and add value to your organization’s development.
This comprehensive training workshop, which is geared towards helping organizations to ensure the effective and efficient use of their human capital in order to accomplish their organizational goals, and objectives. This qualification offers a unique, affordable, cost-effective opportunity for learners to ensure they meet the competitive market demands for modern HRM skills.
- As an open course, this program is offered in specific locations. As an in-house training, it can be offered on any part of the globe.
- This program can be bundled with any other program in the same category, offering the benefit of a discounted price.
- Accord Worldwide can offer this training in languages other than English, please contact us with your questions.
This training will help you to:
- Understand the importance of regarding people as the organization’s most important asset
- Learn how an organization should manage its Human Resources
- Confidently recruit the right person with the right package of benefits
- Workforce planning
- Use the most effective recruitment options and modern tools
- Understand appropriate reward philosophy and strategy
- Non monetary benefits and how to maximize their effectiveness
- Human Resources development and its benefits
What Participants Receive?
- Certified Accordemy Professional – Attested by Accord Worldwide, Inc. USA
- Free lifetime access to online course material
- Free lifetime membership to the relevant discussion group
- Discounted OR free participation in future training courses
Who should attend?
This course benefits all levels of management, executives, team leaders, HR Managers, front line and middle managers, consultants, and HR specialists who wish to increase their knowledge in this area. The course also benefits HR consultants and freelancers whose job is to consult in recruitment and HRM.
- Training fee includes the course certificate, training materials, lunch, and refreshments one social program at the end of the training.
- Not included in the fee are Visa costs, airfare cost, accommodation, travel insurance, dinner and any personal expense of the participant.
- Please note that for groups, different destinations and in-house training we offer a significant discount and we encourage you to contact us for a quote.
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Reports of Previous Courses:
Snapshots from Previous Courses:
As per instructor report
Human Resource Training
Duration From 1th May – to 3rd May
Venue GoldenHub, Lisbon, Portugal
Training is a learning activity aimed at acquiring knowledge and skills necessary to successfully perform particular job or task. This includes changes in specific areas of knowledge, abilities, skills, behavior and even attitudes in order to prepare for better job performance. In so, it followed the learning objectives of: Improving knowledge about Human Resource Management, identifying joint themes within HRM and identifying steps in the process of HRM, drafting a detailed resource plan and aligning it with the business plan, building capacities of the training participants for HRM, and encouraging participants regarding team work and mutual problem solving. Training was implemented in the period between 1th May and 3th May 2018. The training was carried out through 1 workshop in duration of 3 days. The training program covered 4 training modules, so that the trainees could entirely acquire knowledge and skills for HRM procedures. Each session includes an introduction, learning objectives, participatory methodologies, and activities. Duration of one training day was 6 hours in average. The participants were 2 people.
The training material was provided in English. Both participants of training actively attended the training course with curiosity and actively participated in the work. Overall, the response from participants was positive. After the completion of modules / workshop the participants were asked to assess the overall performance and the extent to which the training objectives were met. The learning event was well received by participants who rated the experience as good. The main objection is related to some logistic flaws regarding the communication of the starting times for the first session and also the coffee break, in their opinion, bellow standard. Nevertheless, comments were positive, indicating that the participants appreciated the learning opportunity. Participants' reactions to most of presented themes were enthusiastic, they were motivated and creative. Generally speaking, it can be concluded that the envisaged objectives have been achieved
Training Methodologies Used:
The training approach is based on principles of adult learning with a focus on peer review during all the steps of conducting a training/learning event. The course models a variety of effective training methodologies, including demonstration, practice, discussion, brainstorming, case studies, and presentation. The process of delivery of training included plenary sessions, discussions and review. Taking into account all relevant and available information about the training subject, themes, and participants, the trainer decided to use the following methodology:
- Teamwork in which the participants provided with the opportunity to discuss their work experience and problems related to the particular domain of work;
- Interactivity for participants familiar with the chosen themes;
- Practical examples: considering the fact that the trainees were experienced and y acquainted with the training themes, one of the most desirable ways to clear some uncertainties among participants was drawing attention to the previous real-life situations.
- Practical work: Practicing on the flip chart, writing and joint solution presenting was assigned to the participants in order to develop their preparation, communication and presentation skills.
- Transfer of knowledge and previous experiences through discussions: sharing of experience was included for better understanding of problems.
About The City and Venue of Training:
Lisbon is divided into several districts:
- Alfama district, famous for fado, the typical Portuguese music style in restaurants and the streets as well.
- Bairro Alto, the centre of nightlife, with numerous bars and pubs.
- Belém - historical and cultural heritage sites
- Chiado district, with museums and theatres
- Estrela Basilica.
The city hosts many museums, festivals and fairs. It is a European capital and a popular tourist attraction. It is the political centre of Portugal, as the seat of Government and residence of the Head of State are located here, so many internationals and business people contribute to the multicultural atmosphere of the city.
The venue, GoldenHub is a business center with 9 private offices, 1 coworking hall, 1 meeting room with 8 people capacity. It offered a meeting room central and with facilitated accesses by Marquês de Pombal metro (blue / yellow line) or by buses from carris, with white board, projection on Plasma TV via cable and Apple TV, coffee breaks and service.
Why and how this course helped trainees in their job:
It was worthwhile for the participants to attend this course as the Human Resource management is responsible for many people related issues under the following roles:
- The process of recruiting suitable candidates for the organization
- Identifying and meeting the training needs of existing staff
- Ensuring employee welfare and employee relations are positive
- Ensure the working environment is safe for employees
- Raising awareness of current workplace legislation Moreover, the Human Resources Department also covers five key roles:
- Executive role – in this role the HR department are viewed as the specialists in the areas that encompass Human Resources or people management;
- Audit role – in this capacity the HR department will check other departments and the organisation as a whole to ensure all HR policies such as Health & Safety, Training, Staff Appraisal etc are being carried out in accordance with the company’s HR policy;
- Facilitator role – in this role, the HR department help or facilitate other departments to achieve the goals or standards as laid out in the HR policies of the organisation. This will involve training being delivered for issues that arise in the areas relating to people management;
- Consultancy role – the HR department will advise managers on how to tackle specific managing people issues professionally;
- Service role – in this capacity the HR department is an information provider to raise awareness and inform departments and functional areas on changes in policy.
Daily Feedback of Trainees (no word limit)
In a daily basis, they concluded that the envisaged objectives have been achieved Challenges and bottlenecks (no word limit):
In terms of the implementation process, there were no major constraints as the course material was well designed in terms of objectives, contents and graphics. Maybe the only constraint was the short number of participants that hindered a potential group dynamics that could have been greater.
No suggestions to add. Nevertheless, have more time in advance to prepare the course could be of help.
Summary of participants’ Daily Activities:
In general, the sessions lasted for 6 hours, from 9 to 15 in the afternoon, with a coffee break by 11 and lunch by 13 in the afternoon.
End of Report
Please read our next course report below:
As per Amsterdam course instructor report
Human Resources Course
From July 16 to 18, 2018 (09.00 am – 05.00 pm)
The Office Operators Up Building B.V., Piet Heinkade 55, 1019 GM, Amsterdam, Netherlands:
The findings in this section explore situation during the phases of planning, on- going, and post-operational. The implementation training is executed based on the module Accord Worldwide (slides and sample handbook), which distributed by the management team of Accord Worldwide (Dubai, UAE) to me as training facilitator (trainer). The outline of this report is in line with the template Accord Worldwide. This report highlights the findings on i) process accomplishment in the phases of planning, ongoing and post-implementation; ii) the learning process; iii) reflection activities toward Accord Worldwide and participant (relevancy and impact); iv) key suggestions of facilitator for Accord Worldwide, related to lessons activities.
The learning process is focused on 2 sessions (theory and practices). The approach of learning is interactive interaction between facilitator and participant, as requires i) exchanges ideas and discussion; ii) brainstorming; iii) quizzes; iii) executed in-depth contents; iv) case study; v) active summary; vi) questions and answer; vii); role-playing; viii) participant control; ix) demonstrations. Teamwork plays important role in reaching the target of training activities. Based on the lesson learned, the expected outcome of training activities can be reached by:
- Strong coordination in the phase on:
- Planning (team management Accord Worldwide/ HR and module resource) with a facilitator;
- Operational (HR Accord with participant and facilitator);
- Planning, on-going, and post-operational (HR Accord with facilitator);
- Operational (the duty staffs of the venue with the facilitator).
- Strong learning engagement (participant and facilitator);
- High commitment participant in learning and to do the practices in real - world;
- High discipline and interactive participant from the beginning until the end of a day;
- Strong on collaboration, interaction, commitment, exchanging ideas/ innovations between participant with the facilitator, to reach the learning targets as in line with time management;
- An adequate approach of a learning process in meeting the priority needs of the participant;
- Proper approach or strategies to address the barrier activities, in the phase of planning, on-going, and post-implementation.
- Integrated strong teamwork (facilitator with participant, team management Accord Worldwide (HR and module resource), Team Management the Office Operators Up Building B.V/venue (the duty’s staffs), training’s participant, facilitator).
- 1. OVERVIEW IMPLEMENTATION
The findings in this section capture situation during the phase-in i) planning, ii) on- going and post-operational. The implementation training is executed based on the module Accord Worldwide (slides and sample handbook), which distributed by the management team of Accord Worldwide (Dubai, UAE) to me as the training facilitator. The module required PowerPoint of Dr. Abddulah Abed, Md, MBA (263 slides/ 5 days implementation) and sample manual employee handbook (36 pages).
1.1 Process Preparation (Before July 16, 2018)
1.1.1 Module Distribution and Consultation
On July 13, 2018, I received the module from Mr. Abdullah Abed via email. After I reviewed briefly the module, I decided to consult with Mr. Abed. We decided to choose the WhatsApp (WA) application as media for consultation, due to i) free of charge; ii) faster; iii) easier to be reached by mobile phone.
The aim of my consultation was to:
- Obtain a permit from Mr. Abed on behalf of the management for modifying/
adjusting the slides which designed for 5 days to be 3 days, as well as to meet the realistic condition (limitation times of participant/ training schedule: July 16-18,
2018) and the goal of course;
- Inform him that the link of pre-test which mentioned on the slides (page 7: accordemy.com) was an error. I was not able to access.
He agreed on slide adjustment and noticed the issue of pre-test link. He advised to i) skip (dropout); ii) deliver the module kit for the participant at the end of the day as the best time. The 30 minutes discussion via WA was effective.
1.1.2 Assessed Location
I decided to check the training location on July 13, 2018, to define:
- Precise directions in reaching the venue (meeting place) related to the type of public transportation and alternative roads to reach by car, to minimize unexpected risks on July 16-18;
- The condition of the meeting room (availability services/facilities).
I executed after I received clear confirmation from Mr. Abdullah in regards to the signing contract. The situation at the training location was valuable information for the needs of preparation. It was delightful that the training location located in downtown Amsterdam, in the same city that I lived and easier for me in mobilization. The venue had high accessibilities, such as:
- Easy to be reached by public transportation;
- Very close distance with Amsterdam Central Station (6 minutes by tram or about
20 minutes by walk), the port for parking the international cruise ships (2 minutes by walk) and Passenger Terminal Amsterdam (PTA/ 2 minutes by walk));
- Strategic position at Amsterdam Centrum (located at the central business district and tourist spots, easy to be reached from Schiphol airport (international airport of Netherlands as about 25 minutes via fastest route/ A4 and A10, about 45 minutes with the combination ride with sprinter train and tram ;
- Convenience place for business meetings.
The venue is dynamic business office building as highest quality. The building is one of the most special locations of The Office Operators (TOO). The guests were always welcomed with a smile at the general reception which integrated with high-quality coffee bar. The rooms surrounded by glass, excellent light, spacious and pleasant environment. The style defined as urban-style for flexible work.
1.1.3 Module and Literature Review
There were limited times to review the module (July: 13-15). The aim of the review was to:
- Identify and adjust the existing slides as from 5 days (existing source) to be implemented in 3 days (slides reduction);
- Develop a training protocol as own operational plan (“do and don't").
The review consisted: i) contents assessment refer to an existing module (the slides and sample employee handbook); ii) enriched information by collected good practices and lesson learned which significant module with le by other literature related to the course and the good practices from working experiences.
1.1.4 Developed Training Protocol
After the review accomplished, I developed the training protocol as own work plan. It contained a summary set of priority activities (handbook: "do and don't"), related to module and the needs of operational, such as i) abstract; ii) list of thematic and expected outcome of learning per-day (theory and exercise/ application theory into practice); iii) updated the slide (reduced the existing slides, from 263 pages into
170); iv) defined structure presentations: case studies, learning activities, questions-comments, the exercise tools; v) time management (proportion time for theory, exercise and recess/ ice break); vi) methodology (quality assurance, training assessment, and problems anticipated).
1.1.5 Coordination and Communication in Preparation
The role of coordination and communication are important in teamwork. Without strong coordination and communication, it would be difficult for me to assist the institution or implemented the contract. During the preparation phase, I had reached satisfaction of coordination and communication with:
- Mr. Abed
Even thou there was problems of connection (internet), Mr. Abed and I managed well on 30 minutes discussion via WA. The location where Mr. Abed stood by that date/hour had a weak connection. However, he was able to manage the
case with his device. He coordinated with Mr. Abdullah to obtain the missing information which I had asked for. By the time we reached online, he gave the precise inputs on the contents of training, as I expected.
- Mr. Abdullah
Mr. Abdullah was very responsive in facilitating the communication with Mr. Abed. He could be reached very easy (fast and alert) via WA, calls, and emails, related to the queries of contract preparation, mechanism, and management of training. In regards to the content of training, he promptly connected me with Mr. Abed as the right source. He provided adequate coordination and information since June 8 – 15, as priority needed in preparation phase (general profile of training participant, module access, process signing contract, general guideline/ tips to execute the training).
- The duty staff/ person in charge (PIC) of the venue on July 13, 2018
During the visit of July 13, 2018 (checking the meeting room), the PIC shared briefly general information of services referred to the reserved meeting room. The information from the PIC was very clear for the needs operational.
1.2 Process Implementation (July 16-18, 2018)
Based on the training protocol that I developed (review phase), the scheme operational for July 16-18 required:
- Transferred/ shared the knowledge as good practices and lesson learned based on the module in practical ways (not too theoretic) and emphasized on:
- People as assets of an organization (human investment);
- Principle strategic in managing human resources in the organization;
- Recruitment the right targets/ persons as an investment of organization;
- Maintenance and development of human resources;
- Workforce planning;
- Method/approach/ tool in assessing human resources and organization;
- The philosophy of human resources management;
- Effectiveness environment in management;
- Build enabling an environment of the organization.
- Daily targets:
- Created pleasant friendly environments between participant and facilitator (me), such as i) 0 gaps in communication and coordination; ii) 0 in monotonous; iii) interactive discussion; iv) motivated participant to be innovative, active, freedom in sharing knowledge, initiations ideas and able to utilize lessons of course into working/ practice; v) established respect and simple communication (easy to understand by participant); vi) sufficient recess time (followed the emergent needs of participant as best time for break).
- Agreed on the lists of learning to be achieved (participant and facilitator);
- At the end of the day, the participant captured the lessons well, as familiar with the concept and expressed interest to adapt to practice with working colleagues;
- Established discipline learning toward time management (not too long of the recess, reached the proportion hours of learning per-day as half from total hours for theory session and the rest for practice) and motivation (reached the learning target by the end of a day);
- Signed the absence paper by participant and facilitator;
- Well-coordinated with i) the duty staff/ PIC of the venue (the Office Operators Up Building B.V) related to emergency support that should be provided (laptop for participant, tape, scissors, adequate food and drinks which met the needs of participant as Muslim/ halal, printing, laminating frame, etc.);ii) Mr. Abdullah in regards to updates and actions that should be addressed immediately;
- Assessed participant to define the situation of learning (pre, on-going, and end of training);
1.2.1 July 16, 2018 (Monday)
I arrived at 9.am in the meeting room and waited until 11.55 am. The participant didn’t come. I reported the case to Mr. Abdullah on behalf of Accord Worldwide management. He advised me for lunch as provided by the service and gave a permit to leave the place due to the participant not able to come.
Training Coordinator prepared the certificate for the participant. He advised me to sign, printed and arranged in adequate frame (not too expensive). In following up his advice, I coordinated with the duty staffs of venue to support the needs (provided the printing and frame). I consulted with the PIC of venue about the possibility to have 0 costs in printing and frame.
The PIC as represented management of venue agreed on the request. After I obtained clear information on cost, I gave official order via email to the management of venue to pursue the product, such as:
- The expected time of delivery product (deadline/ July 18, 2018: 9.30 am at the meeting room/ Marco Polo)
- Outstanding quality (perfect quality in color printing and plastic frame).
Coordination for July 17, 2018
I requested support to Mr. Abdullah in facilitating communication with the participant related to the planning on July 17, 2018. The schedule focused on the situation of learning, as combined sessions from thematic of day 1 and day 2 (theory and practice). In following up on the request, Mr. Abdullah coordinated with the participant. The participant noticed about the situation of learning. The information was very valuable for the participant and facilitator to reach learning engagement. The participant should be informed of updates, thus the person well prepared for the activities.
1.2.2 July 17, 2018 (Tuesday) A. The Participant
I arrived at 9.am in the meeting room. The participant arrived late because he had trouble to reach the place (got lost). He also shared similar issues that he faced on July 16, 2018. He tried his best to attend but he couldn’t reach as expected time, due to traffic condition and very far destination from the venue.
- Opening Session
Before the learning started, I as the facilitator established the brief opening session with Mr. Mohamed as the first-day arrival. The opening focused on:
- Introduction of Mr. Mohamed related to his profile as participant (nationality, country where he stayed and worked, background education and working experiences, present function of his role in the organization/ working environment, and expression interest of learning on the course as more concerned on application theory into practice/ reality situations of work);
- Introduction myself as facilitator (nationality, present residence, background working activities and education which significant to the training course , represented team of Accord worldwide as flexible facilitator that able to transfer the knowledge/ good practices and lesson learned for the needs learning of Mr. Mohamed in advance HR management, expression high interest to support Mr. Mohamed in upscaling the capacity related to the course within very short days/ hours by building strong learning collaboration via exchanging knowledge-ideas during the learning process).
- Identified and agreed on time management for July 17-18;
Within 5 minutes, the facilitator and participant assessed together on best time for recess/ break, lunch, hours of session for theory and practice. Afterward, we agreed to implement it.
The recess was about 10 minutes to obtain fresh air (outside the class/ building). The participant also used the minutes to smoke outside of the building. The recess implemented about every 1-1.5 hour during the learning session. The coffee/ tea with cookies carried out during the learning session. The recess formulated by the participant as adjusted to the culture/ situation in Qatar.
The learning sessions divided into 2 parts (theory and practice). The learning session for:
- July 17, 2018, required theory session (10.30 am – 03.00 pm) and practice/
exercise (3.35 pm – 4.30 pm);
- July 18, 2018, consisted of theory session (10.00 am – 12.00 pm) and practice/ exercise (1.00 pm – 2.00 pm).
On July 17, 2018, the learning session started late from the expected time (09.00 am), due to trouble arrival of the participant at the venue. On July 18, 2018, the learning session started at 10.00 am and ended at 2.00 pm, as urgently requested by the participant. He had an emergent appointment by that date, thus we had settled t the best time to capture the entire course.
The lunch executed around 12.00 pm -01.00pm. During the lunchtime, the facilitator offered the participant to use the meeting room to pray. The participant noticed but he preferred to pray after the training at his hotel. During the lunch hour, the participant also utilized the time to get fresh air and smoke outside of the building.
- Informed the participant on the scheme of learning:
The facilitator informed transparently to the participant on:
- The goal of learning on July 17-18
- The mechanism of learning.
The aim of informing the participant was to build better learning engagement to reach satisfaction results in transferring lesson learned and good practices.
The information highlighted i) objective; ii) approach (interactive, brainstorming, exchanging ideas, innovative, creative, practical); iii) learning module (profile modules/ 263 slides and sample handbook; the updated slides/
170 previews to be overviewed during July 17-18); iv) proposed content to be covered on July 17 and 18.
- Theory Session
The facilitator explained the theory to the participant as step by step with interactive discussion, exchanging ideas with brainstorming to define the concept/ framework of highlight item/ elements. During theory explanation, the facilitator used examples/ study cases from working experiences and updates information (issues globalization, trends of public-private partnership, trends good governance, climate change adaptation, poverty alleviation, CSR, etc.). Based on the module (slides from Accord), the overview theories on July 17, emphasized on elaboration theory on July 16 and 17:
- Locus session 1 (reflection theory of July 16/ from 58 slides):
- What to define resources in the organization?
- What were the human resources in the organization?
- How to mobilize resources in the organization?
- Why were human resources should be considered in the organization?
- What was management in the organization?
- How was the function of management in the organization (managerial and operational)?
- How was the concept of HR management in the organization?
- How to define the line in HR management?
- How was the changing environment in HR management?
- How was the concept of HR Proficiency?
- What was the definition of planning?
- How was planning defined in HR Management and organization?
- How to develop the adequate planning and strategies in HR management?
- How was the concept of competency assessment?
- How was the concept of career development in HR management?
- How were the profile competencies and capacity of team leader?
- How to set up employee control and development?
- How were the profile competencies and capacity of supervisor?
- What was the skill continuum?
- How to utilize skill continuum in HR management?
- How to set up effectiveness supervision?
- How to set up control in the level of HR management?
- Locus session 2 (reflection theory of July 17/ from 79 slides):
- What was the definition of an organization?
- How was the concept of development and management in an organization?
- How was the concept of leadership, in regards to the competencies and capacity?
- How to see the difference between manager and leader in management?
- What was time management?
- How to set up effective time management?
- How to define effective managers?
- Why the organization needed effective managers?
- How was the concept of attitude in HR management?
- How was the concept behavior in HR management?
- How was the concept of motivation in HR management?
- How was the Maslow Theory (hierarchy of needs) applied to HR management?
- How to define or measure satisfaction and dissatisfaction jobs?
- How to define maintenance factors in the environment work?
- How to define the work expectation of person/ employee?
- How to shift the negative attitude and behavior to be positive (the changing management)?
- How to build effective communication in HR management?
- Why need effective communication in HR management?
- How to define effective communication in HR management?
- How was the concept monitor in HR management?
- How was the concept evaluation in HR management?
- How to develop and implement an adequate plan in HR management?
- How to evaluate the plan for HR management?
- What are the performance issues in the organization?
- How to define the issues of performance in the organization?
- How to develop and utilize the performance appraisal?
- What was the purpose and benefit of performance appraisal?
- How to create a better job in HR management?
- What were the advantages of creating a better job in the organization?
- How to support employee to fulfill the jobs effectively?
- What should be applied for appraisal at the employee level?
- How to develop and conduct employee appraisal in HR management?
- What were the mistakes during appraisal?
- Why the mistakes occurred during appraisal?
- How to prevent the mistakes during appraisal?
- D. Practice/ Exercise Session
In this session, the facilitator worked together with the participant to explore the case study by utilizing the concept of theory on July 16-17 (exchanging ideas, brainstorming and interactive discussion). The aim of practice was to define how the participant absorbed the theory into practice using the case study. The study case initiated from the participant. It was based on his involvement in works or experiences at the organization. The practice emphasized on:
- How to define the scale performance of HR management in his organization?
- How to identify priority issues of HR management in his organization (mapping strategic issues from the perspective macro and micro)?
- How to develop the strategic plan to address the priority issues?
- E. The Outcome of Learning (Theory and Practice)
The participant and facilitator reached the target modules/ slides as planned. The participant absorbed in-depth the theory of July 16-17 into practice/ exercise via study case as an example. Based on the results in practices, the participant able to:
- Define the scale performance of HR management in his organization, from the quality on i) planning; ii) mechanism in mobilizing resources (man, money, material), iii) controlling system (performance appraisal, SOP, monitoring, evaluation), iv) results on regular staff meetings; v) result activities toward work plan and expected goal in business plan.
- Formulate issues of HR management in his organization by identifying:
- The gap of communication and coordination in line management (top/ decision makers, operational/ employee, clients), such as i) poor communication and coordination(no access) between top management (decision makers) and
- operational management (employee); ii) limited communication and coordination between operational management and clients; iii) poor communication and coordination between top management and clients;
- Indication discrimination in line management (top and operational management).
- Define the strategic issues of HR management in his organization:
- Inadequate management at “---“, as caused by i) lack communication, ii) lack coordination, iii) indication discrimination;
- The consequence of issues: No sustainability of the organization.
- Map the model strategic plan as a framework to address the priority issues or improve HR management in the organization.
The scheme focused on build equal working environment for sustainability organization (long-term goal). In this case, the equal working environment should be reached by i) establishing adequate policy for freedom of speech and equality in access of all, ii) setting up new department (legal) as regulator body; iii)creating better respectful workplace.
- F. The Outcome of the Venue's Services
The representative management team from the venue had provided satisfaction services during the operational hours. In this case such as:
- Friendly and fast services from the PICs/staffs in responding to the needs of operational (food, non-alcohol drinks, laptop, printing, laminating, lunch);
- In the early morning, the PIC submitted the order (certificate for the participant with outstanding quality on color printing and plastic frame/ laminate);
- Provided good quality laptop for the need of participant as I signed officially on the company’s form (time in borrowed and returned to the PIC);
- The quality of the meeting room was perfect (very clean, silent, excellent facility);
- The lunch was excellent as required international menu, consisted halal food and drinks for Participant.
1.2.3 July 18, 2018 (Wednesday) A. The Participant
On July 17, 2018, the facilitator and participant agreed to start the training at 10.00 am. We arrived as expected time. Based on the findings from July 17, the participant was enthusiastic to explore further learning on July 18, 2018. The challenges which the participant and facilitator faced were limited hours to reach the learning targets, as planned on July 17, 2018.
On July 17, 2018, the participant informed facilitator on the expected hour to be ended on July 18, 2018 (2 pm), because he had another emergency schedule. Thereby, we elaborated together to reach the plan (theory, practice, evaluation/ assessment, lunch, certificate, photo session).
- Opening Session
Before the training started, the facilitator and participant reviewed the findings of July 17, 2018, via interactive discussion. The review high lightened on key concepts of HR management. Besides that, the participant and the facilitator also reminded each other to accomplish overall activities by 2 pm. The participant advised the best time for the photo session on July 18, 2018. The facilitator agreed due to reasonable moments.
- The Theory Session
The facilitator delivered theory to the participant within a similar approach as July
17, 2018. The overview theories on July 18 (33 slides), emphasized on:
- What was the staff meeting in the organization?
- How was the role of staff meetings in HR management and organization?
- How to establish a staff meeting in regards to their performance appraisal?
- How to define effective and non-effective employee in the organization?
- How to establish effective employee for sustainability of organization?
- How was the role manager in HR management and organization?
- Why performance appraisal of staff/ hired people (including consultants/experts) was important for manager?
- How manager establish adequate performance appraisal?
- How to establish effective performance in the organization?
- How to create adequate appraisal system?
- How to introduce appraisal system in the work place?
- How to educating managers via performance appraisal system?
- How was the concept of performance appraisal system in HR management?
- What was the definition of training/ capacity building?
- Why the role of training / capacity building is important in the organization?
- How to assess the needs of training/ training programme?
- How to establish training/ capacity building in establishing enabling/sustainability organization?
- How to identify the needs of capacity building/ training?
- How to develop and implement effective training?
- How to evaluate the implementation of training?
- D. The Practice Session
In this session, the facilitator worked together with the participant to develop initiative plan based on the products of study case in July 17, 2018 (mapping strategic issues and plan). The mechanism and aim of practice session were similar as that date. The practice session emphasized on i) scheme to develop th e training/ capacity building for improving the quality HR management; ii) set up effective coordination/ staff meetings; iii) model assessment and control; iv) development model initiative plan as strategic plan to address the issues of HR management
- E. The Outcome of Learning
The participant and facilitator reached the target modules/ slides as planned. The participant absorbed in-depth the theory of July 16, 17 and 18 into practice via study case. Based on the results of practices as well as define the strategies to address the priority issues (case study), the participant able to create:
- Effective capacity building/ training programme;
- Effective staff meetings;
- Better staff performance assessment;
- Better control system;
- Initiative realistic plan to build sustainable organization.
Build Effective Capacity Building
The participant would like to utilize the staff/ coordination meetings as an effective tool to assess the priority needs of training/ capacity building to improve the performance management of organization. He would use brainstorming in mapping the priority needs of training, evaluating the result of training and planning the schedule implementation of training (agenda). Besides that he would offer the job - training (learn while on the working) and off -the job-training (in house, training or classroom external, consultancies or attending external classes, independent bodies, distance learning, etc.).
There would be efforts to create better standard procedure operational (SOP) on training/ capacity building. The TOR would be used for measuring the results of implementation. The SOP focused on the sharing knowledge at internal management as priority consideration. In this case once the person is completed with the training, then he/ she shall share or transfer the knowledge into practice with the colleagues. Afterward, the internal department transfers to the external level. He would choose the training programme which required good practices and lesson learned which could be applied directly into practice work of organization.
He assumed the proper training programme with the right persons could contribute positive value for improvement HR management at the organization. Points of his consideration to invest money on the training/ capacity building for the staff, required:
- Understand the benefits of employee training
The management would interest to invest well-run training opportunities which help the organization to build efficient workplace, boosting employee engagement, attract and retain talented individual/ staff.
- Plan ahead and carefully
He would work together with the colleagues for carefully assess on: i) the priority needs of employees; ii) inefficiencies factors in the workplace. He would craft a vision of exactly how to train employees effectively to build better sustainable of organization.
- Implementation and measure success
The type of training programme for employees was only the first step. He considered further on how the staff/ person able to implement in practice as vital for its success and longevity. Measurable and reachable goals were the keys feature that he would emphasized in setting up excellent training system. He would reassure his employees’ progress could be recorded in some way, and by seeing results. Thus everyone in the management (directors, managers, employees) could understand the beneficiary of program.
Create Effective Staff Meetings
The participant concerned to improve the quality of staff meeting. He focused to set up staff meetings at the organizations to be more effective in building better respectful workplace and enabling environment of organization. He would like to utilize the staff meetings as an effective tool to i) address the priority issues of HR management; ii) share organizational goals and ideas to be achieved via strong collaboration of teamwork (top/ decision makers and operational management); iii) strengthen teamwork (top and operational management), as a way to develop interpersonal and organizational skills for a sense of togetherness and commitment; iv) to receive the feedback related to the works; v) motivate staff and decision makers for better achievements through sharing recognition and opportunities; vi) help management for better understand the depth and level of staff’s existing skills; vii) create ideas and realistic innovating action of teamwork in reaching the goals, vision and mission of organization; viii) build enabling environment by sharing information and findings together. In leading the meetings, he would emphasize on:
- Good planning in preparing the meetings (clear purpose, priority needs identification, clear contents to be discussed, the right targets/ participants, clear agenda/ purpose, logistic, items, times, assignments/ reports, well communicate with the participants);
- Building connection with everyone in the room (the meetings were meant to be for face-to-face discussion instead sharing data as well as pushed their minds/ participant for brainstorming, as a way to save time and would keep everyone on the same page);
- Link the agenda with the mission (shared clear mission related the discussion as well as to keep team members aware of what they did and what they should do for the growth of the company);
- Encouraging participant (he found out on one of the reasons that team members were not interested to participate the meetings was that they were not aware on the purpose. In regards to this case, he would emphasized on the purpose of meeting should be relevant and known to all the team members as to encourage them to participate in the discussions and involved further on decision - makings);
- Actionable results (The discussion would highlight on every bit of strategies with the team by gave a chance for every team member to: i) put forward their new goals in short; ii) define on what information retained by them).
He would also delegate his colleague which he trusted well on the capacity, once he couldn’t participate the meeting. In this case, he would share his strategies to the appointed colleague in the setup of meeting. Thus the meeting could be effective.
Create Better assessment
He would use staffing skills assessment to help the management in identifying the skills gaps related to the working performance. He would consider the skills across the business plan or goal, mission and vision of organization than rather than just looking at individual staff. He would also consider about the future staffing requirements and what skills should be the most important to be upgraded. The staff meeting and behavior change were defined as best tool for him in for staff performance assessment. His assessment strategies emphasized on:
- The reviewed of business plan or goals of organization;
- Interviewing the staff (to define which areas were working well and which ones should be improved)
- Career planning and development (to define the structure of career goals, possible future job opportunities and personal improvement requirements).
- Recognition of prior learning (to identify staff skills and knowledge, regardless of whether they were attained through formal training or on the job for improving their qualifications and boosting morale)
- Conducting surveys and skills questionnaires to capture employee information
- holding group discussions with employees, directors and supervisors.
Set Up Better Control System
The participant developed initiative plan to address the strategic issues which he had developed on July 17, 2018.
He strengthened monitoring activities with the staff and external forces. Without proper monitoring, he couldn’t define the situation of the plan (effective or it should be adjusted). He would work together with the colleagues to improve the quality of monitoring in the organization. In this case the monitoring should provide better information for the management as to check the quality and quantity of the employees/ staff’s work. He accentuated monitoring in the workplace should be strengthened to:
- Ensure the work being delivered to a high standard;
- Verify whether there would be good customer services;
- Make sure high productivity;
- See any malpractice or misconduct activities;
- Check safety breaches or bad working practices;
- Fulfil regulatory/working policy requirements (this is relevant in some sectors).
To achieve these aims, he would carry out staff assessment to address the problems. Before the monitoring implemented, he would inform the employees about the reason, nature and extent of the monitoring.Thus they could cooperate or easier to get them on board and feeling relatively comfortable about the monitoring. Thus the employees could understand the scope of the monitoring. During the monitoring process, the policies should be reviewed and updated regularly to ensure the employee works significant fit for purpose.
He expressed the performance evaluations necessary in improving the quality management of his organization. It helped to strengthening a powerful teamwork. Several strategies that he would like to carry out in improving the existing performance evaluation at the organization, such as to:
- Set up proper schedule regular performance reviews (proper schedule on- going performance reviews could help the employee/ staff to prepare for the review in regards to working issues, proudness of work from the past year to present, few areas for needed improvement);
- Set up better document employee milestones & mishaps (it would help to keep a physical record in regards to legitimacy in the organization);
- Create adequate standard evaluation (performance review document/ an employee information form, job description form, employee survey to gather internal feedback and keep the communication flowing from both directions, etc.);
- Gather & Review Necessary Documents;
- Conduct adequate face-to-face employee evaluations (the meeting in this context could create an opportunity for a conversation focused on issues and solutions for improvement);
- Offer feedback and recommendations (the findings of evaluation (including positive and negative feedback), should be shared to the individual team/members, thus they would give more commitments for the improvement, growing within their roles. The should be focused on specific achievements rather than generalized comments)
The participant drafted initiative plan in line with the strategic issues and plan which he developed on July 17, 2018. His initiative plan required several actions plan/ targets as he had explored: i) effective capacity building/ training programme; ii) effective staff meetings; iii) better staff performance assessment; iv) better control system; v) initiative realistic plan to build sustainable organization.
- F. The Outcome of Venue’s Services
Up to July 18, 2018, the representative management team from the venue provided satisfaction services during the operational hours. The quality satisfaction was the same as July 17, 2018. The food was excellent as the participant could have halal food and drink. Besides that the staff helped to take the photo at the end of session.
- G. Training Certificate
Facilitator gave the training certificate to the participant, after completed the practice session. He was very delightful to obtain the certificate, as the result of learning process. His learning was not just to obtain certificate, but also expressed highly motivated to upscale the knowledge, since the first day arrival. He was very proud that at the target of learning could be reached as expected times.
- Coordination HR Management
In regards to the operational (July 16-18, 2018), there was no bottleneck coordination between facilitator with HR Management Accord Worldwide. The HR i) facilitated the communication between participant and facilitator; ii) gave guideline in handling certificate. At the end of the day, the HR also distributed the template of report for facilitator.
- I. Learning Evaluation
Before the training ended, the facilitator conducted rapid assessment as brief evaluation on participant toward the training. This scheme executed because the facilitator was not able to access the evaluation link which enclosed on slides of company (lms.accordemy.com). The aim of assessment was to define implication of learning toward participant from 3 conditions (pre-ongoing-post). The questions were:
- How was the process improvement of knowledge growing in the mind of participant, in regards to the learning contents (theory and practice)?
- How the learning implied to his practice world?
The structure of assessment was open question, thus the participant felt free to express his perspective on the flip chart. Table 2 and Box 1, demonstrates his perspective toward the learning questions.
End of Report