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HRM
        Webinar


Session 3- Training and CPD
Morning walk in Estoril

                              HRM
                             Webinar
                          THE LANGUAGE of
                            TRAINING AND
                              CAREERS
SUMMARY

Review of language from the last session

The language of careers and development

Staff training and development

CPD-the longer term view

Training and quality management
Review-The Language of
Performance Appraisals
  attendance                     Review individual performance
  punctuality                    Plan future work and role
  organization                   Set up and agree specific individual goals
                                 Identify development needs
  time-management
                                 Give on-the-spot coaching to the individual
  relationship with colleagues
                                 Allow the exchange of feedback
  relationship with clients      Focus on longer-term career progression
  motivation                     Increase motivation
                                 Set up objectives for future action
                                 Set up development strategy and CPD
Excerpt from Job Specification

The post holder will be responsible for:

•Developing existing relationships with our existing client base
•Working closely with the sales manager and team to expand our client portfolio
•Leading the marketing team for our western European region
•Giving direct input to the innovations manager and his team

You will report directly to the Marketing Director and keep her informed of all
decisions made, as well provide regular reports to her and the CEO.

You will set up and hold regular meetings for all senior staff on a weekly basis.
The Aptitude/Competency Matrix



     Positive        1                  2

  ATTITUDE                  Staff
                           member

    Negative
                     4                  3


                   High                 Low
                           COMPETENCE
Careers, personal skills and qualities

                Put these events in Lucy’s career in chronological order.

                She was offered a position as assistant to the marketing director
                of Wilcos-a retail company.
                Before graduating Lucy applied for a number of jobs.
                She attended a second interview conducted by a panel of
                managers.
                She attended the interview but thought she hadn’t got the job.
                While she was unemployed she took some courses on marketing
                with the Open University.
                She’s been working in Russia for six months.
                She was dismissed after arguing with her boss.
                She was shortlisted for an interview at Tula Marketing.
                She was unemployed for six months.
                She performed well and moved to Russia.
                She graduated with a degree in marketing from Lancaster
                University.
Lucy Looker graduated from Lancaster University with a
degree in marketing and before graduation she applied for a
number of different jobs.

She was offered a position as assistant to the marketing
manager at Wilco’s but was dismissed after arguing with her
boss, after which she was unemployed for six months.
During this period she took a number of courses on
marketing with the Open University.

She was shortlisted for an interview for a job at Tula
Marketing but wasn’t successful the first time around.
However, she was asked back for a second interview and
was offered the position in Russia, where she been for the
last six months. She performed well in the interview and has
recently completed her first performance appraisal.

She said that one of her goals is to attend as many training
sessions as she can to continue developing as a marketing
executive.
on the job training
off the job training
apply for
attend an interview          Recruitment
be appointed
short-list
take a sabbatical
be unemployed                    Employment
retire
early retirement
be hired
resign                              Retirement
dismiss
make redundant

In every company, Human Resources (HR) training in many employee-
related and legally-related topics is mandatory, especially for managers and
supervisors. We need to equip our employees to handle their employee
relations responsibilities competently. But, for maximum positive impact and
learning, we need to make the training motivational and engaging.
Employees receive the training necessary to do their
job.

Employees receive training needed on new
technologies.

Training opportunities are fairly allocated across staff.

Supervisors support employee efforts to learn outside
the job (e.g. conferences, continuous education,
membership in trade and professional organizations)

High priority is given to providing appropriate training.
Staff training and development
The term training refers to the acquisition of knowledge, skills and competencies as a
result of the teaching of vocational or practical skills and knowledge that relate to
specific useful competencies.

    innovative                Creating and offering professional development
    memorable                 opportunities is and integral part of HR management.
    practical
    convincing                Staff training should have impact.
    hands-on
    entertaining              Making opportunities available is an important
    useful                    responsibility for managers.
    informative
    stimulating               CPD adds value to both the individual and the
    transferable              organization.
    motivating
    team-building
on the job training    Employees appreciate the chance to develop knowledge
apply for              and skills without ever leaving work. And, you can
attend an interview    customize the job training employees receive to your
be appointed           workplace needs, norms, and culture. Internal job training
short-list             and employee development bring a special plus. Unlike
take a sabbatical      external job training, examples, terminology, and
be unemployed          opportunities can reflect the culture, environment, and
retire                 needs of your workplace.
off the job training   This relationship is a win-win for all parties: the employee
early retirement       who seeks __________, the ______, and organizations
be hired               that employ the ______pair. _____ is also a powerful
mentor                 form of job training and can contribute
resign                 experience, skills, and wisdom to a ______employee to
dismiss                increase and expand employee development.
make redundant         ______, whether with the boss or another experienced
                       employee, is key in employee development within your
                       organization.
Internal      External      Both     Cost effective

mentoring
periodic in-house training from internal
sources
periodic in-house training from external
sources
seminars
conferences
sessions
presentations
promotions
transfer
lateral move
Sergey’s notes for some possibilities for Lucy’s
training plan.

Customer Service Management – in-house
Business Communications- external sessions
Business Admin & Mgmt- in-house
Team Leadership-mentor
Business Admin, Other – in-house
Team Building-external, weekend paintballing
PC Skills – Databases-in-house external
PC Skills – Project-in-house external              Sergey Liminov
Management-in-house sessions-consultant             HR Director
PC Skills - Project –internal-external provider    Tula Marketing
Management-mentor
Marketing Related –external
Sales Related-internal –Sales Team Leader
Developing Brand Awareness-internal-consultant
CPD-the longer term view

   Developing personal mastery
   The learning organization
   TQM
   Quality assurance
   Career phases
   Job satisfaction
   Skills flexibility
   Skills diversity
   Extending and stretching repertoire of skills
   Career progress
   Add value

   A few things to think about

   What role does CDP have in your organization?
   What differences in PD characteristics and motivation characterise
   your staff at different phases in their careers?
   How is the impact of CPD evaluated in your organization?
Training and quality management

   For consumers of your products or services it is the
   actual experience of what your organization has
   provided which determines their definition of quality.


   To ensure staff are able to meet the needs of their roles

   To motivate staff to deliver the organization’s objectives

   To avoid the cost of lost business opportunities

   To help staff meet their potential

   To raise staff morale-people prefer to be creative,
   innovative, adaptable and productive

   To retain staff and clients
support@humanenglish.com

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English for HR Managers: Language for Training and Continuous Professional Development (CPD)

  • 1. HRM Webinar Session 3- Training and CPD
  • 2. Morning walk in Estoril HRM Webinar THE LANGUAGE of TRAINING AND CAREERS
  • 3. SUMMARY Review of language from the last session The language of careers and development Staff training and development CPD-the longer term view Training and quality management
  • 4. Review-The Language of Performance Appraisals attendance Review individual performance punctuality Plan future work and role organization Set up and agree specific individual goals Identify development needs time-management Give on-the-spot coaching to the individual relationship with colleagues Allow the exchange of feedback relationship with clients Focus on longer-term career progression motivation Increase motivation Set up objectives for future action Set up development strategy and CPD
  • 5. Excerpt from Job Specification The post holder will be responsible for: •Developing existing relationships with our existing client base •Working closely with the sales manager and team to expand our client portfolio •Leading the marketing team for our western European region •Giving direct input to the innovations manager and his team You will report directly to the Marketing Director and keep her informed of all decisions made, as well provide regular reports to her and the CEO. You will set up and hold regular meetings for all senior staff on a weekly basis.
  • 6. The Aptitude/Competency Matrix Positive 1 2 ATTITUDE Staff member Negative 4 3 High Low COMPETENCE
  • 7. Careers, personal skills and qualities Put these events in Lucy’s career in chronological order. She was offered a position as assistant to the marketing director of Wilcos-a retail company. Before graduating Lucy applied for a number of jobs. She attended a second interview conducted by a panel of managers. She attended the interview but thought she hadn’t got the job. While she was unemployed she took some courses on marketing with the Open University. She’s been working in Russia for six months. She was dismissed after arguing with her boss. She was shortlisted for an interview at Tula Marketing. She was unemployed for six months. She performed well and moved to Russia. She graduated with a degree in marketing from Lancaster University.
  • 8. Lucy Looker graduated from Lancaster University with a degree in marketing and before graduation she applied for a number of different jobs. She was offered a position as assistant to the marketing manager at Wilco’s but was dismissed after arguing with her boss, after which she was unemployed for six months. During this period she took a number of courses on marketing with the Open University. She was shortlisted for an interview for a job at Tula Marketing but wasn’t successful the first time around. However, she was asked back for a second interview and was offered the position in Russia, where she been for the last six months. She performed well in the interview and has recently completed her first performance appraisal. She said that one of her goals is to attend as many training sessions as she can to continue developing as a marketing executive.
  • 9. on the job training off the job training apply for attend an interview Recruitment be appointed short-list take a sabbatical be unemployed Employment retire early retirement be hired resign Retirement dismiss make redundant In every company, Human Resources (HR) training in many employee- related and legally-related topics is mandatory, especially for managers and supervisors. We need to equip our employees to handle their employee relations responsibilities competently. But, for maximum positive impact and learning, we need to make the training motivational and engaging.
  • 10. Employees receive the training necessary to do their job. Employees receive training needed on new technologies. Training opportunities are fairly allocated across staff. Supervisors support employee efforts to learn outside the job (e.g. conferences, continuous education, membership in trade and professional organizations) High priority is given to providing appropriate training.
  • 11. Staff training and development The term training refers to the acquisition of knowledge, skills and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. innovative Creating and offering professional development memorable opportunities is and integral part of HR management. practical convincing Staff training should have impact. hands-on entertaining Making opportunities available is an important useful responsibility for managers. informative stimulating CPD adds value to both the individual and the transferable organization. motivating team-building
  • 12. on the job training Employees appreciate the chance to develop knowledge apply for and skills without ever leaving work. And, you can attend an interview customize the job training employees receive to your be appointed workplace needs, norms, and culture. Internal job training short-list and employee development bring a special plus. Unlike take a sabbatical external job training, examples, terminology, and be unemployed opportunities can reflect the culture, environment, and retire needs of your workplace. off the job training This relationship is a win-win for all parties: the employee early retirement who seeks __________, the ______, and organizations be hired that employ the ______pair. _____ is also a powerful mentor form of job training and can contribute resign experience, skills, and wisdom to a ______employee to dismiss increase and expand employee development. make redundant ______, whether with the boss or another experienced employee, is key in employee development within your organization.
  • 13. Internal External Both Cost effective mentoring periodic in-house training from internal sources periodic in-house training from external sources seminars conferences sessions presentations promotions transfer lateral move
  • 14. Sergey’s notes for some possibilities for Lucy’s training plan. Customer Service Management – in-house Business Communications- external sessions Business Admin & Mgmt- in-house Team Leadership-mentor Business Admin, Other – in-house Team Building-external, weekend paintballing PC Skills – Databases-in-house external PC Skills – Project-in-house external Sergey Liminov Management-in-house sessions-consultant HR Director PC Skills - Project –internal-external provider Tula Marketing Management-mentor Marketing Related –external Sales Related-internal –Sales Team Leader Developing Brand Awareness-internal-consultant
  • 15. CPD-the longer term view Developing personal mastery The learning organization TQM Quality assurance Career phases Job satisfaction Skills flexibility Skills diversity Extending and stretching repertoire of skills Career progress Add value A few things to think about What role does CDP have in your organization? What differences in PD characteristics and motivation characterise your staff at different phases in their careers? How is the impact of CPD evaluated in your organization?
  • 16. Training and quality management For consumers of your products or services it is the actual experience of what your organization has provided which determines their definition of quality. To ensure staff are able to meet the needs of their roles To motivate staff to deliver the organization’s objectives To avoid the cost of lost business opportunities To help staff meet their potential To raise staff morale-people prefer to be creative, innovative, adaptable and productive To retain staff and clients

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