Centre for Executive Education

Certificate / Diploma in Effective Training and Development

Student Name: Zubaidah Al Din
Case Analysis 1: HR Follow-up to Strategi !lanning at "HC
#uestion $wo
Introduction:
The new strategy would benefit the current active and potentials hires in the organization of MHC.
MHCs strategy:
Employee ata
General data maintenance of an employee
!erformance Evaluation
The performance evaluation of the employees are not efficiently done
!osting of "obs
There are no continuous job postings for selecting competitive candidates
Management evelopment !rograms
Trainings are reimbursed but there is no evaluation for effectiveness and also the selection of the
program is made by the attendee itself
The Competitive #trategies involves:
$oal #etting:
Research and practice in HRM:
o Goal Knowledge:
The employees must be made aware of the specific goals they are being involved to achieve The goals
usual changes might cause confusion in handling or achieving it
o Goal !cceptance:
It is responsibility of the "upervisor or Manager to assign goals as per the standards of K"! and
assurance for ability to e#ecute it
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Centre for Executive Education
Certificate / Diploma in Effective Training and Development
Student Name: Zubaidah Al Din
Case Analysis 1: HR Follow-up to Strategi !lanning at "HC
#uestion $wo
o Goal $ifficulty:
"ometimes employees might face difficulty in achieving it and from time to time to assign the employee
itself to evaluate its own performance to audit the level of its achievement and success
o Goal %ompetition:
It is for the employees who are assigned the same goal to achieve and it outputs the better results and
productivity of the organi&ation
!erformance Measurement:
o efine organizational performance measurement
o %in& performance measurement with strategic planning
o 'dentify the components of a wor& process
Coaching:
Coaching of an employee consists of raising self(esteem) incorporating meaning and purpose into
wor&) setting goals) and adding a spiritual approach to coaching.
!erformance Evaluation:
!erformance appraisal *or evaluation+ is the H,M activity used to determine the e-tent on which the
employees are performing the "ob effectively. !erformance appraisal can be either:
. 'nformal) when supervisors thin& about how well the employees are doing
. /ormal) when there is a system set up by the organization to regularly and systematically
evaluate employee performance. 'n the following we are referring to formal performance
appraisal.
,ewards0Training and evelopment !rograms:
Helps in determining who should receive rewards and who should be laid off1 also employees who can
be developed in certain areas are trained internally or sends to a !ublic Course.
Training 2 evelopment is the field concerned with wor&place learning to improve performance.
#uch training can be generally categorized as on(the("ob or off(the("ob. 3n(the("ob describes training
that is given in a normal wor&ing situation) using the actual tools) e4uipment) documents or materials
that they will use when fully trained. 3n(the("ob training is usually most effective for vocational wor&.
3ff(the("ob training ta&es place away from normal wor& situation which means that the employee is
not regarded as productive wor&er when training is ta&ing place. 5n advantage of off(the("ob training
is that it allows people to get away from wor& and totally concentrate on the training being given. This
is most effective for training concepts and ideas.
5ppeal:
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Centre for Executive Education
Certificate / Diploma in Effective Training and Development
Student Name: Zubaidah Al Din
Case Analysis 1: HR Follow-up to Strategi !lanning at "HC
#uestion $wo
'n case of termination) or firing the vacant post undergoes through the same process.
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Strategic thinking is driven by the
match between current capabilities and
existing opportunities
Searching for sustainable advantages
Finding protected niches
Strategic thinking is driven by bridging gap
between todays reality and tomorrows vision
Finding ways to leverage resources
!utpacing competitors in building new
advantages