IN SEMESTER (INDIVIDUAL) ASSIGNMENT

Module Id: BUSS 34002

Module Name: Contemporary Issues of Employee Development

Student Name:

Student ID:

Semester:
Contents
COMPANY BACKGROUND:.................................................................................................................1
THREE INTERNAL FACTORS AFFECTING HUMAN RESOURCE DEVELOPMENT
PRACTICES..............................................................................................................................................3
INTERNAL INFLUENCES ON HRM OBJECTIVES......................................................................3
CORPORATE OBJECTIVES..........................................................................................................3
OPERATIONAL STRATEGIES.....................................................................................................3
MARKETING STRATEGIES.........................................................................................................4
FINANCIAL STRATEGIES............................................................................................................4
CONTEMPORARY EXTERNAL CHALLENGES FACING HUMAN RESOURCE
DEVELOPMENT......................................................................................................................................4
1. CHANGE MANAGEMENT.............................................................................................................4
2. LEADERSHIP DEVELOPMENT...................................................................................................5
3. HR EFFECTIVENESS MEASUREMENT.....................................................................................5
THREE TRAINING METHODS TO IMPROVE CUSTOMER SATISFACTION............................5
1. STUDY CASE....................................................................................................................................6
2.    GAMES-BASED TRAINING........................................................................................................6
3.    INTERNSHIP.................................................................................................................................6
REFERENCES:.........................................................................................................................................7
TASK 2

COMPANY BACKGROUND:
Name of the company: Omantel

Location: Oman

Industry: Telecommuications

Year: 1996

The company Omantel located in oman, established in 1996, and aims to provide expert human
resources services in a wide range of industries. In order to guarantee legal, efficient and
strategic functions of the HR department, our experienced professionals have the learning,
education and know-how. The HR team is the "one source alternative" for maintaining an
internal department of human resources.

The HR team can tailor a human resources solution based on your company or organization's
exact requirements. Our experienced personnel work directly with you to provide top-level HR
services. Each of our employees has previous work experience and understands its unique nature
with small, medium and large organisations. We help to create a workplace in which employees
are more cost-effective and motivated.

For companies seeking assistance in managing resources, the Human Resource team offers
comprehensive service solutions. This is one of the best and most prestigious Human Resource
companies to develop holistic HR solutions, which are designed to save business money and
cost-effectiveness. The HR team aims to save businesses time and money by providing
affordable HR solutions and cover a wide range of human capital organization needs. This is one
of the best Human resource companies, you can work with if you want a firm that really knows
you and can function seamlessly as an HR department of your own company.

Some of the many human resources solutions tailored to the needs of your organization include:

• Acceptance of talent
• Onboarding

• Management of performance

• Development of policies, processes & procedures

• Development of profession path

• Training

• Relations among Employee

• Organization of benefits

TASK 3 (a)

THREE INTERNAL FACTORS AFFECTING HUMAN RESOURCE

DEVELOPMENT PRACTICES
The organization's internal factors (also known as organisation's factors) affect the management
of human resources. Human resource management operates within the organization's overall
perspective. Many organizational factors provide the overarching prospect of the functioning of
human resources management, the more relevant being the follow-up strategy, corporate culture,
unions and financial position of the organization. In addition to the above organizational factors,
the technology of organizations also affects practices of human resources management by
defining the nature of jobs.

A variety of internal factors influence management objectives for their human resources strategy.

INTERNAL INFLUENCES ON HRM OBJECTIVES

CORPORATE OBJECTIVES

E.g. a reduction in costs objective means that redundancies, delays or other restructuring are
necessary.
OPERATIONAL STRATEGIES

People's management issues are not independent, but are derived from the strategy of the
organization. Each organization explicitly or implicitly sets its strategy. Strategy is a way to react
to the environment by an organization deploying its main resources and pursuing its main goals.

One of every organization's main resources is human resources. Consequently, the requirements
of the strategy need to be implemented and used. It means that in view of organizational
strategies the HR strategy should be drawn together. An analysis of how strategy works in an
organization shows how strategy affects human resources management practices. Strategy
operates at three levels - corporate, corporate and functional. Strategic decisions at the enterprise
level involve deciding "in which enterprise should we be"

Such a decision provides the organisation's long-term direction. The top management of the
organization makes such a decision. The strategy at business level applies to various business
areas often referred to as strategic business units (SBUs). Within the overall framework provided
by the corporate strategy, each SBU formulates its own strategy. HR strategies are thus
formulated in the overall context of the corporate and corporate strategy. Human resources
management practices are followed, depending on the nature of the corporate strategy. For
example, IT systems or other procedures may need new training for the personnel, fewer
personnel.

MARKETING STRATEGIES

For example, changes in the organizational structure and recruitment of the new sales team may
require new product development or entry into the new market

FINANCIAL STRATEGIES

Whilst the foregoing factors shape human resources management practices, the financial position
of the organization affects the management of human resources, especially those with substantial
financial implications. The capability to pay wages and salaries, human resource retraining
funds, etc., is influenced by the financial position and cash flow of an organization.
Highly profitable periods usually provide greater bonuses while unprofitable periods cannot
produce a bonus (except the statutory bonus). While many organizations claim that employees
are their main asset, they manage their personnel as though employees are the biggest expense.
Therefore, the axis is first of all employees when financial difficulties are experienced.
Significant employee dismissal during the economic slowdowns is obvious. Employee stock
options and profit sharing are the result of a sound financial situation, performance incentives
and so on.

For example, a decision to cut costs through outsourcing training would change training
programs

TASK 3 (b)

CONTEMPORARY EXTERNAL CHALLENGES FACING HUMAN

RESOURCE DEVELOPMENT

1. CHANGE MANAGEMENT

Since this is generally not a focus for Human Resource vocational training and expansion,
change management is a special task for managers. "This can also be explained by the WFPMA,
as HR continues to try and help businesses progress. It is the main issue. Increased emphasis on
training may be necessary to develop additional capabilities for managing change."

2. LEADERSHIP DEVELOPMENT

Leadership development must be a crucial strategic initiative as the second largest challenge for
human resources management. HR professionals should provide the important structures,
processes, tools and views to make the best choice and develop the organization's future leaders.
Designated globally as a critical strategy initiative, the development of leadership ensures that
the right staff is maintained, the organisation's culture is supported by performance from within
to become a marketplace and that management is equipped to lead the future so that the company
can become sustainable in the lengthy term.
3. HR EFFECTIVENESS MEASUREMENT

How can improvements occur without the right HR effectiveness measurement tools? Like many
other business areas, this industry must also be able to measure results in expressions of business
organization and positive professional influence. "It begins a move from perceiving HR to be a
merely administrative function to consider the HR team a true strategic partner within the
organization by using metrics to determine effectiveness. In fact, the following section reports
that the participants in the survey believe that organizational efficiency will be a crucial future
problem for HR – again supporting HR as a strategic management partner."

TASK 3 (C)

THREE TRAINING METHODS TO IMPROVE CUSTOMER

SATISFACTION
When HRD have traditionally concentrated on determining their own efficiency, they have
become increasingly aware that they can provide structural value through measuring the
efficiency of the whole company. The shift is considerable because it represents a movement
from the simple count of the number to the long-term determination of the ROI of collective and
private hires. This new method not only measures sales, but also includes poor turnover, "good"
sales and the overall cost of substitution contracts. The following information is essential for
successful training was provided on the basis of the authors' research questions. These data are
based on a thorough list of three core methods.

1. STUDY CASE

The case study is a well-tested training method and is known to motivate students. However,
when the students do not have access to necessary resources for a case study or if it becomes a
challenge they will be hindered in terms of motivation and learning. This method is suitable for
situations where trainees have basic knowledge but are still trained. This approach is one of the
most popular methods in various disciplines, such as law, consultation and medicine, as it is
lower in cost.

2.    GAMES-BASED TRAINING

Games, including training, were used for many educational purposes. Educational games are
affordable, competitive and motivational, particularly in the digital age, when many candidates
and employees engage heavily in technology.The failure to determine components in a game that
contributes to training itself is one of the disadvantages of this method. Trainers cannot ensure
really that all learning concepts by playing games are accepted by trainees. Nevertheless, game-
based training teaches students to compete in business, sport or law environments.

3.    INTERNSHIP

Practices on both sides are great. Employers can benefit from employee support, while
employees can take advantage of employer guidance and training. This can be high-pressured or
incoherent in some cases, however. This, however, is an excellent training method in situations
and contexts where the students have basic knowledge and the employers support and
understand.

In the design and development of programmed training, the following are the main factors:

1. The student

2. The trainer or facilitator

3. The environment for learning

4. Learning features

5. Ressource training and policy on training

REFERENCES:
1. Werner, J.M. and DeSimone, R.L.R.L., 2011. Human resource development. Cengage
Learning.
2. Wilson, J.P. ed., 2005. Human resource development: learning & training for individuals
& organizations. Kogan Page Publishers.
3. Martin, B.O., Kolomitro, K. and Lam, T.C., 2014. Training methods: A review and
analysis. Human Resource Development Review, 13(1), pp.11-35.
4. Gangani, N., McLean, G.N. and Braden, R.A., 2006. A competency‐based human
resource development strategy. Performance Improvement Quarterly, 19(1), pp.127-139.