New Zealand Diploma in Business
(Leadership and Management)
Level 6
Human Resource Management – NZDB 603
Executive Summary
Brief introduction of the company
-A brief history of the company
-Key products and services
Summary of HR planning
-Summary of the key points and recommendations discussed in the report
Conclusion
-Summary of how HR planning lead to better operational performance for the selected organisation
Example
subject matter- write the purpose of the report….
Brief introduction of the company
findings – Write a summary of each area (Briefly highlight HRM Plan from the report)
Managing employment relationship –each sub area under this section add couple of sentences
The Treaty of Waitangi–each sub area under this section add couple of sentences
Career development and training programme–each sub area under this section add couple of sentences
Workplace health and safety programme–each sub area under this section add couple of sentences
Conclusions- it can be concluded that …………………………Summary of how HR Plan can leadto better HR operational performance for the selected organisation
Recommendations (note that conclusions and recommendations can be bulleted, you can summarise the recommendations from the conclusion area as bullet points
1 Introduction
1.1 Overview of the organisation
1.2 Product /service offerings
2 Managing employment relationship
2.1 Performance Management Model
Thefollowing section includes the performance management model in the context of New Zealand Post
Table 1 Analysis of the Performance Management Process
Steps in the performance management process | Analysis in the context of the selected organisation |
Define performance outcomes….(Needs to be referenced, APA 6th Style) | Add ..Analyse how the company can plan and executive these steps for performance management in the selected organisation(Needs to be referenced, APA 6th Style) |
Develop employee goals, behaviour, and actions to achieve outcomes | |
Provide support and ongoing performance discussions | |
Evaluate performance | |
Identify improvements needed | |
Provide consequences for performance results |
Use printed HR textbooks in the college or journals;
Table 2 Analysis of Methods of Measuring Performance
Methods for measuring performance | Analysis in the context of the selected organisation |
Comparative…. (Needs to be referenced, APA 6th Style). | Add….Analyse how the company can plan and executive these approaches to performance management in the organisation …. (Needs to be referenced, APA 6th Style). |
Attribute | |
Behavioural | |
Results | |
Quality |
Use printed HR textbooks in the college or journals;
2.3 Develop the Balanced Score Card
Table 3 Balanced Scorecard
Perspective | Goals | Measures | Explanation in the context of the organisation |
Financial Perspective | Goal 1 | ||
Customer Perspective | Goal 1 Improve talent attraction strategy | ||
Internal Perspective | Goal 1 | ||
Financial Perspective | Goal 1 |
Propose various strategies and recommendations to improve employment relationship based on the performance measurement . Add recommendations from findings of 2.2 and 2.3
3 The Treaty of Waitangi
3.1 Analysis of HR policies in relations to the principles
3.1.1 Participation
Acknowledges sovereignty/governance and working together with the same rights and benefits as subjects of the Crown. …………In terms of participation the company does ….how is this principle covered in the policies? Which policy and what aspects are covered?(Needs to be referenced, APA 6th Style).
Acknowledges the protection of rights, benefits and possessions……. In terms of participation the company does ….In terms of protection the company does ….how is this principle covered in the policies? Which policy and what aspects are covered? (Needs to be referenced, APA 6th Style).
Acknowledges sovereignty/governance and working together with the same rights and benefits as subjects of the Crown. ……In terms of partnership the company does ….how is this principle covered in the policies? Which policy and what aspects are covered?
Table 4Strategies to improve HR Policies in the context of Treaty of Waitangi
Policies | Strategies to improve HR Policies in the context of Treaty of Waitangi |
Policy area 1- see the policy area you discussed in 3.1.1 | Strategies and recommendationsfor the policies should be evaluated based on the analysis from the above discussion in 3.1.1. In xxx company….( explain how its applied in your company) (Needs to be referenced, APA 6th Style). |
Policy area 2- see the policy area you discussed in 3.1.2 | Strategies and recommendations for the policies should be evaluated based on the analysis from the above discussion in 3.1.2 . In xxx company….( explain how its applied in your company) (Needs to be referenced, APA 6th Style). |
Policy area 3- see the policy area you discussed in 3.1.3 | Strategies and recommendations for the policies should be evaluated based on the analysis from the above discussion in 3.1.3 . In xxx company….( explain how its applied in your company) (Needs to be referenced, APA 6th Style). |
4 Career development and training programme
Define Career Development and importance of training and development process in an organisation and introduce how it is addressed in the context of the organisation to achieve the strategic goals ….. What are the employee goals and strategic objectives of the selected company? Add….
Table 54Career development and training programme
Assess needs for Training | Readiness of Training | Planning the training | Implementing the training programme | Evaluate the results of training | When is the training required (dates) |
Training programme 1 Organisational need – what training required and why? Name of the training programme. Personal Analysis- which staff group needs training | Employee readiness characteristics – Need basic learning skills , cognitive ability ( use of written and spoken language, solve math problems, use logic) , motivation to learn and develop a career path Work environment – Situational constraints – lack of money, time, failure to provide tools and resources Social Support – encouragement to be trained , praise, encouraging words, sharing information about participation in training programmes, expressing positive attitiudes | Objectives of the programme -what employee is expected to do -performance standards -resources In-house or contracted out? Request for Proposal – type of service, type, number, dates, dates to get proposals Choice of training methods Classroom instruction Computer based -e-learning, electronic performance support systems On the job Training – Apprenticeship, internship Simulations- Avatars, Virtual Reality Business games and case studies- Behaviour modelling – experiential programs, adventure learning Team training- cross-training, coordination training, team leader training Action learning - | Principles of learning Training activity and ways to provide Transfer of training On the job use of knowledge, skills and behaviors learned in training | Evaluation Methods Facts, techniques and procedures trainee can recall after the training Skills that the trainee can demonstrate in tests or on the job Trainee and supervisor satisfaction with the programme Changes in the attitude related to the content of the training (example more tolerance to diversity or concern for safety) Improvements in individual, group, or company performance ( examplegreater customer satisfaction, more sales, fewer defects) | Dates |
Training programme 2 Organisational need – what training required and why? Name of the training programme. Personal Analysis- which staff group needs training | Employee readiness characteristics – Need basic learning skills , cognitive ability ( use of written and spoken language, solve math problems, use logic) , motivation to learn and develop a career path Work environment – Situational constraints – lack of money, time, failure to provide tools and resources Social Support – encouragement to be trained , praise, encouraging words, sharing information about participation in training programmes, expressing positive attitiudes | Objectives of the programme -what employee is expected to do -performance standards -resources In-house or contracted out? Request for Proposal – type of service, type, number, dates, dates to get proposals Choice of training methods Classroom instruction Computer based -e-learning, electronic performance support systems On the job Training – Apprenticeship, internship Simulations- Avatars, Virtual Reality Business games and case studies- Behaviour modelling – experiential programs, adventure learning Team training- cross-training, coordination training, team leader training Action learning - | Principles of learning |
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