HRM 562 Week 5 disscussion
◦In a nine-day time frame, explain the actions the CLO can take to build a compelling case for the department’s overall value and business impact, which hopefully minimizes layoffs.
First we must understand that it is the job of the CLO to manage their organization’s training and development programs. It is the nature of the title to think about long-term strategies, recruiting/retaining the best talent, as well being of corporate culture. With this being said asking the CLO to reduce a department size can be a difficult task. Asking the CLO to train the employees so that redundancies are reduced, or to ensure that that employees are focused and showing signing of a higher learning curve would have been a better task to have asked. In this case the CLO could probably do a study analysis of employee past performance appraisals. After doing the study he would want to rate them and then sort them out in terms of performances and rating. He would then have to compare these to his studies and the organization’s expectation of learning. Once this information has all been compiled the CLO will be able to make a decision which employees have the potential of continuing to learn and be productive and those that will not.
For example, if company is in the business of research, then research analyst has to be preserved coz they are core asset as far as business is concerned. Excess staffs from support functions like accounts, admin etc, will be considered first for laying off.
◦Build a measurement and evaluation plan that will allow the CLO to continuously monitor the department’s value and worth. Consider what the plan should include and in what order items of the plan should be implemented. This should be fully executed within a six-month time frame.
From learning standpoint a CLO should:
1. Integrate learning and investment planning that will ensure that the enterprises, business units, and individual learning requirements are being addressed and met.
2.
First we must understand that it is the job of the CLO to manage their organization’s training and development programs. It is the nature of the title to think about long-term strategies, recruiting/retaining the best talent, as well being of corporate culture. With this being said asking the CLO to reduce a department size can be a difficult task. Asking the CLO to train the employees so that redundancies are reduced, or to ensure that that employees are focused and showing signing of a higher learning curve would have been a better task to have asked. In this case the CLO could probably do a study analysis of employee past performance appraisals. After doing the study he would want to rate them and then sort them out in terms of performances and rating. He would then have to compare these to his studies and the organization’s expectation of learning. Once this information has all been compiled the CLO will be able to make a decision which employees have the potential of continuing to learn and be productive and those that will not.
For example, if company is in the business of research, then research analyst has to be preserved coz they are core asset as far as business is concerned. Excess staffs from support functions like accounts, admin etc, will be considered first for laying off.
◦Build a measurement and evaluation plan that will allow the CLO to continuously monitor the department’s value and worth. Consider what the plan should include and in what order items of the plan should be implemented. This should be fully executed within a six-month time frame.
From learning standpoint a CLO should:
1. Integrate learning and investment planning that will ensure that the enterprises, business units, and individual learning requirements are being addressed and met.
2.