40098720 traning and development articals refrences

8/8/2019 40098720 Traning and Development Articals Refrences

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y PRESENTD BY

AMBREEN KANWAL (PGD) 22 INSTITUTE OF ADMINISTRATIVE SCIENCE UNIVERSITY OF THE PUNJAB


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Designing training for managers that will help them understand how to not discriminate includes information on anti-discrimination laws and human rights codes and how they impact HR practices such as interviewing, performance management coaching and termination of employees in the workplace


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Gender Race Ethnicity Nationality Sexuality


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y Religion y Political views y Health and disability (physical, mental, HIV status) y y y y y y y y

Age (over 40) Military service or affiliation Bankruptcy or bad debts Criminal record Genetic information Citizenship status Living arrangements and location Family status (single parenting, elder care etc.)


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in Ontario, Canada, the Human Rights Commission states that family status shouldnot influence human resources procedures and practices, Under the Ontario [Canada] Human Rights Code, persons in a parent-child relationship have a right to equal treatment in the workplace. This means that employers cannot discriminate in hiring, promotion, training, benefits, workplace conditions, or termination of employment because a person is caring for a child or parent


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y Training managers to write appropriate interview

questions is an important part of antidiscrimination training. Designing a quizwhere participants are asked to choose appropriate from inappropriate questionscan start a healthy discussion on discrimination. Discuss how an inappropriate question can be asking for information that is irrelevant to whether the employeecan perform their job or not. Irrelevant information, especially information th

at could be seen as discriminatory, should not be the basis for choosing one employee over another.


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Reminding managers that anti-discrimination practices need to continue beyond hiring practices is another important topic for training on antidiscrimination. Managers need to be aware that they should not discriminate when choosing employees to promote, discipline or praise. Include exercises such as case studies wherean employee was selected (or not selected) based on their age, gender, sexuality or other discriminatory practice can work well to illustrate effective anti-discrimination practices


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y Terminating employees is one of the toughest parts of a

managers job. It is important to train managers on concepts such as progressive discipline so that employees are terminated on the basis of documented proof of lack of performance and the manager is not discriminating when dismissing an employee. Break participants into small groups for an activity and ask one participant to read a script where a manager makes discriminatory remarks to see if the ot

her participants in the group can identify the inappropriate remarks. y Employment Discrimination Training that instructs managers on how to not discriminate when they are supervising employees can prevent the manager, employee and companyfrom practicing unfair hiring, coaching and termination practices. This is an important consideration when building a corporate culture and reputation.


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y Some training managers and

training designers purchase training activities or design generic presentationswith the intention of delivering them to multiple general audiences. When a presentation has not been customized to the audience it can lead to problems such aspoor learner engagement and poor training content retention. y While it is tempting and sometimes a cost saving to purchase a generic training program, activit

y or tool kit, learners will not appreciate the general nature of the content asthey will not be able to see how the content relates to the work they need to perform.


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y Compensation has become a far more complicated

issue than just deciding how much to pay your employees. In addition to salary,employers must consider many other components 401(k) plans, stock options, bonuses, and vacation these too have become part of current compensation packages. y Employees also have greater expectations of what should be included in their compensation packages, and they may demand specific benefits that can be costly for s

mall businesses. y Costly or not, building a fair and attractive compensation package is critical for attracting and retaining employees. When setting up your compensation package, consider the following components:


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y Salary and wages y Bonuses y Long-term incentives y Health insurance y Life and/or disability insurance y Retirement plans y Time off and flexible schedules yMiscellaneous compensation.


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y Compensating your sales force presents a

particular challenge because packages must be extremely competitive and should provide adequate incentives to motivate employees to do their best. y The key tocreating a good compensation package is balance. Most salespeople don't want tobe solely dependent upon either commissions or salary. Plus, providing adequateand competitive compensation that's based exclusively on either salary or commis

sion most likely won't attract or retain talent, motivate your sales staff, or allow your company to achieve its maximum profitability.


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y Striking a balance between salary and

commission is probably as much art as science, as it depends on your goals. A compensation package that emphasizes salary over commission will allow you to makegreater demands on your salespeople and how they spend their time. A pay package that emphasizes commissions will motivate your salespeople to spend more timeselling and booking new orders rather than other work that won't result in new s

ales. y Although businesses compensate salespeople in a wide variety of ways, most use a combination of salary and incentive components, along with common benefits such as health insurance, a retirement savings plan, and paid time off.


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y Base Salaries:

Providing a base salary that assures salespeople a steady income is a good idea.A guaranteed salary provides salespeople the comfort of knowing that despite good and bad economies, streaks they can maintain their current lifestyle. At thesame time, salespeople want to know that if they make the extra effort they willbe adequately rewarded for their hard work.


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y Incentive Compensation

The most common way to motivate and reward salespeople for closing big deals ormeeting goals is through bonuses and commission. Consider offering your salespeople a set salary and guarantee a minimum level of pay with rewards for higher levels of performance.


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y SUITE101.COM y http://www.allbusiness.com/human-

resources/compensation/794-1.html


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40098720 traning and development articals refrences

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