Assignment 02
Human Resource Maintenance and Retention
HRM2602
Semester 1
Article
CBC Bank has 100 banks in South Africa countrywide and employs 2 000 employees. Six months ago,
you were hired as the new HR manager in CBC Bank. You have hired and trained several new
employees in the administrative departments and bank clerks from different race and gender
groups. The job for financial advisors was recently evaluated and the pay system was revised. During
your visits to the banks countrywide, employees have complained about the lack of consistency in
the way line managers conduct training and development needs analysis, identify employees for
managerial promotions, and the reward systems are not commensurate to their work output. As the
HR manager, you embark on addressing these issues with top leadership and line managers in
different banks on the backdrop of shaping people strategies in the fourth industrial revolution.
Answers below
NB: Add own examples and always edit any model answer to suit you.
1.1 During the management meeting as the HR manager, you emphasise the need to link the
training and development efforts to the goals and objectives of the company. Explain to
management the training plan required to execute this process successfully. (8)
Coaching
, An on-the-job approach in which a manager can teach and guide an employee on a one-to-one basis.
According to Warnich et al, 2022:375, coaching as in athletics, the organisational coach assumes the
role of helper and teacher. The coach often the manager - achieves developmental objective by
setting goals, by providing assistance in reaching goals and by giving timely and constructive
performance. The coach answers questions, lets the employee participate in making decisions,
stimulates the employee's thinking and helps when problems occur. Trust, cooperation, and mutual
respect are imperative for coaching to be helpful. Properly done coaching can be an extremely
effective way to develop employee confidence and strong supervisor-subordinate relations. Harry
Levinson suggests that the coach must be willing to give sufficient time to the development process
and allow the subordinate to assume some risks and make mistakes.
1.2 As the HR manager, during the strategy meeting with CBC Bank management outline the key
requirements on shaping people strategies in the fourth industrial revolution. (12)
Developing New Leadership Capabilities for the 4IR
As organizations operate more distributed business models, leaders will need to lead from the edge,
adopt the right technologies, drive a new vision of organizational culture and shape innovative
people strategies for the future of work (Warnich et al, 2022:363).
Managing the Integration of Technology in the Workplace
According to Warnich et al, (2022:363) The way work gets done is changing. A growing area of
responsibility for HR is to partner with CEOs and C-suite leaders to achieve the optimal combination
of human workforce and automation to ensure a positive impact on the future of work.
Enhancing the Employee Experience
Warnich et al, (2022:363) articulates that the increasing complexity of the workforce and the use of
technology is calling for a change in the way work is experienced. HR plays a vital role in defining,
measuring, and enabling the meaningful employee experience in the 4IR (www.wtwco.com).
Embedding Diversity and Inclusion
Changing social, economic, and political forces bring an opportunity for organizations to profoundly
advance inclusion and diversity. HR plays a pivotal role in promoting a sense of purpose and
belonging in the workforce, and equality and prosperity for the communities and regions in which
they operate (www.wtwco.com).
1.3 Following the approval of lecture training for 100 bank clerks explain to the management
team how you plan to evaluate the effectiveness of this method of training. (5)
The lecture is the second most popular away-from-the-job T&D technique, with some 85 per cent of
organisations in South Africa using this well-debated method. Lecture training strength lies in
delivering uniform information to a large group of people in a timely manner (Warnich et al,
2022:377). The effectiveness of the lecture is seen in that behavioural skills seem to be learned more
effectively through more interactive methods, such as role-playing or case studies. Recent research
indicates that T&D participants react more favourably to an integrative learning (IL)-based
programme than to a lecture.
Human Resource Maintenance and Retention
HRM2602
Semester 1
Article
CBC Bank has 100 banks in South Africa countrywide and employs 2 000 employees. Six months ago,
you were hired as the new HR manager in CBC Bank. You have hired and trained several new
employees in the administrative departments and bank clerks from different race and gender
groups. The job for financial advisors was recently evaluated and the pay system was revised. During
your visits to the banks countrywide, employees have complained about the lack of consistency in
the way line managers conduct training and development needs analysis, identify employees for
managerial promotions, and the reward systems are not commensurate to their work output. As the
HR manager, you embark on addressing these issues with top leadership and line managers in
different banks on the backdrop of shaping people strategies in the fourth industrial revolution.
Answers below
NB: Add own examples and always edit any model answer to suit you.
1.1 During the management meeting as the HR manager, you emphasise the need to link the
training and development efforts to the goals and objectives of the company. Explain to
management the training plan required to execute this process successfully. (8)
Coaching
, An on-the-job approach in which a manager can teach and guide an employee on a one-to-one basis.
According to Warnich et al, 2022:375, coaching as in athletics, the organisational coach assumes the
role of helper and teacher. The coach often the manager - achieves developmental objective by
setting goals, by providing assistance in reaching goals and by giving timely and constructive
performance. The coach answers questions, lets the employee participate in making decisions,
stimulates the employee's thinking and helps when problems occur. Trust, cooperation, and mutual
respect are imperative for coaching to be helpful. Properly done coaching can be an extremely
effective way to develop employee confidence and strong supervisor-subordinate relations. Harry
Levinson suggests that the coach must be willing to give sufficient time to the development process
and allow the subordinate to assume some risks and make mistakes.
1.2 As the HR manager, during the strategy meeting with CBC Bank management outline the key
requirements on shaping people strategies in the fourth industrial revolution. (12)
Developing New Leadership Capabilities for the 4IR
As organizations operate more distributed business models, leaders will need to lead from the edge,
adopt the right technologies, drive a new vision of organizational culture and shape innovative
people strategies for the future of work (Warnich et al, 2022:363).
Managing the Integration of Technology in the Workplace
According to Warnich et al, (2022:363) The way work gets done is changing. A growing area of
responsibility for HR is to partner with CEOs and C-suite leaders to achieve the optimal combination
of human workforce and automation to ensure a positive impact on the future of work.
Enhancing the Employee Experience
Warnich et al, (2022:363) articulates that the increasing complexity of the workforce and the use of
technology is calling for a change in the way work is experienced. HR plays a vital role in defining,
measuring, and enabling the meaningful employee experience in the 4IR (www.wtwco.com).
Embedding Diversity and Inclusion
Changing social, economic, and political forces bring an opportunity for organizations to profoundly
advance inclusion and diversity. HR plays a pivotal role in promoting a sense of purpose and
belonging in the workforce, and equality and prosperity for the communities and regions in which
they operate (www.wtwco.com).
1.3 Following the approval of lecture training for 100 bank clerks explain to the management
team how you plan to evaluate the effectiveness of this method of training. (5)
The lecture is the second most popular away-from-the-job T&D technique, with some 85 per cent of
organisations in South Africa using this well-debated method. Lecture training strength lies in
delivering uniform information to a large group of people in a timely manner (Warnich et al,
2022:377). The effectiveness of the lecture is seen in that behavioural skills seem to be learned more
effectively through more interactive methods, such as role-playing or case studies. Recent research
indicates that T&D participants react more favourably to an integrative learning (IL)-based
programme than to a lecture.
