Human Resource Management homework help
Human Resource Management homework help. Page 1 of 5
THE INSTRUCTIONS FOR THE MID-TERM INDIVIDUAL PAPER
The purpose of the individual paper is to assist you to develop the knowledge and skills required
for an effective trainer.
1. The Basics
You are to analyze the case, “The Wealth Management Group” (see Appendix I for the case),
and respond to all questions as listed below:
• Section I: If you are hired by Peter Anderson of the Wealth Management Group to
conduct a training needs analysis, follow the process as shown in Figure 3.1 on Page
83 of the textbook to describe step by step how you conduct the training needs
analysis, and then identify ONE major training need.
(Your answers must address all three levels of needs analyses, i.e., organizational,
task, and person analysis, and must include the methods and sources that you would
use for data collection.)
• Section II: To address the major training need as described in Section I, you are asked
to design one lecture-based training workshop. Discuss potential training methods that
you would consider and conditions of active practice that you would use for this
training program.
• Section III: Refer to Table 8.3 on Page 253 of the textbook to write a lesson plan for
the lecture-based training workshop that you discuss in Section II.
2. Layout
a. You should write your name and student number in the title page of report, and
number the pages, bottom right.
b. You do not need to include an introduction or a conclusion in the paper. Use the
questions as sub-headings. Put them in bold italics. (You don’t need to start a new
page for each answer.)
c. For Section I and II, you should use 12 point Times New Roman, 2.54 cm margins,
left justified, and double-spaced. For Section III (i.e., lesson plan), you should use 10
point Times New Roman, 2.54 cm margins, left justified, and single-spaced.
d. The body of the paper will be 9-10 pages (excluding the title page, and any
appendices or references). Any pages beyond the maximum will not be read and will
not be reflected in your grade.
e. If you cite some contents from the other publications rather the textbook and lecture
slides, you should provide in-text citations and a list of references, using the APA
style.
3. Submitting the Report
a. Submit your case study report in a MS Word file to the course website (Turnitin) no
later than 11:00AM, Tuesday, June 30th, 2020.
b. Failure to submit the report on time will result a 20% reduction of the assignment
mark for every calendar day late (this also includes weekends).
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4. Grading the Report
a. Grades awarded will depend on style (grammar, etc.) and content (the extent and
quality of research, analysis, and proposed actions). The grading sheet for the written
report is seen in Appendix II.
b. You should allocate the length of each section in consideration of the following
weights:
o Section I 40%
o Section II 50%
o Section III 10%
5. Plagiarism
This case study report is your own work and you take full responsibility for what is in it.
Furthermore, you should not share your report with others. If there is plagiarism, all students
involved will be charged for the misconduct. Plagiarism is a very serious offense and the
consequences are severe. Please make yourself aware of them. If you have any doubts about
what constitutes plagiarism in general or questions about a specific situation, please ask me
before your submission. I would be happy to help you.
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Appendix I. The Wealth Management Group
Peter Anderson has just been promoted to the Director of Training and Development at the
Wealth Management Group (WMG) from his previous position as the Manager of Special
Projects. Peter had only been on the job for a few weeks when he was asked to initiate a training
program to improve working relationships between employees.
WMG is located in Toronto, Ontario. It offers asset management to institutional clients and
private wealth management to high net worth individuals and wealthy families. Asset
management includes research and insights, equities, fixed income products, asset allocation, and
currency management. Private wealth management consists of bespoke cash management
solutions, multi-currency solutions, mutual funds, portfolio management, wealth preservation
and transit, tax planning, business transition planning, and estate planning.
As on December 31, 2019, WMG employed about 600 employees and reported assets under
management of CAD5.2 billion. The demographics of employees at WMG are considerably
diverse. In fact, it was once said that employees of WMG looked like the United Nations. They
include people ranged from generation-Y (under 25) to baby boomers who were born after
World War II.
WMG’s vision is stated as, “To be the leader in client relationships”. Its core values consist of:
Trust − We believe in the instincts and talents of our people, and support and recognize those
who do what’s right for our clients; Teamwork − Our clients benefit from the power of a team
that enjoys working together on their behalf; Accountability − We do what we say, because this
is what our clients expect and deserve.
WMG’s strategy is to build a relationship-focused wealth management firm by concentrating on
two strategic priorities: Focusing on our clients – We continue to shift our culture and drive
towards our vision of being the leader in client relationships; Innovating for the future – we are
investing in technologies that meet our clients’ ever-evolving needs and improve their experience.
Peter has a people-oriented managerial style. He believes that managers should socialize with
employees because friendly relations with subordinates would help create a climate of mutual
trust and respect, which usually leads to desirable outcomes. However, Peter was not sure what a
training program on working relationships looks like. He decided to talk with a variety of
employees chosen randomly. In the end, he spoke individually with Heather, Jack, Jen, Alison
and Richard. He encouraged each person to speak candidly and in confidence without any fear of
retribution.
Heather, an administrative assistant, said that Jack, her supervisor, did not promote her six
months ago. She believed that she was overlooked because she is an Chinese and Jack does not
like foreigners. She felt that interpersonal relations could be improved because most staff
members do not socialize with one another. And they seem to tolerate each another only to
complete job task requirements.
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Jack, a certified management accountant, is the Manager of Marketing. He is upset that he was
not promoted to the director of Training and Development, the position Peter now occupies. He
feels that he was passed-over because he is black. Jack suggested that WMG should strengthen
security because he is concerned about that staff have been taking home a lot of office supplies.
He also believes that WMG should do a better job training new employees to ensure a smoother
transition into the existing workforce.
Jen, the Manager of Customer Services, feels that a training program on working relationships is
a waste of time. She told Peter that she does not like working at her job anymore because the job
has become too stressful. Senior management, she said, keeps promising to hire more investment
advisers for more than one year, but they have not yet hired anyone. Jen also confided that her
increased workloads have contributed to ruining her marriage. She said when she gets home in
the evenings, she is very tired and feels very depressed. She also said that the job is ruining her
nights and weekends. Thus, she is often terrified of going to work some days.
Alison, who is a supervisor of Employee Benefits and Services, raised some concerns about the
effectiveness of previous lecture-based training programs. She said that her subordinates did not
learn anything by sitting in a seminar room for the whole day. She described her experience with
a recent training workshop by saying, “The trainer stands in the front of the room and talks for
about 2 hours, but nobody listens to him.” She added, “I have seen so many bad training
workshops in the past five years. Nobody cares about what trainees feel about the training and
what they learn from the training.”
Richard, an investment adviser, joined WMG when he graduated from a financial planning
program at York University two years ago. He told Peter that WMG definitely needs such a
training on employee working relationships because he believes that good relationships lead to
good performance. He suggested that all levels of employees at WMG should attend the
proposed training program.
Peter is astonished by the attitudes of some employees with whom he spoke. Now he has an
sense of urgency to offer a training program on employee relationships at WMG.
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Appendix II.
Grading Sheet of Individual Assignment
Student Name: ______________________________________________________________
Sections Max. Grade Comments
Section I: If you are hired by Peter Anderson of the Wealth
Management Group to conduct a training needs analysis,
follow the process as shown in Figure 3.1 on Page 83 of
the textbook to describe step by step how you conduct the
training needs analysis, and then identify one major
training need.
40
Section II: To address the major training need as described
in Section I, you are asked to design one lecture-based
training workshop. Discuss potential training methods that
you would consider and conditions of active practice that
you would use for this training program.
50
Section III: Refer to Table 8.3 on Page 253 of the textbook
to write a lesson plan for the lecture-based training
workshop that you discuss in Section II.
10
TOTAL 100
MINUS
Lack of clarity; information presented is lacking focus;
ideas are not communicated effectively (1-10)
APA style; grammar; syntax; spelling (1-10)
MINUS
Late penalty [20%/day]
TOTAL AFTER DEDUCTIONS