Reward for Performance and Contribution

Task 1: Written Analysis Report to the Head of HR – 1600 WORDS
Task 2: Presentation Slide Deck for Training – 2300 WORDS
(you can add the words in a word document file & for the ppt just graphics & headlines)
please read the assignment brief before you work on the assignment
all the answers you will get them in the ppt slides that I have attached (slides week 1,2,3,4)

5OS02 Submission

This is a CIPD level 5 coursework. Please find the attached 5OS02 assessment session and brief files for this order. You will find two tasks required based on the case study. Please ensure to answer all the assessment tasks as mentioned in the attached files. Moreover, Conclusions, Recommendations, References, Bibliography and Appendices are not included in the word document. Task 1 is a presentation including 4 activities which are (AC 1.1 / 1.2 / 2.1 / 2.2 ) and each slide for each activity (AC) with the presenter note and pictures for the concept of this activity, the word count will be 2300 words and I prefer to keep each activity with 575 words. Task 2 is a word document including two parts, part A has 2 activities (AC 2.3/ 3.4) and part B has 3 activities which are (AC 3.1 / 3.2 / 3.3) and the word count will be 1600 words. In the end you will have 2 files for this submission.

Discussion: On-The-Job Training

First Post—Module 1
The most common type of training at all levels of an organization is on-the-job training. Whether the training is planned or not, people tend to learn from their job experiences. Based on your experiences, discuss the value of on-the-job training. How should we as HRM professionals objectively determine the ‘value’ of on-the-job training? Then, discuss the problems of on-the-job training that should be taken into consideration. Finally, make a recommendation as to how on-the-job training can be assessed and used for succession planning.
Support your post with additional information from at least two reputable sources (library and/or web-based). Cite your sources. Bring in your own personal experiences, if applicable.

KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING

Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is one of America’s leading knowledge experts. View the following four videos to understand the depth of the knowledge-transfer process and follow Mr. Trautman’s widely used knowledge transfer solution.
Pay close attention to the process. Developing your own Knowledge Silo Matrix and discussing what you found will be the basis of your Case 1 assignment.
Trautman, S. (2012, November 30). Introduction to the Steve Trautman Co. 3 step knowledge transfer process . Retrieved from https://www.youtube.com/watch?v=1xj1iVhu308
Trautman, S. (2013, January 22). 5 questions that drive knowledge transfer . Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=IvB_cOo14y8
Trautman, S. (2012, December 19). The Steve Trautman Co. 3-step knowledge transfer solution with knowledge silo matrix demo . Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=knN-ZzVAmMY
And finally, pulling it all together:
Trautman, S. (2012, December 18). How it works: The Steve Trautman Co. 3 step knowledge transfer solution . Retrieved from https://www.youtube.com/watch?feature=player_detailpage&v=tWyMU90x6o4
Case Assignment
For this Case Assignment you will be completing and analyzing a matrix following the Knowledge Silo Matrix instructions in the third video above. (The team you choose could be a current or past work group, a group of committee members, a group of family members, members of a rock band, or any group where you know the expertise needed and the skill levels of the employees/members.)
You may (a) complete the matrix by hand or (b) use the Knowledge Silo Matrix Word form. Remember these key points:
The Knowledge Silo Matrix (KSM) is a high-level tool of knowledge silos. Think bigger picture. For example, if you were filling out a KSM for building a house, some example silos would be Plumbing, Electrical, Flooring, Insulation, etc. Not “Weld a pipe” or “Test for adequate water pressure.” The blog article, Tip for Better, Faster Knowledge Transfer—It’s Not What People KNOW, It’s What They Know How to DO, provided by The Steve Trautman Co., addresses the important distinction between Knowing vs. Doing. This will help you create a more actionable KSM.
Once you have your matrix completed, then respond to the following questions using the section headings in your paper that are marked in bold below. Utilize at least two sources of outside information from other authors; be sure to cite them and provide a reference list at the end.
Introduction—This section is often written after you have completed the rest of your paper.
Work Team Overview—Provide an overview of the work team you have assessed in the Knowledge Silo Matrix. Who are they, how long have they been in the group, and what are their jobs?
Skill Level in Silo—Discuss each group member’s job in terms of his/her silo status—discussing why you have evaluated them as purple, green, yellow, or white.
Matrix Analysis—Analyze what the matrix tells you.
Look at each silo and analyze what you see and what needs to be done to minimize the knowledge risk.
Look at the colors assigned to each employee (horizontal colors). What should be done next to minimize the risk related to each employee as well as to enhance the performance of the work team? Be sure to discuss the training needed (or not) for each member and what the format of the training should be given what you learn from the matrix.
Application of the Matrix–Discuss what you have learned from this exercise and the strengths of the Knowledge Silo Matrix approach and the challenges you see managers could face in an organization using the Matrix.
Conclusion
Submit BOTH your Knowledge Silo Matrix and your discussion covering the points above by the module due date.

Writer’s Choice

Write 3-5 pages on strategy and culture as it relates to your topic of research, organization, and problem or opportunity in your capstone project, an effectiveness improvement plan.
The next component of your capstone project will focus on evaluating the strategy of your plan. Examine your approach in terms of strategic HRM for organizational success and competitive advantage. Consider whether your plan is aligned to the business strategy. Evaluate the connection between HRM strategy and organizational strategy in the global environment if applicable. Make certain to assess the importance of HRM strategy to organizational sustainability and specific firm initiatives.
HRM strategies form the nucleus of a successful organization. They bring together the elements of culture, organization, and HR systems for synergy and effectiveness. Without these strategies, and without leadership that is not only willing but serious about implementing, monitoring, and refining them, the organization will lose valuable ground. HRM strategies can be used to support the employee experience and make the organization successful and competitive.
Research current articles that explore strategy and culture to complete the following:
Analyze HRM’s role in building organizational culture.
Develop a strategy for working within the organizational culture, as you develop leadership and consultation approaches for implementing your plan to improve organizational effectiveness.
Assess the cultural factors that will likely affect the development and implementation of your plan.
Consider the employee life cycle and employee experience within your selected organization.
Analyze both the ethical and the legal responsibilities related to culture, both in the organization and in society as a whole.