Department of Human Resources Employee Retraining Project (HRRP) Background Department of human resources is a basic part of a company. The employees of human resources department are mainly responsible for hiring and training new members of every department, therefore they have to equip themselves first and make sure they are qualified to provide high standard training program for other people. Recently, managers and staff have expressed some concerns about the existing training courses. The training system of this department was established many years ago.
It is reasonable to worry about its effectiveness. As time goes by, the old training system may lack of access to training and we may lack of resources to meet unsatisfied needs. The strategies and theories they use may be out of date. There have also been several uncoordinated initiatives concerning the development of distance learning strategies that had not been addressed from an enterprise-wide perspective. In response to these concerns, the Department of HR delivered a Training Needs Survey and found that 87% of staff is eager to be trained again.
Therefore, we should develop an overall training plan for the department of human resources. It should be charged to use the survey as a basis for making recommendations on training priorities, resources, standards for training methods, design, delivery and evaluating the effectiveness of investments in employee training. Scope The HRRP will include recommendations for how training is created, delivered and evaluated. The plan will also document training needs, priorities and resources across the enterprise and within each division.
It will draw upon initiatives past and present to provide a series of comprehensive training workshops and seminars for taff in human resources to address their shared concerns in a collaborative and practical context. HRRP will equip staff from HR department with the knowledge required to perform better in each of the human resources disciplines: Compensation and benefits Training and development Employee relations Recruitment and selection Time scales: The project needs to be started in November 1st 2013 and completed before January t took approxima ely t 2 montns Trom tne Inltlal Olscusslons to evaluating results.
Objectives and deliverables: To consult with HR staff in identifying training requirements To liaise with other rojects to minimize duplication of effort To develop a comprehensive training program with a practical focus To organize and deliver training events in varying locations To reproduce materials for subsequent online consumption To evaluate the success of the project in meeting HRRPs training needs Aims: To equip staff in HRRP with skills to contribute to successful completion of their projects To assist HRRP staff in developing sustainable and successful repository services To facilitate communication and knowledge sharing between HRRP on issues of shared concern To take a practical and hands on approach wherever possible The uccess will be measured largely through feedback from participants and evaluation of project deliverables against the training requirements identified early in the life of the project. Project priorities: Time Cost Quality Constrain Enhance Accept Assumptions: Management will ensure that project team members are available as needed to complete project tasks and objectives. Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays. Project team members will adhere to communicating. The Project may change as new information and issues are revealed. Integrated WBS and OBS Since the scope and deliverables have been identified, the works of the project are successively subdivided into several work elements.
The work breakdown structure ana organlzatlon DreaK00wn structure Is as Tollow, ana their possible cost is given in the table. Budget/Costing tne OITTerent actlvltles ana Based on the WBS above, first of all, we divide the employees into 5 groups. For each group, we hire a training tutor to give 5 lectures, 10 classes, and several related training exercises. Each tutor costs $1 5000 in the whole project, so they cost The staffs work for this project is 20. We have 1 project manager and 4 members from string committee; the salary for them is 20000 per person, so the total cost is The other 1 5 staff cost 10000 per person, so Therefore, the total labor cost 50000+100000+150000= $300000. The course textbook cost possibly $17000.
The equipment such as computer, fax, printers and projectors possibly cost $6000, stationery costs $3000. So, the course material part totally costs $26000. Lecture and discussion Classroom booking costs 3000+4000=$7000. Therefore, apart from tutors’ fee (include in the labor costs), the preparation section costs$33000. Practical exercises cost nearly $8000. Regarding there is no other expenses in this part, the conducting training part costs $8000 in all. Trainee test costs %IOOO and Prize for Trainee who performs well in the project is approximately $4000. So the cost of evaluation section is $5000. The others costs like electricity and meeting fees is nearly $9000.
Secondly, trainee have to sacrifice their own working time to have class and doing exercises, so the whole company may have some overhead costs. We assume it is $34000 around. Finally, the average G overhead cost is $16000. so we get a costlng D . Inetotal Duaget 0T HRRP Is aoout S Cost component sub-total (‘000) 1. Direct costs a. Labour b. Preparation c. Conduct training d. Evaluation e. Other 2. Project overhead costs 3. General and admin (G&A) overhead costs 355 300 33 8 5 9 16 Total 405 Resourcing of the project team The project team is formed by project sponsor, steering committee, project manager and tutors. The following table shows the responsibilities of each section and their respective person in charge.
Responsibilities Participant(s) Steering Committee 1* Enrollment register 2* Provides direction to the Project Manager * Resolves conflicts and issues 4* Review project deliverables and evaluate the final results 5* Awards and punishment Elected by the department of human recourses Project Manager 6* Choose the appropriate training tutor for the project serves as llalson to tne steering committee 8* Supervises consultants 9* Direct team members toward project objectives 10* Manages the project budget Debbie Whitson Training group 11* Prepare and conduct training 12* Resolve problems in the training process 13* Help the training process Abby, Barrett, Joey, Sarah, Ben Tutors 14* Give lectures and seminars to retrain the employees 5* Communicate project goals, status and progress throughout the project to personnel in their area 16* Assure quality of training that will meet the project goals and objectives To be identified by project manager Responsibility matrix for HRRP Project team Project network Transform WBS/work packages to project network: A. Hire tutors 1. 1. 2. Choose the appropriate tutor 1. 1. 2. 2 Contact with tutors 1. 1. 2. 3Negotiate the salary B. Prepare course material 1. 1 . 1. 1 Prepare course textbook 1. 1. 1. 2 Prepare training equipment 1. 1. 1. 3 Prepare stationery C. BOOK classrooms 1. 1. . 1 Lecture room booking 1. 1. 3. 2 Discussion room booking D. Associate training time 1. 1. 4. 1 Associate with Tutors 1. 1. 4. 2 Associate with Trainee E. Employee register 1. 1. 5. 1 Employee enrollment 1. 1. 5. 2 Screening participants F. Announcement 1. 2. 1 Announce training course G. Have classes 1. 2. 2. 1 Lecture 1. 2. 2. 2 seminar 1. 2. 2. 4 Practical exercises 1. 2. 2. 3 Group presentation H.
Design evaluating standards 1. 3. 1. 1 Steering committee meeting 1. 3. 1. 2 Confirm Final standards l. Test 1. 3. 2. 1 Trainee test J. Offer prizes 1. 3. 3 Offer prizes Activity Description Preceding activity Duration (working days) c Hire tutors Prepare course material Book classrooms Associate training time Employee register Announcement Have classes Design evaluating standards Test Offer prizes None 15 3 2 10 7 So, the project network is as follow: The critical path is: A E D F G Milestones Activity/Milestones Start Date Finish Date Responsible Persons The training time and place will be associated with both tutor and trainee. Then it will be finally confirmed. 013-12-6 2013-12-9 Barrett The exam of trainee will be taken in this activity to check whether the training project s successful. 2014-1-22 2014-1-30 Gantt chart From the project network above, we can get a Gantt chart and understand the project better. Risk management Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. Risk identification The successful implementation of the training plan depends on a number of factors beyond the control of its authors. Project managers should encourage critical hinking with inputs from stakeholders.
Here are some questions of the risk profile: Resources Needs Schedule Budget Management Staffing Work environment Are the resources enough for the whole project? Does the training plan meet the needs of trainee and company? Is the schedule dependent on otner projects* How reliable are the cost estimates? Are quality considerations built into the training plan? Do people know who has authority for what? Is staff inexperienced or understaffed? Do people work cooperatively across functional boundaries? After the brain storm, we find some potential risks in the project. . QUALIFICATION IS NOT GUARANTEED Employee training is most often focused on specific program or function training. Although there is some ability to identify and develop enterprise-wide training, there is no systematic way of doing so.
Without a focal point for implementation, training will default to its current state: strong program training, inconsistent standards and limited training for enterprise-wide needs. 2. LACK OF RESOURCES The Steering Committee members reported a shortage of training resources and questioned how the department could fund enterprise-wide training without iminishing their current training efforts. There are a finite numbers of HRRP employees who can be assigned to curriculum development efforts and most of these employees are dedicated full time to their divisions. 3. TRAINING DOES NOT MEET NEEDS Many of the identified training needs were stated in broad terms and did not include specific topics.
Without cross functional team-based development, we risk creating training that does not meets perceived needs and which trainees will not attend. Risk analysis The first potential risk, qualification is not guaranteed, has a low possibility to happen or we will put much attention to this part. But if it happens, the impact will be huge. And the detention difficulty is not that high. The risk about lack of resources is highly likely to happen because the budget for this part is limited. However, it is easy for us to find a way to make it up, so the impact of this risk is pretty small. Moreover, the detention difficulty can be a little bit high.
And compared to the other two risks, the possibility of the third risk, training does not meet needs, is in a moderate intensity. However, the impact will be catastrophic. If it happens, the whole project will be in vain. What’s more, the detention difficulty is also moderate. After considering likelihood, impact and detention difficulty systematically, we get a risk assessment form. Risk event probability impact detention difficulty wnen 1 . Qualification is not guaranteed 4 Conduct training 2. Lack of resources preparation 3. Training does not meet needs evaluation Failure mode and effects analysis (FMEA) Calculate the risk value by the formula (Risk value= impact*probability*detection), we will know the risk value of each potential risk. Risk value 24
