Session 1

Exercise 1: Case Study : KBH Video Stores

As the Director of Human Resources for KBH Video Stores in Cairo,
Amira Lofty knew that she had her work cut out for her. Company
management was moving forward with a goal of opening ten new
stores in twelve months.

KBH already employed 480 people in 35 stores across the town in

addition to the headquarters staff of 31. Amira knew that staffing
the 10 new stores would require hiring and training about 150
people. She felt that her own small office was inadequately funded
and staffed to handle this task. She sat at her desk mulling over how
to present a recommendation for her own staffing needs.

One of her concerns was discussing the subject with her boss,
because she had not officially been told of the expansion plans.
Amira had learned about them through the office employees. While
she did not like being kept in the dark, she was not surprised that
she hadn't been told Mamdouh Ahmed, the president of KBH, was
noted for his autocratic leadership style. Amira had been warned
early on that Mamdouh told his managers only what he wanted
them to know and that he expected everyone who worked for him to
follow orders without question.

He was not an unkind person, though, and Amira had always gotten
along with him well enough. She had never confronted Mr. Ahmed
about anything so it was with some concern that she approached
him in his office later that day.

“Mr. Ahmed,” she began, “I hear that we are going to be opening 10

new stores next year.”

“That's right, Amira,” said Mr. Ahmed. “We've already arranged the
credit lines and picked out several of the sites.”

“What about staffing?” asked Amira

“Well, I assume you will take care of that, Amira, when we get to
that point.”

“What about my own staff?” asked Amira. “I think I will need at least
three or four more people. And we are already crowded for space so
I hope you plan to expand the human resource office.”
“Not really,” said Mr. Ahmed. “The new demands on the human
resource staff will be temporary. It wouldn't be cost effective to hire
and train additions to your staff that will only be cut the next year. I
am counting on you to plan the expansion staffing within our current
proposed budget allowances for the human resource department. It
may require some reallocations but I'm sure you can handle that.”

Discussion Questions

What should Amira do? Explain.

Can you put an effective argument together for Amira to

convince Mr. Ahmed she needs additional help?

Have you dealt with any similar situations, where you

needed help but were unable to convince the higher-ups
that it was necessary?
Session 1

Exercise 2: Job Analysis Worksheet

Job Title:

Position Reports To
(Title):

1) Job Information

a) List the most important duties and responsibilities.

b) Describe key involvement with others; superiors,

subordinates, peers, vendors, customers, or other contacts.

c) What are the potential sources of satisfaction? (List up to 5)

d) What are the potential sources of dissatisfaction? (List up to 5)

2) Putting Job Information to Use (Defining “Can Do,” “Will Do,” and
“Fit”)

a) Can they do the job? What specific experiences, skills,

equipment knowledge, abilities, prior training or education,
physical requirements, etc., are required or desired for
successful job performance?

b) What specific behaviors are required or desired in order to be

sure that individuals will apply themselves and behave in
ways that are associated with success on the job?

c) Will the person fit into the specific environmental

circumstances of the job? Include information about the type
of industry or business, atmosphere of your organization,
circumstances of work at department or area level and the
circumstances of the specific job.

d) Knockout items: What specific situational factors such as long

hours, overtime, shift work, weekend work, travel, relocation,
physical demands, are required on this job? What
circumstances would eliminate the person from consideration?
Session 1

Exercise 3: Skills Inventory Form

IDENTIFICATION

Name:
Job Title:

EXPERIENCE

Years with Company:

Years on Current Job:
Years on Similar Jobs in Other Companies:

EDUCATION

High School Yes No

Vocational School Yes No Type of Course:
University Yes No Type of Course:
Job Training Yes No Type of Course:

SKILLS

Skills Used on Present Job

1.__________________ 6.__________________
2.__________________ 7.__________________
3.__________________ 8.__________________
4.__________________ 9.__________________
5.__________________ 10. __________________

Skills Possessed but not used on Present Job

1.__________________ 6. __________________
2.__________________ 7. __________________
3.__________________ 8. __________________
4.__________________ 9. __________________
5.__________________ 10. __________________

Machines & Equipment Abilities and Level of Proficiency

1.__________________
2.__________________
3.__________________
4.__________________
5.__________________

READINESS FOR PROMOTION

To What Job(s):

Current Deficiencies:

Actions Needed to Correct Deficiencies:

1.
2.
Session 1

Exercise 4: My Job Description

Position Title:

Reporting to:

Scope of position (Job

Purpose):

Key Contacts

Decision-Making Authority

Problem Solving Responsibilities

Education & Training Requirements

Experience Requirements

Other Key Skill Areas

Performance Measurement

Supervisory Responsibility

Direct:
_______________________________________________________

Indirect: _______________________________________________________

Session 2
Exercise 1: Developing a Resume Screening
Guide

Consider a position you are about to fill or have filled, for which you
have applications. Your task is to develop a resume screening guide
based on what you need or based on what you were looking for.

Session 2
 Exercise 1: The Real Cost of Employee
Turnover
Fill in the worksheet below to determine the actual cost of replacing
an employee. Each item that is applicable is a three-step process.
Figure out who does it, how much time it takes, and what that
person’s time is worth per hour. (And don’t assume secretaries and
receptionists work for free!)
Task Cost

Lost productivity while the job is vacant.

Recruiting costs. Don’t forget somebody’s time to place an

advertisement (check what the organization is looking for, prepare
information, verify copy, send to newspaper, or prepare a posting)
and handle phone calls, inquiries, and resumes.

Screening costs. This includes reviewing resumes (based on a

resume short-listing guide that has been prepared by someone, we
hope). Also included is the cost of responding to directed inquiries,
requests for information, etc. Don’t forget any letters of regret you
send out, including paper, postage, and time to type and sign.

Interviewing costs. This includes time spent contacting candidates,

arranging interviews, preparing for the interviews, and conducting
them. Don’t forget any letters of regret you send out, including
paper, postage, and time to type and sign.

Testing costs. If you do testing, there is a cost associated with

monitoring and rating the tests. Do you use group testing? Divide
total cost by number of candidates who will be interviewed.

Evaluating costs. This includes time spent evaluating, checking

references, and making the selection.

The cost of making the job offer. Figure in time spent negotiating
with the candidate, arranging start date, and other arrangements
that must be made before the candidate arrives. (Business cards?
Supplies? Locker and keys?)

Training costs. Think about the money associated with taking the
time to meet the candidate, introduce him/her to others, provide
an orientation, and provide WHMIS or other training.

The cost of reduced efficiency as the new employee learns the job,
including time spent by someone answering questions and
showing him/her the ropes.

Other employee turnover costs associated with your organization.

 Total cost of replacing one employee

Exercise 2:

ResumeScr
Knockout Factors

Area Yes

Grade Area
12 or equivalent Rat

Application
Bilingual (Spanish - Complet
Rat
English) Resume
Education Post-Sec
Post-Sec
Bachelo
Exercise 3: Interviews

Activity

Take turns interviewing one another, each for about 5 minutes. Your
goal is to gather as much information about each other as possible.
Then introduce your partner to the group and share the information
you were able to gather.

Think of the different interviews you have sat through, on

either side of the table. What were the things that went
wrong?

Have you ever left a job interview thinking you didn’t want
to work for a particular company?
Session 3

Exercise 1: How Did Your Orientation Rate?

Answer each question true or false.

1) T F I was made to feel welcome.

2) T F I was introduced to other members of my workgroup.

3) T F My boss paid attention to me and made me feel welcome.

4) T F My orientation seemed well planned.

5) T F Company benefits were well-explained on the first day.

6) T F My office or workspace was set up and waiting for me.

7) T F I received a tour of the organization by a qualified person.

8) T F All the necessary paperwork and forms were available and I

received assistance to complete them properly.

9) T F I received a copy of relevant information such as the

Employees Handbook, Operations Manual, etc.

10) T F I learned about the company’s history and future plans.

11) T F My supervisor reviewed my job description with me and

outlined his/her expectations of me.

12) T F I was invited to lunch that first day with my boss or some other
key person.

13) T F I met people from other departments.

14) T F I was able to observe colleagues at work before starting a task.

15) T F I was given a specific job assignment, along with instruction or

training.

16) T F Office hours, dress code, sick leave, and other policies were
explained to me.

17) T F I was shown the telephone system.

18) T F I had opportunities to ask questions.

19) T F Payroll policies (and withholdings) were explained to me the

first day.
20) T F At the end of the week I felt like a member of the team.

Session 3
Exercise 2: Planning the Orientation
Program

1. How will you plan to make the new employee feel

welcome?

2. How can you make certain the employee has clear

direction about job expectations?

3. How can you lay the foundation for any training the new
employee might need?
4. What follow-up, if any, should you do after the employee
has gone through the orientation program?

5. What is the manager's role in the orientation process?

Session 3
Exercise 3: Follow the Leader

1) Which leader would you most like to have as a staff member?

2) Which leader would you least like to have as a staff member?

3) Which leader would be most effective at providing human

resources services?

4) Which leader would be the best at inspiring change in your

organization?

5) Which leader would be the best at motivating your employees?

6) Which leader would be the best teacher in your organization?

7) Which leader would you like to have as your supervisor?

8) Which leader are you most like?

9) Which leader would you want to be like?

10) If you could choose any of these leaders to join your

organization today, who would you choose?
Session 3

Exercise 4: Internal vs. External Training

Discuss advantages/disadvantages of internal training

Identify advantages/disadvantages of external training.
Session 3

Exercise 5: Case Study: Who Will be the

Best?

Who Will be the Best at Performance Reviews?

Ayman and Samir are new supervisors attending their first training
workshop. They have not covered material on performance reviews
yet but are discussing their personal philosophies about them over
lunch. Ayman doesn’t believe a fair performance review can be
made of an employee’s work unless assignments have been
discussed and expectations agreed upon in advance. He thinks work
should be assigned in measurable terms so both he and the
employee can track performance as the work progresses.

Samir thinks this approach is dangerous. He feels employees should

be given only a general idea of what is to be accomplished. He
thinks employees who participate in establishing performance
objectives will set them too low. He prefers to leave performance
expectations vague to see what the employees accomplish on their
own. If their standards don’t measure up, he will let them know then
and there.

Who do you think will be the best at performance reviews?

Why?
Session 4

Exercise 1: The Case of Safi Mohsen

Case Study
Safi Mohsen has been doing routine clerical work in the accounting
department of the City of Ismailia for eight months. Her tardiness
record is very poor. She has been late for work on the average of six
to eight times a month. Omnia Sherif, her supervisor, has talked to
her repeatedly. Safi always responds by saying she is very sorry and
will try to do better. For several days she is on time, and then again
she arrives late. She has a variety of unusual excuses that
demonstrate a very creative mind. Her work is unusually good and
would warrant a sizeable merit increase except for her tardiness.

The last time Omnia talked to Safi , she warned her that something
more drastic would happen if she didn't get to work on time
consistently. Now, just a week later, Safi walks in, obviously
distressed, about 15 minutes late.

Discussion Questions
What disciplinary action should Omnia take?

How should Omnia approach Safi after she puts her coat
away?
How could this problem have been prevented?

Session 4
Exercise 2: Case Study: It’s Not You, It’s Me

What can you do when you can't promote an ambitious and

able employee?

She is ambitious and somewhat impatient to get ahead. She is also

very able. You want to keep her, since she is a valuable asset to you
and to the organization. Yet you don't have any way to promote her
or even reward her. You fear, with some justification, that if you
don't move her ahead she will go elsewhere.

Discussion Question

?What can you do •

Session 4
Exercise 3: A Discipline Checklist for a
Supervisor
 Proof rule was posted prior to incident
 Proof employee was aware of rule prior to incident.
 Proof rule was consistently enforced.
 Proof rule(s) given to union, if applicable
 Item(s) involved retained for evidence (if applicable)
 Signed and dated witness statements retained for file (if
applicable)
 Documents, policies and reports retained for file (if applicable)
 Police and medical reports retained for file (if applicable)
 Legal statutes reviewed and complied with (if applicable)
 Proof alternatives were offered to employee (if applicable)
 Proof employee’s explanation or request was given reasonable
consideration and recorded (if applicable)
 Proof of time, date and location of incident are accurately
recorded
 Proof of plant/work average re: attendance or lates (if
applicable)
 Proof all events, observations and actual statements are
accurately recorded
 Proof employee given instruction or training (if applicable)
 Proof employee and/or union received all relevant
correspondence
 Proof proper investigation was finalized satisfying the 5 Ws
Principle
 Proof all personnel file requirements have been met
 Proof of previous discipline record and previous discussions
with employee have been finalized and recorded (if
applicable)
 Proof collective agreement clauses relating to union
representation and timelines have been met.
 Proof second management opinion obtained (if applicable)
 Proof all evidence double-checked for accuracy
 Proof decision finalized as quickly as possible
Session 4

Exercise 4: Case Study: How to Fire an

Employee?

You have to fire an employee. It can't be painless, but you

can and do want to keep it honest. What can you do?
Session 4

Exercise2: Exit Questionnaire

DATE: Department:

Name: Job:

Do you feel you made satisfactory progress with this company?

Was your compensation satisfactory? Why or why not?

When you first started with this company, did you receive adequate
orientation to the organization?

Are you leaving to accept another job? _________

What will be your responsibilities?

Why have you chosen to accept this position?

How would you rate your supervisor’s skills in the following areas?

Leadership

Communication
If you had the opportunity to come back to work here, what
improvements would you suggest?

Comments:

Eligible for rehire? Yes No

Exit Interviewer:

Session4

Exercise 3: A personal Action Plan

1) My current human resource skills are effective in the following areas:

2) I need to improve my human resource skills in the following areas:

3) My human resource skills improvement goals are as follows: (Be sure

goals are specific, attainable, and measurable.)
4) These are my action steps and timetable to accomplish my goals:

Action Steps To be Target Date For Time Required

Taken Completion

5) These people and resources can help me accomplish my goals: