DST Systems Inc. (NYSE: DST) is a software development firm that specializes in information processing and management, with the goal of improving efficiency, productivity, and customer service. DST was founded in 1969 as a division of Kansas City Southern Industries, and is currently headquartered near Kansas City Southern's headquarters on Quality Hill in Kansas City, Missouri.

DST Systems Inc. produces the AWD, or Automated Work Distributor, software package, which is a business process management solution. Its primary purpose is to increase back-office efficiency through workflow and imaging. It also helps to reduce paper in the office, moving businesses towards the paperless office.


Defining practical, meaningful measures that assess the effectiveness of agency human resources
management and its support of mission accomplishment is a topic that agencies have been
struggling with. It is easy to measure a process -- how long does it take to complete an action? It
is easy to measure productivity -- how many actions were completed in any given time frame?
But how do you measure the outcome of human resources management? How does an agency
know if it has the right people, with the right skills, in the right positions to carry out the agency
mission? Have any agencies found a way to do this? To help answer these questions, we looked
to see if agencies are including HRM measures in their strategic plans, and what types of
measures they have identified.

Not surprisingly, 71 percent of the plans did not identify any HRM measures. Moreover, the
meaningfulness and practicality of the 29 percent of agency identified measures could be stronger.
About one-third of the 29 percent contain measures that are not really measures. They are lists of
activities or projects that, when completed, will help to reach the goal. In other words, they are
strategies labeled as measures. The other two-thirds of that 29 percent have fairly good measures
that are tied to specific mission or support goals and provide seemingly relevant information.
However, even these fairly good measures tend to focus on HR processes (outputs) rather than
intended outcomes. For example, some agencies measure the average number of employee
training hours to measure workforce skill levels, rather than what skills are actually gained
through the training or what skills the workforce actually possesses.


MANAGEMENT DEVELOPMENT –

The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes.

Management development method is further divided into two parts:

ON THE JOB TRAINING –

The development of a manager’s abilities can take place on the job. The four techniques for on-the job development are:
• COACHING
• MENTORING
• JOB ROTATION
• JOB INSTRUCTION TECHNIQUE (JIT)


OFF THE JOB TRAINING –

There are many management development techniques that an employee can take in off the job. The few popular methods are:
 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURES/ LECTURES
 SIMULATION EXERCISES


CASE STUDY


Training-Design
The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design

Training climate – A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies – Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:
• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship

Training tactics – Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc

DST Systems, Inc. is headed by CEO Thomas McDonnell, President Steve Hooley, and CFO Kenneth Hager. Internationally, many of DST Systems products are sold by its subsidiary DST Global Solutions.
 
Last edited:

jamescord

MP Guru
DST Systems Inc. (NYSE: DST) is a software development firm that specializes in information processing and management, with the goal of improving efficiency, productivity, and customer service. DST was founded in 1969 as a division of Kansas City Southern Industries, and is currently headquartered near Kansas City Southern's headquarters on Quality Hill in Kansas City, Missouri.

DST Systems Inc. produces the AWD, or Automated Work Distributor, software package, which is a business process management solution. Its primary purpose is to increase back-office efficiency through workflow and imaging. It also helps to reduce paper in the office, moving businesses towards the paperless office.


Defining practical, meaningful measures that assess the effectiveness of agency human resources
management and its support of mission accomplishment is a topic that agencies have been
struggling with. It is easy to measure a process -- how long does it take to complete an action? It
is easy to measure productivity -- how many actions were completed in any given time frame?
But how do you measure the outcome of human resources management? How does an agency
know if it has the right people, with the right skills, in the right positions to carry out the agency
mission? Have any agencies found a way to do this? To help answer these questions, we looked
to see if agencies are including HRM measures in their strategic plans, and what types of
measures they have identified.

Not surprisingly, 71 percent of the plans did not identify any HRM measures. Moreover, the
meaningfulness and practicality of the 29 percent of agency identified measures could be stronger.
About one-third of the 29 percent contain measures that are not really measures. They are lists of
activities or projects that, when completed, will help to reach the goal. In other words, they are
strategies labeled as measures. The other two-thirds of that 29 percent have fairly good measures
that are tied to specific mission or support goals and provide seemingly relevant information.
However, even these fairly good measures tend to focus on HR processes (outputs) rather than
intended outcomes. For example, some agencies measure the average number of employee
training hours to measure workforce skill levels, rather than what skills are actually gained
through the training or what skills the workforce actually possesses.


MANAGEMENT DEVELOPMENT –

The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes.

Management development method is further divided into two parts:

ON THE JOB TRAINING –

The development of a manager’s abilities can take place on the job. The four techniques for on-the job development are:
• COACHING
• MENTORING
• JOB ROTATION
• JOB INSTRUCTION TECHNIQUE (JIT)


OFF THE JOB TRAINING –

There are many management development techniques that an employee can take in off the job. The few popular methods are:
 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURES/ LECTURES
 SIMULATION EXERCISES


CASE STUDY


Training-Design
The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design

Training climate – A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program.

Training strategies – Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes.

Sequence the contents – Contents are then sequenced in a following manner:
• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship

Training tactics – Once the objectives and the strategy of the training program becomes clear, trainer comes in the position to select most appropriate tactics or methods or techniques. The method selection depends on the following factors:
• Trainees’ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc

DST Systems, Inc. is headed by CEO Thomas McDonnell, President Steve Hooley, and CFO Kenneth Hager. Internationally, many of DST Systems products are sold by its subsidiary DST Global Solutions.

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