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The on Job training is normally provided in the organization. They used coaching method in order to improve the skill of the employee. Lecture, Audio-visual, and demonstration are used to improve the skill of the employee. Although management provide extensive training to the employee even then they think that training is not only tool with could be get very favourable objective. Because there are others factors involved such as personal motivation, attitude etc.

To improve the interpersonal skill of the employee normally role playing technique is used. The objection handling is most crucial and important for an sale person so in order to improve his skill management emphasize to provide different written material and role play. The success of method and technique which is applied for training is evaluated by its outcome or result.


Method Of Gathering Needs Analysis Data

In order to provide valuable services and improvement in the business, the organization keep on updating the training material. Job description and specification are designed according to the skill, knowledge and ability. The company also conduct a survey, phone calls which is normally known as service calls in order to ask the perception of general public regarding their employee.

As company ISO 9000 certified so they keep all the documents regarding the performance of the employee. They also maintain a questionnaire and get it fill by the employee in order to get feed back about their performance twice a year. Company keep on improving the skill of employee to various skill improving test such as:

Role play

Presentation

Selection Of Trainees

The selection of a trainee is very crucial decision for any organization. Commercial life Assurance company induct the new employee through a process of interview. The employees is motivated to give various incentives in order to succeed in training. Their also given various test and retest assignments.

Competences:

At PTC, effective performance is considered necessary if the worker is deemed to be working at optimum effectiveness. The initial discussions on strengths and development areas provide a ‘benchmark’ on how the worker is performing at the moment against the competences. Only by carrying out this exercise is it possible to plan what training needs/inputs are necessary to help them develop further.


o Will to Work:

PTC considers a person, an enthusiast who works at his own with initiative and resultantly inculcates a sense of ownership in him, which is always considered a basic facet for an individual performance. Despite the expertise in his area of work, company does not expect optimum effectiveness from a person without his will to work. Willingness is an efficient/effective response of an individual towards his work, which could not be achieved without interest and initiative. Will to work is basically related to “attitudes” of an individual towards work and his relationship with peers, colleagues including seniors. Someone who removes faults of the machine at his own without waiting for instruction is considered to be an individual with positive attitude. The one who awaits call/order of his seniors or colleagues looking for excuses is considered an individual with not very good attitude and is not a willing worker.


o Using the Behaviors to Aid Assessment:

The reviewer uses the behaviors identified in the competences as a guide to measure the job holder’s actual behavior. The final grade given will be derived from the balanced view of the reviewer after taking into consideration whether the jobholder behaves more or less like the behaviors expressed in the competences. The assessment is based upon evidence of skills and behavior relevant to each competence and evaluation is made against an ‘ideal standard’. These are only indicators so if one feels that company does not take account of a specific behavior he has observed it is acceptable to grade accordingly as long as one is confident to justify it.


EVALUATING HR PLANNING

If HR planning is done well, the following benefits
should result:
l Upper management has a better view of the human resource dimensions of
business decisions.
l HR costs may be lower because management can anticipate imbalances before they become unmanageable and expensive.
l More time is available to locate talent because needs are anticipated and identified before the actual staffing is required.
l Better opportunities exist to include women and minority groups in future
growth plans.
l Development of managers can be better planned.







1. Scanning the External Environment

At the heart of strategic planning is the knowledge gained from scanning the external environment for changes. Environmental scanning is the process of studying the environment of the organization to pinpoint opportunities and threats. Scanning especially affects HR planning because each organization must draw from the same labor market that supplies all other employers. Indeed, one measure of organizational effectiveness is the ability of an organization to compete for a sufficient supply of human resources with the appropriate capabilities.




2. Government Influences

A major element that affects labor supply is the government. Today, managers are confronted with an expanding and often bewildering array of government rules as regulation of HR activities has steadily increased. As a result, HR planning must be done by individuals who understand the legal requirements of various government regulations.
Hence, Government trade policies and restrictions can affect HR planning.

3. Economic Conditions

The general business cycle of recessions and booms also affects HR planning. Such factors as interest rates, inflation, and economic growth help determine the availability of workers and figure into organizational plans and objectives. Decisions on wages, overtime, and hiring or laying off workers all hinge on economic
conditions.

4. Geographic and Competitive Concerns

Employers must consider the following geographic and competitive concerns in making HR plans:
l Net migration into the area
l Other employers in the area
l Employee resistance to geographic relocation
l Direct competitors in the area
l Impact of international competition on the area

5. Workforce Composition and Work Patterns

Changes in the composition of the workforce, combined with the use of varied work patterns, have created workplaces and organizations that are very different from those of a decade ago. As noted in Chapter 1, demographic shifts have resulted in greater workforce diversity. Many organizations are addressing concerns about having sufficient workers with the necessary capabilities, and have turned to such sources as welfare-to-work programs. The use of outsourcing and contingent workers also must be considered as part of human resource planning.
 
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