Hayleys Mgt Case Study
According to the Annual report of Hayleys MGT, they have allocated a total of 8,823 training hours for their employees, averaging to 9.41hours per employee for the year. However, The American Society for Training and Development recommend a minimum of 40 hours per year per employee. Hayleys MGT facilitated its employees in obtaining relevant qualifications, which is mainly provided through Sri Lanka Institute of Textile and Apparel, (SLITA) and only 29 employees benefited from this during the year for which the company invested USD 4,500. Hayleys MGT is an approved training provider for National Apprentice and Industrial Training Authority (NAITA) and Apprentice Training Institute (ATI). …show more content…
However planned and systematic formal learning methods are not used by Hayleys MGT which consists of instruction and practices that may be conducted on-or off-the-job. These activities include; action learning, coaching, mentoring and outdoor learning.
Even if the learning programmes are being sponsored by Hayleys MGT to acquire new knowledge, skills, capabilities, behaviors and attitudes; there is no proper way to ensure that a person’s ability and potential are grown and realized through the provision of learning experiences which can be defined as development.
Also the Training programmes of Hayleys MGT do not concern to enhance IT skills, interpersonal skills (ex: Leadership, team-building, personal skills (ex: time management), training in organizational procedures or practices (ex: Induction, Health and Safety), Performance management, equal opportunity or managing diversity policy and …show more content…
The new appraisal system must contain higher performance related pay. Objectives of new appraisal system should be SMART. More focus should be given on developing relevant KPIs. Hayleys MGT can also implement 360 Degree feedback method which assesses the performance through feedbacks given by a number of people including managers, subordinates, colleagues and customers.
To maximize high performance; steps should be taken to deal with under-performers. When managing underperformance, the advice given by Handy (1989) ‘applauding success and forgiving failure’ should be remembered. He suggests that mistakes should be used as an opportunity for learning – ‘something only possible if the mistake is truly forgiven because otherwise the lesson is heard as a reprimand and not as an offer of help’. Hayleys MGT can also involve line managers in the development and introduction of performance management, emphasizing on formal performance