HRM3701
October November Portfolio 2024
Unique Number: 785623
Due Date: 28 October 2024
TASK 1: POOR RAJ
1. Thabo’s Training Programme Evaluation (2 marks)
Thabo’s training programme is inadequate. It lacks structure, supervision, and interaction,
all of which are critical for a new employee’s first day. Raj is left alone to go through
materials without guidance or an overview of his role, expectations, or the company’s
culture. This approach creates feelings of alienation and uncertainty. Raj is unlikely to
benefit from this type of training because there is no active engagement or learning
involved, and he is not provided with any practical or hands-on experience, mentorship, or
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INTRODUCTION
This portfolio delves into several critical aspects of human resource management,
analyzing real-world case studies to illustrate key HR practices and challenges. The
tasks outlined in this portfolio examine different scenarios, including the onboarding
experience of a new employee and the recruitment challenges faced by a
pharmaceutical company. Each task provides an opportunity to apply HR theories
and concepts, such as strategic HR planning, recruitment and selection processes,
and competency assessment for HR practitioners. Additionally, the reflective learning
journal prompts personal insight into how these tasks have contributed to the
development of HR knowledge and competencies. Through this portfolio, the aim is
to gain a deeper understanding of effective HR practices and their practical
application in addressing staffing, training, and governance issues within
organizations.
TASK 1: POOR RAJ
1. Thabo’s Training Programme Evaluation (2 marks)
Thabo’s training programme is inadequate. It lacks structure, supervision, and
interaction, all of which are critical for a new employee’s first day. Raj is left alone to
go through materials without guidance or an overview of his role, expectations, or the
company’s culture. This approach creates feelings of alienation and uncertainty. Raj
is unlikely to benefit from this type of training because there is no active engagement
or learning involved, and he is not provided with any practical or hands-on
experience, mentorship, or feedback.
2. Detailed Programme for Raj’s First Day (11 marks)
Raj’s first day should have included the following elements for a more
comprehensive onboarding experience:
Welcome and Introduction (9:00 am – 10:00 am):
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Thabo should have welcomed Raj and given him a company overview, including its
mission, vision, values, and culture. This would help Raj feel like part of the team
and understand the broader context of his role.
Tour of the Office and Introductions to Key Staff (10:00 am – 11:00 am):
Thabo should have taken Raj on a tour of the office, introducing him to his
colleagues, supervisors, and other key personnel such as HR, IT, and the sales
team. This helps Raj build relationships and understand the hierarchy and functions
of different departments.
Role Clarification and Expectations (11:00 am – 12:00 pm):
Thabo should have explained Raj’s role in detail, outlining his tasks, objectives, and
performance expectations. Providing a job description and discussing key
performance indicators (KPIs) would give Raj clarity on what is expected of him.
Introduction to Sales Systems and Tools (12:00 pm – 1:00 pm):
Thabo or another experienced colleague should have introduced Raj to the sales
systems and tools he will be using. This could include software demonstrations,
training on sales reporting systems, and familiarization with product catalogues.
Lunch with Team (1:00 pm – 2:00 pm):
A team lunch would offer Raj the opportunity to socialize and build rapport with
colleagues in a less formal setting.
Hands-on Training Session (2:00 pm – 3:30 pm):
Raj should have shadowed a more experienced salesperson or field executive to
observe how sales are conducted. This hands-on approach would give him insight
into real-world sales scenarios and how theoretical knowledge is applied.
