Presentation made on June 14, 2016, by Bill Davis to the Forbes School of Business and Technology LinkedIn Human Resource Management Virtual Club. Bill bridged the gap of understanding between theory and practice. He provided real-world application, examples, and discussed his experiences in his career as a former executive and manager. He explained how human resource principles were applied.

1. RECRUITING, TRAINING AND DEVELOPMENT –
TOGETHER EVERYONE ACHIEVES MORE!
Bridging the Gap Between theory and Practice
HRM Virtual Club Meeting, June 14, 2016
Presented by:
Bill Davis, MA, CM
Faculty - Forbes School of Business
Certified Manager & Board of Regents Member
Institute of Certified Professional Managers

2. WELCOME
Please Note:
Any questions or support I can be to you after this training concludes,
Please contact me at Bill.Davis@Ashford.edu

3. Welcome
Introduction
Engage HR Club
Context
Application
Recruiting
Training
Developing
Teams
Benefits
Thank You
Q&A
AGENDA
Forbes / Ashford Image

4. TODAY I’LL DO MY BEST AS I PAY IT FORWARD…
YOUR SUCCESS MATTERS!
My Core Guiding Values:
Honesty, effectiveness, professionalism, integrity, quality, innovation, caring and furthering student success.
My Operating Philosophy:
Grow, serve and role model – work to align to organizational leadership, strategies, systems, structure and culture
and execute - deliver excellence and effectiveness as a professional and leader.
My Teaching Philosophy: Lead, teach and manage consistently and effectively in and outside the classroom
providing consistent high quality inputs, innovation and caring. Work to create a meaningful and gratifying
learning experience for adult learners - further student success.

5. PAYING IT FORWARD…
DR. STEVE PERRY’S ADVICE
1. Be polite
2. Say please and thank you
3. Never overestimate your intelligence
4. Never underestimate the intelligence of others
5. Pay it forward. Make a positive difference in this
world
http://forwardthinking.ashford.edu/words-
advice-graduates/
It was an honor and a pleasure to meet Dr. Steve Perry. His advice inspired me,
so I wrote this short article for our Ashford Students and Alumni and published
in Ashford’s Forward Thinking .

6. SOME ADVICE BEFORE WE START ON
BUILDING YOUR CAREER
FIVE THINGS I LEARNED
1. Your life is a work of art, so paint your picture!
Remember…Dreams and goals do come true, they just take time! Along
the way…serendipitous moments do occur.
2. Experience + Knowledge + Capacity = Optimal Performance
3. My Commitment Formula: A+V+IV = C
(Attitude+Values+Instrumental Values = Commitment)
4. Before the rest your attitude must pass the test.
5. Develop your EQ (Emotional intelligence) and understand the five functions
of management (Planning, organizing, leading, staffing and controlling).

7. BENEFITS OF DIVERSITY
TEAMWORK ACRONYM
• Together Everyone Achieves More
• Tolerant Encourage Acknowledge Mindful
(John C. Maxwell)
Please note: By the way…co-authored an article in a professional management electronic
publication, ICPM Management Briefs. It will be published later this month. Here is the site
http://blog.icpm.biz/. The name of the article is “Embracing Diversity and Effective Leadership
for Success!” By Bill Davis, MA, CM, Michael Reilly, PhD and Ron Beach, PhD.
Forbes School of Business

8. MY CAREER
EXPERIENCE AND
EDUCATION
1. Education: MA Organizational Leadership, BA Business Administration, CM Certified Manager, Dale Carnegie
Graduate and Coach, University of Chicago, PCMI (PepsiCo) Programs for Managers and Executives,
PCMI Trainer (Continuous lifelong learning, professional development, specialize training etc.)
2. Education Experience: Over 12 years of higher education experience (online and onground teaching modalities). Positions
include Associate Faculty, Lead Faculty, Instructional Specialist, Manager of Instructional Specialist, Full Time Faculty,
Faculty Senator, Board of Directors ICPM, Program Review Chair and Committee member, Author Coordinator, Faculty
Contributor to Professional Publications, Chair and Committee member of Ad Hoc Teams and BridgePac Champion.
3. Courses Taught: Over 160 higher education courses taught – courses: adult learning, education, organizational change,
management, leadership, human resources management, marketing, professional selling, organizational behavior, conflict
management, leadership and motivation, certified manager etc.
4. Awards and Recognition: Leadership and Excellence in teaching awards, 2008 Cap National Award leadership award.
Outstanding Faculty of the Year Nominee in 2014, Inducted into Alpha Sigma Lambda Honor Society for Online and
Onground Teaching. Community and business recognition.
5. Decades of Real World Experience - Positions, projects, etc. Positions include Faculty, Manager of Instructional
Specialist, Ins Author-Coordinator, VP/GM. Director of Sales and Marketing, Branch General Manager, Marketing Manager,
Sales Manager, District Manager and Independent Distributor.

9. AS A MANAGER AND HR PRACTIONER AND EDUCATOR, I LEARNED…
WE ARE CONSTANTLY LEARNING. WE LEARN ON THE JOB, THROUGH
THE JOB AND OFF THE JOB… A FUN LOOK BACK!
PAINTING A PICTURE!

10. WE ALL HAVE A PASSION FOR
DEVELOPING AND LEADING PEOPLE AND
TEAMS…
SO LET’S BEGIN…

11. Quick Overview - Human Resources
Typical HR Issues and Functions
- Pay Systems
- Personal information on employees
- Performance management systems, raises, bonuses, etc.
- Sexual Harassment
- Maintenance of a Healthy and Safe Work Environment
- Educational opportunities/training records and
requirements
- Medical expenses, insurance
- Diversity/EEO issues
- Family Leave Act, ADA etc.
- Recruiting, Training and Development
- Firing, separation practices
- Employee issues – Drug and Alcohol issues
- Wellness Programs
- Conflict Resolution in the workplace
What we will talk
about today

12. Human Resources
What Roles Does HR Have In Business Today ?
How Does Your Company Approach the Function?
Bottom Line
What will make and keep you competitive in the marketplace?
Are people an important asset in your company?
Why or why not?
What we will
talk about
today

13. FIVE KEY BUSINESS DRIVERS
Owner, Acumen Learning | Author | Speaker
Kevin Cope
1. Cash
2. Growth
3. Profits
4. Asset Utilization
5. People
What we
will talk
about
today

14. The Managers Role – Great Quote!
Planning:
According to Reilly, Minnick and Baack, “ Managers use planning to choose appropriate
organizational goals and identify courses of action to best reach those goals. Managers
will engage in a variety of planning activities in the course of their work to achieve
organizational or departmental goals. The following steps are involved in planning:
1. Examining the company’s internal and external environments to discover company strengths and
weaknesses and emerging opportunities and threats
2. Determining which goals the organization will pursue
3. Choosing strategies, tactics, and operational plans to achieve company goals
4. Allocating organizational resources to pursue the company’s goals” (Reilly, Minnick and Baack,
2012, p.27)
Reilly, Minnick and Baack (2012).
The Five Functions of Effective Management
HR Managers
engage in all
of these!

15. Group Discussion
Q & A
1. What are the five functions
of management?
2. How can they be utilized in
a management role?

16. Human Resource Management
• Activities that managers engage in to
attract and retain employees and
ensure that they perform at a high
level and contribute to the
accomplishment of organizational
goals.
HRM activities
• Recruitment and selection
• Training and development
• Performance appraisal and feedback
• Pay and benefits
• Labor relations

17. Strategic Human Resource
Management
• The process by which managers
design the components of a human
resource system to be consistent with
each other, with other elements of
organizational structure, and with the
organization’s strategy and goals.
• The objective of strategic HRM is
the development of an HRM
system that enhances the
organization’s efficiency, quality,
innovation, and responsiveness
to customers

18. Overview of HRM Components
Recruitment and Selection
• Developing a pool of qualified
applicants.
• Determining relative qualifications of
applicants and their potential for a
job.
Training and Development
• Developing, on an ongoing basis,
employees’ abilities and skills as
necessitated by changes in technology
and the competitive environment.

19. Overview of HRM Components
Performance Appraisal and Feedback
• Providing information about how to
train, motivate, and reward workers
such that managers can evaluate and
give feedback to enhance worker
performance.
2012 Forbes School of Business
Instructional Services Team
As a manager and executive, I
have learned that managers
consistently are providing 4
main things to their
employees. They provide
advice, coaching, training and
feedback.

20. Group Discussion
Q & A
1. What is the difference between
advice and feedback?
2. What is the difference between
coaching and training?
3. When would you use feedback?
4. When would you use training?
5. Would anyone like to share examples
of how and when they have
delivered all for the group?

21. The Legal Enviroment of HRM
Equal Employment Opportunity (EEO)
• The equal right of all citizens to the
opportunity to obtain employment regardless
of their gender, age, race, country of origin,
religion, or disabilities.
• Equal Employment Opportunity
Commission (EEOC) enforces
employment laws.
• Management of diversity is
crucial.
• Managers must take steps to
ensure discrimination does
not occur.

22. Recruitment and Selection
Recruitment
• Activities that managers
engage in to develop a pool
of candidates for open
positions.
Selection
• The process that managers
use to determine the
relative qualifications of job
applicants and their
potential for performing well
in a particular job.

23. Group Discussion
Q & A
1. We are fortunate to have
several HR professionals in
this club, would anyone like
to share how they recruit
and select?

24. HR Planning and Forecasting
• Activities that managers engage in to forecast
their current and future needs for human
resources.
• Must be done prior to recruitment and
selection.
• Demand forecasts - estimates of the number
and qualifications of employees the firm will
need.
• Supply forecasts - estimates of the availability
and qualifications of current workers and
those in the labor market.

25. HR Planning: Outsourcing
• Outsourcing
• Using outside suppliers and manufacturers to
produce goods and services.
• Using contract workers rather than hiring
them.
• More flexible for the firm.
• Provides human capital at a lower cost.
Problems with Outsourcing
• Loss of control over output; outsource
contractors are not committed to the firm.
• Unions are against outsourcing that has
potential to eliminate member’s jobs.

26. HR Planning: Job Analysis
• Identifying the tasks, duties and
responsibilities that make up a job and the
knowledge, skills, and abilities needed to
perform the job.
• A job analysis should be done for each job in
the organization.
• Job analysis methods:
• Observing what current workers do.
• Having workers and manages fill out
questionnaires.
• Current trend is toward flexible jobs where
tasks and duties are not easily defined in
advance.

27. HR Recruitment
• External - Looking outside the firm
• Advertisements, open houses, on-campus
recruiting, employee referrals, the Internet.
• External recruitment is difficult since many
new jobs have specific skill needs.
• A multi-prong approach works best.
• Internal Recruiting – Inside
• Seeking to fill open positions with current
employees.
• Benefits of internal recruiting:
• Job candidates, their qualifications, and
availability are already known.
• Current employees know the firm’s culture
and are familiar with the organization.
• Internal advancement (promotion from
within) can serve to motivate employees.

28. Honesty in Hiring
The temptation to overrate and oversell
the attractiveness of the job and firm.
• Managers may feel that if they are honest, an
applicant may not be willing to work there.
• Research indicates this is a poor strategy.
Realistic Job Preview
• Providing an honest assessment of the advantages
and disadvantages of a job and organization.
• Avoids hiring, training and then losing an employee
because they misperceived the job before agreeing
to come to work.

29. The Selection Process and
Selection Tools
Determining an applicant’s qualifications
related to the job requirements
• Background information
• Interviews
• Physical ability tests
• Paper-and-Pencil tests
• Performance tests
• References
Selection Tools
• Must be valid and reliable.

30. Training and Development
• Training
• Teaching organizational members how to
perform current jobs and helping them to
acquire the knowledge and skills they need to
be effective performers.
• Types of Development
• Building the knowledge and skills of
organizational members to enable them to
take on new duties and challenges.
• Needs Assessment
• An assessment of which employees need
training or development and what skills or
knowledge they need.

31. Training and Development
• Classroom Instruction
• Employees acquire skills in a classroom setting.
• On-the-Job Training
• Employee learning occurs in the work setting as
the new worker does the job.
• Varied Work Experiences
• Top managers need expertise in many areas.
Employees identified as possible top managers
are assigned different tasks and a variety of
positions in an organization.
• Formal Education
• Tuition reimbursement is common for managers
taking classes for MBA or job-related degrees.
• Long-distance learning can also be used to
reduce travel and other expenses for
managerial training.

32. Performance Appraisal and Feedback
• Performance Appraisal
• The evaluation of employees’ job performance and
contributions to their organization.
• Performance Feedback
• The process through which managers share performance
appraisal information, give subordinates an opportunity to
reflect on their own performance, and develop, with
subordinates, plans for the future.
• Behavioral Appraisals
• Assess how workers perform their jobs—the actual actions
and behaviors they exhibit on the job.
• Focus on what a worker does right and wrong and
provides good feedback for employees to change their
behaviors.
• Results Appraisals
• Assess what a worker accomplishes or the results
they obtain from performing their jobs

33. Performance Appraisal and Feedback
• Objective Appraisals
• Assess performance based on facts (e.g., sales figures).
• Subjective Appraisals
Assessments based on a manager’s perceptions of traits,
behavior, or results.
Graphic rating scales
Behaviorally anchored rating scales (BARS)
Behavior observation scales (BOS)
Forced ranking systems

34. Who Appraises Performance?
• Self
• Self appraisals can supplement manager view.
• Peers
• Coworkers provide appraisal; common in team settings.
• 360 Degree
• A performance appraisal by peers, subordinates,
superiors, and clients who are in a position to
evaluate a manager’s performance.

35. Effective Feedback Tips
• Formal appraisals
• Conducted at a set time during the year and based on
performance dimensions that were specified in advance.
• Informal appraisals
• Unscheduled appraisal of ongoing progress and areas for
improvement.

36. Effective Performance Feedback Tips
• Be specific and focus on correctable behavior.
• Provide a suggested improvement.
• Focus on problem-solving and improvement, not
criticism.
• Express confidence in worker’s ability to improve.
• Use both formal and informal feedback.
• Treat subordinates with respect and praise
achievements.
• Set a timetable for agreed changes.

37. Career Development System: Linking
Organizational Needs with Individual Needs
ISSUE:
Are employees developing themselves
in a way that links personal
effectiveness and satisfaction with the
achievement of the organization’s
strategic objectives?
INDIVIDUAL NEEDS
How do I find career opportunities
within the organization that will do
the following?
• Use my strengths
• Address my developmental
needs
• Provide challenges
• Match my interests
• Match my values
• Match my personal style
ORGANIZATIONAL NEEDS
What are the organization’s major
strategic issues over the next two
or three years?
• Critical needs and challenges to
be faced?
• Critical skills, knowledge, and
experience needed to meet these
challenges?
• Staffing levels required?
• Does the organization have the
strength necessary to meet the
critical challenges?

38. GROUPS, TEAMS AND
ORGANIZATIONAL EFFECTIVENESS
• Group
Two or more people who interact with each other to accomplish
certain goals or meet certain needs.
• Team
A group whose members work intensely with each other to
achieve a specific, common goal or objective.
• All teams are groups but not all groups are teams.

39. MANAGING GROUPS AND TEAMS
FOR HIGH PERFORMANCE
Group Size
Smaller groups allow for high cohesiveness.
Low cohesiveness groups with many members can benefit from splitting
into two groups.
Managed Diversity
Diverse groups often come up with better solutions.
Social loafing
The tendency to put forth less effort in a group than individually. May result in lower group
performance and failure to attain group goals.
Reducing social loafing:
Make individual efforts identifiable and accountable.
Emphasize the valuable contributions of individual members.
Keep group size at an appropriate level.

40. • “Teams are more than just a collection of people; teams produce synergy and create an
outcome that is greater than the simple sum of its individual members “(Davis and
Sadeghinejad, 2015, para.1).
Let’s review the Ashford Forward Thinking Article…
Several great tips, insights and wisdom into leading teams!
Here is the link: http://forwardthinking.ashford.edu/together-
everyone-achieves/
Using Teams –
BENEFITS AND OUTCOMES

41. PLANNING AND
MANAGING TEAMS
“Plan Your Work and Work Your Plan”
My simple model for teams: 3Ps + 2 Cs + 1 D
(Purpose, Participants, Plan, Controls,
Communication and Debrief)
Steve Forbes
Link to video and article:
http://forwardthinking.ashford.edu/plan-work-work-plan/

42. Managers in Teams Manage
Resources and People
Kevin Cope (2012) in his book "Seeing the Big Picture – Improving Your
Business Acumen" tell us there are five key business drivers which are cash,
profit, growth, asset utilization and people.

43. EFFECTIVE MANAGEMENT & LEADERSHIP
TRANSFORM GROUPS INTO HIGH
PERFORMANCE TEAMS
“High performing teams are effective, efficient, and cohesive. They are effective because team
members collaborate toward common goals. They resolve conflicts and cooperate to move forward.
High performing teams are efficient because they share resources, skills, talents and leadership. They
avoid dominancy and waste of resources. High performing teams are cohesive, too. Daniela Molanu
states “A characteristic commonly seen in high-performance teams is cohesiveness, a measure of the
attraction of the group to its members (and the resistance to leaving it). Those in highly cohesive
teams will be more cooperative and effective in achieving the goals they set for themselves” (as cited
by Davis and Sadeghinejad, 2015, Para 3).”
Let’s review the ICPM Management Briefs Article…
Several great tips, insights and wisdom to transform groups into teams!
Here is the link: http://blog.icpm.biz/effective-management-leadership-transform-
groups-into-high-performance-teams

44. VIRTUAL TEAMS
Steve Bailey, CM, is Executive Director of NMA ... THE Leadership
Development Organization. In his article, Virtual teams that actually
work, Steve stated, “ We cannot pretend that working virtually is the
same as working with someone next to you or down the hall. Working
virtually has its own rules for job-sharing, strategies for effective
collaboration, and discernible competencies for both leaders and team
members” (Bailey, 2016, para 3)
Let’s review the ICPM Management Briefs article…
Several great tips, insights and wisdom into leading virtual teams!
Here is the link: http://blog.icpm.biz/virtual-teams-that-actually-work

45. THANK YOU!
Q&A
The Mission is Possible!
• References Available Upon Request