1 GROUP ASSIGNMENT HUMAN RESOURCE DEVELOPMENT PHS 2353 NAME & MATRICS : NUMBER 1. LIVYASRI PALASUPARAMANIAM (4211002771) 2. NEELAMBARI THIAGU (4211003001) 3. NURUL HAIDAH BINTI ROSLI (4211003621) 4. PRAKASINI PERUMAL (4211003321) LECTURER : PROF. DR. NIK HASNAA BINTI MAHMOOD 2 HRD Framework Introduction It is without a doubt that the HRD framework is an important tool in any company. It not only helps identify job descriptions and related KSAOs, but also aids in analyzing the competency gap, designing training programs, and evaluating training effectiveness (R, 2019). In organizations where the HRD framework is not fully utilized, there is usually a disconnect between the company's goals and the employee's performance (White, 2019). This can often lead to frustration among employees, as they are not allowed to improve their skills and contribute to the organization in a meaningful way. This report aims to analyze the job description of a marketing executive and the KSAOs associated with it, identify the competency gap, and propose a training program to help close this gap. Job Description and KSAOs of a Marketing Executive A marketing executive is responsible for planning, directing, and coordinating marketing activities to promote products or services (Prospects, 2019). They develop pricing strategies to maximize profits while ensuring customer satisfaction. Also, they oversee the development and execution of marketing plans, manage advertising and promotion campaigns, and monitor marketing activity to ensure compliance with company standards (Prospects, 2019). Marketing executives typically have a bachelor's degree in marketing or a related field. Some of the key KSAOs associated with the job description of a marketing executive include: I. Analytical skills: Marketing executives need to be able to analyze data to make informed decisions about pricing, product development, and marketing campaigns. II. Communication skills: Marketing executives need to be able to communicate effectively with other members of the marketing team, as well as with customers and clients. III. Creativity: Marketing executives must be creative to develop innovative marketing campaigns and strategies. IV. Leadership skills: Marketing executives need to be able to lead and motivate other members of the marketing team to achieve objectives. V. 3 Organizational skills: Marketing executives need to be able to organize and manage multiple projects simultaneously. VI. Problem-solving skills: Marketing executives need to be able to identify and solve problems quickly and efficiently. VII. Time management skills: Marketing executives must manage their time effectively to meet deadlines and achieve objectives. Need Assessment A need assessment is conducted to determine the gap between the current state of an organization and its desired state. Based on the competency gap analysis, it was identified that the marketing executive needs to improve their analytical, communication, leadership, and problem-solving skills (Santos et al., 2021). For instance, they need to analyze data more effectively to make better decisions about pricing, product development, and marketing campaigns. In addition, they need to improve their communication skills to understand the needs of customers and clients better. Marketing executives also need to improve their leadership skills to motivate and inspire other marketing team members (Santos et al., 2021). These skills are important because there is a disconnect between the company's goals and the employee's performance. Marketing executives need to lead and motivate others effectively to improve employee productivity and morale. Moreover, marketing executives must improve their problem-solving skills to identify and solve problems quickly and efficiently. In the current state, marketing executives often struggle to find solutions to problems that arise during their work (Santos et al., 2021). These struggles can lead to frustration and feeling stuck in a rut. 4 Training Design The training program aims to help marketing executives improve their analytical, communication, leadership, and problem-solving skills. The design of the training program will include both classroom-based and hands-on learning. Classroom-based learning will cover data analysis, effective communication, and leadership development. Hands-on learning will allow marketing executives to apply what they have learned in the classroom to real-world scenarios. The training program will also include a mentorship component, where marketing executives will be paired with more experienced marketing professionals. This program will allow them to learn from their mentors and gain insights into best practices in the field. The training program will be implemented over six months, with two monthly sessions. Each session will be three hours long. Training Delivery and Implementation A team of experienced trainers will implement the training program to ensure it is delivered effectively. The team of trainers will be responsible for conducting the classroom-based and hands-on learning sessions, as well as the mentorship program. In addition, the team of trainers will be responsible for ensuring that the marketing executives can apply what they have learned in the training program to their work. The team of trainers will also be responsible for monitoring the progress of the marketing executives during the training program and providing feedback. The marketing department will oversee the implementation of the training program. The marketing department will be responsible for ensuring that the training program is delivered according to plan and that the objectives of the training program are met. 5 Training Evaluation The training program will be evaluated based on the following criteria: I. Effectiveness of classroom-based learning: The effectiveness of classroom-based learning will be measured by the participant's ability to apply what they have learned to real-world scenarios. II. Effectiveness of hands-on learning: The effectiveness of the hands-on learning will be measured by the participant's ability to apply what they have learned in the classroom to real-world scenarios. III. Mentorship component: The effectiveness of the mentorship component will be measured by the participant's ability to apply what they have learned from their mentor to real-world scenarios. IV. Overall satisfaction with the training program: The overall satisfaction with the training program will be measured by a survey administered to participants at the end of the program. V. The training program will be considered successful if at least 80% of participants are satisfied with the program and if they can apply what they have learned to real-world scenarios. Conclusion In conclusion, to better equip marketing executives with the skills needed to succeed, a framework including classroom-based learning and hands-on experience is essential. The training program described in this report provides a comprehensive solution to help marketing executives develop the skills they need to succeed in their field. If implemented effectively, this training program can improve marketing executives' effectiveness, which will ultimately lead to better results for businesses. It is important to note that the success of this training program depends on the commitment of both the marketing executives and the trainers. The marketing executives must be willing to put in the effort to learn and apply what they have learned, and the trainers must be willing to provide guidance and support. With the right attitude and approach, this training program has the potential to be highly successful. 6 References R, R. (2019, December 10). Human Resource Development: Definitions, Significance, Model, Policies. Economics Discussion. https://www.economicsdiscussion.net/human-resource-development/human- resource-development/32243 Prospects. (2019). Marketing executive job profile | Prospects.ac.uk. Prospects.ac.uk; Prospects. https://www.prospects.ac.uk/job-profiles/marketing-executive Santos, G., Sá, J. C., Félix, M. J., Barreto, L., Carvalho, F., Doiro, M., Zgodavová, K., & Stefanović, M. (2021). New Needed Quality Management Skills for Quality Managers 4.0. Sustainability, 13(11), 6149. https://doi.org/10.3390/su13116149 White, D. (2019, August 1). Importance of Performance Management in an Organization. Techfunnel. https://www.techfunnel.com/hr-tech/importance-of-performance-management-in-an-organization/
