Blended Learning method for the Banking industry of Sri Lanka.

            Simply Blended Learning is a combination of the traditional classroom learning model and the online learning model (Thompson, 2011). In the traditional classroom Learning model instructor and learners facing each other and in the online learning model they use the online interface to share knowledge with each other. This method can create an environment where learners can get individualized self-paced instruction and trainers can provide differentiated small group instruction based upon the learners' feedback (Nazarenko, 2015).

            Basically, there are several models can use to build a blended learning process and some of them are lab rotation model, class rotation model, FLEX model, and Pod, etc (Thompson, 2011). By using this method, organizations can reduce their training cost while having a much engaged and effective training session with employees (D.RandyGarrison, 2004). Also, they can utilize well-experienced experts to train a large number of employees because this technique can overcome the geographical barriers as well as classroom capacity berries (D.RandyGarrison, 2004).

            In Sri Lanka, every major bank has a wide branch network all over the island and they are facing huge difficulties in staff training. They have to call upon employees in branches to the head office or the regional offices to conduct training sessions. Since branches having a limited number of employees, especially in remote areas, managers are facing difficulties to release selected employees to participate in training sessions. The geographical barrier is the cause of these difficulties.

            According to the researchers, blended learning can be used to break geographical berries (Nazarenko, 2015). Therefor blended learning platform can be very useful for banks to develop an efficient and effective learning culture within the organization.

Reference

D.RandyGarrison, 2004. Blended learning: Uncovering its transformative potential in higher education. sciencedirect, 7(2), pp. 95-105.

Nazarenko, A. L., 2015. Blended Learning vs Traditional Learning: What Works? (A Case Study Research). sciencedirect, 200(22), pp. 77-82.

Thompson, M., 2011. The Basics of Blended Learning. [Online]
Available at: https://www.youtube.com/watch?v=3xMqJmMcME0&t=2s
[Accessed 2019].

Employee Value Proposition

          Initially, many people have a pessimistic attitude toward this concept. But institutions that later adopted this concept achieved remarkable progress within a short period. Due to this, the attention of many was focused on the concept of the employee value proposition.

                The Employee Value Proposition concept is very new to the Human Resource Managers and it is only in the period over the last few years that institutes have recognized the gravity and the effect that an Employee Value Proposition can have on all components of Human Resource be it employee staffing, selection, engagement or retention (Khaitan, Niket; Sharma, Jaikishore; Agarwal, Ketan; Shevgaonkar, Krupesh;, 2012).

            Minchington defines an Employee Value Proposition (EVP) as a “set of associations and offerings provided by an organization in return for the skills, capabilities, and experiences an employee brings to the organization” (Minchington, 2005).

             A proper value the proposition should express the organization’s exclusive commitment to staff growth, management development, continues employee recognition, community service and so forth. Employee Value Proposition should list out the main causes that employees will select to commit themselves to an organization (Khaitan, Niket; Sharma, Jaikishore; Agarwal, Ketan; Shevgaonkar, Krupesh;, 2012).Organizations which have an Effective Employee Value Proposition can gain a better job demand from the labor market and also Effective Employee Value Proposition leads to gain  Greater employee commitment to the organization. (Khaitan, Niket; Sharma, Jaikishore; Agarwal, Ketan; Shevgaonkar, Krupesh;, 2012)

References

Khaitan, Niket; Sharma, Jaikishore; Agarwal, Ketan; Shevgaonkar, Krupesh;, 2012. Beacon Management Review. [Online]
Available at: https://www.sibm.edu/assets/pdf/beacon3.pdf#page=37
[Accessed 2019].

Minchington, 2005. Employer Brand Leadership.

Personal manager and Human resource manager

              Strategically, the personal manager focus on addressing routine or current issues with short- term view while Human resource manager focuses on addressing daily issues with proactive manner along with a long-term intention (Henderson, 2011). Human resource managers are attempting to obtain a willing commitment from the employees. But personal managers are attempting to obtain compliance from the employees (Henderson, 2011). 

                      Personal managers use to develop a hierarchical organizational structure (Henderson, 2011). Despite that Human resource managers tend to maintain a more flexible organizational structure than a hierarchical organizational structure Human resource manager. While Personal managers are practicing a position based on remuneration systems, Human resource managers are perfuming performance-based remuneration systems. Even though Personal management uses sophisticated recruitment practices only for senior employees, Human resource management use sophisticated recruitment practices for all employees (Henderson, 2011). 

           Human resource managers are highly trusted about their employees, and Personal managers do not trust them employees very much (Henderson, 2011). Personal Managers consider their most important task as a reduction in human resource costs while Human resource managers consider their most important task as a reduction in human resource costs along with maximum utilization of human resource over the long term (Henderson, 2011).

References

Henderson, L., 2011. Personnel management and human resource management. In: Human Resource Management for MBA Students 2nd Edition . s.l.:CIPD.