disability management, Human Resources Training

Why is Disability Management Important at the Workplace?


Disabilities are of various kinds. In a broad sense, most of us are born and live with one or more disabilities. Contrary to the generally perceived association of disability with only the physical aspects of a person, mental, professional, legal and social disabilities are taken seriously in the workplaces of some countries.

However, from a legislative point of view, a disability has a clear definition. Various countries and organizations have their own definitions of disability. For example, the World Health Organization defines disability thus:

“an umbrella term for impairments, activity limitations and participation restrictions. Disability is the interaction between individuals with a health condition (e.g., cerebral palsy, Down syndrome and depression) and personal and environmental factors (e.g., negative attitudes, inaccessible transportation and public buildings, and limited social supports)”.

Employees with disabilities face problems that are peculiar to their condition. They could have difficulties reaching office on time safely. They could have issues concerning access to basic amenities like lifts, toilets, etc. Over the years, the increase in the level of awareness about disabilities has led to legislations that have resulted in the need to formulate laws concerning disability. Most countries have laws concerning disability.

Disability management

A disability management program is one that is aimed at implementing actions that facilitate a workplace that is amenable to the needs of the disabled employees. It suggests a series of well-defined, coordinated actions that make the work environment friendly towards employees with various disabilities, physical or emotional.

A disability management program is a legal, comprehensive framework that takes into consideration the needs of the employee, the organization and the family of the disabled employee.


The importance of disability management at the workplace

Disability management is a program that organizations implement in organizations with the intention of meeting many objectives:

  • The most important of these is that the person with the disability should lead a life of dignity. Giving attention to the unique needs of disabled employees facilitates greater productivity from them and instils a sense of accomplishment and self-worth in such employees
  • Making the workplace friendly to the needs of disabled employees raises the reputation of the organization and gives it the image of being a caring one and as an implementer of corporate social responsibility
  • It enhances the trustworthiness of the organization in the eyes of the disabled employees and their families, and with other stakeholders such as the investors, the government, and the general public
  • Such employees will be able to work and earn more, leading to enhanced savings over longer periods of time

Elements of a disability management program

A disability management program should be a well-rounded one that the organization implements in consultation with the disabled and other employees, the families of the disabled employees, their doctors, and the management

It involves understanding the emotional and physical needs and challenges of the disabled employees and taking steps to mitigate them, such as offering leave benefits, transportation facilities, designing the workplace in such a way that it becomes conducive to them, and so on.

Employers who implement an effective and legally compliant disability program are shown to experience greater productivity. Such organizations give employees with disabilities fewer reasons to abstain from work, thus gaining in productivity by making their workplace favorable to disabled employees. This means that the employers themselves have a lot to gain from implementing an employee disability program.

Human Resources Training, Talent management

Talent Management is the Key to Organizational Success

No resource is of greater importance to an organization than its people. An organization that has a talented employee and knows how to use it for its good and the talented employee’s is a winner.


Talent management. That quintessential, most valuable element of an organization’s strength is sometimes overlooked. This is because organizations sometimes become too busy to identify and nurture the talent it has on hand. Many organizations make the mistake of scouting for a commodity that they have in their own midst without realizing it. They end up paying a steep price.

But first, what is talent management? Talent management may be described as the ability of an organization to spot and develop special abilities in its employees.

Processes Involved in Talent Management


Talent management is a clearly defined process:

  • Recruiting talent by using various yardsticks
  • Understanding why talent is required for a set task or requirement
  • Identification of talent by assessing the employee in relation to metrics-based performance of specific tasks and completion of goals
  • Communicating the purpose of talent-finding to the employees
  • Training and coaching to exploit this talent and bring this in line with the organizational goals
  • Constantly monitoring how talent management is faring in relation to the desired results sought
  • Rewarding good performance that is got out of talent management.

Elements of Talent Management

Although by nature talent management is never fixed and keeps changing and evolving in relation to circumstances; a few tools can be used for assessing its effectiveness:

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Challenges of Leadership, Human Resources Training, Leadership, leadership and management

How to Bring More Self Mastery into Your Leadership Skills?


One of the ultimate benchmarks of leadership is when it has no followers. Surprised? Ironical as it might sound, this is the true indices of leadership success. Leadership is said to succeed best when the people it produces do things on their own, without having to depend on others, and without having to have a boss to tell them what to do. If the mentee a leader has mentored doesn’t come back to the mentor for things, then, it is a positive sign that the leadership training has been successful.

This is one of the strange paradoxes, and on often overlooked aspect of sound leadership. Who can be a better leader than the one who is self-disciplined, self-driven, and self-motivated? This is the highest objective any leadership training should hope to achieve.

The best criterion for leadership training


If leadership training throws up a crop of leaders that don’t need handholding, do not need an overseeing authority to tell them what to do, how and when, and if leadership training has turned out leaders who are emotionally intelligent, love challenges and have a thorough sense of purpose and direction, there can be no better indicator of its efficacy.

key leadership traits


key leadership traits that leaders need to imbibe to become self-controlled and self-directed. This skill is very important to take on leadership roles in the next few years, which is set to undergo major challenges with the waves of technology and other effects sweeping it.

TrainHR will give you more knowledge about the following areas:

  • The definition of self leadership and it’s relevancy to you personally and professionally
  • Learn how to bring more self-mastery into your leadership skills
  • Examine 8 simple yet powerful principles to master self-leadership
  • How to apply the principals to make the difference you want to achieve
  • Steps to improving self-leadership once you have tried it for a while.



Human Resources Training, Mentoring for future leadership, workplace Mentoring

What are the Tools and Techniques for Mentoring?


Effective mentoring is one of the pillars of a strong leadership capability. Organizations that realize the need for future leadership rely on effective mentoring as a means to shape it. This said, while the role of mentoring in building the future of the organization is beyond question, what is important to understand is how to make this mentoring effective.

Learning about the tools and techniques of mentoring


Learn the tools and techniques that mentoring requires to become effective. the tools and techniques include:

  • Relationship building
  • Building trust
  • Two-way relationship and what it means
  • Effective communication
  • Critical thinking
  • Visualization
  • Body language
  • Trigger words and deflections.

Stages of mentoring


There are three levels of mentoring:

  • The Trusting Phase
  • The Learning and Development Phase
  • The Maintenance Phase.

Various tools and techniques that apply to that phase have to be implemented. While tools and techniques can be used for each of these, there are tools and techniques that are common to all three.

Present-day mentoring has outgrown the traditional model, in which the mentor would select the mentee and finish the mentoring. This approach was rather one-sided, in that it was more of a hand down, and little was left to the mentee to contribute.


Connect with TrainHR and learn more about Tools and Techniques for Mentoring which include:

  • What are the Tools and Techniques?
  • The Phases of Mentoring
  • Relationship Building
  • Two-way Trusted Relationship
  • Effective Communication
  • Body Language
  • Trigger Words and Deflections.
hr best practices, hr policies, Human Resources Training

Strategies for Successful Career Development


Talent management is that critical management skill that really defines an organization after all. But then, talent management does not happen in a vacuum. If the organization is to be successful at its talent acquisition and talent management endeavors, it must create the right career development ecosystem for it. Well thought out strategies should go into creating this ecosystem.

This career development ecosystem should be an integrated one, into which many elements need to go in. Once the top management devises the right method for putting this ecosystem in place; it helps the organization tap the strength of its resources in executing its business goals.

It happens only in a positive organizational culture


The starting point of this strategy for building an integrated ecosystem for talent acquisition and retention is the creation of a sound organizational culture. It is this culture that creates the milieu for the ecosystem to be built and developed. This culture is a prerequisite for equipping employees with the tools they need for realizing their full potential with the organization. The basis to all this is active employee engagement, the absence of which neutralizes and negates everything that the integrated ecosystem can achieve.

What are the ways and approaches for building this integrated ecosystem in which organizations’ employees feel engaged and are aligned to the organizational culture and goals, and love to work for the organization? This learning will be imparted at a highly valuable webinar that TrainHR, a leading provider of professional trainings for the areas of human resources, is organizing.

At this webinar, Lynn Ware, CEO and President, Integral Talent Systems, Inc., who is an Industrial/Organizational Psychologist and thought leader who has practiced for over thirty years in the talent management field; will be the speaker. Dr. Ware has designed, developed and implemented career development systems in partnership with several Best Place to Work organizations such as Google and Scripps Medical Center.

To gain from the three decades of experience that Dr. Ware brings into career development, please register for this webinar by visiting TrainHR .

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Successful career development has seven crucial elements

The goal of this training course is to familiarize the participants with a clear understanding of the strategies for creating an integrated ecosystem which facilitates the career development of the employees. Producing a highly engaged and motivated workforce whose talent the organization utilizes to its fullest, and retaining this workforce is the result this ecosystem should yield. The creation of such as career development strategy has as many as seven core elements. Dr. Ware will give a clear understanding of these elements.


This integrated ecosystem is set in the background of the present-day trend in the job market, in which keeping in mind the difficulty in finding and retaining talent, organizations are building some kind of backup bench strength to prepare for talent departure that happens at short notice. Such exits are all the more common, given the hurry in which fresh blood is eager to seek out opportunities.

Dr. Ware will show, through these seven elements, the ways by which to attract, nurture and retain top talent in the organization. At this session, which will be of immense value to HR professionals and senior management; Dr. Ware will cover the following areas:

  • The components of a Career Development Ecosystem
  • How to create a shared understanding of career development in your organization
  • How to get managers to support career development, have career conversations, and develop people on the job
  • How to motivate managers to become talent developers vs. talent hoarders
  • How to encourage employees to take ownership for their own career development
  • How to use career development as part of a powerful employment brand to attract the best talent
  • Recommendations for job-related online career assessments
  • Content to include in a self-service career development portal
  • Specific career development approaches for Gen Y employees, including tools to level set promotion expectations
  • Enterprise-wide software that can be utilized for talent visibility throughout the organization
  • The role of external and internal career coaches
  • Financial outcomes with case studies from implementing effective career development programs.

Click here for more information

hr best practices, hr policies, Human Resources Training

Foundations of Process Improvement


Short for Suppliers, Inputs, Process, Outputs and Customers, the SIPOC tool is used to define the stakeholders for any of these: an event, a meeting or an initiative aimed at bringing in improvement. Putting a SIPOC plan in place involves first clearly defining the process the organization is trying to get an understanding of or improving. The organization has to next go about defining the outputs it gets from each of these processes, and identify who make up the customers for these outputs.

A SIPOC plan’s next step is gaining clarity on defining the variable inputs needed for the steps in these process, and getting an understanding of who the suppliers supplying those inputs are. The SIPOC activity has to draw up a list of suppliers, as well as the customers. This is essential, because the suppliers and customers are a vital cog in the wheel of the SIPOC process, and/or happen to be those who influence the results of the SIPOC process. Documentation is a very important aspect of the information for review and measurement.

Application in many areas

Sales and marketing and HR are among the vital areas, apart from manufacturing, in which SIPOC can be applied for gaining effectiveness. SIPOC is a valuable tool for bringing about sustainable and continuous process improvement. To do this, the organization has to first chart out its sphere of influence. This consists of the various stakeholders, both internal and external, that are part of the process.

All the elements of a sound SIPOC process will be discussed at length at a webinar that is being organized by TrainHR, a leading provider of professional trainings for all the areas of human resources. At this webinar, Daniel T. Bloom, a well-respected author, speaker and HR strategist, who during his career has worked as a contingency executive recruiter, member of the internal HR staff of a Fortune 1000 corporation, and a Corporate Relocation Director for several real estate firms; will be the speaker.

Please enroll for this webinar to get a full understanding of the SIPOC process by visiting TrainHR . Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1.25 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Learning through live example

Daniel will demonstrate the effectiveness of the SIPOC process by using a form, which will be used as a guide for identification of the elements of the SIPOC process and how it can be adapted into the tough HR environment. The model he will explain will show how SIPOC can be used for communicating to top management the inputs and outputs for HR strategy in a number of areas including talent acquisition and show the extent of the organization’s alignment with its mission, goals and values.

This webinar will show how SIPOC can be used to communicate the corporate policies and procedures through the entire rank and file of the organization. The steps needed for sustainable process improvement will be a major learning from this webinar.

Daniel will cover the following areas at this webinar:

  • Where do we begin?
  • Creation of a SIPOC diagram
  • Five factors affecting a SIPOC
  • Stakeholder vs Shareholder
  • Lessons learned.