HRM Series

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1
Introduction to HRM

Identifying Business Needs

Designing jobs, responsibility hierarchy, and organization charts

Writing a job description

Evaluating job and personnel competency

Closing Gap Competency Gap

Human Resource Policy

Benefit and Compensation

Retaining Talents
Basic Human Resource
Chapter 1 –

3
 Source: JSSB Study on Local Organizational Growth/ Lifecycle, 2008
Maslow Need Analysis

Year 1950 -1985 1990-1995 1995-2000 2002 2008

Boss chase staff Customer chase Preventive vs Proactive

Culture boss corrective
Self driven

Purpose

Theme Production Meet Customer Continuous What’s in Work Life What’s in it for higher purpose?
Requirement Improvement it for me Balance Can I make a difference?
Capability
Production/ Total Quality Operational Excellence PMS Building,
Initiative Quality
Operation Management Knowledge Management Lean
• Establishment of • Compliance to • Debottlenecking/ 6 Sigma Balanced Scorecards Self Driven,
Activities operating manual. standards and revamp Innovations,
integration, Reliability Integrity
customers Synergize
• Start up-operate- • QCC, 5S, ESS
requirement. Optimization Lean
shutdown Feedback
• ISO 14001,
• ISO 9001, QA System automation, Coaching
18001,17025

Leadership Autocratic Autocratic + Democratic , Mix style : Visionary, Servant, Principle

Democratic Seniority Performer Base, Result Focus , Young Energetic
Style Seniority
Seniority Competency Leaders, Experts
Source: Gartner, 2009
5
Balanced Score Card
  The HRM process consists of
planning, attracting,
developing, and retaining
the human resources
(employees) of an
organization.

Module 12 - Basics of human

resource management 8
 HR Planning
strategic HR planning;
job design

Retaining
employees Attracting
compensation; employees
maintenance; labor recruiting; selecting
relations; separation

Developing
employees
training & development;
performance appraisal
Module 12 - Basics of human
resource management 9
 Planning for the future personnel needs of an organization,

 taking into account both internal activities and factors in the

external environment

Module 12 - Basics of human

resource management 10
 Job Design
 usually done prior to recruitment
 the process of describing the work that needs to
be done by an employee and
 specifying the requirements needed in fulfilling
the job

Module 12 - Basics of human

resource management 11
Basic Human Resource
Chapter 2 –

12
 Stage 4 : Job Description
Stage 3 : Work Flow

Stage 2 : Process Flow

Stage 1 : SIPOC
 What is SIPOC ?
Acronym for Supplier, Input, Process, Output and Customer relationship.
Suppliers

Process

Outputs
Inputs

Customers
Top level
description of
the activity Anyone who
Providers of Resources Deliverables receives a
the required required by from the deliverable
resources the process process from the
process

Process Boundaries
 CONTROLS

INPUTS OUTPUTS
Function

PEOPLE / SYSTEMS

INPUT & OUTPUT DIAGRAM

Example : Produce and Manage Utility Plant & Processes

(Demin water, Steam, Electricity, N2)

SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS

Utilities Asset Startup Parameters Demin water, steam, electricity, N2 Main Process Plant
Raw Water Supplier Procedures Daily Operation Report Customers
Electricity Supplier Production Plan Field Operator Logsheet Maintenance Section
Other Vendors / Suppliers Feedstock Panel Operator Logsheet Reliability Management Section
Consumables Executive Report
Chemicals Trend Sheet
Utilities Maintenance Notification
Next Course of Action

Process : Produce Utility

Manage & Monitor Utility

Start-up Utility Shutdown Supply utilities to
Operate Utility Plant
Plant/Equipment Utility Plant Customers
Plant Operations
 CONTROLS

INPUTS OUTPUTS
Function

PEOPLE / SYSTEMS

PROCESS FLOW DIAGRAM

• Plant Startup Schedule
• Plant Startup Procedures
0.A
• Startup Parameters
• Plant Startup Checklist
• Feedstock NODE:
• Chemicals
• Utilities • Next Course of Action
• Consumables • Maintenance Notification
Start-up
Utility Stabilise Plant Operation
• Plant Normal Operation Schedule • Plant Normal Operation Schedule
Plant/Equipment • Plant Normal Operation • Plant Normal Operation Procedures
Note 1 1 Procedures • Plant Normal Operation Checklist
• Plant Normal Operation Checklist • Work Instructions / SOP
See 1.B • Production Plan • Sampling Schedule
• Feedstock • Inspection Plan
Production Manager • Chemicals • Maintenance Plan
Production Engineer • Consumables • Production Plan
Shift Supervisor Manage & Operating Parameters
Field Operator Operate • Field Operator Logsheet
Panel Operator • Panel Operator Report
Utility Plant
• Trend Sheet
Note 2 2 • Maintenance Notification
Monitor Utilities
Plant Slowdown See 2.B Utility Plant Production Plan
product
Operations (Demin water, Work Instructions/SOP
Steam, N2,
Note 3 3 Electricity)
Production Manager
Production Engineer See 3.A Log Sheet
Shift Supervisor • Plant Shutdown Schedule Production Report
• Plant Shutdown Procedures Supply of
Field Operator KPI Report
• Plant Shutdown Checklist Utilities
Panel Operator Production Manager
Product
Production Engineer
Shift Supervisor Note 5 5
Field Operator
• Maintenance Issues Shutdown See 5.B
Panel Operator Unplanned Shutdown
• Production Issues
Utility
• Plant Performance Issues
• Safety Issues Plant Production Planner
• Environmental Issues Planned Shutdown Note 4 4 Shift Supervisor
Plant Shutdown • Inventory/Quality of Feedstock/Consumables/Chemical Production Plan Field Operator
See 4.B Panel Operator
Production Manager
Production Engineer
Product Inventory Issues Shift Supervisor
Field Operator
Panel Operator
 WORK FLOW DIAGRAM : MANAGE & OPERATE UTILITY PLANT NODE: 2.B
Shift Supervisor/
Conduct Monitor
Production Highlight Conduct Prepare Plant
Daily Shift Utility Plant
Engineer / Panel Performance / Shift Operation
Handover Operations
Operator / Field Issues / Targets Meeting Work Plan
Meeting
Operator
No

Review plant/ Monitor

Correct any Carry out routine Any
Field Operator equipment chemical
deviation lab analysis Abnormality?
operation consumption
Yes
No

No Stabilize plant &

Review Correction
Panel Monitor plant Correct any Yes Any carry out
Equipment & Can be done from
Operator parameters deviation Abnormality? process
Operate Valves DCS?
optimization
Yes

Analyze
problem, take
Coordinate table Corrective action
Shift Supervisor Determine Change in utility Yes talk for procedure
Quality & Quantity quality/quantity change/ take
of utilities required requirement? action on new
Problem can Yes
requirements
be solved?
No

No

Request
Design/ Yes
No Carry out TSD/Maintenance
Equipment
Production CPS to rectify
Problem?
Engineer problem
Communicate Yes No
Procedure Review
change in
approved? procedure
procedure
Basic Human Resource
Chapter 2 –

18
  Every organization has both a formal and an informal organizational
structure. Examples of organizational structures are:
 Hierarchical structure (typical for the small, entrepreneurial
organization)
 Line-staff structure
 Functional or Departmental structure (based on function,
products/service, customer type, geographic region)
 Matrix structure (dual reporting lines)
 These formal structures of organizations can be represented in the form
of an organization chart. Sometimes also referred to as organizational
chart, organigram, organogram, or org chart.
 It graphically shows the hierarchical authority, roles and responsibilities,
functions and relations within an organization. For a new employee, the
organization chart helps to understand what should happen within the
firm. (The informal structure represents what is actually occurring within
the organization.)

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Source: 12 Manage
 Applications
 Defining the roles and responsibilities of all personnel within
the organization.
 Establishing a hierarchical structure of authority, power and,
hence, decision-making.
 Establish communication channels and information flows,
incorporating a chain of command with specific rules and
regulations relating to reporting procedures and accountability
methods.
 Establishing control mechanisms, such as the degree of
centralization and the span of control.
 Establishing strategies for co-ordination of work practices.
 Establishing decision-making processes.
 Establishing specific operational functions and tasks.

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 managerial

Functional semi
skill / high skill

managerial

Functional
high skill /
semi skill

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Basic Human Resource
Chapter 4 –

22
IS.. IS NOT..
 A reference document  Documenting current
designed to meet work
requirement at 100% incumbent capability.
efficiency.  A template cast on stone.
 Elements might vary from  Individual Strengths
one organization to another
based on stated strategy.
 Must be revised after
business process flow
reengineering and reorg.
 A life document used during
job orientation and
performance appraisal.

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 Example
CONVENTIONAL PCJD

1. Job title 1. Job Title

2. Job summary 2. Job Purpose
3. Job Challenge
3. Job duties 4. Reporting to
4. Roles and responsibilities 5. Supplier
5. Job specifications or 6. Customer
qualifications 7. Process Owned
6. Key role interactions 8. Key Accountabilities
9. Key Performance Indicators
7. Professional skills 10. Key Competencies
8. Salary and benefits 11. Qualifications
12. Experience

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 The level of competency shall reflect business needs, it can
range from 3 or 5 level, depending on Human Resource
Career Option Path, but for PCJD, 3 is recommended.

Level: Basic Intermediate Expert

Competency Area
Specific
Technology Level Definition for each level is compulsory to be defined
first by HR/manager as to promote standard of
Project
Management
Communication

Business Savvy

Competency Area shall be derived from Deployment Chart

and Job Challenge identified earlier
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Score Level Definitions
• Has some basic/minimum knowledge
1 Awareness
• Recognise, identify – ask when help needed
• Has most of the knowledge and some skills
2 Knowledge required to perform the job
• Contribute, participate – do with help
• Has all the knowledge and skills required to
3 Skill perform the job
• Apply, demonstrate – do without help
4 Advanced Mentor, integrate – teach others how to do
5 Expert Network, originate – advise others how to do

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 Technology Classifications Definition

Base Technology • Essential to be in business

• Widely exploited by competitors
• Little competitive impact
Key Technology • Well embodied in product and process
• Competitive impact

Pacing Technology • Under experimentation

• Competitive impact likely to be high

Emerging Technology • At early stage or emerging in other industries

• Competitive impact not known, but promising

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 Perception
Knowledge

Set
Comprehension

Guided Response
Application

Mechanism
Analysis and inferences.

Complex Overt Response

Synthesis

Origination
Evaluation

Receiving
Phenomena

Responding to
Phenomena

Valuing

Organization

Internalizing values (characterization)

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Basic Human Resource
Chapter 5 –

29
 • Business needs analysis is being used
as a compassing document
• How many task performed out of total
Functional task.
Evaluation • Can be used in job
evaluation/salary/wage estimation.
• Countered by years of experience and
tenureship.

• Business target is being used as the

compassing document for
performance contract.
Performance • Result, Impact, Challenge and Effort
Evaluation are being used as evidence in
evaluation..
• Countered by leadership/teamwork,
company values.

• Professional attributes/ technology inventory

is being used as compassing document.
• Depending on organization human resource
Competency strategy and policy determining how deep
Evaluation and wide one can proceed career.
• Valuable in knowledge based value stream.
• Countered by business needs. 30
 •PCJD identified job challenge by thoroughly
break down business needs, therefore,
Job Challenge / wages/salary or job value can be determined
Impact fairly.

• in normal practice, performance is discounted if

a person has been doing the same job for more
Years of
High/Semi than 3 years, therefore, in the performance
tenureship
skilled contract , improvement and preventive action is
Professional more valued compared to efficiency. Take note
that PCJD focus on 100% efficiency.

•To some organization, knowledge worker and

professional worker becomes the revenue
generator, but to high manpower consumed
operation, the needs of high skill often diluted;
too high salary/maintenance , too limited
resource, professionals services are outsourced to
consultants. 31
 The evaluation should differentiate efficiency level

Task/ Below Meet Exceed Outperform

The Efficiency Expectation Expectation Expectation
tasks are Collect Data √
based
on PCJD Report cases √
Conduct √
briefing

The result should be able to tell competency/capability gap.

32
 The evaluation should differentiate on RICE level
Objective
Objective KPI Below Meet Exceed Outperform
shall be
Expectation Expectation Expectation
derived
from Ensure Zero LTI √
Company HSE
Strategy &
Initiative or To reduce 20% √
scorecards cost
To instill 100% √
awareness communicat
ion

The result should be

The KPI should be able to tell
derived from cause- competency/capability
effect or logic tree. gap.
33
Technology The evaluation should differentiate on competency level
Inventory
shall see the Technology Inventory Basic Intermediate Expert
whole
spectrum of Reservoir Performance √
career Analysis
advanceme Production Plan √
nt in
specific Recovery Processes
professional
/ skill group

The result should be

able to tell
competency/capability
gap.
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Basic Human Resource
Chapter 6 –

35
Expected Current Result Gap Gap Closing Date
Result Activity

After assessment being done, it is

most important that leaders help staff There are many ways to close
to plan for their gap closing activity. competency gaps;
Most of the time, leaders do not do 1. Training/classroom
this structuredly and fail to deliver 2. Coaching
correct training budget to HRM. 3. On job training/attachment
4. Participate/Lead Project
5. Community of Practice
6. E-learning
7. Visits
8. Seminar/conference
9. Etc..
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Expected Current Result Gap Gap Closing Date
Result Activity

In all management systems, There are many ways to measure

especially ISO 9001, it is a competency:
requirement that organization 1. Exams
ensure that effectiveness is being 2. Interview
measured. 3. Project deliverables
4. 360
5. Nonconformance report and
other related evidence
(complaints)
6. Observations
7. Coaching & Feedback
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Expected Current Result Gap Gap Closing Date
Result Activity

There are many ways to set date for

Activities shall be planned in
according to job or performance
expectation, not forgetting the
evaluation cycle i.e.
yearly/quarterly. Often leaders
neglect this plan and accumulate
all at the end of the year, hence,
HRM was being blamed for not
managing training efficiently.
gap closing activities:
1. Periodically –
quarterly/monthly/yearly
2. Performance – Before project,
during project, after project
3. As per budgeted

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Basic Human Resource
Chapter 7

39
 Human resource policies are systems of codified decisions,
established by an organization, to support administrative
personnel functions, performance management, employee
relations and resource planning.
 The establishment of policies can help an organization
demonstrate that it meets requirements for diversity, ethics
and training. In order to fire a person it may be necessary to
show cause compliant with employment contracts and
collective bargaining agreements; the establishment of HR
Policies to document steps in procedures, including
disciplinary procedures, is now standard.

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1) Employment (Engagement) Policy
 Recruitment
 Interview
 Selection & Posting (Placement)
 Induction
 Probation
 Confirmation

41
2) Performance Management Policy
 Appraisal
 Balanced Scorecard
 Performance Contracts
 Work plans

3) Compensation (Reward) Policy

42
4) Code of Ethics & Conduct
 Sexual Harassment
 HIV/Aids
 Conflict of interest
 Dress code
 Working Hours

5) Discipline Policy & Procedure

43
6) Staff Benefits
 Allowances
 Loans
 Parking for staff cars
 Staff canteen & clinic
 Daycare
 Medical Covers & insurance
 Retirement Benefits Scheme
 On-Job-Rotation
 Transfer Policy
 Statutory Contributions Policy
 Education, Training & Development
 Team Building Policy

44
13) Health, Safety & Security at work place
 Fire/ disaster assembly point

 First aid

 Clean drinking water

45
14) Email and Internet Policy
15) Leave Policy
 Annual leave
 Compassionate leave
 Maternity leave
 Paternity leave
 Sick leave
 Study leave
 Leave of absence
 Unpaid leave
46
16) Misuse of Organization’s property

16) Traveling policy

16) Trade unions policy

16) CSR policy

47
 All these policies when compiled in one booklet may
be referred to as staff manual.
 Policies depend on the strategies of an
organization.
 These policies must be inline with the labour laws,
human rights and the constitution.
 The policies should also have a clause on how they
can be amended to incorporate any changes.

48
Basic Human Resource
Chapter8

49
 Reward is.. In
neuroscience, the
reward system is a
collection of brain
structures which
attempts to regulate and
control behavior by
inducing pleasurable
effects..
 Recognition.. in  Consequence is
sociology is public outcome of an event
acknowledgement of especially as relative to
person's status or an individual
merits .. is one of the
three basic memory
tasks. It involves
identifying objects or
events that have been
encountered before..

The Challenges are..

1. Not to condition staff by carrot and stick

2. To instill motivation from inside
3. To be objective in evaluation/wages/salary
band based on job value.
4. Business Needs first..
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 Compensation
 the adequate and equitable
remuneration of personnel
for their contribution in the
achievement of
organization objectives.

Module 12 - Basics of human

resource management 51
Labor relations
 entails recognizing the validity of unions, negotiating for the
collective bargaining agreement, and being able to handle
strikes and other forms of mass action.

Module 12 - Basics of human

resource management 52
 Maintenance
 the process of providing the following
services to employees:
 career counselling
 safety & health programs
 Also involves the minimization of
absenteeism and tardiness

Module 12 - Basics of human

resource management 53
 Separation
 the process of reintregrating employees to society;
entails the following:
 employees should be terminated for a just
cause
 a retirement plan must be provided for old
employees as an aid when they leave the
company.
Module 12 - Basics of human
resource management 54
Basic Human Resource
Chapter 9

55
 Recruitment
 development of a pool of job candidates in
accordance with a human resource plan
 its purpose is to provide mgmt. with enough
candidates from which they can select qualified
employees
 internal versus external

Module 12 - Basics of human

resource management 56
 Selection
 the mutual process whereby the organization
decides to make a job offer and the candidate
decides whether or not to accept it.

Module 12 - Basics of human

resource management 57
 Job Offer

Physical Exam
In-depth Interview
Background Investigation
Testing
Initial Interview
Job Application
Module 12 - Basics of human
resource management 58
 Orientation
 a program designed to help employees fit
smoothly into an organization

Module 12 - Basics of human

resource management 59
 Training
 a process designed to maintain or improve current
employee performance
 Development
 a process designed to develop skills and attitudes
necessary for future work

Module 12 - Basics of human

resource management 60
 Performance Appraisal
 process of providing feedback to subordinates
regarding their performance on the job.
 Informal versus Formal

Module 12 - Basics of human

resource management 61
Please see our list of courses in advance human performance management
for more effective management of talent.
 Jasmiza Solutions Sdn Bhd is a consultation
company that focuses on Human Capital
Development and Systems Management .
 Amongst services offered are mindset and
behavioural change, performance
management system, knowledge
management, capability building and other
human resource strategic inputs.
 Established since 2008, some of our
satisified clients are GSK, PETRONAS,
PERNEC, Assar Senari, MIDA, MAFC, UniKL,
Integrax, TNB, Shell IT and many more.
 We exist to Return Soul to Human and
Giving Soul to Systems.
 Contact us for advance training and personal
coaching to manage human performance:
 jasmiza@jasmizasolutions.com.my