Professional Documents
Culture Documents
RESOURCE
MANAGEMENT
Presentation on
Training and Developing Employees
(Chapter 8)
Performance Management and Appraisal
(Chapter 9)
Coaching, Careers, and Talent Management
(Chapter 10)
Presented By : Group 3
ORIENTATION
Make the new employee feel welcome and a part
of team.
Make sure the new employees have basic
information to function effectively.
Help the new employee understand the
organization in a broad sense.
Start the person on the process of becoming
socialized into firms culture values and way of
doing things.
ORIENTATION PROCESS
Explanation of basic
matters by human
resource specialist.
HR Specialist introduces
new employee to
supervisor.
Familiarize the new
employee with his
colleagues.
Encourage new
employees to engage in
activities like taking
breaks with current
employees.
Informal orientation to
open up and be relaxed.
Upper management
invites new employee
over tea or lunch.
(practiced by Philips
Electronics)
Special sessions for
family members.
(practiced by Convergys
India)
Identify a buddy who is
similar to new hire in
parameters like age.
TRAINING
Training means giving new or current employees
the skills they need to perform their jobs.
Hindustan Petroleum Corporation LimitedSamavesh
Orientation: What is HPCL? How does HPCL
work?
Rigorous and continuous evaluation of learning
and performance.
Top 10% trainees awarded with laptops and
customized training programs at IIMA.
Result: Attrition during first six months got
reduced from 55% in 2007 to 8% in 2008.
STEPS OF TRAINING
PROCESS
Need Analysis- Identification of skills required by
the job and comparison of these skills with the
skills possessed by trainee.
Instructional Design- formulate training
objectives, review the program content and
estimate a budget for training program.
Implement the program- Train the employees
using methods like on-the-job training and online
training.
Evaluation of the success of the program.
On-The-Job-Training (OJT)
Coaching
Job Rotation
Special Assignments
Apprenticeship Training
Job Instruction Training
Programmed Learning
Audiovisual-Based Training
Vestibule Training
Videoconferencing
Electronic Performance Support Systems (EPSS)
Computer-Based Training
Internet-Based Training
Managerial On-the-Job
Training
Various On-the-job training techniques are:
Job Rotation
Coaching/Understudy approach
Action learning
Off-the-Job management
Training
Various Off-the-job training techniques are:
Case study method
Management games
Outside seminars
University related programs
Role playing
Behaviour modeling
Organizational Change
Changes can be strategic ,cultural, technological
or changes in employees themselves i.e. their
attitudes, skills and behavior.
Techniques to implement an organizational
changes are:
Lewin s change process
Organizational development
PERFORMANCE
MANAGEMENT
APPRAISAL
POTENTIAL
APPRAISAL
PROBLEMS
Unclear Standards too open to interpretation
Halo Effect influence of a raters general impression
on ratings of specific ratee qualities
Central Tendency Rating all employees average
Leniency/Strictness Tendency to rate all subordinates
either high or low
Recency effects Recent performance overpowers over
the year performance (keep a diary for effective
appraisal)
Bias individual differences affecting appraisal ratings
Performance Management
It is the continuous process of identifying,
measuring, and developing the performance
of individuals and teams and aligning their
performance with the organizations goals.
Building Blocks
Direction Sharing
Goal Alignment
Ongoing performance
monitoring
Ongoing feedback
Coaching and
developmental support
Rewards, recognition
and compensation
Why Performance
Management?
Total Quality
Appraisal Issues
Strategic Planning
COACHING, CAREERS
AND
TALENT
MANAGEMENT
IMPROVING YOUR
COACHING SKILLS
COACHINGS
IMPORTANCE
COACHING
MENTORING
EDUCATING, ADVISING,
INSTRUCTIN
COUNSELING
G, AND
, AND
TRAINING
GUIDING.
SUBORDINAT
ES.
SHORTER
TERM JOB
RELATED
SKILLS.
NAVIGATE
LONGER
TERM
CAREER
HAZARDS.
0.67
0.72
0.69
0.69
Coaching a
Performance
Problem
Communicating
Performance
Standards
Coaching a
Development
Opportunity
Conducting a
Performance
Appraisal
PREPARIN
G TO
COACH
PLANNING
ACTIVE
COACHIN
G
FOLLOW
UP
A SAMPLE OF
COACHS
SELF
EVALUATION
CHECKLIST
METHODS OF CAREER
MANAGEMENT
The Employers Role
Career Centers
Career Planning Workshops
Role Reversal
Organize Career Success
Provide Career Coaches
offer online Programs
Carrier Oriented appraisal
Cont
Mangers Role
Building Your mentoring skills
Mentoring Caveats
The effective mentor
Improving Productivity through HRIS: Career
Planning and development
Employm
ent
interview
Retirem
ent
Transf
er
Employ
er LifeCycle
First
job
Promoti
on
Managing Transfers:
A transfer is a move from one job to another, usually with no
change in salary or grade.
Why transfer ?
1) To vacate a position.
2) To boost productivity by consolidating positions.
3) To expose employees to a wider range of jobs.
Managing Retirements:
For many employees, years of appraisals and career planning end
with retirement.
In a survey done at U.S. : 78% of employees wanted to work even
after retirement.
64% of them wanted to do part time
work.
REASON- Financial reasons.
TALENT MANAGEMENT
Talent management is the automated end to
end
process
of
planning,
recruiting,
developing, managing, and compensating
employees throughout the organization.
From the employee point of view, talent
management is career management in a
sense. The employee wants to align his or
her skills, training, performance feedback,
and development in ways as to have a
successful career.
Talent Management
Process
Workforce
Workforce
and
and
Succession
Succession
Planning
Planning
E-Recruiting
E-Recruiting
Learning
Learning
Management
Management
Systems
Systems
Strategic
Strategic
Goals
Goals
Compensatio
Compensatio
n
n
Management
Management
Performance
Performance
Management
Management
THANK YOU.