Planning

Organizing
Staffing
Directing
Communicate
Co-ordinate
Reporting
Budgeting
(POSDCORB)
Punitive
Lab off

OF
PEPLE
ISSUES

Preventive
Per.Off.

Attracting HRP & Rec

Retaining Comp. Admn.
Motivating ER &
Welfare
Developing -- Train &
Development HRD
OD
Separation Reconstruct Exit plans

Predictive
HR Off.
www.spkamath.com

Strategic Planning

Manpower Review

Organizational Planning

Workforce Change Analysis

Demand Forecast

Internal Supply Forecast

External Labour
Market Analysis

Recruitment /
Selection

Human Resource Plan

EEO/ Affirmative
Action

Compensation

Training &
Development

Management Action
Evaluation & Control
www.spkamath.com

Job Study
Work Study
Time Study
Method
Study
Motion Study
Interviews
Critical
Event
Observation

JOB
ANLYSIS

Job

Description

Job

Specification

Activity
Working Condition
Supr. Given /Recd
Decision
Co-ordn efforts
Impact on business
PS
QLN & EXP
Essential - Pref.
Other Proficiencies

JOB
Evaluation
Ranking
Grading
Factor
comparison
Competenc
y mapping
AC/DC
Periodic
revisits
Customized
tools/SW
www.spkamath.com

Cost Effective source

Position requirement

Source/Screen/shortlist/process-filters

HR co-ordinator
Selection Test/GD/Interview
(BASK-aspects of competencies)

In-house IJP systems and line participation

Induction & Orientation

Probation
Performance

Working conditions
KRAs

External variables
Technology
& Related redundancy

Confirm- Develop
Exit-Retirement-Separation
www.spkamath.com

 Sourcing Strategy
Process calibration
Shortlisting filters tests-SW toolsTracking.
Competency Mapping and aligned
processes.
www.spkamath.com

 To date found to be most dependable tool

Felt to be irreplaceable
Provides opportunity for dialogue.
Moment of truth for both the parties to
make up their mind (addresses VAK).
www.spkamath.com

Make your choice

A Fresher

Young, is from jumrithalaiya New License

No knowledge about city or much about car
Functions.

Fewer years of experience. Has some knowledge

B Mid career man Hand, eye co-ordination skills just about ok or
Acceptable.

C Versatile

Expert, knows car functions very well and also

About city, but for habit of making little money
While filling gas or servicing the vehicle
www.spkamath.com

 To discover the interviewees gaps in

knowledge.
A stress test.
Information collecting ground.
We have a job to give someone, who has
come to seek.
www.spkamath.com

 Enabling.
Appreciative.
Focus on discovering & sharing the
interviewees excitement/experiences.
Concentrating on his / her strengths.
Sharing control with candidate.
www.spkamath.com

Is it Know How ?
Is it Skill/Dexterity ?
Is it Attitude/Values ?

Competency = Ability x Willingness

The can do Vs. the cant do.
The will do and the will not do.
www.spkamath.com

 Organizational values and philosophies to

business.
Departmental/ functional needs.
Position demands -Functional authority/
Freedom to act / Level of accountability/
Nuances of the position peculiar to the
location - product etc.
Corporate vision Supervisor at interest and
Position holder
www.spkamath.com

V
Post
Interview
IV
comprehen
ding and
Closure and
commentin getting
III
g the
interviewed Core of
findings
the process
Questions
II
probes
Opening,se
& findingstting the
tone and
enabling
Being
organised

I
Planning
for the
interview
Review cv
frame
questions
relate to

- Build new performance standards for tomorrow.

- Training to new employees.
- Training for performance improvement / fill up
performance gaps.
- Training as a solution to operational problems.
-Development of Employees To Dovetail
Career/Succession plan.
www.spkamath.com

Training
Training Need
Need Identification
Identification
Performance Gaps

Self Evaluation
New Skill Requirement (HOD/Change Needs)
Critical Events
Competency Mapping
Business Plans / Planned Change (OD)
www.spkamath.com

Training

Short Term
Unit
Specific
Quantity
Past/current
Skills/knowledge
Remedy based
Reactive
Hard
Cost
Responsive
Behavioral
Measurable
Objective

Development

Long Term
Ongoing
General
Quality
Current/future
Attitude/culture
Strategic Planning
Proactive
Soft
Human Factor
Anticipatory
Educational
Intangible
Subjective
www.spkamath.com

Organization Wide

NEEDS

Work Group
Specific

Individual

Strategic Business
Plan Diagnostic studies

1. Problem Diagnosis
2. Acting Business
Group Task specific need

Perf. Appr / Interview /

Instruments / HoDs Req.
/ Job Analysis / Critical
Event Observation-AC/DC

www.spkamath.com

L&D

Training

Skill enhancement

IDP........

Over all dev. But

Individual remains the fouc

OD

To Bridge change Current

Culture To desired culture
Over all organization wide

www.spkamath.com

Assumptions of andragogical model

1. Adults have a need to know why they should
learn.
2. Adults have a need to be self directing.
3. Adults have greater volume & different
quality of experience.
4. Adults learn by both extrinsic & intrinsic
motivation.
5. Adults enter into learning experience with a
task centered orientation.
www.spkamath.com

Start

Program Conduct

Set objectives

Review /
Reinforce

Feedback
Analyze content

Analyze audience

Revise
Define the environment in which
learning can happen

Field test the

program

Design & approve

artwork

Select media

Secure the equipment

Select the methods which will produce
the new behaviors
Identify the viewer -learner
communication strategies

www.spkamath.com

Handout Puzzel Picture

What the completed picture should look like:
Strategic overview of training needs analyses
Corporate needs
will be assessed in
the light of:

Group needs will

be diagnosed by:

Individual needs
will be determined
by:

Strategic plans
based on:

Human Resource
plans based on:

Job analyses
which forms the
basis for:

The organizations Workplace

AIMS &
planning policies
objectives, derived based on:
from:

Performance
reviews which
assist towards:

Its mission
statement

Career paths and

goals

Workforce
availability

www.spkamath.com

Urgent Material

Define Syllabus

Nice To Do

Starter, Ground Rules,

Audience expectation,
Genesis

Should Do

Stage by Stage
1. Analyse Mtrl.
2. Sequence
3. Presentation

Must Do

Clearly stated
deliverable + 4 qdrs
Action Plan
Feed Back
Dev. Measures on Job
Proficiency
Reinforce/Review progm.
www.spkamath.com

AC R

Annual Ritual

MBO

Periodic

ACR + MBO
Open / Two Way
360 FB
0

Autocratic

Delivery Focus

On Going
Review & Coaching

Management by con

Online to ongoing

Control
Paper
filling

Judgment of
behavior

Team Rewards &

Individual
Development
Commitment

Collective
Wisdom

Evolution

Developing
www.spkamath.com

AND DEVELOPMENT DIFFERENT?

Control Model

Commitment Model

Administrative System

Business Tool

Performance Appraisal
Event

Communication Process
www.spkamath.com

1
Performance Planning
-Goals
- Standards 30%

2
Ongoing coaching and
interim reviews
- Observation
- Feedback 65%

3
Performance review
-Rate
- Review
- Reward 5%
Evaluate Appraise Manage - Development www.spkamath.com

What a performance plan include?

Corporate/Organizational
Results
Unit
Results

Individual
Results
Individual
Behaviors
Behavioral
Measures

Quantitative
Measures

Quantitative
Measures

Smart
Goals
How should PERFORMANCE be measured?
Quality-Cost-Delivery/Sch Adher.-Morale

www.spkamath.com

pecific&Articulate
easurable (MOPs)
chievable&agreeable
esource Defined &Realistic
ime Defined
www.spkamath.com

 ACCURATE
Discuss only job-related
performance.
Use direct observations
rather than relying on
hearsay reports from
others.
TIMELY
Discuss facts about
performance nearest to
the event.

SPECIFIC
Describe specific
performance rather than
making broad statements.
CONSISTENT
Discuss both positive and
negative performance
rather than emphasizing
either.
Do not single out a specific
employee for more or less
feedback.
www.spkamath.com

HALO EFFECT:
Do not let outstanding or totally unsatisfactory performance
in one area influence your ratings in another.
CONTRAST ERROR:
Tendency to compare an employee to other employees
rather than to the performance standards.

RECENCY EFFECT
Recent Event impact
on overall ratings

www.spkamath.com

Across Rates
Leniency

Jack the Ripper gets a 10 on the humanity

scale, otherwise Ill hurt his feelings.

Everybody is about average. I cant really say

Central tendency Joe is better than John or Ill have morale
problems.

Strictness

Makeem reach. Keepem on their toes. Nobody

is perfect. Bo Derek and Robert Redford are
maybe a 6 (on a good day).
www.spkamath.com

HOW TO OVERCOME NEGATIVE

FEELINGS ABOUT CORRECTIVE
FEEDBACK?ON TIME ALL THE TIME

Catch them fresh at nearest point

www.spkamath.com

Develop performance standards and review these from

time to time.
Look at employees in terms of these standards.
Be aware of personal biases not related to performance.
* Values
* Attitudes
Avoid comparing employees to each other-compare to
the job standards.
www.spkamath.com

Supervisor

Direct
Reportee

Self / Peers

Customer
Internal / External

www.spkamath.com

Overview of Building a
Balanced Scorecard
Creating the Balanced Scorecard

Use strategy to
identify the
objectives

1. Business Strategy
Start with the Business
Strategy, which should be a
bold, future-oriented statement

2. Business Objectives

Use progress
against objectives
to confirm strategy

Use objectives to
identify the
measures that
will be used

Develop key business

objectives that will help you to
attain your strategy

3. Measures &
Metrics
Use measures/
metrics to evaluate
progress against
objectives

Develop specific
measures and metrics to
track progress
Use scorecard to
determine if targets
are met and the
right measures are
being measured

Using the Balanced Scorecard

Use measures
to build the
balanced
scorecard

4. Implement
Gather measures, create the
balanced scorecard and use
it to make decisions.
Incorporate a continuous
improvement philosophy in
the process

Basic Building Blocks Balanced Scorecard

Financial
Perspective

Financial Perspective - Is the company creating value

for its shareholders?
Customer Perspective - How is the company
performing from the perspective of those who purchase
the companys products or services?

How do we
look to
shareholders?

Customer
Perspective
How do
customers see
us?

Vision
and
Strategy

Innovation &
Learning
Perspective
Can we continue to
improve our
employees skills and
create value for our
clients?

Internal Business Process - How is the company

managing its internal business processes to meet its
clients expectations? Is throughput improving? Other
processes include fulfillment, customer retention, and
financial planning.

Internal Business
Process
Perspective
What must we
excel at?

Innovation & Learning Perspective - Is the company

improving its ability to innovate, improve, and learn?

It incorporates both leading and lagging indicators.

The emphasis is on balance across multiple dimensions of

performance; ensuring that good performance in one area is
not offset by poor performance elsewhere.

The strategy drives the choice of performance measures. A

failure to meet targets could be because the strategy is wrong

Develop key business objectives that will help you to attain your strategy.

Objectives
Financial Perspective
1.
2.
3.
4.
5.
6.

Drive rapid revenue growth

Manage operating costs and profitability
Achieve profitability
Effectively utilize assets
Manage risk
Improved Shareholder Value

Internal Business Process Perspective

Customer Perspective
1.
2
3.
4.
5.

Rapidly penetrate market segments

Sustain significant customer growth
Retain customers
Achieve high customer satisfaction
Provide extremely positive customer on-line
experience
6. Achieve customer satisfaction

Vision
and
Strategy

Innovation & Learning Perspective

1.
2.
3.
4.
5.
6.
7.

Sustain employee satisfaction

Maintain employee productivity
Retain employees
Innovate operationally
Measure training quantities
Measure training effectiveness
Measure and evaluate innovations

1.
2.
3.
4.
5.

Develop provocative offers

Build brand awareness
Expand distribution
Drive incremental revenues
Maintain technological leadership

CONCEPT: Minimum wage - Legislations

Living wage
Fair wage Ensures a standard of Living
Need based minimum wage
www.spkamath.com

 Piece Rate - DR WR MR - CTC

Permanent - Temp. Badli - Contract

Migrant & Resident
Wage Salary CompensationAllowance- Reimbursement- Fringe
Benefit
Bargain-able and Non Bargain-able
PCN-HCN-TCN
www.spkamath.com

Government
& its approach
Cost of Living
Business
Health Ability

Region
Cum
Industry

Job Worth
Productivity
Op effy.

Pay for
Performance

Company
Philosophy
Various
Legislations

Seasonal Need
Or Market

Equity

Piece Rate

Unions
Time Rate

Outsourcing Cost

www.spkamath.com

What is Compensation?
All forms of pay or reward going to employees and arising
from their employment.
Key equity/fairness to both parties earnings to enhance in
accordance with contribution.
If the love for money is the root of all evil, why are rich people
so happy?
Money ceases to be a motivator after a point in time- Paradox
no body has seen that point!
Objective of a good compensation administration programme
is intended to attract employees and retain valued employees;
motivate employees to be more productive; facilitate
organizational goals; and enable Wage & Salary administration
with in legal parameters
www.spkamath.com

Salary
Survey

Benchmark
Job

Region Cum
-Industry

Identification of
Key job
anchors

I GOT A PAY RAISE

NOW IM AT A
NEW POVERTY LEVEL

Job Evaluation

Ranking
Grading
Factor Comparison

Evaluator's wisdom
On compensable
factors & Job
Job descp. /
Job Spec.
Job Analysis

BASIC PAY
Pensionable/Impacting Social cost/Basis for Increment
Frame work IT / Labour Laws-Job worth evaluated
ALLOWANCES
Purpose Oriented (Leased house company owned assets etc.)
Location specific nuances Hardship, High cost location etc
Linking factor
FRINGE BENEFITS AND PERKS
Cash in hand (no social costs)
Flexible to change
Reimbursement Cafeteria Standard of Life
Risk In the eye of taxman-Auditor-Co. Values
CHOOSE YOUR OWN STRUCTURE @ CTC
www.spkamath.com

Compensation Planning
-Salary Non Bargain-able
-Wages Bargain-able

Basic Philosophy
Aligned to the business and
Share holder values

3
Ongoing Surveys
review
External and Internal
Factors of Influence
www.spkamath.com

CONCEPTS & ISSUES:Soft ware

Data Sharing & Confidentiality
Complete data Hidden costs
Interpretation and Nomenclature
Revision Cycles Timings of survey
Untold information Validation sources
Compensation clubs and networking forums
www.spkamath.com
P3 HR Solutions

New Hire: In house parity

More than the current

Interview Rating
Appraisal/annual increment cycle
Worth of job competenciesMarket Value
Big corporate to Small and vise versa(traffic)
No games Vs- Candidates aspirations
Country Movement ex/repatriation
www.spkamath.com

The Software
Norms and ground rules
Internal communication (top dn & Bottom up)
External Resource Management & Legality
Informal message system and opinion makers
Cliques and opposition - grapevine
Leadership training and MAT training
Sacred cow? To be part of the history? Or
make history!
Your Strategy should manifest your values
Know your Company values

www.spkamath.com

CONCEPTS & ISSUES:Hardware

Business sensitivity
Time frame and Home work your data
Charter and counter bargain
Phased pay out how much @ by when
Third party intervention
Legal draft of the settlement
www.spkamath.com

Result @
INCENTIVE

Men
Material
Money
Market
MFG Process

What MOPs
What Terms

www.spkamath.com

Incentive Schemes
What stage of Business Cycle?
How clear MOPs exist?
Radical market/External change if any
Alteration automatic
(irreversible)
Is it sustainable or short lived pleasantry
www.spkamath.com

Certain Uneasy Questions to Ponder

1. Is it a Bribe to productivity at the start of
project?
2. Is it reward for self motivation that Mgrs.
Cant nurture?
3. Is it reward for catching up despite
failure of other Ms of management?
4. Whose job is PDTY enhancement?
5. Who will share decline?
6. Who controls other variables?
7. What if, it is perceived as part of pay
www.spkamath.com

 Break down Maintenance man? Industrial Relations

Preventive maintenance man? Employee Relations
Predictive Maintenance man? Employee Liberation

www.spkamath.com

Myths and Realities

Majority of the
trade unions are:
Militant in their
approach
Create Problems
In-disciplined lot
Always want to
bargain
Avoid work
Do not listen

They can:
Reciprocate and respect
you
Own up and support the
organization
Adhere to set norms
Be a part of new
initiatives
Be our communication
bridge
Dealt by you and not a
specialist

Reach out and Walk the Talk

www.spkamath.com

Heart before Brain

Empathy

Glocal
TU also know
Its limit

Persons are unique

Pro-act

ER Realities

Do and appear to
Be doing as well
Informal
Comm.
channels

No rights and wrongs

Involve
www.spkamath.com

 FACTORIES ACT, 1948

SHOPS AND ESTABLISHMENTS ACT
MINIMUM WAGES ACT, 1948
PAYMENT OF WAGES ACT, 1936
MINES ACT, 1952
PLANTATION LABOUR ACT, 1951
BEEDI AND CIGAR WORKERS ACT,1966
CONTRACT LABOUR REGULATION AND ABOLITION
ACT, 1970
www.spkamath.com

 EMPLOYEES STATE INSURANCE ACT, 1948

MATERNITY BENEFIT ACT, 1950

WORKMENS COMPENSATION ACT, 1923

PAYMENT OF GRATUITY ACT, 1972

PAYMENT OF BONUS ACT, 1965

EMPLOYEES PF & MISC. PROVISIONS ACT, 1952

www.spkamath.com

 INDUSTRIAL DISPUTES ACT, 1947 - MP-IR ACT - BIR ACT

INDUSTRIAL EMPLOYMENT AND STANDING ORDERS ACT, 1946
MRTU AND PULP ACT
TRADE UNION ACT 1926

www.spkamath.com

Certain Contemporary HRM Practices

1.
2.
3.
4.
5.
6.
7.

Organization Development - OD
TQM TPM TEI WPIM-TOC
Balance Score Card
Knowledge Management process
Perpetual Settlements
Stress Management Practices
Corporate Social Responsibility
programmes
8. Village adoption and Social activities
9. Down Sizing-Right Sizing-Deconstruction
and Re-construction

www.spkamath.com

Legal Frame
Work Humane
Process

Separation
VRS Admn.

Identification of
Prospects

IT Clearance
ID Application

Strategic Business
Plan

Planning
Timing
Teaming
What is reasonable
the party in pain
knows better

I ve got a good deal VRS

When Volunteers are not
Forthcoming we nominate

Reduced bleeding-ROI
Outplacement cost
Replacement cost

The Big Picture The titanic sank (who volunteered?)

Improve Job
by

II
Improve Person
by
- Changing his attitude
- Job rotation
- Appropriate placement
- Suitable training
- Counselling

i s fa

Performance

III
Motivate
by
- Leadership
- Goal orientation
- Concern for employee
- Utilization of potential
- Appreciation
- Recognition

Contd.

Sat

- Redesigning it
- Enriching it
- Enlarging it
&
also look to the general
working atmosphere &
conditions

cto
ry

Do potential
appraisal

IV
Measure performance
by
Performance appraisal

U
ns

at

i sf

ac
to

ry

VI

Supervisor should
review his Motivating
skills and

www.spkamath.com

VII
Employee capable
of higher
responsibilities

V
Do potential
appraisal

XI
X

VIII
Employee not
capable of higher
Responsibilities
Plan soft landing

Create opportunities for

Advancement
- Greater rewards
- Greater responsibility
- Greater authority
- Greater autonomy

Company
- Grows
- Customer service
improves

JOB
Satisfaction

XII
IX

Identify strengths and

weaknesses
Vis-a-Vis
higher posts and arrange
for suitable training ,
education, transfers etc.

Individual
- Grows
- Improvement
in Quality of
working life