Professional Documents
Culture Documents
Agenda
1. HR Management : An Overview
HR Management Cycle
Performance Management
Reward Management
Career Management
Business Strategy
Performance Management
Business Result
HR STRATEGY
Reward Management
Career Management
Manpower Planning
Company Strategy Job Analysis
What is impact on wage and salary program? If not, what type of people do we need, and how should we recruit them?
Performance appraisal Company data banks Training Employee management and development
Manpower Planning
Factors in Forecasting Personnel Requirements
Quality and nature of your employees (in relation to what you see as the changing need of your organization)
Ratio Analysis
A forecasting technique for determining future staff needs by using ratios between sales volume and
Conditions
of a Nation
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of Manpower
in Desired Sectors
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Reputation
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Recruitment Sources
Advertising (newspaper, magazine, internet)
Recruitment Sources
College Recruitment
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Employee Selection
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2. Personality Test
3. Interview
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Personality Test
Personality Tests: A selection procedure measure the personality characteristics of applicants that are related to future job performance. Personality tests typically measure one or more of five personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience.
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responses by applicant may be altered by applicant's desire to respond in a way they feel would result in their selection
lack of diversity if all selected applicants have same personality traits lack of evidence to support validity of use of personality tests
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Interview
Interviews: A selection procedure designed to predict future job performance on the basis of applicants' oral responses to oral inquiries.
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Advantages of Interview
useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job can assess the applicant's job knowledge can be used for selection among equally qualified applicants enables the supervisor and/or co-workers to determine if there is compatibility between the applicant and the employees
allows the applicant to ask questions that may reveal additional information useful for making a selection decision
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Disadvantages of Interview
subjective evaluations are made decisions tend to be made within the first few minutes of the interview with the remainder of the interview used to validate or justify the original decision interviewers form stereotypes concerning the characteristics required for success on the job research has shown disproportionate rates of selection between minority and non-minority members using interviews negative information seems to be given more weight not as reliable as tests
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Training Process
Training Objectives
Training Delivery
Training Evaluation
What are the training needs for this person and/or job?
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Competency Analysis
Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention.
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Competency Analysis
Current competency level of the employee Competency Gap Required competency level for certain position
Competency Assessment
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Score Required
Competency Type
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Training Title
V = compulsory training
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Training Effectiveness
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Simulation
Wilderness Trip
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Apprenticeship training
Does not interfere with real job performance Provides extensive training
Job rotation
Mentoring
Reaction
Level 2 Learning
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What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employee drop? Did the reject rate improve? Was turnover reduced, and so forth.
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Corrective Action
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3. Providing feedback means discussing plans for any development that is required.
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Lack of standards
Negative communication
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Central Tendency
A tendency to rate all employees the same way, such as rating them all average
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Bias
The tendency to allow individual differences such as age, race, and sec affect the appraisal rates these employees receives.
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Overall Score
2. Performance Result Score
Will determine the employees career movement, and also the reward to be earned
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Element # 1 : Competencies
Competency : Collaboration
Basic Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Responds promptly to other team members needs. Intermediate Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Advanced Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Actively builds internal and external networks. Expert Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Builds internal and external networks and uses them to efficiently to create value.
Uses cross functional teams to draw upon skills and knowledge throughout the organization.
Builds and maintains relationships across The company.
Uses cross functional teams to draw upon skills and knowledge throughout the organization.
Drives and leads key relationship groups across The company. Manages alliance relationships through complex issues such as points of competing interest. Ensures events and systems, eg IT, for collaboration are in place and used. Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations.
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Providing employees the assistance to form realistic career goals and the opportunities to realize them
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First Line
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Career Stage
Trial Stage The period from about age 25 to 30 during which the person determines whether or not the chosen field is suitable and if it is not, attempts to change it.
Stabilization Stage
The period, roughly from age 30 to 40, during which occupational goals are set and more explicit career planning is made to determine the sequence for accomplishing goals
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Career Stage
Mid career Crisis Stage The period occurring between the midthirties and mid-forties during which people often make a major reassessment of their progress relative to their original career ambitions and goals
Maintenance Stage
The period form about ages 45 to 65 during which the person secures his or her place in the world of work
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Career Stage
Decline Stage The period during which many people are faced with the prospect of having to accept reduced levels of power and responsibility.
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Career Anchors
Career Anchor :
A concern or value that someone will not give up if choice has to be made
Career anchors, as their name implies, are the pivots around which a persons career swings; a person becomes conscious of them as a result of learning about his or her talents and abilities.
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Instead, they make decisions that will enable them to remain and grow in their chosen technical or functional field
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Some of these people decide to become consultants, working either alone or as part of relatively small firm. Others choose to become professors, free-lance writers, or proprietors of a small retail business.
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1. Avoid reality shock (reality shock refers to the result of a period that may occur at the initial career entry when the new employees high job expectations confront the reality of boring, unchallenging jobs.
2. Provide challenging initial jobs 3. Provide realistic job preview in recruiting
4. Be demanding
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Thank You!!!
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