basic hr for business starters (v1.0)

8/9/2019 Basic HR for Business Starters (v1.0)

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HRM Series

1

2008 Jasmiza Solutions Sdn Bhd832516-K

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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


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Basic Human Resource

Chapter 1

3


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Activities

Theme

Year

Initiative

Purpose

Culture

LeadershipStyle

Production/

Operation

1950 -1985

Production

Establishment ofoperating manual.

Start up-operate-shutdown

AutocraticSeniority

Boss chase staff

Quality

1990-1995

Meet CustomerRequirement

Compliance tostandards andcustomersrequirement.

ISO 9001, QA

Autocratic +DemocraticSeniority

Customer chaseboss

Total Quality

Management

1995-2000

ContinuousImprovement

Debottlenecking/revamp

QCC, 5S, ESS

ISO 14001,18001,17025

Democratic ,Seniority PerformerCompetency

Preventive vscorrective

Operational Excellence

Knowledge Management

2002

Balanced Scorecards

Reliability Integrity

Lean

2008

Self Driven,

Innovations,

Synergize

Feedback

Coaching

Mix style : Visionary, Servant, PrincipleBase, Result Focus , Young EnergeticLeaders, Experts

Proactive

Self driven

Whats init for me

Whats in it for higher purpose?Can I make a difference?

CapabilityBuilding,

Lean

Work LifeBalance

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

PMS

6 Sigma

integration,

Optimization

System automation,


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5Source: Gartner, 2009


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Balanced Score Card


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Module 12 - Basics of humanresource management 8

The HRM process consists ofplanning, attracting,developing, and retainingthe human resources(employees) of anorganization.


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HR Planning

strategic HR planning;job design

Attractingemployees

recruiting; selecting

Developingemployees

training & development;performance appraisal

Retainingemployees

compensation;maintenance; laborrelations; separation


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Planning for the future personnel needs of an organization,

taking into account both internal activities and factors in the

external environment


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Job Design

usually done prior to recruitment

the process of describing the work that needs tobe done by an employee and

specifying the requirements needed in fulfilling

the job


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Chapter 2

12


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Stage 1 : SIPOC

Stage 2 : Process Flow

Stage 3 : Work Flow

Stage 4 : Job Description


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What is SIPOC ?

Acronym for Supplier, Input, Process, Output and Customer relationship.

Suppliers

Inputs

Process

Outputs

Customers

Providers of

the requiredresources

Resources

required bythe process

Top leveldescription of

the activity

Process Boundaries

Deliverables

from theprocess

Anyone whoreceives a

deliverablefrom theprocess


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Function

CONTROLS

OUTPUTS

PEOPLE / SYSTEMS

INPUTS

PROCESS OUTPUTS CUSTOMERSSUPPLIERS INPUTS

Utilities AssetRaw Water Supplier

Electricity Supplier

Other Vendors / Suppliers

Startup ParametersProcedures

Production Plan

Feedstock

Consumables

Chemicals

Utilities

Demin water, steam, electricity, N2Daily Operation Report

Field Operator Logsheet

Panel Operator Logsheet

Executive Report

Trend Sheet

Maintenance Notification

Next Course of Action

Main Process PlantCustomers

Maintenance Section

Reliability Management Section

Manage &Operate Utility

Plant

Monitor UtilityPlant

Operations

Process : Produce Utility

Start-up UtilityPlant/Equipment

Supply utilities toCustomers

ShutdownUtility Plant

Example : Produce and Manage Utility Plant & Processes(Demin water, Steam, Electricity, N2)

INPUT & OUTPUT DIAGRAM


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Function

CONTROLS

OUTPUTS

PEOPLE / SYSTEMS

INPUTS

PROCESS FLOW DIAGRAM

NODE: 0.A

See 3.A

MonitorUtility PlantOperations

3

See 1.B

Start-upUtility

Plant/Equipment

1

See 5.B

Supply ofUtilitiesProduct

5

See 2.B

Manage &Operate

Utility Plant

2

Note 1

Note 2

Note 3

Note 5

See 4.B

ShutdownUtilityPlant

4Note 4

Startup Parameters Feedstock Chemicals Utilities Consumables

Plant Startup Schedule

Plant Startup Procedures Plant Startup Checklist

Next Course of Action Maintenance Notification

StabilisePlant Operation

Production Plan Feedstock

Chemicals Consumables

Production ManagerProduction EngineerShift SupervisorField OperatorPanel Operator

Plant Normal Operation Schedule Plant Normal Operation

Procedures Plant Normal Operation Checklist

Operating Parameters

Plant Slowdown

Plant Normal Operation Schedule Plant Normal Operation Procedures Plant Normal Operation Checklist Work Instructions / SOP Sampling Schedule Inspection Plan

Maintenance Plan Production Plan

Maintenance Issues Production Issues Plant Performance Issues Safety Issues Environmental Issues Inventory/Quality of Feedstock/Consumables/Chemical

Field Operator Logsheet Panel Operator Report Trend Sheet Maintenance Notification

Utilitiesproduct(Deminwater,Steam, N2,Electricity)

Unplanned Shutdown

Planned ShutdownProduction Plan

Plant Shutdown Schedule

Plant Shutdown Procedures Plant Shutdown Checklist

Log SheetProduction ReportKPI Report

Production PlanWork Instructions/SOP

Production PlannerShift SupervisorField OperatorPanel Operator

Plant Shutdown

Product Inventory Issues

Production ManagerProduction EngineerShift Supervisor

Field OperatorPanel Operator Production Manager

Production EngineerShift SupervisorField OperatorPanel Operator

Production ManagerProduction Engineer

Shift SupervisorField OperatorPanel Operator


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NODE: 2.B

Field Operator

PanelOperator

Shift Supervisor/Production

Engineer / PanelOperator / Field

Operator

MonitorUtility PlantOperations

ConductDaily ShiftHandoverMeeting

HighlightPerformance /

Issues / Targets

ConductShift

Meeting

Prepare PlantOperationWork Plan

Review plant/equipmentoperation

Correct anydeviation

Monitorchemical

consumption

ReviewEquipment &

Operate Valves

Monitor plantparameters

Correct anydeviation

Stabilize plant &carry outprocess

optimization

Change in utilityquality/quantity

requirement?

Shift Supervisor

ProductionEngineer

Coordinate tabletalk for procedure

change/ takeaction on newrequirements

Communicatechange in

procedure

Procedure

approved?

No

Yes

No

Yes

DetermineQuality & Quantityof utilities required

RequestTSD/Maintenance

to rectifyproblem

WORK FLOW DIAGRAM : MANAGE & OPERATE UTILITY PLANT

Carry out routinelab analysis

CorrectionCan be done from

DCS?

No

Yes

AnyAbnormality?

AnyAbnormality?

Yes

Yes

Carry outCPS

Analyzeproblem, take

Corrective action

No

Problem canbe solved?

No

Yes

Design/EquipmentProblem?

NoReview

procedure

No

Yes


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Chapter 2

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Every organization has both a formal and an informal organizationalstructure. 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 formof an organization chart. Sometimes also referred to as organizationalchart, organigram, organogram, or org chart.

It graphically shows the hierarchical authority, roles and responsibilities,functions and relations within an organization. For a new employee, theorganization chart helps to understand what should happen within thefirm. (The informal structure represents what is actually occurring withinthe organization.)

19Source: 12 Mana e


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Applications

Defining the roles and responsibilities of all personnel withinthe 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 andregulations relating to reporting procedures and accountabilitymethods.

Establishing control mechanisms, such as the degree ofcentralization and the span of control.

Establishing strategies for co-ordination of work practices.

Establishing decision-making processes.

Establishing specific operational functions and tasks.

20


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2121

Functional semiskill / high skill

managerial

Functionalhigh skill /semi skill

managerial


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Chapter 4

22


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IS..

A reference documentdesigned to meet work

requirement at 100%efficiency. Elements might vary from

one organization to anotherbased on stated strategy.

Must be revised after

business process flowreengineering and reorg. A life document used during

job orientation andperformance appraisal.

IS NOT..

Documenting current

incumbent capability. A template cast on stone. Individual Strengths

23


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CONVENTIONAL

1. Job title2.

Job summary3. Job duties4. Roles and responsibilities5. Job specifications or

qualifications

6. Key role interactions7. Professional skills8. Salary and benefits

PCJD

1. Job Title2. Job Purpose

3. Job Challenge4. Reporting to5. Supplier6. Customer7. Process Owned

8. Key Accountabilities9. Key Performance Indicators10. Key Competencies11. Qualifications12. Experience

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Example
http://../Desktop/MAFCJD.accdb.lnk


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25

Level:Competency Area

Basic Intermediate Expert

Specific

TechnologyProjectManagement

Communication

Business Savvy

The level of competency shall reflect business needs, it canrange from 3 or 5 level, depending on Human Resource

Career Option Path, but for PCJD, 3 is recommended.

Competency Area shall be derived from Deployment Chartand Job Challenge identified earlier

Level Definition for each level is compulsory to be defined

first by HR/manager as to promote standard of


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Score Level Definitions

1 Awareness Has some basic/minimum knowledge Recognise, identify ask when help needed

2 Knowledge

Has most of the knowledge and some skills

required to perform the job Contribute, participate do with help

3 Skill Has all the knowledge and skills required to

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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Knowledge

Comprehension

Application

Analysis and inferences.

Synthesis

Evaluation

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Perception

Set

Guided Response

Mechanism

Complex Overt Response

Origination

ReceivingPhenomena

Responding toPhenomena

Valuing

Organization

Internalizing values (characterization)


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Chapter 5

29


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FunctionalEvaluation

PerformanceEvaluation

CompetencyEvaluation

Business needs analysis is being used

as a compassing document How many task performed out of totaltask.

Can be used in jobevaluation/salary/wage estimation.

Countered by years of experience andtenureship.

Business target is being used as thecompassing document forperformance contract.

Result, Impact, Challenge and Effortare being used as evidence inevaluation..

Countered by leadership/teamwork,

company values.

Professional attributes/ technology inventoryis being used as compassing document.

Depending on organization human resourcestrategy and policy determining how deepand wide one can proceed career.

Valuable in knowledge based value stream. Countered by business needs.


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Job Challenge /Impact

Years oftenureshipHigh/Semi

skilledProfessional

PCJD identified job challenge by thoroughlybreak down business needs, therefore,wages/salary or job value can be determinedfairly.

in normal practice, performance is discounted ifa person has been doing the same job for morethan 3 years, therefore, in the performancecontract , improvement and preventive action ismore valued compared to efficiency. Take notethat PCJD focus on 100% efficiency.

To some organization, knowledge worker andprofessional worker becomes the revenuegenerator, but to high manpower consumedoperation, the needs of high skill often diluted;too high salary/maintenance , too limited

resource, professionals services are outsourced toconsultants.


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Task/Efficiency

BelowExpectation

MeetExpectation

ExceedExpectation

Outperform

Collect Data

Report cases

Conductbriefing

32

The evaluation should differentiate efficiency level

Thetasks are

basedon PCJD

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


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Objective KPI BelowExpectation

MeetExpectation

ExceedExpectation

Outperform

EnsureHSE Zero LTI

To reduce

cost

20%

To instill

awareness

100%

communicat

ion

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The evaluation should differentiate on RICE level

Objective

shall be

derived

from

CompanyStrategy &

Initiative or

scorecards

The result should beable to tell

competency/capability

gap.

The KPI should bederived from cause-

effect or logic tree.


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Technology Inventory Basic Intermediate Expert

Reservoir Performance

Analysis

Production Plan

Recovery Processes

34

The evaluation should differentiate on competency levelTechnologyInventory

shall see the

whole

spectrum of

careeradvanceme

nt in

specific

professional

/ skill group

The result should beable to tell

competency/capability

gap.


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Chapter 6

35


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ExpectedResult

Current Result Gap Gap ClosingActivity

Date

36

After assessment being done, it ismost important that leaders help staff

to plan for their gap closing activity.Most of the time, leaders do not dothis structuredly and fail to deliver

correct training budget to HRM.

There are many ways to closecompetency gaps;1. Training/classroom2. Coaching3. On job training/attachment

4. Participate/Lead Project5. Community of Practice6. E-learning7. Visits8. Seminar/conference9. Etc..


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ExpectedResult


Date

37

In all management systems,especially ISO 9001, it is a

requirement that organizationensure that effectiveness is being

measured.

There are many ways to measurecompetency:1. Exams2. Interview3. Project deliverables

4. 3605. Nonconformance report and

other related evidence(complaints)

6. Observations7. Coaching & Feedback


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ExpectedResult


Date

38

Activities shall be planned inaccording to job or performanceexpectation, not forgetting the

evaluation cycle i.e.yearly/quarterly. Often leaders

neglect this plan and accumulateall at the end of the year, hence,HRM was being blamed for notmanaging training efficiently.

There are many ways to set date forgap closing activities:1. Periodically

quarterly/monthly/yearly2. Performance Before project,

during project, after project

3. As per budgeted


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Chapter 7

39


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Human resource policies are systems of codified decisions,established by an organization, to support administrativepersonnel functions, performance management, employeerelations and resource planning.

The establishment of policies can help an organizationdemonstrate that it meets requirements for diversity, ethicsand training. In order to fire a person it may be necessary toshow cause compliant with employment contracts andcollective bargaining agreements; the establishment of HR

Policies to document steps in procedures, includingdisciplinary procedures, is now standard.

40
http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Human_resources


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1) Employment (Engagement) Policy

Recruitment

Interview

Selection & Posting (Placement)

Induction

Probation

Confirmation


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2) Performance Management Policy

Appraisal

Balanced Scorecard

Performance Contracts

Work plans

3) Compensation (Reward) Policy


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4) Code of Ethics & Conduct

Sexual Harassment

HIV/Aids

Conflict of interest

Dress code

Working Hours

5) Discipline Policy & Procedure


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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


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13) Health, Safety & Security at work place

Fire/ disaster assembly point

First aid

Clean drinking water


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14) Email and Internet Policy15) Leave Policy

Annual leave

Compassionate leave

Maternity leave

Paternity leave

Sick leave Study leave

Leave of absence

Unpaid leave


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16) Misuse of Organizations property

16) Traveling policy

16) Trade unions policy

16) CSR policy


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All these policies when compiled in one booklet maybe 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.


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Chapter8

49


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Reward is.. Inneuroscience, thereward system is acollection of brainstructures whichattempts to regulate andcontrol behavior byinducing pleasurableeffects..

50

Recognition.. insociology is publicacknowledgement ofperson's status ormerits .. is one of thethree basic memorytasks. It involves

identifying objects orevents that have beenencountered before..

Consequence isoutcome of an eventespecially as relative toan individual

The Challenges are..

1. Not to condition staff by carrot and stick2. To instill motivation from inside3. 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 personnelfor their contribution in theachievement oforganization objectives.


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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.


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Maintenance the process of providing the following

services to employees:

career counselling

safety & health programs

Also involves the minimization ofabsenteeism and tardiness


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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 oldemployees as an aid when they leave the

company.


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Chapter 9

55


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Recruitment

development of a pool of job candidates in

accordance with a human resource plan

its purpose is to provide mgmt. with enoughcandidates from which they can select qualified

employees

internal versus external


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Selection

the mutual process whereby the organization

decides to make a job offer and the candidate

decides whether or not to accept it.


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Job Application

Initial Interview

Testing

Background InvestigationIn-depth Interview

Physical Exam

Job Offer


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Orientation

a program designed to help employees fit

smoothly into an organization


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Training

a process designed to maintain or improve current

employee performance Development

a process designed to develop skills and attitudes

necessary for future work


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Performance Appraisal

process of providing feedback to subordinates

regarding their performance on the job.

Informal versus Formal


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Please see our list of courses in advance human performance managementfor more effective management of talent.


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Jasmiza Solutions Sdn Bhd is a consultationcompany that focuses on Human CapitalDevelopment and Systems Management .

Amongst services offered are mindset andbehavioural change, performancemanagement system, knowledgemanagement, capability building and otherhuman resource strategic inputs.

Established since 2008, some of oursatisified clients are GSK, PETRONAS,PERNEC, Assar Senari, MIDA, MAFC, UniKL,Integrax, TNB, Shell IT and many more.

We exist to Return Soul to Human andGiving Soul to Systems.

Contact us for advance training and personalcoaching to manage human performance:

[email protected]
mailto:[email protected]:[email protected]

basic hr for business starters (v1.0)

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