emerging hr practices
DESCRIPTION
Emerging HR Practices in BangladeshTRANSCRIPT
PRESENTED BYGOLAM KIBRIA
Emerging HR Practices for Organizational Excellence
Emerging HR Practices2
HR Strategy and Planning
Attraction & Organization
Development
Recognition & Compensation
Relation ship
HR Administration & Outsourcing
HR Planning, Strategy & Processes
Vision & Values Framework
HR Audit
Employment Value Proposition
Recruitment & Selection
Organizational Restructuring
Change Management
Performance Management
Talent Management & Succession Planning
Leadership Competency Framework
3600 Degree Feedback
Compensation Survey
Compensation & Benefit Scheme
Job Evaluation
Employee Engagement Survey
Employee Communication
Employee Relation-Compliance
HR Operations Support & Outsourcing
Employee Code of Conduct
HRIS
Contents
Performance ManagementTalent Management, andEmployee Engagement
3
Performance Management…4
Performance Management includes- Setting Performance Objectives Monitoring and giving feedback Coaching and Counseling Formal Appraisal, and Established Development Plan
Performance Management…5
Performance Management Cycle
Performance Management…6
Steps of Performance Management Setting Performance Objectives Monitoring and facilitating Performance Conducting Appraisal Developing People
Performance Management…7
Setting Performance Objectives Align organizational, group and individual objectives Objective should be SMART and linked with business
objective
Support objectives through KPIs/Targets KPIs should be set to measure achievements against the
objectives Actions or Tasks should show specific things that are
needed to be done to achieve the objective
Performance Management…8
Monitoring and facilitating PerformanceUse STAR approach to guide performance
The Situation leading to an individual’s actionThe Task (responsibilities) of the individualThe specific Action(s) taken or not taken by the
individual, andThe Result(s) of these action
Performance Management…9
Conducting Appraisal Appraisal Discussion- Important Considerations
Both the supervisor and the employee should arrange a meeting for performance appraisal discussion
Create a supportive environment by stating clearly the purpose of the discussion
Allow enough time and ensure privacy Crate a non-threatening and open environment Discuss the key areas of responsibility and give specific
examples of results Discuss what could have been done better Focus on future performance and be sure the employee takes
responsibility for improvement Discuss the employee’s interest and potential new
responsibilities
Performance Management…10
Performance review process checklist
Performance Management…11
Developing People Coaching for managing & ensuring superior
performance
High will Guide Delegate
Low will Direct Excite
Low skill High skill
Performance Management…12
Coaching structure State the purpose State the performance problem Get reaction from the subordinate Analyze how performance can be improved Seek a collaborative solution if possible Summarize the agreed course of action Provide assistance and follow up
Talent Management…13
Objective of Talent ManagementSegment talents based on defined criteria, and gain a clear
current and future picture of the bench strength and talent gaps. Stratified development strategies Prioritize investment Targeted retention (exit) Career pathing for individuals Succession planning for key performers
Talent Management…14
Key terms in Talent Management Performance Contribution Growth potential
PerformanceAchievement of goals in one annual appraisal cycle, measured
through PMS
ContributionPerformance and its value over a long period of time; captured
through the Talent Management process
Talent Management…15
Measuring contribution
Talent Management…16
Measuring Growth Potential
Talent Management…17
What is talent?‘Talent’ describes individuals in terms of their Contributions and
performance.
Talent
Talent Matrix
Talent Management…18
Talent matrix- a snapshot of Talent
Top Talent
Top Talent
Valued Talent
Valued Talent
Talent Management…19
Development interventions for top Talents Accelerate Training Leadership Coaching Executive Mentoring Leadership Assessment Special Assignment
Employee engagement…20
Engagement is the extent to which employees emotionally attach themselves with the organization.
Employee engagement…21
Why build an engaged workforce Employees who are engaged feel connected to the
organization] They support its goals and objectives, and act accordingly Trey are more loyal, more motivated and more likely to the
extra distance for the organization All of these outcomes influences the bottom line
Employee engagement…22
Three dimensions of Employee Engagement Cognitive (Think): Belief in and support the
goals/values of the organization Affective (Feel): Sense of belonging, pride and
attachment to the organization Behavioral (Act): Willing to go the extra mile;
intention to stay with the organization
Employee engagement…23
Methods for keeping Employees Engaged… Show genuine concern Pay attention to (even) the little things Don’t just talk to the employees; listen to them Build confidence to take action Share your vision Communicate details about major organizational changes and
initiate programs to reduce the negative impact Involve employees in change process Help employees to take ownership of their own development Challenge them Provide frequent, candid feedback Ensure that employee programs and policies are consistent and
fair for all employees
Employee engagement…24
Methods for keeping Employees Engaged… Link recognition and rewards to job performance Show more appreciation; practice regular recognition for good
work Help them see their importance Build trust Inspire your employees Motivate your employees with faster management decision-
making Create a physical workplace environment conducive to facilitating
performance Look at the employee opinion survey; that’s your periscope Understand that there is no quick fix
Thank you