hr management ppt

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Principles of Human Resources Management

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Training Agenda Training Agenda

1.1. HR Management : An OverviewHR Management : An Overview

2.2. HR Planning and RecruitmentHR Planning and Recruitment

3.3. Employee SelectionEmployee Selection

4.4. Training and DevelopmentTraining and Development

5.5. Performance ManagementPerformance Management

6.6. Career Management Career Management

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Human Resource Human Resource Management : An OverviewManagement : An Overview

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HR Management CycleHR Management Cycle

Recruitment &Selection

Training & Development

PerformanceManagement

RewardManagement

CareerManagement

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HR Strategy and Business ResultHR Strategy and Business Result

Recruitment &Selection


Performance Management

Reward Management

Career Management

HR STRATEGY

BusinessBusinessStrategyStrategy

BusinessBusinessResultResult

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Manpower Planning & Employee Recruitment

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Manpower PlanningManpower Planning

Company Strategy Company Strategy

What staff do we need to do the

job?

What staff is available within

our organization?

Is there a match?

If not, what type of people do we need, and how

should we recruit them?

Job Analysis

• Performance appraisal• Company data banks• Training• Employee management and developmentWhat is impact

on wage and salary program?

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Manpower PlanningManpower Planning

The financial The financial resources resources

available to available to your your

organizationorganization

Factors in Forecasting Personnel Factors in Forecasting Personnel

Requirements Requirements

Projected Projected turnover (as a turnover (as a

result of result of resignation and resignation and terminations)terminations)

Quality and nature of Quality and nature of your employees (in your employees (in relation to what you relation to what you see as the changing see as the changing

need of your need of your organization)organization)

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Technique to Determine Number of RecruitsTechnique to Determine Number of Recruits

• Study of a firm’s past employment needs

over a period of years to predict future

needs

Trend Analysis

RatioAnalysis

• A forecasting technique for

determining future staff needs by using

ratios between sales volume and

number of employees needed

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Recruitment from External Resources Recruitment from External Resources

• Recruiting new staff from external sources will be influenced

by several factors, namely :

When the economic conditions are

relatively difficult, there will usually be

an oversupply, or the number of

applicants will much higher than the

demand. In such a case, the company

will find it relatively easier to select new

employees from the large number of

applicants.

Macro-

Economic

Conditions

of a Nation

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When the sector is one that is

considered a ‘rare’ sector, the company

will have more difficulty in recruiting

staff for this sector. For example,

computer technology, or cellular

engineering.

Availability

of Manpower

in Desired

Sectors


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It will tend to be easier for a company

to find and recruit the best people if

the company has a good reputation,

therefore the best fresh graduates will

flock to apply to the company.

Example : Google, McKinsey or

Microsoft.

Company

Reputation


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• Some employers use a recruiting yield pyramid to

determine the number of applicants they must generate

to hire the required number of new employees.

• Example of Recruitment Curve:

• 1200 - Leads generated

• 200 - Candidates invited

• 150 - Candidates interviewed

• 100 - Offers made

• 50 - New hires

Recruitment Yield PyramidRecruitment Yield Pyramid

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Recruitment SourcesRecruitment Sources

Advertising (newspaper, magazine, internet)

College Recruitment

Recruitment Agent (headhunter)

Recruitment Recruitment SourcesSources

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Employee Selection

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Basic Concept of Selection TestsBasic Concept of Selection Tests

The quality of an employee selection test is determined by

three main factors, namely :

1.1. Criterion Validity : Criterion Validity : A type of validity based on showing

that scores on the test (“predictors”) are related to job

performance (“criterion”).

2.2. Content Validity :Content Validity : A test that is “content valid” is one in

which the test contains a fair sample of the tasks and

skills actually needed for the job in question.

3.3. Reliability Reliability : The consistency of scores obtained by the

same person when retested with identical or equivalent

test.

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Some Types of Selection TestSome Types of Selection Test

1. Cognitive Ability Test

2. Personality Test

3. Interview

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Cognitive Ability TestCognitive Ability Test

• Cognitive Abilities Tests: Paper and pencil or

individualized assessment measures of an

individual's general mental ability or intelligence.

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Advantages of Cognitive Ability TestAdvantages of Cognitive Ability Test

• highly reliable • verbal reasoning and numerical tests have shown high

validity for a wide range of jobs • the validity rises with increasing complexity of the job • may be administered in group settings where many

applicants can be tested at the same time • scoring of the tests may be completed by computer

scanning equipment • lower cost than personality tests

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Disadvantages of Cognitive Ability TestDisadvantages of Cognitive Ability Test

• non-minorities typically score one standard deviation

above minorities which may result in adverse impact

depending on how the scores are used in the selection

process • differences between males and females in abilities (e.g.,

knowledge of mathematics) may negatively impact the

scores of female applicants

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Personality TestPersonality 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, extroversion,

emotional stability, agreeableness, emotional stability, agreeableness,

conscientiousness, and openness to experience. conscientiousness, and openness to experience.

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Advantages of Personality TestAdvantages of Personality Test

• can result in lower turnover due if applicants are

selected for traits that are highly correlated with

employees who have high longevity within the

organization

• can reveal more information about applicant's abilities

and interests

• can identify interpersonal traits that may be needed for

certain jobs

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Disadvantages of Personality TestDisadvantages of Personality Test

• difficult to measure personality traits that may not be well

defined

• 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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InterviewInterview

• 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 InterviewAdvantages 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 InterviewDisadvantages 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 Need Analysis

Training Objectives

Training Delivery

Training Evaluation

Training Process Training Process

What are the training needs for this person and/or job?

Objective should be measurable and observable

Techniques include on-the-job-training, action learning, etc.

Measure reaction, learning, behavior, and results

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Assessing Training NeedsAssessing Training Needs

Task Analysis

A detailed analysis of a job to

identify the skills required, so

that an appropriate training

program can be instituted

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 AnalysisCompetency Analysis

Required competency

level for certain position

Competency Gap

Competency Assessment

Current competency level of the employee

Training and Training and Development Development

Program Program

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Competency Profile Per PositionCompetency Profile Per Position

1 2 3 4 5

Communication Skills

Public Speaking

Leadership

Training Need Analysis

Material Development

Training Evaluation

Communication Skills

Interview Skills

Analytical Thinking

Understand Selection Tools

Teamwork

Customer Orientation

Recruitment Supervisor

Required Level

Required CompetencyPosition


Manager

Score Required

Competency Type

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Position

Competency Requirements

Relevant Training Modules

Leadership

Leadership I

Communication Skills I

The Art of Motivating Employees

Providing Effective Feedback

SUPERVISOR

Achievement Orientation

Goal Setting Technique

Work Motivation

Planning & Organizing

Continuous Self Improevement

Managerial competency 1 2 3 4

Leadership Required Level

Actual Level

Achievement Orientation

Teamwork

Planning & Organizing

Functional competency 1 2 3 4

Mechanical Engineering

Mechanical Equipment Maintenance

Competency Profile Per PositionCompetency Profile Per Position

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Training Matrix for Competency DevelopmentTraining Matrix for Competency Development

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Job Functional Skills V

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Strategic Thinking V

Problem Solving & Decision Making V

Job Functional Skills V

Position Managerial Competency

Supervisor

Manager

Pro

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Com

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Lead

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Lead

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Cus

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Pro

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otiv

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V = compulsory training

Training Title

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Enhance Training EffectivenessEnhance Training Effectiveness

Make the Make the material material

meaningfulmeaningful

Provide for Provide for transfer to transfer to learninglearning

Motivate Motivate the traineethe trainee

Training Training EffectivenessEffectiveness

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Make the Make the material material

meaningfulmeaningful

• At the start of training, provide the

trainees with a bird’s-eye view of the

material to be presented. Knowing the

overall picture facilitates learning.

• Use a variety of familiar examples when

presenting material

• Organize the material so that it is

presented in a logical manner and in

meaningful units

• Try to use terms and concepts that are

already familiar to trainees

• Use as many visual aids as possible

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Provide for Provide for transfer to transfer to learninglearning

• Maximize similarity between the training

situation and the work situation

• Provide adequate training practice

• Identify each feature of the step in the

process

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Motivate Motivate the traineethe trainee

• People learn best by doing. Try to

provide as much realistic practice as

possible

• Trainees learn best when correct

response on their part are immediately

reinforced.

• Trainees learn best when they learn at

their own pace. If possible, let trainees

pace themselves.

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Type of Training ProgramType of Training Program

Formal courseFormal course

OFF THE JOBOFF THE JOB

SimulationSimulation

Wilderness TripWilderness Trip

• Does not interfere with job

• Provides for fact learning

• Helps transfer of learning

• Creates lifelike situations

• Builds teams

• Builds self-esteem

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Type of Training ProgramType of Training Program

Job instruction Job instruction trainingtraining

ON THE JOBON THE JOB

Apprenticeship Apprenticeship trainingtraining

Job rotationJob rotation

MentoringMentoring

• Facilitates transfer of learning

• Does not require separate facilities

• Does not interfere with real job performance

• Provides extensive training

• Gives exposure to many jobs

• Allows real learning

• Is informal

• Is integrated into job

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Evaluation of Training EffectivenessEvaluation of Training Effectiveness

Level 1 - Reaction

Level 2 - Learning

Level 3 – Behavior Application

Level 4 – Business Impact

Four Levels Four Levels of Training of Training

EffectivenessEffectiveness

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Test the trainees to determine if

they learned the principles,

skills, and facts they were to

learn.

Evaluate trainees’ reactions to

the program. Did they like the

program? Did they think it

worthwhile?

Level 1 - Level 1 -

ReactionReaction

Level 2 - Level 2 -

LearningLearning

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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.

Ask whether the trainees’ behavior on the job

changed because of the training program. For

example, are employees in the store’s complaint

department more courteous toward disgruntled

customers than previously?

Level 3 – Level 3 –

Behavior Behavior

ApplicationApplication

Level 4 – Level 4 –

Business Business

ImpactImpact

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Employee Performance Management

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Why Performance Appraisal?Why Performance Appraisal?

• Appraisal provide information upon which promotion and

salary decision can be made.

• Appraisal provide an opportunity for a manager and

his/her subordinates to sit down and review the

subordinate’s work-related behavior, and then develop a

plan for corrective action.

• Appraisal provide a good opportunity to review the

person’s career plans in light of his/her exhibited

strengths and weaknesses.

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Performance Management CyclePerformance Management Cycle

Performance Planning(Setting Performance Targets)

Regular Review and Monitoring

Feed backFeed back

Corrective Corrective ActionAction

Performance Appraisal and Evaluation

• Training & Development Plan• Salary/Bonus Adjustment• Career Development

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Performance Management CyclePerformance Management Cycle

Defining Defining Performance Performance

Standard/ Standard/ TargetsTargets

Appraising Appraising PerformancePerformance

Providing Providing Feedback for Feedback for DevelopmentDevelopment

1.1. Defining the performanceDefining the performance standards

means making sure that you and your

subordinate agree on his/her duties and

targets that you expect

2.2. Appraising performance Appraising performance means

comparing your subordinate’s actual

performance to the standard/targets set

in step one.

3.3. Providing feedback Providing feedback means discussing

plans for any development that is

required.

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Problems in Performance AppraisalProblems in Performance Appraisal

Lack of Lack of standardsstandards

Irrelevant or Irrelevant or subjective subjective standardsstandards

Poor Poor measures of measures of performanceperformance

Poor Poor feedback to feedback to employeeemployee

Negative Negative communicationcommunication

Failure to Failure to apply apply

evaluation evaluation datadata

Common Performance Evaluation ProblemsCommon Performance Evaluation Problems

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Bias in the Appraisal ProcessBias in the Appraisal Process

HaloHaloEffectEffect

The "halo" effect occurs when a supervisor’s

rating of a subordinates on one trait biases the

rating of that person on other traits

Central Central TendencyTendency

A tendency to rate all employees the same

way, such as rating them all average

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LeniencyLeniencyThe problem that occurs when a supervisory

has a tendency to rate all subordinates either

high or low

BiasBiasThe tendency to allow individual differences

such as age, race, and sec affect the appraisal

rates these employees receives.

Bias in the Appraisal ProcessBias in the Appraisal Process

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Performance

appraisal

elements

has two main

categories: 2. Performance Result:

Hard or quantitative aspects

of performance (result)

1. Competencies: It

represents soft or qualitative

aspects of performance

(process)

Performance Appraisal ElementPerformance Appraisal Element

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1.1. Competencies ScoreCompetencies Score

2. Performance Result 2. Performance Result

ScoreScore

Overall ScoreOverall Score

Will determine the employee’s

career movement, and also

the reward to be earned

Performance Appraisal ElementPerformance Appraisal Element

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Element # 1 : Competencies Element # 1 : Competencies

Basic Intermediate Advanced 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. Shares resources and information. Shares resources and information. Shares resources and information.

Responds promptly to other team members’ needs.

Balances complementary strengths in teams and seeks diverse contributions and perspectives.

Actively builds internal and external networks.

Builds internal and external networks and uses them to efficiently to create value.

Involves teams in decisions that effect them.

Uses cross functional teams to draw upon skills and knowledge throughout the organization.

Uses cross functional teams to draw upon skills and knowledge throughout the organization.

Encourages co-operation rather than competition within the team and with key stakeholders.

Builds and maintains relationships across The company.

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.

Competency : CollaborationCompetency : Collaboration

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No. Main Performance Target Target to beAchieved

1 Conduct an assessment of the All employees submit their performance assessment formemployee's performance on time

2 Improve the system for Target : completed 100 % performance assessment in November 2008

3 Conduct training activities Target : to conduct 6 training modules in one year

4 Carry out on the job training Target : 90 % of the total employees activities who attend the training

experience an increase in skill and knowledge

Element # 2 : Performance ResultsElement # 2 : Performance Results

Target should be measurable and Target should be measurable and specificspecific

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Employee Career Management

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Career Planning and DevelopmentCareer Planning and Development

Providing employees Providing employees

the assistance to form the assistance to form

realistic career goals realistic career goals

and the opportunities and the opportunities

to realize themto realize them

Career Career Planning & Planning & DevelopmentDevelopment

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Entry LevelEntry Level

First Line First Line

Middle Middle ManagementManagement

Senior Senior ManagementManagement

Top Top ManagementManagement

Join Company 22 years old

Supervisor/Ass. Manager 26 - 29 years old

Managers 29 - 35 years old

GM/Senior Managers 35 - 45 years old

CEO/BOD 45 - 55 years old

Typical Career movement Typical Career movement

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Career StageCareer 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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Mid career Crisis Stage

The period occurring between the mid-

thirties 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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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 AnchorsCareer 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 person’s career swings; a

person becomes conscious of them as a result of

learning about his or her talents and abilities.

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Five Career AnchorsFive Career Anchors

Technical/ Technical/ Functional Functional

Career AnchorCareer Anchor

Managerial Managerial Competence as a Competence as a


Creativity as a Creativity as a Career AnchorCareer Anchor

Autonomy and Autonomy and Independence as Independence as


Security as a Security as a Career AnchorCareer Anchor

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Technical/ Technical/ Functional Functional


• People who have a strong

technical/functional career anchor

tend to avoid decisions that would

drive them toward general

management.

• Instead, they make decisions that will

enable them to remain and grow in

their chosen technical or functional

field

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Managerial Managerial CompetenceCompetence

• People who show strong motivation

to become managers

• Their career experience enables

them to believe that they have the

skills and values necessary to rise to

such general management position

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CreativityCreativity• People who go on to become

successful entrepreneurs

• These people seem to have a need to

build or create something that is

entirely their own product – a product

or process that bears their name, a

company of their own, or a personal

fortune that reflects their

accomplishments.

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Autonomy and Autonomy and IndependenceIndependence

• People who are driven by the need to

be on their own, free from the

dependence that can arise when a

person elects to work in a large

organization.

• 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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SecuritySecurity• People who are mostly concern with

long-run career stability and job

security.

• They seem willing to do what is

required to maintain job security, a

decent income, and a stable future in

the form of a good retirement

program and benefits.

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Career Management and the First Career Management and the First AssignmentAssignment

• Factors to keep in mind about the important first

assignment, include :

1. Avoid reality shock (reality shock refers to the result

of a period that may occur at the initial career entry

when the new employee’s 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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Career Management and the First Career Management and the First AssignmentAssignment

5. Provide periodic job rotation

6. Provide career-oriented performance appraisals

7. Encourage career-planning activities

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References/Recommended Further ReadingsReferences/Recommended Further Readings

1. Gary Dessler, Human Resource Management, Prentice Hall. You can

obtain this excellent book at this link : http://www.amazon.com/Framework-Human-Resource-Management-5th/dp/0136041531/ref=sr_1_6?ie=UTF8&s=books&qid=1219801564&sr=1-6

2. Susan Jackson and Randall Schuler, Managing Human Resource : A

Partnership Perspective, South-Western College Publishing

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