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HR PLANNING [HR P]

HR P is relevant to both small / large organization.

It is more relevant to large than small one, as HR ismajor cost factor in operation cost.

HR P determines the HR required by the organization toachieve its strategic goals/ objectives.

HR P is an integral part of CORPORATE STRATEGIC PLANNING.

HR P has two elements1. HARD ELEMENT based on quantitative analysis of right numberof people of the right types.

2. SOFT ELEMENT based on qualitative analysis of right attitudes,right motivation/ commitment and behaviors.

HR P consists of 3 steps

1.DEMAND FORECASTING FUTURE PEOPLE NEEDS.2. SUPPLY FORECASTING THE FUTURE AVAILABILITY OF PEOPLE.3. ACTION PLANS TO MATCH SUPPLY TO DEMAND.

HR P process involves

1.CORPORATE STRATEGIC PLANS.

2. CORPORATE RESOURCING STRATEGY / PLANS.

-SCENARIO PLANNING-DEMAND / SUPPLY FORECASTING-LABOR TURNOVER ANALYSIS

3.WORK ENVIRONMENT ANALYSIS4.OPERATIONAL EFFECTIVENESS ANALYSIS

5.HR PLANS

-RESOURCING-RETENTION-FLEXIBILITY-PRODUCTIVITY

. Forecast HR Demand Forecasting the future employee needs can be done using severalmethods such as Delphi method, Unit Forecasting, Formal Expert Survey, Trend analysis etc.2. Estimating the HR Supply HR supply is the internal employees who can be promoted andtransferred using a Management or Skill inventory and the unemployed who are seeking jobsor the employed but seeking better opportunities.3. Then the HR demand should be compared against the HR Supply. This will result in anexcess or shortage of employees for the future.4. Strategies should be formulated to avoid the excess/ shortage. Excess can be deal with byfreezing recruitment, offering VRS, transferring to other branches etc while hiring employees,getting existing employees to do over time; out sourcing etc can be done for shortage of


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employees.5. Evaluating the MPP process- When the actual period arrives you can asses how accurateyour MPP efforts were

HR PLANNING AND CORPORATE STRATEGY

HR planning follows the CORPORATE STRATEGY.

THE FLOW IS

1.VISION STATEMENTvvvv2. MISSION STATEMENTvvvv

3.STRATEGIC DIRECTIVEvvvv4.CORPORATE OBJECTIVESvvvvv5.CORPORATE STRATEGY.vvvv

THESE SETS UP AND GUIDES THEHR PLANNING.

EXAMPLE

1.VISION STATEMENT-world's major player with our core products

2. MISSION STATEMENT-customer focus drive and quality service

3.STRATEGIC DIRECTIVE-go global, with expansion into europe, as first priority.

4.CORPORATE OBJECTIVES-gain 3% of world market.-gain 5% of europe market-no. 1 in south asia.

5.CORPORATE STRATEGY.-market focused promotions

-customer focused sales drive-set up/ develop the sales team in europe-expand / develop the skills of the sales team.

BASED ON THE ABOVE ,THE HR PLANNING COULD BE

-more recruitment for south asia sales team.-new recruitment for euro market


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-language training for euro team-language training for marketing/ product management-orientation /training in geography/culture of europe-euro market/ competition-sales skills / development programs-customer service skills / development programfor internal staff to handle euro customers.

etc etc.

NOW YOU CAN SEE FLOW OF THE PROCESSFROM CORPORATE STRATEGY TO HR PLANNING.

IF YOU GO THE REVERSE,

HR PLANNING FIRST,

THEN YOU WILL HAVE TO CHANGE ,-corporate strategy-corporate objectives-mission statement

WHICH IS NOT THE NORMAL PROCESS.

HR PLANNING IS A SUPPORT FUNCTIONTO THE CORPORATE STRATEGY/ PLANNING.

CORPORATE STRATEGY DICTATES WHATHR PLANNING SHOULD BE.

HR PLANS MUST MATCH WITH THE REQUIREMENTSOF CORPORATE STRATEGY.

IF THE HR PLANNING DOES NOT MATCH WITHTHE CORPORATE STRATEGY, THE IMPACTON THE BUSINESS COULD BE DISASTROUS,LIKE

-lack of required strength in manpower-lack of right quality people-lack of skills-lack of competenceetc etc

which would result in

-poor sales-poor revenue-lower profit-cashflow impact-de motivation of the teams

-attrition rate increase-loss of talentetc etc

1. What is Human Resource Plan?

Human Resource Plan is a program/design by which an organization lists down the process by


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which it should move from its current manpower position to its desired manpower position,which is required to meet the objectives of the company. It foresees the HR requirements ofan organization and future supply of Human Resources.

2. Who is in charge of the Planning?

HR Manager provides inputs like key HR areas, HR environmental constraints and internal HR

capabilities and HR capability constraints to the corporate strategists. The corporatestrategists in turn communicate their needs and constraints to the HR manager. They mutuallywork out a plan which satisfies both their requirements.

3. What is the procedure involved?

HR Plans are mainly divided according to the period of applicability:

a. Strategic Planning - 5 or more yearsb. Intermediate Planning - 3-5 yearsc. Operational planning- 12 monthsd. Activities Planning - daily and weekly

a. Strategic Planning : Analysis of issues raised by external factors. Employment demand

projection, manpower supply analysis and projection

b. Intermediate Planning: Forecasting total staffing level, Forecasting number of managersand key personnel, Forecasting net changes in managers and key personnel, year by year

c. Operational Planning: Detailing of HR activities that are incorporated in the one-yearbusiness plan

d. Activities Planning: Day-today HR activities.

4. What is the importance of HR planning to the company?

Benefits of HR Planning to the company:

a. It checks the corporate plan of the organisationb. It offsets uncertainty and changec. It provides scope for advancement and development of employee through trainingd. It helps to anticipate the cost of salary enhancement and better benefitse. It helps to control all functions, operations and the cost of Human Resourcef. It helps to plan for physical facilities, working conditions and volume of fringe benefits likecanteen, schools, conveyance etc

THE CONCEPT OF STRATEGY

Strategy determines the direction in which the organization is going in relation to itsenvironment. It is the process of defining intentions (strategic intent) and allocating ormatching resources to opportunities and needs (resource-based strategy), thus achievingstrategic fit between them. Business strategy is concerned with achieving competitiveadvantage. The effective development and implementation of strategy depend on the strategiccapability of the organization, which will include the ability not only to formulate strategicgoals, but also to develop and implement strategic plans through the process of strategic


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management. Strategy is about implementation, which includes the management of change,as well as planning.

The concept of strategy is not a straightforward one. There are many different theories aboutwhat it is and how it works.

strategy can have a number of meanings, namely:

a plan, or something equivalent - a direction, a guide, a course of action;

a pattern, that is, consistency in behaviour over time;

a perspective, an organization's fundamental way of doing things;

a ploy, a specific 'manoeuvre' intended to outwit an opponent or a competitor.

The formulation of corporate strategy can be defined as a process for developing and defininga sense of direction. It has often been described as a logical, step-by-step affair, the outcomeof which is a formal written statement that provides a definitive guide to the organization'slong term intentions. Strategy is a systematic process:-first we think,

-then we act;-we formulate-then we implement.

Strategy has always been emergent and flexible. It is always 'about to be', it never exists atthe present time.

Strategy is not only realized by formal statements but also comes about by actions andreactions.

Strategy is a description of a future oriented action which is always directed towards change.

The management process itself conditions the strategies that emerge.

----------------------------------------------------------------- ----------------------------------STRATEGIES ARE GUIDED BY THE OBJECTIVES / GOALSOF THE ORGANIZATION.

-SET OBJECTIVES /GOALS

-DEVELOP STRATEGIES.

-IMPLEMENTATION ACTION PLAN*WHAT*WHO*WHEN

*HOW*AT WHAT COST*HOW TO MONITOR

=======================-===============================================STRATEGIC HRM DEFINED

Strategic HRM is an approach to making decisions on the intentions and plans of theorganization concerning the employment relationship and its recruitment, training,


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development, performance management, reward and employee relations strategies, policiesand practices. The key characteristic of strategic HRM is that it is integrated. HR strategies aregenerally integrated vertically with the business strategy and horizontally with one another.The HR strategies developed by a strategic HRM approach are essential components of theorganization's business strategy.

==========================================================

======= =========================================

EXAMPLE.

CORPORATE OBJECTIVE-make the organization a learning organization

CORPORATE STRATEGY-provide to all levels of staff and management aminimum of 4 days training in a year over thenext 3 years.

HR OBJECTIVES-constantly enrich and improve the organization's

knowledge and capabilities.

-influence work culture, behavior and managementpractices so that they support creativity andhigh performance.

HR STRATEGY

-provide knowledge base / database using the intranet/internet facilities, so that the resources are available24x7x365 hours.

-conduct training needs analysis and offer tailoredprograms for each level of staff / management.

=============================================NOW YOU CAN DEVELOP AN IMPLEMENTATIONACTION PLAN.

*WHAT*WHO*WHEN*HOW*AT WHAT COST*HOW TO MONITOR


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Working at Google sounds very cool. I'd be the first to tout Google as a motivating

employer: free food, engineers who are enabled to spend 20 percent of their time on their

own projects, and a work environment that fosters play and creative thinking. At Google,

Genentech and other Fortune magazine top 100 companies, employers provide bestworkplaces.

At the same time, perks that enable employees to spend all of their time at work exploit

people and destroy work - life balance. So, even the best employer may not be best for

everyone. These are the factors that will help you find happiness at work.

1) Choose to Be Happy at WorkHappiness is largely a choice. I can hear many of youarguing with me, but it's true. You can choose to be happy at work. Sound simple? Yes.

But, simplicity is often profoundly difficult to put into action. I wish all of you had the

best employer in the world, but, face it, you may not. So, think positively about your

work. Dwell on the aspects of your work you like. Avoid negative people and gossip.Find coworkers you like and enjoy and spend your time with them. Your choices at work

largely define your experience. You can choose to be happy at work.

2) Do Something You Love Every Single Day You may or may not love your current

job and you may or may not believe that you can find something in your current job to

love, but you can. Trust me. Take a look at yourself, your skills and interests, and findsomething that you can enjoy doing every day. If you do something you love every single

day, your current job won't seem so bad. Of course, you can always make your current

job work or decide that it is time to quit your job.

3) Take Charge of Your Own Professional and Personal Development A young

employee complained to me recently that she wanted to change jobs because her boss

was not doing enough to help her develop professionally. I asked her whom she thoughtwas the person most interested in her development. The answer, of course, was her. You

are the person with the most to gain from continuing to develop professionally. Take

charge of your own growth; ask for specific and meaningful help from your boss, butmarch to the music of your personally developed plan and goals. You have the most to

gain from growing - and the most to lose, if you stand still.

4) Take Responsibility for Knowing What Is Happening at WorkPeople complain to

me daily that they don't receive enough communication and information about what is

happening with their company, their department's projects, or their coworkers. Passive

vessels, they wait for the boss to fill them up with knowledge. And, the knowledge rarely


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comes. Why? Because the boss is busy doing her job and she doesn't know what you

don't know. Seek out the information you need to work effectively. Develop an

information network and use it. Assertively request a weekly meeting with your boss andask questions to learn. You are in charge of the information you receive.

5) Ask for Feedback Frequently Have you made statements such as, "My boss nevergives me any feedback, so I never know how I'm doing." Face it, you really know exactly

how you're doing. Especially if you feel positively about your performance, you just want

to hear him acknowledge you. If you're not positive about your work, think aboutimproving and making a sincere contribution. Then, ask your boss for feedback. Tell him

you'd really like to hear his assessment of your work. Talk to your customers, too; if

you're serving them well, their feedback is affirming. You are responsible for your own

development. Everything else you get is gravy.

6) Make Only Commitments You Can Keep One of the most serious causes of work

stress and unhappiness is failing to keep commitments. Many employees spend more

time making excuses for failing to keep a commitment, and worrying about theconsequences of not keeping a commitment, than they do performing the tasks promised.

Create a system of organization and planning that enables you to assess your ability tocomplete a requested commitment. Don't volunteer if you don't have time. If your

workload is exceeding your available time and energy, make a comprehensive plan to ask

the boss for help and resources. Don't wallow in the swamp of unkept promises.

7) Avoid Negativity Choosing to be happy at work means avoiding negative

conversations, gossip, and unhappy people as much as possible. No matter how positively

you feel, negative people have a profound impact on your psyche. Don't let the negativeNeds and Nellies bring you down. And, keep on singing in the car on your way to work -

or start.

Practice Professional Courage If you are like most people, you don't like conflict.

And the reason why is simple. You've never been trained to participate in meaningful

conflict, so you likely think of conflict as scary, harmful, and hurtful. Conflict can be allthree; done well, conflict can also help you accomplish your work mission and your

personal vision . Conflict can help you serve customers and create successful products.

Happy people accomplish their purpose for working. Why let a little professional courage

keep you from achieving your goals and dreams? Make conflict your friend.

9) Make Friends In their landmark book, First, Break All The Rules: What the Worlds

Greatest Managers Do Differently (Compare Prices), Marcus Buckingham and CurtCoffman list twelve important questions. When employees answered these questions

positively, their responses were true indicators of whether people were happy and

motivated at work. One of these key questions was, "Do you have a best friend at work?"Liking and enjoying your coworkers are hallmarks of a positive, happy work experience.

Take time to get to know them. You might actually like and enjoy them. Your network

provides support, resources, sharing, and caring.


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10) If All Else Fails, Job Searching Will Make You Smile If all of these ideas aren't

making you happy at work, it's time to reevaluate your employer, your job, or your entire

career. You don't want to spend your life doing work you hate in an unfriendly workenvironment. Most work environments don't change all that much. But unhappy

employees tend to grow even more disgruntled. You can secretly smile while you spend

all of your non-work time job searching. It will only be a matter of time until you can quityour job - with a big smile!!!

An article from Gopalakrishnan - Chairman Tata sons Ltd

The grass isn't always greener on the other side!! Move from one job to another, but only forthe right reasons.It's yet another day at office. As I logged on to the marketing and advertising sites for thelatest updates, as usual, I found the headlines dominated by 'who's' moving from onecompany to another after a short stint', and I wondered, why are so many people leaving one

job for another? Is it pass now to work with just one company for a sufficiently long period?

Whenever I ask this question to people who leave a company, the answers I get are: "Oh, Iam getting a 200% hike in salary";"Well I am jumping three levels in my designation";"Well they are going to send me abroad in six months".Then, I look around at all the people who are considered successful today and who havereached the top - be it a media agency, an advertising agency or a company. I find that mostof these people are the ones who stuck to the company, ground their heels and worked theirway to the top. And, as I look around for people who change their jobs constantly, I find theyhave stagnated at some level, in obscurity.In this absolute ruthless, dynamic and competitive environment, there are still no - short cutsto success or to making money. The only thing that continues to pay, as earlier is loyalty andhard work. Yes, it pays! Sometimes, immediately, sometimes after a lot of time. But, it doespay. Does this mean that one should stick to an organization and wait for the golden moment?

Of course not. After, a long stint, there always comes a time for moving in most organisations,but it is important to move for the right reasons, rather than the superficial ones, like money,designation or oversees trip.Remember, no company recruits for charity. More often than not, when you're offered anunseemly hike in salary or designation that is disproportionate to what the company offers itcurrent employees, there is always an unseemly bait attached.The result? You will, in the long term have reached the same level or may be lower levels thanwhat you would have in your current company.A lot of people leave their organisations because they are unhappy'. What is this so calledunhappiness? I have been working for donkey years and there has never been a day when Iam not unhappy about something in my work environment - boss, rude colleagues, fussyclients etc.Unhappiness in a work place, to a large extent, is transient. If you look hard enough, there isalways something to be unhappy about. But, more importantly, do I come to work to be

"happy" in the truest sense? If I think hard, the answer is "No". Happiness is something youfind with family, friends, may be a close circle of colleagues who have become friends. Whatyou come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated foryour work ethics, face challenges and get the job done.So, the next time you are tempered to move on, as yourself why are you moving and what areyou moving into?Some questions are: Am I ready and capable of handling the new responsibility? If yes, what could be thepossible reasons my current company has not offered me the same responsibility? Who are the people who currently handle this responsibility in the current and new


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company? Am I good as the best among them? As the new job offer has a different profile, why have I not given the current company theoption to offer me this profile? Why is the new company offering the new job? Do they want me for my skills, or is thatulterior motive?An honest answer to these will eventually decide where you go in your career - to the top ofthe pile in the long term (at the cost of short - term blips) or to become another average

employee who gets lost with the time in wilderness?"DESERVE BEFORE YOU DESIRE"- Dr. Gopalakrishnan, Chairman TATA Sons.

GUIDELINES

Review Period: 01 April, 06 to 31st March, 07 15thFeb, 20071. Introduction:

Performance Management System is a consistent and disciplined approach to assessemployees potential, career planning and succession planning. The implication of theimplementation of the system has far reaching effects on the performance practices and

culture of the company.

Broadly we should use Performace Management System to ensure the following:

That we assess employees performance against the Focus Areas set in their performanceagreement for the appraisal year and improves their competence. To provide an opportunity to the employees to express their views or to seek furtherclarification on their performance. To identify potential of employees and to develop them for future roles. That we train people to develop their skills, knowledge and experience to perform their jobswell. That we reward them appropriately. To generate data for career planning and sucession planning.

At the outset this an opportunity to appreciate the efforts put in by all of us in adapting ourselfto the Changes we had introduced in the Performance Management System - ( P M S) duringthe last year, based on the feedback you had given us after the last annual appraisal 2004-05.

The changes are having a positive impact on the Performance Mangement System PMS andthe company at large. This was evident from the findings of a feed back survey,done after thelast Mid-year performance review. We are sharing with you some the major findings of thisexercise viz.

CLARITY OF THE CONCEPT OF FOCUS AREAS INCREASED BY 32 % (TO 79%) PERFORMANCE DISCUSSION BETWEEN APPRAISER & APPRAISEES INCREASED BY 29% ( TO94%).77% EMPLOYEES GOT INPUTS ON SELF DEVELOPMENT IN THE REVIEW DISCUSSION.85% EMPLOYEES WERE SATISFIED WITH APPRECIATION FOR WORK IN THE MID YEAR

REVIEW.79% EMPLOYEES PRECEIVE CHANGES IN PMS EFFECTIVE & USEFUL.

Now we are now into the Final part of the Apprasial Process for year 2005 06 all employeesare going through the Annual Appraisal Process in Feb & March 06 . Employees have tocomplete the attached Annual Appraisal form to go through the processand the guidelines for


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the Appraisal Process are given herewith.

2. Objectives of Annual Appraisal Review :

a. To assess performance of the period 1st April 05 to 31st March 2006 against commitments

made in the Action Plans for achieving the Objectives of Focus Areas for 2005-06

b. To finalise scores of annual appraisal, from the remaining 75% weightage of the focus areasto arrive at the Final Performance Score (FPS) . ( Final Performance Score will be an additionof Mid year Performance Score and Annual Performance Score.)

NOTE : Employee who were not eligible for the Mid year review but are eligible for the AnnualAppraisal will have 100% Weightage for this Annual Appraisal.

c. To decide Final Performance Rating (FPR) for year 2005-06 by comparing performance within similar Grades & Roles. (Compare M-10 Performance with M-10)

d. To reward the Performance of employees based on their Final Performance Rating.

e. To Identify Improvement Areas and Development needs.

3. Eligibility:

All employees in M grades who have completed Six Months services as on 31st March, 2006are eligible for this Annual Performance Appraisal.

4. Distribution of Forms:

The forms would be distributed through e-mail to the appraises by Corporate HR, however, itwill be the responsibility of the respective appraisers to ensure that a hard copy of the Annual

Appraisal form and the guidelines is made available to the appraises who are not on RKL e -mailing network.

5. Annual Appraisal Process Flow:

The routing of the form would be as under.

Step-1 Step-2 Step-3 Step-4

Step-5 Step-6 Step 7 Step8


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Step 9 Steps 10 Step- 11 Step-12

6. Completing the Annual Appraisal Form:

The Appraisal form consists of Four sections as described below:

Section A: Review of Objectives achieved against agreed action plans:

This section would be mainly completed by appraise and appraiser and the Review Processwill be as follows.

Review Process:

The review discussion should take place between appraise and appraiser in an uninterruptedmanner and it is expected that typically such a meeting would last for about 45 minutes. Thisdiscussion would be based on Performance plan documents for 05-06 and its Corrections inMid Year Appraisal . Sequence of the process would be as described below:

Step No. Activities

Step 1 Corporate HR to Circulate the Annual Appraisal Form & Guidelines on email.Step 2 Appraise to use specified Appraisal form to Complete the self-assessment part andforward it to his appraiser. The appraise is required to fill details of Focus Areas (F A s),objectives and achievements against agreed action plans and fill the agreed weight-agesagainst each Focus Area, (agreed in the Performance plan for year 05-06)

Step 3 Appraiser will circulate a common schedule to his appraises for the appraisal discussionwith them( Using the Appraisal Meeting Schedule Format attached ) and marks a copy of theschedule to the Reviewer and HR facilitator.Appraiser should go through the performance plan of the appraise and collect adequaterelevant data /information about the performance of the appraise during the review period(April 05 to March 06) before the appraisal discussion on the scheduled date.Step 4 On the scheduled date Appraiser to discuss appraises performance during the reviewperiod, discuss his agreements /dis - agreements with appraise.AppraisNer to write appraisal score against each Focus Area based on the Weightage of therespective Focus areas. (Max score cannot exceed 100 points)

Towards conclusion, the appraiser should complete by writing down his observations in eachfocus area and identifying improvement areas/development needs. This would be the

summary of discussions that took place between appraise and appraiser and should be signedoff by both.SECTION B

Appraiser to review the same five competencies as identified in the Mid year Appraisal, usingthe Development Assessment Form annexed.

Appraiser to write the said five competencies in the Annual Appraisal forms & assign scoresbased on the given KEYStep 5 Appraiser to send completed forms to the HR Facilitator for Compilation & discussion


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with Reviewer.

Step 6 HR to collate the forms, compile the data and forward to reviewer for review andfinalisation of Merit Ranks & Final Performance Rating( FPR)

Step 7 Reviewer to review appraisal forms of all employees in their respective area ofresponsibility, to ensure that a fair process has taken place and no biases have crept into the

assessment.

Reviewers Ranking Scores to be based on comparable grades for example: All employees inM-10 will be ranked in comparison with others in M-10 only. Priority will be given toPerformance comparison within same grade in the same Department,other wise Performancecomparison will be done with similar role and same grade in another department (coming inthe preview of the Reviewer).Similar methodology to be followed for all grades.Step 8 Reviewer to finalise Final Scores, Rank, Final Rating and finalise Rewards for theemployee for the employee based on his Performance Rating . Reviewer to give remarkswhere Rating is Outstanding OR Satisfactory & finalise development plans.Step 9 The completed forms with Assigned Scores, Ranking, Rating & Developmental needs tobe forwarded to the HRD for further processing.Step 10 HR would summarise the data for all RKL divisions and present to Top Management

for concurrence on Rewards to be given.

Step 11 HR to communicate the Rewards for performance .Dept Head and HR to give feedback to bottom 05% low performers and initiate developmentalplans.

Step 12 Sample feed back by HR about Process compliance.

SECTION B: Review of Self/ Team Development Focus Areas (Ref Development Assesent formattached ) :

The Assessment of Focus Areas for Self /team Development will be done using theDevelopment Assessment Form given as an Annexure with Annual Appraisal Form.

In this development discussion, the appraiser will give developmental inputs to the appraiseon specific competencies/attitudes given in the Development Assessment Form. The Appraiser will rate the appraise on SAME FIVE critcal competencies as identified in theMid Year Review form this year . (Critical Competency means, a Competency which is mostimportant for achieving the Objectives of the Focus areas of the Appraise.) Each Competency has a Maximum weightage of 05 Points and five rating options are givenagainst each competency in the Development Assesment Form. Each Rating option has a Defined Weightage (Rating Score), which is given in the form of aRating KEY as shown here.

COMPETENCY RATING KEYUSE RATING OPTIONS A B C D ERATING SCORE 1 2 3 4 5

The appraiser will Rate for each of the 05 Critical Competencies and assign thecorresponding Rating score in the Development Assessment form as per the weight age givenin competency rating key.

The Appraiser will write at least one Example (E.g.) in support of each of the five


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competency ratings assigned by him in the space given in the Development assessmentform .The Examples (E.g.) given should be a significant fact / incident which he hasexperienced with the appraise in the last six months only and not on any opinions /perceptionsof the past. Appraiser should highlight any changes that he has observed in the competencyafter the last review.

The names of the rated Competencies , Rating assigned( A to E ) & the Score( 1 to 5) will be

written in the space given in Section- B of the Annual Appraisal Form by Appraiser

It is pertinent to mention here that it is compulsory for every employee to have at least oneself develop focus area and for team leaders to have at least one team development focusarea, which has an exclusive point weight of twenty-five points in the appraisal.

Section C: Ranking & Rating by Reviewer

Based on scores assigned by Appraisers ,the Reviewers will assign Merit Ranking & Rating toeach appraise in the Space given in the form after discussion with the appraisers. Themaximum Percentage in different Rating Categories would be as under.Category Rating Category %Age Distribution DescriptionOutstanding Cat- 1 10% Top 10 percentileExcellent Cat- 2 40% Next 40 percentile

Competent Cat-3 45% Next 45 percentileSatisfactory Cat- 4 05% Bottom 05percentile

Section D: Final noting by HRD

HR to issue necessary communication to Department heads/individual employees, take Feedback from employees ,update records, and close the process.

Note :Important aspects to be kept in mind while going through the Annual Appraisal:

As this review has 75% Weightage to decide the final Performance rating ( FPR) it has to bedischarged with high sense of responsibility. While commenting on the effectiveness, kindly depend on the overall experience rather thanany critical incidence or transaction.

Be aware of Halo Effect- i.e. bias that can be created by recent high or lowperformance, which is fresh in the memory. Use data / experience pertaining to review period only.

Schedule :

The detailed schedule along with responsibility and time lines to complete the Mid Year ReviewProcess is given below.

ANNUAL PERFORMANCE REVIEW SCHEDULE -2006

SL.NO. Activities Implementation DatesFrom To Responsibility

1. Issuing Forms and Guidelines for Mid Year Review 18.2.2006 20.02.2006 HR andAppraisers.2. Appraise to give Complete Appraisal Forms to respective Appraisers 18.02.2006 04.03.2006Appraisee s3. Appraisers to Circulate Review Meeting Schedules in the attached format to respectiveAppraises. 18.02.2006 06.03.2006 Appraisers.4. Meetings for Annual Performance Appraisal between Appraisers and Appraises as percirculated schedule. 18.02.2006 18.03.2006 Appraisers.

5. Appraisers to forward Annual Appraisal Forms and Development Assessment Forms of all


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Employees to respective HR Facilitators. 18.02.2006 22.03.2006 Appraisers.6. HR Facilitators to Compile all the Forms and Develop Summary for Reviewers. 18.03.200627.03.2005 HR Facilitators.7. Performance Review by Reviewer and final Ranking and Rating 18.03.2006 31.03.2006Reviewers and Appraiser s.8. Communication of Mid Review Results to Employee 01.04.2006 10.04.2006 Dept. Head andHR

Facilitators.9. Feedback by HR 11.04.2006 20.04.2006 HR

We seek your co-operation in implementing a qualitatively superior review both in terms ofprocess and timeliness. Respective Department Heads & concerned HR facilitators (asmentioned below) would extend all necessary support in completing the process.

Effectiveness/ returns of any System are directly proportional to the sincerity of the effortsput in its implementation and the respect that is given to it by the members of the group

Corporate Human Resources


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TOP 60 SOFT SKILLS:

The Workforce Profile defined about 60 "soft skills", which employers seek. They are applicableto any field of work, according to the study, and are the "personal traits and skills that

employers state are the most important when selecting employees for jobs of any type."

1. Math.2. Safety.3. Courtesy.4. Honesty.5. Grammar.6. Reliability.7. Flexibility.8. Team skills.9. Eye contact.10. Cooperation.11. Adaptability.12. Follow rules.

13. Self-directed.14 Good attitude.15. Writing skills.16. Driver's license.17. Dependability.18. Advanced math.19. Self-supervising.20. Good references.21. Being drug free.22. Good attendance.23. Personal energy.24. Work experience.25. Ability to measure.26. Personal integrity.

27. Good work history.28. Positive work ethic.29. Interpersonal skills.30. Motivational skills.31. Valuing education.32. Personal chemistry.33. Willingness to learn.34. Common sense.35. Critical thinking skills.36. Knowledge of fractions.37. Reporting to work on time.38. Use of rulers and calculators.39. Good personal appearance.40. Wanting to do a good job.

41. Basic spelling and grammar.42. Reading and comprehension.43. Ability to follow regulations.44. Willingness to be accountable.45. Ability to fill out a job application.46. Ability to make production quotas.47. Basic manufacturing skills training.48. Awareness of how business works.49. Staying on the job until it is finished.50. Ability to read and follow instructions.


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51. Willingness to work second and third shifts.52. Caring about seeing the company succeed.53. Understanding what the world is all about.54. Ability to listen and document what you have heard.55. Commitment to continued training and learning.56. Willingness to take instruction and responsibility.57. Ability to relate to coworkers in a close environment.

58. Not expecting to become a supervisor in the first six months.59. Willingness to be a good worker and go beyond the traditional eight-hour day.60. Communication skills with public, fellow employees, supervisors, and customers.

How many of these soft skills do you possess adequately?

HRs Strategic RoleHuman Resources Series

HR Development & TrainingHuman Resources Series1. HRs Strategic Role2. Effective Recruitment & SelectionTechniques3. Benefits4. Labor & Employee Relations5. Compensation Fundamentals6. Health, Wellness, & DisabilityManagement7. HR Development

Agenda - HRs Strategic Role

1. HRs Evolving Role2. Strategic Planning & the ChangeManagement Process3. HRIS4. Organization Design5. Measuring Organization Performance6. Measuring Human Performance7. Ethics

HRs Role

Roles are evolving from administrative (personnel function) to strategic partner. Consultative Role: Coach managers to manage their resources within the laws &ensure maximum potential. Change Management Role, systems design. Administrative Role, e.g. records maintenance.

HRs Role in New Economy

Focus on Business Objectives Structure activities around key business objectives


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Focus on the Environment Scenario planning on workforce issues to anticipate changes in the environment. Focus on Core Values Ensure that core values are embedded in key HR elements, e.g. hiring, jobrequirements, rewards.

Role of Human Resources: General

Emerging Roles Examples of StrategicPartnering Effectively managing & utilizing people Tying performance appraisal & compensation to competencies. Developing competencies that enhance individual & organizational performance Increasing the innovation, creativity & flexibility necessary to enhance competitiveness. Applying new approaches to work process design, succession planning, career development& interorganizational mobility. Managing the implementation & integration of technology through improved staffing,training & communication with employees.

Change Management

Change Management is a Critical HR Professional Skill Change Defined: The adoption of a new idea or behavior by an organization. HRs role in the change process is to help forecast future changes, develop systems andpolicies for managing human capital before, during & after the change. HR Managements Role in Strategic Organizational Change comes in 2phases: Planning Implementation

Change Management Planning

Horizon scan & strategic planning process: Identify potential change drivers through SWOT analysis: (Strengths, Weaknesses,

Opportunities, Threats) Economic International Technological Social Employment Demographics Political Use SWOT (Strengths, Weaknesses, Opportunities, Threats) to identify organizationalchanges or human resource needs for the future. Identify business strategies for Dealing WithEach, (High Level Directions/Initiatives) ID Key Actions for each strategy Identify Targets

Create Communications/Management StrategyChange Management Implementation

Lewins Three-Step Procedure of Change: Unfreeze present level of behavior Movement from present to new Refreezing process Kotters Change Management Model Unfreeze Establish Sense of Urgency


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Form Powerful Guiding Coalition Create the Vision Communicate the Vision Movement Empower Others to Act Plan for Short Term Wins Consolidate Improvements

Re-Freeze Institutionalize

Change Management People

4 Phases of Transition:

Denial diagnosis: common to observe withdrawal; focusingon the past; increased activity with reduced productivity.Management: confront with information; reinforce reality ofchange; explain what they can do; give them time.

Resistance diagnosis: anger, blame, depression,resentment, continued lack of productivity. Management:

listen, acknowledge feelings, be empathetic; help people to saygood by to the old; sometimes ritual is important. Offer rewardsfor change, be optimistic.

Exploration diagnosis: confusion, chaos; energy; new ideas;lack of focus. Management: facilitate brainstorming, planning,help people to see opportunity, create focus through short termwins.

Commitment diagnosis: enthusiasm & cooperation; peopleidentify with organization; look for new challenges.Management set long term goals; reward those who havechanged.

Human Resources Information Systems

Role of HRIS

Strategic Management: Environmental scanning results, quality & productivity improvement monitoring. Workforce planning & employment: Tracks promotion, transfers, hiring, and termination rates for each employee by job group. Records the number and percentage of protected categories of employees. EEOC data Applicant info & utilization reports to help monitor affirmative action programs. Human Resource Development: ID career paths

Records for education, skills, & completed training Course registration/administration. Evaluate Performance. Comp & Benefits: Track salary survey results Facilitate benefit administration Track tuition reimbursement Track retirement planning Track COBRA & HIPAA documentation. Employee & Labor Relations:


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EE discipline records Labor distribution data Union service data Attitude survey results Occupational health, safety & security Accident & illness trends Insurance & workers comp claims

Illness & injury medical exam & follow-upprocedures. IDs high risk conditions Monitors accidents & their costs by type andlocation.

Organizational Design

Indicators of Organizational Design Define Work activities core functions Reporting Relationships who reports to whom Departmental Grouping 5 OptionsOption 1: Functional

Administration & Research

Weaknesses:

Slow response time to changeSlow decision making, hierarchy overloadPoor horizontal coordination among departmentsLess innovationRestricted view of organizational goals.

Strengths:

Allows economies of scale within functional departments Enables in depth skill development

Enables organization to accomplish functional goals Works best in small to medium sized organizations Works best with 1 or a few products.

Option 2: Divisional

Strengths:

Good for fast change in unstable environmentHigh client satisfaction due to product responsibility & contact points are clearHigh coordination across functionsUnits can adapt to differences in products, regions, clientsBest in large organizations with several productsDecentralizes decision making

Weaknesses:

Eliminates economies of scaleLeads to poor coordination across product linesEliminates in-depth competence & technical specializationMakes integration & standardization across product lines difficult.

Option 3: Geographic


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Strengths & Weaknesses similar to divisional

Option 4: Hybrid

Strengths

Adaptability & coordination in product divisions & efficiency incentralized functional departmentsBetter alignment between corporate and division level goalsAchieves coordination within & between product lines

Weaknesses

Potential for excessive administrative overheadLeads to conflict between division & corporate departments.

Option 5: Matrix

Strengths:

Achieves coordination to meet dual demands from environmentFlexible sharing of human resources across productsWorks for complex decisions & frequent changes in unstableenvironmentProvides opportunity for functional and product skill developmentBest in medium organizations with multiple products.

Weaknesses:

Dual authority, can be frustrating & confusing. All need good interpersonal skills & extensivetraining

Time consuming, involves frequent meetings &conflict resolution Requires collegial rather than vertical typerelationships Requires dual pressure from environment tomaintain power balance.

Measuring Organizational Performance: Balanced Scorecard

Balanced scorecard helps individual business function measures with organizationalstrategies. 4 Major categories for the balanced scorecard: Innovation & Learning Measures skill and motivation of employees.

Example measure employee engagement. Value proposition link to organization productivity. Internal Processes Core processes are identified along with key measures. Example measure employee productivity. Financial Profit or budget performance against goals. Customer Quality, effectiveness of delivery, and overall customer satisfaction.


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Measuring the Performance of Human Capital

HR Audit Example Areas to Investigate Organization of HR Department Organization Development (Staffing Forecasts) Recruitment & Selection Compensation

Employee Benefits Employee Relations & Communications Personnel Policies/Workplace Rules EEO/Regulatory Compliance Training & Development Labor Relations Safety, Health & Wellness Human Capital Metrics Absence rate [# days absent] / [Avg # employees x # workdays] Cost per Hire Total cost of hiring process / # employees hired Health Care costs per employee Health care costs / # Employees

HR expense factor HR expense / Total Operating Expense Human Capital ROI [Revenue Operating Expense (Compensation Cost + BenefitsCost)] / [Compensation cost + Benefits Cost] Human Capital Value Added Revenue [Operating Expense (Compensation cost + Benefit Cost)] Turnover Rate [# Separations during month / average # of employees] x 100

Code of Conduct

Trustworthy Conduct including dependability, loyalty, & honesty in communications andactions.

Respectful behavior treating everyone with civility, courtesy, tolerance & acceptance, andrecognizing the worth, dignity and unique characteristics of each individual. Accountability taking personal responsibility for ones actions & decisions. Fair & just actions utilizing equitable processes in decision making. Compassion caring for others, both within & apart from the UCSF community, & providingthe highest quality service to patients & humanity. Good citizenship striving to make the UCSF community function well now & in the future. Responsible management including prudent use of University resources in a fiscallyresponsible manner.

Human Resource Values

The core values and beliefs that support our vision should be/are: Ethics and Integrity: Committing to the highest

standards of behavior demonstrated by being open, fair, honest and consistent in dealing withthe campus community and the public;

Supportive Work Environment: Developing a work environment that enables productivityand develops human potential;

Diversity: Respecting individual differences and ways of thinking, and celebrating individualdifferences;


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Customer Service: Providing high-quality services that are measured by satisfaction fromthose we serve;

Innovation and Quality: Recognizing and rewarding creativity and "out of the box thinkingthat results in positive change and creates a new standard of performance;

Teamwork and Collaboration: Working together collectively to achieve goals and purposes

common to the organization's strategic directions, and where theresult is greater than the sum of its parts;

Champions of Change: Taking risks that encourage new methods and tolerate honestmistakes when peak performance and limited resources are combined for apositive outcome;

Effective Communications: Listening and speaking in a manner that is timely, honest,thorough, open, and sensitive within our organization as well as betweenindividuals;

High Performance/Maximum Accountability: Providing the ability to make choices and takeresponsibility for them so that individuals can be measured by the goals they set and theircommitment and ability to achieve them.

Fun: Enjoying the work, relationships and time we share together as colleagues focused on acommon mission.

Competency mapping is a process of identifying key competencies for a particular position inan organisation, and then using it for job-evaluation, recruitment, training and development,performance management, succession planning, etc. The competency framework serves asthe bedrock for all HR applications. As a result of competency mapping, all the HR processeslike talent induction, management development, appraisals and training yield much betterresults. The competency movement has caught on much better in the non-IT sector than theIT sector.

Over the past 10 years, human resource and organizational development professionals havegenerated a lot of interest in the notion of competencies as a key element and measure ofhuman performance. Competencies are becoming a frequently-used and written-about vehiclefor organizational applications such as: Defining the factors for success in jobs (i.e., work) and work roles within the organization Assessing the current performance and future development needs of persons holding jobsand roles Mapping succession possibilities for employees within the organization Assigning compensation grades and levels to particular jobs and roles Selecting applicants for open positions, using competency-based interviewing techniques.

Competencies in organizations tend to fall into two broad categories:1. Personal Functioning Competencies. These competencies include broad success factors not

tied to a specific work function or industry (often focusing on leadership or emotionalintelligence behaviors).2. Functional/Technical Competencies. These competencies include specific success factorswithin a given work function or industry.

A competency map is a list of an individuals competencies that represent the factors mostcritical to success in given jobs, departments, organizations, or industries that are part of theindividuals current career plan.Competency mapping is a process an individual uses to identify and describe competenciesthat are the most critical to success in a work situation or work role.


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Top competencies are the vital few competencies (four to seven, on average) that are themost important to an individual in their ongoing career management process. Importance tothe individual is an intuitive decision based on a combination of three factors: pastdemonstrated excellence in using the competency, inner passion for using the competency,and the current or likely future demand for the competency in the individuals current positionor targeted career field.

Although the definition above for competency mapping refers to individual employees,organizations also map competencies, but from a different perspective. Organizationsdescribe, or map, competencies using one or more of the following four strategies:

1. Organization-Wide (often called core competencies or those required for organizationsuccess)2. Job Family or Business Unit Competency Sets3. Position-Specific Competency Sets4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e. IndividualContributor, Manager, or Organizational Leader)

An illustration of some competency factors in a few chosen areas are as follows:

I.CAREER DRIVES

ACHIEVEMENTDesire to achieve resultsAMBITIONStrength of ambitionREMUNERATIONConcern with remunerationRECOGNITIONNeed for recognitionINDEPENDENCENeed for independence

II.LEADERSHIP AND INFLUENCEDIRECTIVE:

Willingness to lead from the frontDELEGATIVE:Willingness to delegateCOACHING:Willingness to coach othersPOWER:Desire to have authorityDECISIVE:Speed of decision makingPERSUASIVE:Willingness to persuade others

III.STRATEGIC ORIENTATION

GOALSETTINGWillingness to set goalsANALYTICALPreference for analytical thinkingPROACTIVITYNeed to plan and be pro-activeINNOVATIONDesire to be innovative and flexible

IV.CONFLICT MANAGEMENT STYLE


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ASSERTIVEWillingness to address conflictCOMPETITIVEWillingness to be verbally competitiveCOLLABORATIVEDesire to collaborate with others

COMPROMISINGWillingness to compromise

V.PEOPLE ORIENTATION

AGREEABLENeed to get along with othersEXTRAVERSIONWorkplace extraversion/introversionINTIMACYNeed for workplace friendshipsTEAMWORKDesire to belong in a team

VI.COPING

STRESSResistance to stressSENSITIVITYSensitive to the needs of othersRESPONSIBLEWillingness to accept responsibilitySECURITYNeed for job security

VII.VALUES

ALTRUISMValues helping othersTRUSTValues trust and opennessLOYALTYValues loyaltyCONFORMINGDesire to conform

Competency mapping can play a significant role in recruiting and retaining people as it gives amore accurate analysis of the job requirements, the candidate's capability, of the differencebetween the two, and the development and training needs to bridge the gaps.As far as meeting an individual's career aspirations are concerned, once the organisation gives

an employee the perspective of what is required from him to reach a particular position, itdrives him to develop the competencies for the same. Competencies enable individuals toidentify and articulate what they offer so that their organisation (current or future) can see,value and utilise what capability is actually available.competency mapping helps identify the success criteria (i.e. behavioural standards ofperformance excellence) required for individuals to be successful in their roles. It helps to:Support specific and objective assessment of their strengths, and specify targeted areas forprofessional development.Provide development tools and methods for enhancing their skills.Provide the basis for a more objective dialogue with their manager or team about


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performance, development, and career-related issues.

If an individual is able to discuss the above with his manager, it will help him to chalk out hisgrowth perspectives in the company.

Competency mapping demonstrates what type of knowledge and skills are required and/orfound within the human capital of the organization. An organization could use these personal

competency maps to build a 'yellow pages' directory, match people to jobs or positions ordetermine what training programs are needed to fill skill gaps.

Work smarter, not harder.

1. Plan ahead. When you have a meeting, conference call or need to start a new project beprepared. Have all the notes, documents, files and resources you need handy so you can getstarted and work effectively. Planning ahead will no doubt save time later on.2. Match your project with the clock. Increase your productivity by recognizing the besttime for you to work on each task. If you're slower after lunch, schedule the most importantthings in the morning. If your eyes aren't fully open until 10am, don't schedule meetings at8:00. Everyone has a peak time to physically and mentally be more effective. Utilize your peaktime for big jobs and use the other times for less critical tasks.3. Do you really need more? Stop and think about how many new things enter your lifeeach day, whether it's something you buy, are given or just falls into your lap. Ask yourself ityou really need the item. If you find that you collect things in hopes of using it...someday, youprobably really don't need it. For every new thing you receive, try to eliminate something old.4. Handle papers once. If you find yourself shuffling through papers and mail and setting itaside for later, this is a good rule for you. Make a decision about the paper at hand and act onit now. If it's not something you need to act on now, then toss it. If it needs immediate action,do it now or delegate! Indecision leads to clutter that you'll have to deal with again later.5. Store supplies you use often close by. Make the most of how you use your workspace.

Keep everything you use frequently in a convenient, easy-to-access location. If you seesomething on or near your desk and you can't remember the last time you used it, somethingmore important could be better positioned in its place.6. You can't read everything. With resources like the Internet and libraries, there's no needto keep receiving publications you set aside each month in hopes of reading later. Set up afolder for the most important items to read and stick to it. If you can't find the time, time toend the subscription!7. Make lists. Use your planner or a software program to keep track of your to-dos. Don'tleave files out as reminders.8. Smaller parts make the whole. If you just don't know where to start, look at yourproject as several smaller parts. Big, daunting projects become easier to manage andcomplete when you accomplish smaller goals along the way.9. Eliminate stuff. Reconsider what you really need to keep. Can you toss your old seminarbooklets, industry publications, or files from years past? Ask yourself how important is it and

what would happen if you disposed of it. Often we keep things for security, but getting rid ofthings helps save time and decisions about what to do with it later on.10. Improve your skills. In the midst of busy, productive days, sometimes we forget tocontinue to make an effort to improve our skills. Take a class, attend a seminar, or learn anew computer program. Remember to take time and make the investment in yourself.11. Adding filing cabinets is not always better. Instead of adding filing space, reevaluatewhat and how you file. Save more files on your computer, and before you put it in cabinet, gothrough a project file to discard everything but the key documents. You'll find that becomingmore organized will reduce the need, and expense, of adding more storage space.12. Work only on the project at hand. It's easy to be tempted to start on something new


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when you're distracted or interrupted. Resist the temptation and stick with what you originallyintended to do. Stay focused because it usually takes less time and energy to complete theproject at hand than pick up where you left off. If you have no choice but to stop, be sure tomake a quick note to remind yourself how to continue.13. Delegate, delegate, delegate. Sometimes it's hard to hand your work over to others.However, if you use the right skills, you'll help yourself and others become more productive.Recognize your own strengths and those of others. Clearly communicate your goals. Realize

that delegating creates synergy, which often gives the final result additional benefits.14. Keep your files clear. Filing does have its purpose, so be sure your files are easy to usewhen you need to retrieve them. That means using appropriate labels, not over-stuffing themwith papers and using a clear system to organize them, whether it's by date, project oralphabetically. Leave a few inches in each drawer to allow for additional papers or files youmay add later.

One of the most important elements in fulfilling corporate social responsibility is thedevelopment of human resources. Unless they develop good human resources, corporationscannot consistently fulfill their social responsibilities. That is why we believe that enterprisesshould not simply make products but should also turn out quality professionals. As wecontinue to work for human resources development, we remember our founding philosophy of

making people to make things and that making products and making people as two halvesof a whole. Enterprises fostering the professional and human qualities of their employees isan important element in education for an international society. Today, as globalizationadvances, the reception given to overseas business activity by the host country will depend onthe business philosophy of the enterprise, but we think that the quality of the humanresources working on the ground is also a very important factor. To be well received in thehost country, we believe that it is important to give first consideration to benefiting thatcountry and providing it with things it really needs so that it can develop and the people s living standard can improve.

Making people to make products

Encouraging employee diversity

Like globalization, social advancement for women has become the norm in Japan today.Creating a free and open corporate culture in which diverse human resources can take partirrespective of sex, age, nationality, or other differences boosts motivation and satisfactionamong employees and ultimately injects vitality into the corporate organization. In Japan,where the trend to smaller families and an aging population is becoming a serious issue, it islikely that diverse human resources will in the future work alongside each other in theworkplace. Moreover, in order to deliver products and services that satisfy a wide range ofcustomers requires an organization that itself recognizes a diverse range of values. On thisbasis, we aspire to create an enterprise where male and female employees work together inan atmosphere that fosters diversity.

For a Diversity-Friendly Corporate Culture

As of December 2004, MEW was active in business through 136 bases operated by 91companies in 32 countries and territories overseas. Overseas net sales have grown in absoluteterms and as a proportion of the total, accounting for 14.3% (190.5 billion) of total net salesin FY2004 as against 10.9% in FY2000. In parallel, the number and proportion of employeesbased overseas has also risen to 32% (16,026). Today, as we study the potential for furtheroverseas business development, we recognize the education of local staff as a major issue and


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are promoting the localization of overseas companies. As of April 2005, the number of staffassigned from Japan to overseas workplaces was 348; by promoting local staff to managerialpositions and other measures, we will move forward with localization and reduce to theminimum required level the number ofJapanese staff working in local companies and plants. By training local staff and successivelypromoting them to appropriate positions, we will thus contribute to thedevelopment of thecountry.

As of December 2004, women accounted for 22% of company employees. In the interests ofthe social advancement of women, the deployment of their skills andabilities, and the vitalization of the workplace, we are promoting the appointment of women tomanagerial and supervisory positions, and women now occupy around 60 of the total ofaround 4,000 such positions. One of the barriersto the social advancement of women is the difficulty of combining childbirth and childcare withwork. This situation arises from a range of influencing factors including social tradition andindividual ideas. In Japan, however, where thetrend toward smaller families and an aging society is progressing, the provision of a workingenvironment which allows the combination of childcare and career is very important to supportthe raising of the next generation. In response, MEW introduced a system of childcare leave inFY1990 which has been used by around 1,500 employees, nearly 100% of whom havereturned to work. From FY1996, we introduced a system of shorter working hours for

Response to globalization

Women s initiatives

childcarers which many employees have taken advantage of to effect a smooth return to work.Labor and managementare engaged in joint appraisal of additional systems andarrangementsto support the raising of the next generation.In June 2004, we set up the Corporate EqualPartnership Office with the aim of promoting a corporate culture in which male and femaleemployees work together in an atmosphere that fosters diversity. The office examinesimprovements and the creation of new systems and arrangements and a corporate culture toallow women to experience motivation and job satisfaction on their own terms. In July, aninformal discussion meeting was held between the company president and representatives offemale employees at which a lively exchange of views unfolded. Comments from femaleemployees who attended the meeting Women are disadvantaged by childbirth. Childcare leave

and a range of other systems have been put in place but I think more active intervention isneeded to relieve the pressure on women. Women are absent from the workplace for longperiods due to childrearing and when they come back to work they find inevitably that malecolleagues have moved ahead of them. I would like to see employers take a longer-term viewof education and development for female employees. I think it is important to create acorporate culture in which women taking childcare leave is seen as an individual lifestylechoice. I think it is a simple fact that women today are more restricted than men byhousework and so on, so I think it would be a good idea if home working using IT could be.developed as a new option.


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1. Do more than is expected of you . Prove that you're capable of handing more responsibility.Volunteer for special assignments.

2. Take initiative and do what needs to be done , before being asked.

3. Learn the skills you'll need to advance. Take advantage of on-the-job training, but don'trely exclusively on that. Consider taking (and payingfor) skill-enhancing courses on your own.

4. Be loyal to your boss, your team, and your company. (Yes, you can be loyal without being a"brown-noser.")

5. Be patient and don't expect to be promoted without demonstrating your abilities over time.

6. View the big picture and understand your company's mission. Find ways to help themaccomplish it.

7. Save money for your company by identifying ways to boost revenues, reduce expenses, orstreamline processes.

8. Offer solutions to the problems you must take to your boss.

9. Show respect to everyone -- superiors, peers, subordinates, and especially customers.

10. Don't be afraid to say "I don't know." If you don't know something, say so; don't try tofake it. Find the answers you need.

11. Take responsibility for your actions . If you're at fault, admit it and take the blame. Ifyou're wrong, apologize.

12. Never gossip . Gossip can hurt the careers of two people: the person being talked about,

and the person doing the talking.

13. Never say "That's not my job." Don't think you are above anything. Pitch in and set a goodexample, especially if the job is one that nobody else wants to do. Your willingness to do sowill be noticed and appreciated!

14. Share the credit . People who share credit with others make a much better impressionthan those who take all the credit themselves.

15. Ask for help when you need it . Don't let a difficult task get out of hand. When you needhelp, ask for it -- before things get worse.

16. Keep your dislike to yourself . If you don't like someone, don't let it show. Never burnbridges or offend others as you move ahead in your career.

17. Don't hold grudges . Life isn't always fair. If you were passed over for promotion, didn'tget the project you wanted, etc., let it go. Be gracious and diplomatic, focus on the future andmove on. Harboring grudges won't advance your career.

18. Be humble . When you're right, don't gloat about it. Never say "I told you so!"

19. Make others feel important. Compliment others, emphasize their strengths andcontributions, and help them whenever you can. They will enthusiastically help you in return.


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20. Join associations and professional organizations (like this forum ) related to your career.In addition to helping you learn more about your industry, this can provide invaluablenetworking opportunities. (Which might come in handy if your employer isn't promoting!)

Winning Your Next Promotion

Tags: team, career

After Jack Welch retired as the legendary C.E.O. of General Electric, he wrote a book onWinning.

Now, one would think he was sharing advice in that book for the benefit of other chiefexecutives; but he states up front that he is more interested in how to make winners out of

middle managers, people running factories, line workers and others who too often discounttheir own chances for getting ahead. In more ways than you might imagine, getting ahead inthe business world is so often a case of you making yourself more valuable, making yourselfpromotable.

To move up the career ladder, whatever organization you work in, you need to draw togetheryour professional skills and competences with your business sense and ability to build goodrelationships, thereby creating the widespread impression that youre someone who will bevaluable at increasingly senior levels. This is more than just being excellent at your craft. Thebest engineer, or accountant, or salesperson isnt necessarily the one who snags the openmanager slot in his or her department. Often, its other personal attributes that will be takeninto consideration when your boss decides whom to promote. To be promotable, youll need todemonstrate business acumen, political sensitivity, the ability to manage change, and loyaltyto your employing organization. (All of those things you dont see in fact, in an averageepisode of The Office.) And along with these traits, you must focus on the need tocommunicate and network effectively while cementing critical relationships with those who willsponsor and support you as you move along your career path.

Its just as Peter Drucker said: Companies today arent managing their employees careers;knowledge workers must, effectively, be their own chief executive officers. Its up to you tocarve out your place, to know when to change course, and to keep yourself engaged andproductive To do those things well, youll need to cultivate a deep understanding of yourselfnot only what your strengths and weaknesses are but also how you learn, how you workwith others, what your values are, and where you can make the greatest contribution. Hereare the classic questions and answers often asked by those who want to increase the chancesof winning the next promotion.

What You Need to KnowId like to get promoted and have done a lot to be ready for the next assignment. But thereare so many others doing the same thing. How do I increase my chances of getting noticed?Advertising that you want to be promoted is usually unbecoming. On the other hand, beingclear about what you want and why you deserve to be promoted is very important, but asubtle approach can also reap rewards. You could, for example:

find a mentor or sponsor in the organization with whom you can workapproach your line manager and discuss your development plan in the light of your conviction


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that you have more to offer the businessobserve those who have been promoted and ask yourself if youre mirroring similar attitudesand behaviorsTry to become more visible by ensuring that you take the opportunity to mix with decisionmakers and by sharing stories of your success at appropriate times. Again, dont make toomuch of your achievements or you may turn off the very people you need to court.

No matter how hard I work, I feel that Im buried in my organization in terms of gettingvisibility. How can I change this?Often your organizational visibility goes up when you increase your visibility in other arenas.Why not publish articles in trade or professional magazines or accept invitations (or volunteer)to speak at conferences? If you want to raise your visibility closer to home to demonstrateyour commitment to the community, you could get involved in local politics. The point is that anose-to-the-grindstone demeanor isnt always the best way to win a promotion. Ask yourselfwhat you can do to garner acclaim in your industry or profession.

My organization has dropped from a dozen levels to just a few. Should I forget aboutbecoming a manager here?It sounds as if youre working in a flat organization (where there are fewer levels in thehierarchy) or in a matrix organization (where the business is structured according to commonactivities rather than discrete business units). Project teams are often made up of specialists

across a business. In such cases, promotability can take on a new meaning as there is oftenno longer a clear succession route. In such cases, the person who can most successfully lead ateam stands out as management material when the time comes to name a new manager.Flatter organizations still have managers, just not as many. Learning to lead teams well isyour best path to winning a management job.

What to DoWinning the next promotion requires, first and foremost, that you think more widely. Being atechnical genius or subject matter expert is critical to someone who manages a task or afunction, but the traits needed for managing an organization or a business are more broad.Thus, if you choose to pursue this path, you will face a very wide development agenda.Aspects of this include familiarizing yourself with the broader business arena and generalmanagement issues, developing social and political skills that enable you to build effectiverelationships, and finding a personal leadership style that youre comfortable with and can

develop into a distinctive personal brand in the long run.

But watch out: The personal skills and attributes that have carried you to the point in yourcareer where youre looking at a more senior appointment are the very skills and attributesthat can sabotage your success at this level. These include having too high a dependence onyour specialist expertise, an individualistic approach that differentiates you from your peers,and an inclination to challenge the organizational status quo. In this sense, you might have tolet go of what has propelled you so far in order to get further ahead.

Yet, you also need to think ahead in the sense that just getting a management position doesnot mean that you will succeed. Thus, you need to start now to build the skills that youll needas a manager. One way to create a development checklist for yourself is to look at thedominant reasons why so many managers fail. Communications, motivation, trustthese areskills seldom covered on the path to becoming a top-notch accountant, engineer, or

transportation specialist.

Decide now that you have to learn more about management areas such as growinginterpersonal relationships, meeting business objectives, building a team and adapting tochange and transition. The most important of these include the following:

Develop Good Interpersonal SkillsAs you progress through your career, a shift occurs in the balance between the expertcontribution you make and your ability to build relationships. More senior positions demand ahigher level of political and personal sensitivity, because at this level relationships go beyond


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the organizational setting and are more likely have an impact on the long-term viability of thebusiness. This is so much more than knowing how to make a great presentation to a salesmeeting. Good interpersonal relationships begin with a high level of personal authenticity.Theres no substitute for genuine self-confidence; people can generally see through bluff andbluster, so its as well to devote personal development time to really know yourself well,understand your values, and create a clear picture of what you want. With this knowledge inplace, good communication and an easy manner will follow naturally and authoritatively

because it will genuinely reflect who you are.

Meet Business ObjectivesHow up-to-date is your business acumen? In order to make yourself promotable, not only doyou have to meet the objectives of your role, but you have to contribute to the widerbusiness, too. This means showing initiative and taking an interest in areas outside your roleboundaries. Being supportive of, and passionate about, the business is a fundamental way tobecome noticed as someone who could add value at a more senior level. It may be out of yourcomfort zone to work on projects that deal with organizational functions other than your own,but do it, with passion, if you hope to be seen as one who can manage a business.

Build and Lead TeamsOne of the essential skills of a senior executive is the ability to build and lead teams. Whatsmost important to think about in this regard is that you can learn the skills that most often

result in successful team projects. Much of a persons success in this area depends on his orher ability to communicate clear objectives as well as understanding the skills, motivations,and personal values of those in their team. Relationships must be open with a healthy ebb andflow of feedback to ensure that everyone is aligned with the purpose of the team. Milestonesand markers need to be part of the plan so that progress can be monitored and successescelebrated. And there a few joys in business greater than having a group of people share agoaland succeed!

Learn to Manage Transition and ChangeHarvards John Kotter wrote an excellent book on leading change. Its a skill, he says, that toofew people have in the business world. Yet, change is the order of the day. Business andorganizational models change in response to developments in the market and economy. Theripple effects of these changes are felt throughout the organization and have an impact oneveryone. Being able to field such changes and use your knowledge and insight to direct

peoples creative energy towards making them a success are valuable attributes of a leader.As soon as you face the reality that change is a permanent fact of organizational life, thesooner you can lead others who would rather entrench themselves in the past. To win the nextpromotion, you need to show that youre prepared to keep people motivated and learn fromthe new experience rather than demonstrate resentfulness or obstinacy. In short, remainingflexible and actively seeking ways of making (sometimes difficult) things happen, keepingpeople motivated, and learning from the new experience are all-important characteristics ofthose in the top team. Loyalty and solidarity are values that are prized in cultures that aresubject to transition and change.

Build an Effective Network of Champions or SponsorsPeople who get ahead in the business world believe in networking. But this is not aboutcozying up to one senior executive and becoming his or her fan club leader. Its important tobuild a robust network of relationships that will support you purely because of your potential

and personal integrity. Think about your network and identify role models, potential coaches,and mentors for different aspects of your development plan. As you approach them, be openwith your request for assistance but beware of projecting self-interest above the interests ofthe organization. Frame your request in development terms by stating that you feel you havemore to offer the business and would appreciate their guidance. Keep in mind that you are nottrying to enlarge your circle of friends, although you probably will make some new friendswhenever you network. The main purpose of networking is to identify people who sharecommon interests and concerns about the business and who recognize that the business willgrow stronger if your own skills can be developed in alignment with business goals. In thisway, networking is always a win-win proposition.


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What to AvoidYou Irritate People Who Could Help YouSometimes, people looking for a move up the career ladder make such a fuss about theirambitions that they make a lot of noise around the people who they think can promote them.This is very irritating and counterproductive. You must keep in mind that your chances at apromotion will be judged on whether it will help or hurt the larger organization and business.

Winning the next promotion means projecting a winning personality and avoiding behaviorsthat will assuredly x-x-/ your career.

Youre Not Willing to ChangeUnless youve been asleep since the 1980s, youll know that every major business on theglobe has committed to the concept of Total Quality Management (TQM). And a central beliefof TQM programs is that systems and processes (and products and services) should beconsidered candidates for continuous change and improvement. Its sad, then, when someonewho wants to be promoted to a higher level of responsibility resists change. The Chinesephilosopher, Lao Tzu, said it best: Resisting change is like holding your breath; if you persist,you die.

You Ignore Your TeamOrganizations and businesses excel based on the performance of many. Jack Welch, alone, did

not build todays powerhouse General Electric, and he would be the first to admit that. Itstempting to focus on yourself as you look toward your career horizon and plan for your ownsuccess. But make no mistake: youll be judged on your ability to develop the talent on yourteam. You wont succeed by squashing those on your team who also have potential, so youmust trust in your own abilities and let your best team members flourish as well. It may seemcounterintuitive at times, but the winners picked for the most promotions help others tobecome winners too.s

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