human resource management audit - hochschule · pdf fileassessment / case study • monthly...
TRANSCRIPT
Structure of presentation
1.1. SelectionSelection
2.2. AssessmentAssessment
3.3. RewardingRewarding
4.4. Training & DevelopmentTraining & Development
5.5. SuggestionsSuggestions
1.1. SelectionSelection
2.2. AssessmentAssessment
3.3. RewardingRewarding
4.4. Training & DevelopmentTraining & Development
5.5. SuggestionsSuggestions
Human Resource Management - Audit 2
Feuer Powertrain
• Since 2004
• Producing andsellingcrankshafts
• 500 employees
Human Resource Management - Audit 3
• Since 2004
• Producing andsellingcrankshafts
• 500 employees
1. Selection
• The process of interviewing and evaluatingcandidates for a specific job and selecting anindividual for employment based on certaincriteria
• The process of interviewing and evaluatingcandidates for a specific job and selecting anindividual for employment based on certaincriteria
4
Possible methods Possible criteria
• Head-hunting • Qualifications
• Interview • Job experience
• Test • Personal skills
• Assessment center • Personality
Human Resource Management - Audit
1. Selection / Case Study• Practical tests and qualifications
• Cooperation with employment agency / educationalproviders
• In collaboration with recruitment agency taking peopleafter the Army as employees
• Vacant positions are filled in short time
• 6 months for testing period
• Personnel turnover (rotation) due to the shift work
• Interested in long term relationship
• Practical tests and qualifications
• Cooperation with employment agency / educationalproviders
• In collaboration with recruitment agency taking peopleafter the Army as employees
• Vacant positions are filled in short time
• 6 months for testing period
• Personnel turnover (rotation) due to the shift work
• Interested in long term relationship
5Human Resource Management - Audit
2. Assessment
• Periodic procedure of assessment for employeesworking at the enterprise
• The act of making a judgment– Analyze the current situation
• Possible methods:– 360° feedback– Assessment interview– Case studies
• Periodic procedure of assessment for employeesworking at the enterprise
• The act of making a judgment– Analyze the current situation
• Possible methods:– 360° feedback– Assessment interview– Case studies
6Human Resource Management - Audit
2. Assessment / Case Study
• Monthly assessment on points-based system
Only for employees of production
• Point number is depending on quantity and quality ofdifferent products
• Bonuses are performance-related (depending on number ofearned points)
• Extra Costs depends on bonuses
• Experiences:
– Development from poor to perfect
– Employees may misinterpret the performance
• Monthly assessment on points-based system
Only for employees of production
• Point number is depending on quantity and quality ofdifferent products
• Bonuses are performance-related (depending on number ofearned points)
• Extra Costs depends on bonuses
• Experiences:
– Development from poor to perfect
– Employees may misinterpret the performance
7Human Resource Management - Audit
3. Rewarding
• Return of investment
Monetary Non-monetary
• Return of investment
8
Monetary Non-monetary
• Bonus • Recognition
• Perks • Responsibility
• Insurance • Career advancement
• Benefits • Flexibility
Human Resource Management - Audit
3. Rewarding / Case Study
• Stable month salary + performance-related bonuses
• Extra bonuses for good performers (patrol voucher)
• Regular feedback (both positive and negative) from thesupervisor
• Recognition of achievement
• Suggestion department (financial reward for goodsuggestions)
• Opportunity of career advancement
• Stable month salary + performance-related bonuses
• Extra bonuses for good performers (patrol voucher)
• Regular feedback (both positive and negative) from thesupervisor
• Recognition of achievement
• Suggestion department (financial reward for goodsuggestions)
• Opportunity of career advancement
9Human Resource Management - Audit
4. Training & Development
• Organizational activity which is improvingindividual and organizational performance bydeveloping skills and competencies.
• Aim: better performance of individuals and groupsin organizational settings
• Organizational activity which is improvingindividual and organizational performance bydeveloping skills and competencies.
• Aim: better performance of individuals and groupsin organizational settings
10
Possible methods Possible criteria
• Lectures • Costumer survey
• Demonstration • Volume of sales
• Case study • Higher quality
• Business game • Statistics
Human Resource Management - Audit
4. Training & Development / Case Study
• Training & development methods: demonstrations from
the providers of new production technologies,
workplace learning, lectures.
• Training during the production process or in
separate rooms
• Annual Quality training in order to ensure best
performance
• Reserve personnel replaces employees while training
• Training & development methods: demonstrations from
the providers of new production technologies,
workplace learning, lectures.
• Training during the production process or in
separate rooms
• Annual Quality training in order to ensure best
performance
• Reserve personnel replaces employees while training
11Human Resource Management - Audit
5. Suggestions for FEUER POWERTRAIN
1. To advertise Suggestion Department and financialrewarding for innovative thinkers as a part of good imageof organization in order to attract well qualifiedworkers
2. To provide additional motivation for working in a shifttime system
3. Slow steps to adjust to shift work
4. To develop more non financial instruments for motivation
5. Develop a job enrichment system in order to get newexperience
6. Reduce the testing period to three months
1. To advertise Suggestion Department and financialrewarding for innovative thinkers as a part of good imageof organization in order to attract well qualifiedworkers
2. To provide additional motivation for working in a shifttime system
3. Slow steps to adjust to shift work
4. To develop more non financial instruments for motivation
5. Develop a job enrichment system in order to get newexperience
6. Reduce the testing period to three months12Human Resource Management - Audit
Thank you for your attention!
Group members
Selection: Alexander Otto, Pascal Broszat, Miriam Schwarz, Gregor Roepnack
Assessment: Jan Berlsmann, Hadjer Dif
Rewarding: Alexander Gauert, Alexandra Baumann, Sandra Holzhüter
Training & Development: Christian Kurz, Robert Nowak, Waldemar Michel,Sebastian Franke
Lecturer: Jekaterina Bierne
Group members
Selection: Alexander Otto, Pascal Broszat, Miriam Schwarz, Gregor Roepnack
Assessment: Jan Berlsmann, Hadjer Dif
Rewarding: Alexander Gauert, Alexandra Baumann, Sandra Holzhüter
Training & Development: Christian Kurz, Robert Nowak, Waldemar Michel,Sebastian Franke
Lecturer: Jekaterina Bierne
13Human Resource Management - Audit