introduction to human resource management · pdf filediscuss the principles of hr management...

Introduction to Human

Resource Management

Principles

Presented by: Mmalefu Manoto

Welcome to the Introduction to

HR Management Module

Welcome

Module Objectives

At the end of this module, participants will be able to: Discuss the principles of HR Management Describe the HR Management Overview Discuss Talent Management (Recruitment and Selection) Discuss HR Risk Management Discuss Workforce Planning Describe the Learning and Development process

Module Objectives

At the end of this module, participants will be able to: Discuss Organisational Development Discuss Performance Management Discuss how to reward and retain employees Discuss wellness Discuss Employee Relations Management Discuss HR Service Delivery Discuss HR Technology Discuss HR Measurement Describe the approach to setting up a communication plan

Activity: Scenario

5

Purpose: Discuss the main elements of personnel management. Suggested Time: 10 minutes Instructions: In groups of 5, read through the scenario. ―You are a laboratory manager. One of your two senior technologists has been temporarily re-assigned to another laboratory. Your other senior technologist is sick and the remaining two have not read malaria smears since their initial training several years ago. This morning you received 20 malaria smear requests. As you are unable to ensure accurate testing, you must notify test requestors that the testing will be delayed. As a manager, what should you have done to prevent this situation? Go to your guide and answer the question based on the headings in the guide.

Minimum HR Standards for NRL

Standard Sub-Classification Standard

Process Group Develop and manage human resources (HR) planning,

policies, and strategies

Process Develop human resources strategy Process Develop and implement workforce strategy and policies Process Monitor and update strategy, plans, and policies Process Develop competency management models

Process Group: Group of Processes Process: Elements to variants and re-work of Core elements needed to accomplish a process

Minimum HR Standards for NRL (continued…)


Process Group Recruit, source, and select employees

Process Manage employee requisitions

Process Recruit/Source candidates

Process Screen and select candidates

Process Manage new hire/re-hire



Process Group Develop and counsel employees

Process Manage employee orientation and deployment Process Manage employee performance

Process Manage employee development Process Develop and train employees



Process Group Manage employee relations

Process Manage labor relations

Process Manage collective bargaining process

Process Manage labor management partnerships

Process Manage employee grievances



Process Group Reward and retain employees

Process Develop and manage reward, recognition, and motivation programs

Process Manage and administer benefits

Process Manage employee assistance and retention

Process Administer payroll



Process Group Redeploy and retire employees

Process Manage promotion and demotion process

Process Manage separation

Process Manage retirement Process Manage leave of absence

Process Develop and implement employee outplacement Process Manage deployment of personnel Process Relocate employees, and manage assignments



Process Group Manage employee information and analytics

Process Manage reporting processes

Process Manage employee inquiry process

Process Manage and maintain employee data

Process Manage human resource information systems (HRIS) Process Develop and manage employee metrics

Process Develop and manage time and attendance systems

Process Review retention and motivation indicators



Process Group Manage employee communication

Process Develop employee communication plan

Process Deliver employee communications

Introduction

The laboratory is an important component of the health system that demands an efficient management system.

A strategic plan is an integral part of the business plan.

Every organisation needs to plan and know where it wants to go.

Strategic planning is now a job requirement for most senior posts in laboratory medicine and thus it is extremely important for health professionals to be knowledgeable about the planning process.

What is a Strategy Plan?

A process that directs an org. attention to the future, allowing it to adapt to change and determine its direction. It asks three questions:

Where are you going? What is the environment? How do you get there?

It should be visionary and should be able to look at the big picture. Must involve key staff members. Must be simple and easy to communicate.

Benefits of a Strategy Plan

Clearly establishes the org purpose Gives competitive advantage. Improves Lab Services. Cost saving over existing systems. Rationalizes and improves site operations. Optimizes site capacity and usage.

Elements of a Strategy Plan

Early recognition and response to customer (e.g. staff, patients, etc.) concerns

Be proactive rather than being active It is a‖ living document‖ which undergoes change with constant

evaluation of plans Develop a good communication plan

Steps in the HR Planning Process

Organize for the planning process Select appropriate personnel that will form part of the planning process

from all components Select an appropriate venue Allocate appropriate time

Step 2 in the Planning Process

The thinking process

Values – What do we care about? Vision – Where are we going? Mission – What we want to achieve Scanning- Examine internal and external environment Goals – What needs to be achieved Objectives and actions – how will we proceed?

Step 3 in the Planning Process

Environmental Scanning – The SWOT Analysis: INTERNAL

Strengths – good org culture Weaknesses – not accredited

EXTERNAL Opportunities – niche in the markets

linked to specific diseases, point of care

Threats – where the threats might come from to hinder future success?

P.E.S.T

Political – local, national and international political development, how will they affect the org?

Economic - ? The main economic issues, both national and internationally that might affect the organisation, cost and labour, outsourcing.

Social - ? On going social trends that may impact on how the organisation operates and how this may impact future planning

Technological – changing technology can impact on the competitive advantage very quickly

HR Strategy and Business Result

Recruitment & Selection

Learning & Development

Performance Management

Reward Management

Career Management

HR STRATEGY

Business Strategy

Business Result

HR Strategy

Strategic Direction

The strategic direction & outcomes that the organisation seeks to achieve.

Shaping HRM for organisation success

HRM System Deciding the numbers and competence of personnel the organisation requires

Planning the Total Workforce

Measuring the organisation‘s progress towards its desired outcomes and adjusting the system accordingly

Assessing & Sustaining Competence & Performance

Attracting, accessing and initially assigning the people needed in the organisation‘s total workforce

Generating Required Human Resources

Developing and reinforcing competence and performance in individual groups and teams in the organisation‘s total workforce

Investing in Human Resource Development and Performance

Source: A Strategic Human Resource Management System for the 21st Century.

Strategic Direction

Setting the strategic direction

This process focuses on aligning human resource policies to support the accomplishment of the Company's mission, vision, goals and strategies.

The business' goals sit at the heart of any HR strategy and in order to align business and HR you need to answer one key question, "Can your organisation's internal capability deliver the organisation‘s business goals?"

HR Management System

Designing the Human Resource Management System

This stage focuses on the selection, design and alignment of HRM plans, policies and practices.

A good approach in selecting the appropriate HRM policies, procedures and practices is to identify the appropriate HRM practices which support the organisation's strategic intent as it relates to recruitment, training, career planning and reward management.

HR Policies

Human resource policies are systems of codified decisions, established by an organisation, to support administrative personnel functions, performance management, employee relations and resource planning

Each company has a different set of circumstances, and so

develops an individual set of human resource policies. The establishment of policies can help an organisation

demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance of its employees.

Personnel Policies and Processes

27

Review annually and modify when

necessary

Processes

Who will conduct

assessment?

What will be assessed?

When will assessments take place?

Policy writing is Management’s responsibility

Workforce Planning

Company Strategy

What staff do we need to do

the job?

What staff is available

within our organisation?

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 development

What is impact on wage and

salary program?

Workforce Planning (continued…)

The financial resources

available to your organisation

Factors in Forecasting Personnel Requirements

Projected turnover (as a result of

resignation and terminations)

Quality and nature of your employees (in

relation to what you see as the changing need of

your organisation)

Monitor & Update strategy, plans and policies

Factors in Forecasting Personnel Requirements

The following activities are suggested for the process: Monitor & Update strategy, plans and policies:

Measure realization of objectives Measure contribution to business strategy Communicate plans and provide updates to stakeholders Review and revise HR plans

It is important to review and update all HR plans, policies and procedures



Process Group Recruit, source, and select employees

Process Manage employee requisitions

Process Recruit/Source candidates

Process Screen and select candidates

Process Manage new hire/re-hire

Recruitment & Selection

Generating Required Human Resources

This process focuses on recruiting, hiring, classifying, training and assigning employees based on the strategic imperatives of the organisation's workforce plan.

Technique to Determine Number of Recruits

Study of a firm‘s past employment needs over a period of years to predict future needs

Trend

Analysis

Ratio

Analysis

A forecasting technique for determining future staff needs by using ratios between number of tests and number of employees needed

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

Recruitment from External Resources (continued…)

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 cytologist, histologist.

Availability of Manpower

in Desired Sectors

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.

Company

Reputation

Recruitment Sources

Advertising (newspaper, magazine, internet)

College / University Recruitment

Recruitment Agent

Recruitment Sources

Recruitment Pointers

When preparing to recruit, the HR Department and Laboratory need to have a clear indication of the position to be filled and the exact specifications required for the position. The following aspects should be kept in mind: Legislation Professional Boards Policies Scope of work

Personality Test

Interview

Some Types of Selection Test

Personality Tests: A selection procedure that measures the personality characteristics of applicants that are related to future job performance.

Personality tests typically measure one or more of five personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience.

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

Advantages & Disadvantages of Personality Test

Advantages

Disadvantages

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

Interviews: A selection procedure designed to predict future job performance on the basis of applicants' oral responses to oral inquiries.

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

Advantages 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

Disadvantages of Interview

Laboratory Personnel

Messengers Phlebotomist Clerks Lab Assistants

Technician Technologists

Registrar Pathologist Technologist For results

Laboratory Manager

Clerks for admin work

Additional Laboratory Personnel

Personnel also part of a Laboratory: Quality Manager Inventory personnel (stock) General Workers – receptionist, cleaners Support Supervisor (depends on size of laboratory) Drivers Couriers (outsourced)

Overview of Personnel Management Process in Lab

46

Personnel Management

Job Qualifications

Job Descriptions

Orientation

Training Competency Assessment

Continuing Education

Performance Appraisal

Equal Workload for staff

Responsibilities of Laboratory Manager in HR Process

As a Laboratory Manager it is important to: Hire an appropriate number of staff to cover workload.

Verify that items on the job application are correct.

Develop complete and thorough job descriptions

for each employee.

Ensure training of each employee in their specific

duties.

Provide orientation for new employees

Conduct and record competency assessments on all

personnel.

Provide opportunities for continuing education.

Conduct annual employee performance appraisals.

Responsibilities of Quality Manager in HR Process

As a Quality Manager it is necessary to: Provide employees with orientation and training;

Keep track of employee records and make sure they are confidential;

Include policies relevant to personnel in the Quality Manual.

Responsibilities of Laboratorians in HR Process

As a Laboratorian it is necessary to: Participate in training and continuing education opportunities;

Request training that may be needed as job responsibilities increase;

Maintain records of personal professional development.

Draw up and make offer

Negotiate offer

Hire candidate

Manage new hire/re-hire



Process Group Develop and counsel employees

Process Manage employee orientation and deployment Process Manage employee performance

Process Manage employee development Process Develop and train employees

Create/Maintain employee on-boarding program

Evaluate the effectiveness of employee on-boarding program

Execute on-boarding program

Manage employee orientation and deployment

When a new staff member joins the laboratory, specific steps should be followed:

Orientation Personnel policies Job descriptions Policies and Procedures Initial competency assessment

Job Descriptions

53

HR department must ensure that each post in a laboratory has a detailed job description. Job descriptions should:

Lay out all activities and tasks that should be performed; Specify responsibilities (policies and activities); Reflect the employee‘s background and training; Be kept current and be available for all people working in the laboratory.

Job descriptions should be competency-based and specify any skills needed.

Competency Assessment

54

Source: WHO: Training Toolkit.


Task-specific Training

Job Description

Competency Recognition

Retraining

Competency Assessment Methods

55

There are two main competency assessment methods: 1. Direct observation

Checklists

2. Indirect observation Monitoring records Re-testing Case studies

Training Methods and Resources

56

When planning a training or continuing education activity, consider: Identification of training needs; Design of training; Provision of training (identify employees to train and trainers) Evaluation of training results.

Consider using local resources available from the healthcare community.

Quality assurance committee Clinicians Nurses Pathologists Infection control personnel Epidemiologists / surveillance officers

Training Process

Training Need Analysis

Training Objectives

Training Delivery

Training Evaluation

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

Training Process (continued…)

Training Need Analysis

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

The purpose of a training needs assessment is to identify performance requirements and the knowledge, skills, and abilities needed by an organisation‘s workforce to achieve the requirements.

The assessment should address resources needed to fulfill organisational mission, improve productivity, and provide quality products and services.

A needs assessment is the process of identifying the "gap" between performance required and current performance.

Assessing Training Needs

Task Assessment A detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted

Organisational Assessment

Evaluates the level of organisational performance. An assessment of this type will determine what skills, knowledge, and abilities an agency needs. It determines what is required to alleviate the problems and weaknesses of the organisation as well as to enhance strengths and competencies.

Analyses how well an individual employee is doing a job and determines the individual's capacity to do new or different work. Individual assessment provides information on which employees need training and what kind.

Individual Assessment

Competency Analysis

Required competency

level for certain position

Competency

Gap


Current competency level of the employee

Training and Development

Program

Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention.

Competency Profile Per Position

1 2 3 4 5Communication Skills

Public Speaking Leadership

Training Need AnalysisMaterial DevelopmentTraining Evaluation

Communication SkillsInterview Skills

Analytical ThinkingUnderstand Selection Tools

TeamworkCustomer Orientation

Recruitment Supervisor

Required LevelRequired CompetencyPosition

Training & Development

Manager

Score Required Competency Type

Workforce Skills Plan

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

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V = compulsory training

Training Title

Training Objectives

Training Objectives

Objective should be measurable and observable

SMART is a acronym, giving criteria to guide in the setting of objectives, for example in employee-performance management and personal development.

Specific

Measurable

Attainable

Realistic

Timely

Enhance Training Effectiveness

Make the material

meaningful

Provide for transfer to learning

Motivate the trainee

Training Effectiveness

Enhance Training Effectiveness (continued…)

Make the material

meaningful

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

Enhance Training Effectiveness (continued…)

Provide for transfer to learning

Maximize similarity between the training situation and the work situation

Provide adequate training practice

Identify each feature of the step in the process

Motivate the 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.

Type of Training Program

Formal course

OFF THE JOB

Simulation

Motivational Trip

Does not interfere with job Provides for fact learning

Helps transfer learning Creates lifelike situations

Builds teams Builds self-esteem

Type of Training Program (continued…)

Job instruction training

ON THE JOB

Apprenticeship training

Job rotation

Mentoring

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

Evaluation of Training Effectiveness

Level 1 - Reaction

Level 2 - Learning

Level 3 – Behavior Application

Level 4 – Business Impact

Four Levels of Training

Effectiveness

Evaluation of Training Effectiveness (continued…)

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 - Reaction

Level 2 - Learning

Evaluation of Training Effectiveness (continued…)

What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints 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, has the employee‘s attitude to paying more attention when capturing improvement and less mistakes?

Level 3 – Behaviour Application

Level 4 – Business Impact

Employee Performance Management

Career planning, performance appraisals, reward management and employee development must be appraised in light of the vision, characteristics and mission outcomes as reflected in the HRM plans, policies, and practices.

Development responses will aim to increase business skills, the application of business skills (sometimes called competencies) and the behavioural elements - all of which contribute to an organisation's effective performance.

Why Performance Appraisal?

Appraisals provide information upon which promotion and salary decision can be made.

Appraisals 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.

Appraisals provide a good opportunity to review the person‘s career plans in light of his/her exhibited strengths and weaknesses.

Staff Performance Appraisals in a Laboratory

74

Technical Competencies

Efficiency

Adherence to Policies

Observance to Safety Rules

Communication skills

Customer Service

Punctuality

Professional Behaviour

Performance Management Cycle

Performance Planning (Setting Performance Targets)

Regular Review and Monitoring

Feed back

Corrective Action

Performance Appraisal and Evaluation

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

Performance Management Cycle (continued…)

Defining Performance

Standard/ Targets

Appraising Performance

Providing Feedback for Development

Defining the performance standards means making sure that you and your subordinate agree on his/her duties and targets that you expect

Appraising performance means comparing your subordinate‘s actual performance to the standard/targets set in step one.

Providing feedback means discussing plans for any development that is required.

Assessing Competence and Performance

Few organizations effectively measure how well their different inputs affect performance.

No measures for quantifying the contribution people make to organisational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution.

Implementing clear quantifiable measures will convey the results of the HR Strategic Plan in measurable terms.

Problems in Performance Appraisal

Lack of standards

Irrelevant or subjective standards

Poor measures of performance

Poor feedback to employee

Negative communication

Failure to apply evaluation data

Common Performance Evaluation Problems

Performance Appraisal Element

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 Element (continued…)

1. Competencies Score

2. Performance Result Score

Overall Score

Will determine the employee‘s career movement, and also

the reward to be earned

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 : Collaboration

Element # 2 : Performance Results

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

Target should be measurable and specific

Performance Appraisal Feedback

83

Formal

Regular

Constructive

Objective

Complete

Fair

Documented

Performance Management Appraisal meetings should be:

Joe Smith



Process Group Reward and retain employees

Process Develop and manage reward, recognition, and motivation programs

Process Manage and administer benefits

Process Manage employee assistance and retention

Process Administer payroll

Why employee career development planning makes good business sense.

People care if you take a genuine interest in their future. Emphasis here on ―genuine.‖ Development planning should be something a manager takes a real personal interest in – not just because it is an HR-driven mandate.

It helps build loyalty, and loyalty increases productivity. The logical outcome to point #1. Taking an honest interest in someone builds loyalty. Loyal employees are more engaged. Engaged employees are more productive.

Good talented people naturally want to advance, and appreciate meaningful support in the process. Capable ambitious employees want training, mentoring and coaching. They want to gain skills. They want to become more resourceful and valuable to an organisation.

If a company doesn‘t provide development opportunities, enterprising employees will go elsewhere for it.

Employee Career Management / Development

Employee Career Management

Providing employees the assistance to form realistic

career goals and the opportunities to realize them

Career Planning & Development

Career Planning and Development

Career 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

Career Stage (continued…)

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

Decline Stage

The period during which many people are faced with the prospect of having to accept reduced levels of power and responsibility.

Career 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.

Five Career Anchors

Technical/ Functional Career Anchor

Managerial Competence as a

Career Anchor Creativity as a Career Anchor

Autonomy and Independence as

Career Anchor

Security as a Career Anchor

Five Career Anchors (continued…)


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


Managerial Competence

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



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

Creativity


Autonomy and Independence

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.


Security

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.

Factors to keep in mind about the important first assignment, include : 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.

Provide challenging initial jobs

Provide realistic job preview in recruiting

Be demanding

Provide periodic job rotation

Provide career-oriented performance appraisals

Encourage career-planning activities

Career Management and the First Assignment

Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organisation.

The reward or compensation people receive for their contribution to an organisation includes monetary and non-monetary components. Remuneration does not simply compensate employees for their efforts - it also has an impact on the recruitment and retention of talented people.

Reward and Retain Employees

Reward and recognition can have a far-reaching effect on who stays and who goes, who steps up in an organisation, how motivated employees are and how productive the workforce is across the organisation.

The first reward most people think of is salary — the most central and visible element of a total compensation package. From a strategic standpoint, salary-related issues include: Are your organization‘s salaries aligned with industry standards?

(Benchmarking can help with the answer.)

Internally, what is happening with salaries across various departments in your company?

What effect do hiring sources or tenure within the organization have on salaries?

Reward and Retain Employees (continued…)

Support the organisation‘s strategy

Recruit & retain

Motivate employees

Internal & external equity

Strengthen psychological contract

Financially sustainable

Comply with legislation

Efficiently administered

Objectives of Reward Management

Basic Types of Reward Extrinsic rewards

Satisfy basic needs: survival, security

Pay, conditions, treatment

Intrinsic rewards

Satisfy higher needs: esteem, development

Basic Types of Reward

Rewards by Individual, Team, Organisation

Individual: base pay, incentives, benefits Rewards attendance, performance, competence

Team

Team bonus, rewards group cooperation

Organisation Profit-sharing, shares, gain-sharing

Rewards by Individual, Team & Organisation

Benefits are as critical as salary. Workers want to see options such as health savings accounts, and they want a plan that fits their needs.

Another important strategy is customizing rewards. Younger workers, training is a key motivator, whether it‘s in the form of a

class, a stretch assignment, or a job rotation.

Older workers may also value training as a means to keep work interesting.

It‘s a win-win for companies and employees — as these workers build their skill sets, the organization strengthens its succession planning.

Benefits & Rewards for Employees and Organisation

All organisations have superstar performers. The questions to ask are: How do you keep them? And even broader than that, how do you prevent mass exodus of employees?

Strategies that can drive retention include:

Work-life balance,

Goal-setting,

Performance reviews, and

Compensation management.

Retaining the High Performers

Work-life balance

One compelling strategy is to encourage work-life balance. Does your company offer flexibility when it comes to time off and scheduling? How do you stack up against competitors? Does support exist in some areas of the organization, but not others?

Workers of all ages — men and women — appreciate the flexibility to arrange their schedules so they can attend to important matters outside of work

Retaining the High Performers (continued…)

Goal-setting

Goal-setting is another contributor to job satisfaction. Goals need to be well defined. If employees feel they are playing an essential role in the company‘s future that creates a reason to stay.

Goal-setting has broader implications as well. Do managers communicate clearly in your organization? Do employees understand how their work helps the organization reach its objectives? What more can be done to draw a clear line between corporate accomplishments, department targets, and individual goals?

Manager feedback and communication is critical in retaining employees — and discussions about goal-setting help foster this two-way communication. They also help employees feel more confident in the direction of their day-to-day work, another element that strengthens retention.


Performance and Compensation Reviews Goal clarification assists managers to better understand which rewards will

motivate their staff members. Strategically, it‘s important to capture the outcome of performance reviews,

since this can give the organisation a deep view of its talent. The structure for rating performance does not need to be complex — the key

is to collect information regularly. Over time, you can build a deep picture of your workforce, and use the information to make strategic decisions about hiring.

Compensation is another essential strategic concern. Many factors come into play when you examine your overall compensation program. Is it competitive in each segment and location of the business? Does the structure allow you to appropriately reward top performers? Is it flexible enough to meet the needs of different workers (i.e. technical employees vs. administrative staff)?


Manage & Administer Benefits

The final slides of this presentation relate to the Administrative portion of HR. Activities to be performed are:

Deliver employee benefits program Administer benefit enrollment Process claims Perform benefit reconciliation Manage employee assistance and retention Administer payroll

Ensure that salaries, claims and benefits are paid on time as delays will result in staff members being extremely dissatisfied.

Manage Employee Information and Analytics

There are several processes involved in managing employee information. Manage reporting processes

Manage employee inquiry process

Manage and maintain employee data

Manage human resource information systems (HRIS)

Develop and manage employee metrics

Develop and manage time and attendance systems

Review retention and motivation indicators

Manage/Collect employee suggestions and perform employee research

Personnel Records

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Examples of Personnel documents: Employment details; Original application and resume; Tests the employee is authorized to perform; Conditions of continued employment; Job description; Both original and subsequent competency

assessments; Continuing education programs attended; Personnel actions–corrective, disciplinary; Leave records; Health information including records of work

injury or exposure to occupational hazards, vaccine status, skin tests if any;

Performance appraisals; Emergency contact information.

Manage Employee Communication

The final step is to manage employee communication. Develop employee communication plan Deliver employee communications

Manage Employee Communication (continued…)

Where are you now? Before starting to develop any form of strategy for improvement it is important to know ‗where you are now‘ or your starting point. Answer a number of important questions including: Are employees receiving accurate information? How are employees receiving regular information? Are messages consistent across the company? Do employees understand both the goals and the results of communications?

Manage Employee Communication (continued…)

Approach

One of the key principles of effective internal communication is not just to tell people the what, it is critical to tell them why something is happening in the way it is.

An effective approach in the development of the communications strategy is to identify:

What are the goals, ambitions and it strategic aspirations for the future? What do the people in the organization need to think, feel and do in order to make those

goals a reality? Where are employees now, and what needs to change in their current perceptions,

attitudes, or access to basic information? What‘s the role of the internal communication function in helping close the gap of what we

want for the future, and what we‘ve got today? What are the roles and responsibilities of leaders, managers, employees and communication

professionals? What are the communication activities we‘re going to need – and who will be responsible

for what? What‘s the resource levels we need?

Activity

Activity -Communication Give Trainees a paragraph to read and to whisper into each others ears. The last person should say the message loud to everyone.

Activity

GROUP ONE Role Play- Employee relation- Non Performing Employee As a Lab Manager you have an employee is not performing to the level expected. The were two incidents were you received complaints from clinician where he/she didn‘t give results on time. This was your star employee and for the past few months his behaviour and performance has changed. What to do: In a form of role play show how you will deal with the situation and handle these employee.

GROUP TWO Role Play-Performance Management Appraisal As a Lab Manager you have just appointed a new staff in your Laboratory, you need to do a performance agreement with him/her so you can monitor their performance. Role play this scenario?

Summary

While HR strategies must be developed to support the achievement of the organisation's objectives, it is a two-way process. HR strategies can themselves be critical inputs in determining the strategic initiatives for the organisation.

A fatal error, however, is to develop and implement HR strategies without having regard for the goals and objectives which the organisation has explicitly or implicitly identified.

A common mistake is the development of workplace skills plans which are not linked to any strategic goals or objectives or which have no affirmative action components.

Similarly, the isolated identification of affirmative action numerical targets without first conducting a workforce and succession planning exercise is in most instances, simply meaningless.

An effective approach to developing an internal communication plan starts not with what we need to do, but why we need to do it.

Summary

For your people to be fully engaged in their work and the organisation you need to clearly demonstrate show the link between business problems and internal communication as a possible solution.

Goals need to be well defined. If employees feel they are playing an essential role in the company‘s future that creates a reason to stay.

It is important to capture the outcome of performance reviews, since this can give the organisation a deep view of its talent.

The structure for rating performance does not need to be complex — the key is to collect information regularly.

Benefits are as critical as salary. Workers want to see options such as health savings accounts, and they want a plan that fits their needs.

Reward and recognition can have a far-reaching effect on who stays and who goes, who steps up in an organisation, how motivated employees are and how productive the workforce is across the organisation.

Summary

Employee career development planning helps build loyalty and loyalty increases productivity.

Defining the performance standards means making sure that you and your subordinate agree on his/her duties and targets that you expect

Recruitment and selection focus on recruiting, hiring, classifying, training and assigning employees based on the strategic imperatives of the organisation's workforce plan.

The establishment of policies can help an organisation demonstrate, both internally and externally, that it meets.

A good approach in selecting the appropriate HRM policies, procedures and practices is to identify the appropriate HRM practices which support the organisation's strategic intent as it relates to recruitment, training, career planning and reward management.

References & Links

Gary Dessler, Human resource Management, Prentice Hall Susan Jackson and Randall Schuler, Managing Human Resource : A Partnership

Perspective, South-Western College Publishing A Strategic Human Resource Management System for the 21st Century. Naval

Personnel Task Force, US Department of Navy, September 2000 Developing a Human Resources Strategy A good practice guide. South East

Employers, June 1999 The Human Resources Standards Generating Body has developed a specific Unit

Standard addressing the development of a Strategic Human Resource Plan, entitled "Contribute input into the human resources management strategic plan".

Wrap Up

Participants are now able to: Discuss Principles of the principles of HR Management Describe the HR Management Overview Discuss HR Planning and Recruitment Discuss Employee Selection Describe the Training and Development process Discuss Performance Management Discuss Career Management Discuss how to reward and retain employees Describe the approach to setting up a communication plan

Questions

introduction to human resource management · pdf filediscuss the principles of hr management...

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