JOB ANALYSIS OF CORPORATE COMMUNICATION MANAGER OF ITC HOTELS

Job Title: Communications Manager – ITC HOTEL Grade: B2

Reports to: ITC Director Salary: 30000-70000Benefits: Flexible working, 25 days holiday + concessionary days, contributory pension scheme, city centre location.

Status: Full-time Mon – Fri according to business requirements. May include occasional weekend work Job Description:A Corporate Communications Manager creates, implement and oversee communications programs that effectively describe and promote the organization and its products. They often assist in the preparation of presentations and/or speeches geared toward employees and consumers. It's not uncommon for them to provide supervision and direction to staffRole overview: To develop and maintain strong external and internal communications at

• Support the national communications strategy

• Build the hotel reputation by increasing awareness and understanding of our work among our external audiences.

• Cultivate strong relationships with the regional/local media (print and broadcast) to deliver the hotel promotion confidently and regularly, positively and accurately

• Develop relations with key activists/stakeholders at regional level, to help us resolve local problems, locally and to generate new and innovative activities with local partners.

• Facilitate the communication of key corporate messages within the ITC office/s.

• Champion cultural change to achieve communication excellence

• Ensure ongoing regional input towards creating a shared corporate vision and celebrating our achievements.

• Ensure effective communications between ITC, other regional offices and head office.

• Effectively manage key communications channels including local publications, intranet/internet.

Requirements:

Skills o Professional attitude o Pleasant personality with a proactive and can do attitude o Able to handle tight deadlines o Excellent presentation skills both verbal & written o Possess network of both local and foreign media contacts o Posses strong drive to succeed with determination and initiative to achieve excellent

results in a challenging but rewarding environment o Excellent command of both verbal and written English Language and Bahasa

Indonesia o Good interpersonal, communication and strong analytical skills o Innovative and creative thinking for where to market and how to market o Good organizational skills o Able to lead a young team with a positive attitude o Must have Microsoft application skills

Experience

o At least 5 years working experience in a similar position

Education o Must posses a Masters or Degree in Business Studies/Administration,

Management/Sales & Marketing/Mass Communication

RECRUITMENT AND SELECTION

Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin B. Flippo defined recruitment as “the process of searching for prospective employees and stimulating them to apply for jobs in the organization.” In simple words recruitment can be defined as a ‘linking function’-joining together those with jobs to fill and those seeking jobs.Once candidates are identified, an organization can begin the selection process.This includes collecting, measuring, and evaluating information about candidates’ qualifications for specified positions. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs.For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies.

The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, niche agencies which specialize in a particular area of staffing and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes and needs are:

Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities.

Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of

visibly, under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave

the organization only after a short period of time. Begin identifying and preparing potential job applicants who will be appropriate

candidates. Induct outsiders with a new perspective to lead the company. Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent people to the company.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -1) INTERNAL FACTORS

Recruiting policy Temporary and part-time employees Recruitment of local citizens Engagement of the company in HRP Company’s size Cost of recruitment Company’s growth and expansion

2) EXTERNAL FACTORS

Supply and Demand factors Unemployment Rate Labour-market conditions Political and legal considerations Social factors Economic factors Technological factors

SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources and external sources.

Internal Sources:-Persons who are already working in an organization constitute the ‘internal sources’. Retrenched employees, retired employees, dependents of deceased employees may also constitute the internal sources. Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or even demoted.

External SourcesExternal sources lie outside an organization. Here the organization can have the services of: (a) Employees working in other organizations; (b) Jobs aspirants registered with employment exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms and contractors; (f) Candidates responding to the advertisements, issued by the organization; and (g) Unsolicited applications/ walk-ins.

RECRUITMENT SOURCE USED IN ITC HOTELS FOR CORPORATE COMMUNICATION MANAGER

In ITC hotels middle management recruitment in done done through internal sources,internal sources are the major sources for top management and .for the job of corporate communication manager external sources are relevant but in internal sources only it can employee referral. sometimes many college students get their job during their internship or campus recruitment can be done . These all measure are used by ITC hotels in hiring.

External methods of recruitment are divided into two categories- Direct External Recruitment and Indirect External Recruitment methods.

Direct External Recruitment Methods

1. Campus Recruitment In Campus Recruitment, Companies / Corporate visit some of the most important Technical and Professional Institutes in an attempt to hire young intelligent and smart students at source. It is common practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large sized Companies and helps in streamlining the entire Campus Recruitment procedure.Benefits of Campus Recruitment

Companies get the opportunity to choose from and select the best talent in a short span of time.

Companies end up saving a lot of time and efforts that go in advertising vacancies, screening and eventually selecting applicants for employment.

College students who are just passing out get the opportunity to present themselves to some of the best companies within their industry of interest. Landing a job offer while still in college and joining just after graduating is definitely what all students dream of.

On the negative front, campus recruiting means hiring people with little or no work experience.

Indirect External Recruitment Methods

1. AdvertisementsAdvertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form, etc). Where a business

chooses to advertise will depend on the cost of advertising and the coverage needed i.e. how far away people will consider applying for the job.

2. Third Party Methods

Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed whenever vacancies occur. Walk-ins provide an excellent public relations opportunity because well-treated applicants are likely to inform others. On the other hand, walk-ins show up randomly, and there may be no match with available openings. This is particularly true for jobs requiring specialized skills.

Public and private employment agencies: Public and private employment agencies are established to match job openings with listings of job applicants. These agencies also classify and screen applicants. Most agencies administer work-sample tests, such as typing exams, to applicants.

E-Recruiting: There are many methods used for e-recruitment, some of the important methods are as follows:

a. Job boards: These are the places where the employers post jobs and search for candidates. One of the disadvantages is, it is generic in nature.

b. Employer web sites: These sites can be of the company owned sites, or a site developed by various employers.

c. Professional websites: These are for specific professions, skills and not general in nature.

Gate Hiring and Contractors: The concept of gate hiring is to select people who approach on their own for employment in the organization. This happens mostly in the case of unskilled and semi-skilled workers. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization

SELECTIONThe size of the labour market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond to the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection.To select means to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.

PurposeThe purpose of selection is to pick up the most suitable candidate who would meet

the requirements of the job in an organisation best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employee’s work. Any mismatch in this regard can cost an organisation a great deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate negative information about the company, causing incalculable harm to the company in the long run. Effective election, therefore, demands constant monitoring of the ‘fit’ between people the job.

The Process

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The time and emphasis place on each step will definitely vary from one organisation to another and indeed, from job to job within the same organisation. The sequence of steps may also vary from job to job and organisation to organisation. For example some organisations may give more importance to testing while others give more emphasis to interviews and reference checks. Similarly a single brief selection interview might be enough for applicants for lower level positions, while applicants for managerial jobs might be interviewed by a number of people.

Recruitment Process in ITC hotels

The actual steps involved in recruitment follow a well defined path :

Application shortlist : In this step, we shortlist the CVs received from various sources based on the suitability for the requirement.

Preliminary Assessment : The short listed candidates go through a preliminary round of interviews or presentations. This round lays more emphasis on functional competencies. To have more data on the functional skills, the candidates may be given a business case for analysis and presentation

Final interview : Here the candidates who successfully clear the first round of interview go through another round of interview with one or more of the functional heads.

Medical Evaluation: Candidates who are selected by ITC are asked to undergo a medical test.

Selection Process for corporate communication manager

The selection process for managerial department in ITC involves the following stages:

Preplacement presentation:A brief presentation about the organisation and it’s features is given to the candidates

by the panel. It also involves a briefing with regard to the job profile and the opportunities available.

Group Discussion:A topic is given to a group of candidates and their opinions and statements are

observed and evaluated by the panel or moderator.

Extempore:Candidates are given a topic or situation and are expected to take a stand or give their

opinion about it, they are expected to speak about the topic for a small duration of time as decided by the panel.

Written Aptitude Test:Candidates’ analytical and logical reasoning skills shall be tested with the help of an

aptitude test, it involves basic mathematical and analytical questions.

Preliminary Interview:A preliminary screening interview is conducted to test the candidate’s skill level in

his field or domain of specialisation along with his communication skills.

Psychometric Test:This test involves psychometric analysis of the candidate’s personality and attitude.

Final Interview : The final phase of the interview involves a round up with the senior management; this includes negotiations regarding the compensation and any further enquiries regarding the job.

Medical test

Offer letter:The candidate is formally given the JOB offer letter which completes the selection

process.

Pre-placement Presentation

Group Discussion

Extemporization

Written Aptitude Test

Preliminary Interview

Psychometric Test for short

listed candidates

Final Interview with senior

management

Offer letter

Training and Development

In simple words, training and development refers to the imparting of specific skills,abilities, knowledge to an employee. A formal definition of training and development isdetermined as follows:“It is any attempt to improve current or future employee performance by increasing anemployee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge.”The need for training and development is determined by the employee’s performancedeficiency, computed as follows:

Training and development needs=Standard performance – Actual performance

We can make a distinction among training, education and development. Such distinctionsenables us to acquire a better perspective about the meaning if the term training. Which refers to the process of imparting specific skills, Education, on the other hand is confined theoretically learning in classroom.To distinct more, the training is offered in case of operatives whereas developmentprograms are conducted for employees at higher levels. Education however is common to all the employees.

Inputs in Training and DevelopmentAny training and development programme must contain inputs which enable theparticipants to gain skills, learn theoretical concepts and help acquire vision to look into thedistant future. The inputs of training and development are as follows:1) Skills2) Education3) Development4) Ethics5) Attitudinal Changes6) Decision making and problem solving skills1) SkillsTraining is imparting skills to the employees. A worker needs skills to operate machines,and use other equipments with least damage and scrap. This is basic skills without which theoperator will not function.There is also a need of motor skills or psychomotor skills as they are refer to performance of specific physical activities .These skills involve learning to move various parts of their body in response to certain external and internal stimuli. Employees particularly like supervisors and executives, need interpersonal skills mostly know as people skills. These skills helps a person understand oneself and others better and act accordingly. Examples ofinterpersonal skills include listening. Persuading and showing an understanding of othersfeelings

2) EducationThe purpose of education is to teach theoretical concepts and develop a sense ofreasoning and judgment. That any training and development programme must contain an element of education is well understood by the HR specialist.In fact, sometimes, organizations depute or encourage employees to do courses on a parttime basis. Education is more important for managers and executives than for lower-cadre workers.

3) DevelopmentAnother component of a training and development programme is development which isless skill – oriented but stress on knowledge. Knowledge about business environment,management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company.Development programme should help an employee to be a self-starter, build sense ofcommitment, motivation, which should again helps him being self generating. It should maketheir performance result oriented and help them in being more efficient and effective. It should also help in making the employee sensitive towards the environment that is his work place and outside. This programme should keep the employee aware of him i.e. his potentials and his limitations. Help him see himself as others see him and accept his self image as a prelude to change. It helps teach an individual to communicate without filters, to see and feel points of view different from their own. Also helps them understand the powers in their hands and thereby develop leadership styles which inspire and motivate others. And finally helps install a zest for excellence, a divine discontent, a nagging dissatisfaction with the status quo.

4) EthicsThere is a need for imparting greater ethical orientation to a training and developmentprogramme. There is no denial of the fact that ethics are largely ignored in businesses. They are less seen and talked about in the personnel function this does not mean that the HR manager is absolved if the responsibility. If the production, finance or marketing personnel indulge in unethical practices the fault rest on the HR manager. It is his/her duty to enlighten all the employees in the organization about the need for ethical behavior.

5) Attitudinal ChangesAttitudinal represents feelings and beliefs an individual towards others. Attitudes affectmotivation, satisfaction and job commitment. Negative attitudes needs to be converted intopositive attitudes. Changing negative attitudes is difficult because of(1) Employees refuse to change(2) They have prior commitments and(3) Information needed to change attitudes may not be sufficient.Attitude must be changed so that the employee feels committed to the organization and givebetter performance.

6) Decision making and problem solving skillsDecision making and problem solving skill focus on methods and techniques for makingorganizational decision and solve work related problems. Learning related to decision making and problem solving skills seeks to improve trainee’s abilities to define and structure problems,collect and analysis information, generate alternatives. Training of this type is typically provided to potential managers, supervisors and professionals

Importance of Training and development for the organization

There are many benefits of Training and Development to the organization as well asemployee. We have categorized as under1) Benefits for the organization2) Benefits for the individual3) Benefits for personnel and human relation, intra group and internal group relationand policy implementation.

Training Process

The steps of Training Process are as under:Organizational Objectives

and Strategies↓

Assessment of TrainingNeeds

↓Establishment of Training

Goals↓

Devising TrainingProgramme

↓Evaluation of Results

a) Organizational objectives and strategiesThe first step in the training process is an organization in the assessment of its objectivesand strategies. What business are we in? At what level of quality do we wish to provide thisproduct or service? Where do we what to be in the future? Its only after answering these andother related questions that the organization must assess the strength and weakness of its human resources.

b) Needs assessment Implementation of Training programmeNeeds assessment diagnoses present problems and future challenge to be met throughtraining and development. Needs assessment occurs at two levels i.e. group level and individual level, an individual obviously needs training when his or her performance falls short or standards that is when there is performance deficiency. Inadequate in performance may be due to lack of skills or knowledge or any other problem.

c) Training and development objectivesOnce training needs are assessed, training and development goals must be established.Without clearly-set goals, it is not possible to design a training and development programme and after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifying and measurable.

d) Designing training and development programWho are the trainees? Who are the trainers? What methodsAnd techniques?What is the principles of learning the program?what are the where to conduct level of training ?

e) Conducting training activitiesWhere is the training going to be conducted and how?· At the job itself.· On site but not the job for example in a training room in the company.· Off site such as a university, college classroom hotel, etc.

f) Implementation of the training programmeProgram implementation involves actions on the following lines:· Deciding the location and organizing training and other facilities.· Scheduling the training programme.· Conducting the programme.· Monitoring the progress of the trainees.

g) Evaluation of the resultsThe last stage in the training and development process is the evaluation of the results.Since huge sums of money are spent on training and development, how far the programme has been useful must be judge/determined. Evaluation helps determine the results of the training and development programme. In the practice, however organizations either overlook or lack facilities for evaluation.

Methods of trainingA multitude of techniques are used to train employees. Training techniques represent themedium of imparting skills and knowledge to employees. Training techniques are meansemployed in the training methods. They are basically of two types.1) LecturesIt is the verbal presentation of information by an instructor to a large audience. Thelecturer is presumed to possess knowledge about the subject. A virtue in this method is that it can be used for large groups and hence the cost of training per employee is very low. However, this method violates the principle of learning by practice. Also this type of communication is a oneway communication and there is no feedback from the audience because in case of very large groups it is difficult to have interactive sessions. Long lectures can also cause Boredom.2) Audio VisualsThis is an extension of the lecture method. This method includes slides, OHPs, videotapes and films. They can be used to provide a range of realistic examples of job conditions and situations in the condensed period of time. It also improves the quality of presentation to a great extent.3) On- the – Job- TrainingIt is used primarily to teach workers how to do their present jobs. Majority of theindustrial training is on the job training. It is conducted at the work site and in the context of the job. Often, it is informal, as when experienced worker shows a trainee how to perform

tasks. In this method, the focus of trainer’s focus is on making a good product and not on good training technique. It has several steps; the trainee first receives an overview of the job, its purpose and the desired outcomes. The trainer then demonstrates how the job is to be performed and to give trainee a model to copy. And since a model is given to the trainee, the transferability to the job is very high. Then the employee is allowed to mimic the trainer’s example. The trainee repeats these jobs until the job is mastered.4) Programmed Instruction (PI)In this method, training is offered without the intervention of the trainer. Information isprovided to the employee in blocks, in form of books or through teaching machine. After going through each block of material, the trainee goes through a test/ answers a question. Feedback in the form of correct answers is provided after each response. Thus PI involves:· Presenting questions, facts, and problems to the learner.· Allowing the person to respond· Providing feedback on the accuracy of the answers· If the answers are correct, he proceeds to the next block or else, repeats the same.However it is an impersonal method and the scope of learning is less as compared toother methods of training. Also the cost of preparing books, manuals and machinery is very high.5) Computer Assisted Instruction (CAI)This is an extension of the PI method. In this method, the learner’s response determinesthe frequency and difficulty level of the next frame. This is possible thanks to the speed, memory and the data manipulation capabilities of the computer.6) SimulationIt is any equipment or technique that duplicates as nearly as the possible the actualconditions encountered at the job. It is an attempt to create a realistic for decision-making. Thismethod is most widely used in Aeronautical Industry.7) Vestibule TrainingThis method utilizes equipment which closely resembles the actual ones used in the job.It is performed in a special area set aside for the purpose and not at the workplace. The emphasis is placed on learning skills than on production. It is however difficult to duplicate pressures and realities of actual situations. Even though the kind of tension or pressure may be the same but the employee knows it is just a technique and not a real situation. Also the employees behave differently in real situations than in simulations. Also additional investment is required for the equipment.8) Case studyIt is a written description of an actual situation in the business, which provokes the readerto think and make decisions/ suggestions. The trainees read the case, analyze it and developalternative solutions, select the best one and implement it. It is an ideal method to promotedecision making skills. They also provide transference to an extent. They allow participationthrough discussion. This is the most effective method of developing problem solving skills.The method /approach to analysis may not be given importance. Many a times only theresult at the end of the case may be considered and not the line of thinking to approach it. This is a major disadvantage since case studies must primarily be used to influence or mend the attitude or thinking of an individual.9) Role Playing and Behavior ModelingThis method mainly focuses on emotional (human relation) issues than other ones. Theessences are on creating a real life situation and have trainees assumed parts of specific

personalities (mostly interchanged roles of boss and subordinate to create empathy for oneanother). The consequence is better understanding of issues from the other’s point of view.Concept of Behavior Modeling:· Fundamental psychological process by which new patterns of behavior can beacquired and existing ones can be altered.· “Vicarious process” learning takes place not by own experience but byobservation or imagination of others’ action.· It is referred to as “copying”, “observational learning” or “imitation” implyingthat it a behavior is learned or modified through observation of other’sexperiences.· This change may be videotaped and showed to the trainee and he can reviewand critique it.· It also helps him see the negative consequences that result from not using thebehavior as recommended.10) Sensitivity TrainingIt uses small number of trainees usually less than 12 in a group. They meet with a passivetrainer and get an insight into their own behavior and that of others. These meetings have noagenda and take place away from the workplace. The discussions focus on why participantsbehave the way they do and how others perceive them. The objective is to provide theparticipants with increased awareness of their own behavior, the perception of others about them and increased understanding of group process. Examples: Laboratory training, encounter groups. Laboratory training is a form of group training primarily used to enhance interpersonal skills. It can be used to develop desired behaviors for future job responsibilities. A trained professional serves as a facilitator. However once the training is over employees get back to being the way they are.11) Apprenticeships and CoachingIt is involved learning from more experienced employee/s. This method may besupplemented with other off-the-job methods for effectiveness. It is applied in cases of most craft workers, carpenters, plumbers and mechanics. This approach uses high levels of participation and facilitates transferability. Coaching is similar to apprenticeships. But it is always handled by a supervisor and not by the HR department. The person being trained is called understudy. It is very similar to on the job training method. But in that case, more stress is laid on productivity, whereas here, the focus is on learning. In this method skilled workforce is maintained – since the participation, feedback and jobtransference is very high. Immediate returns can be expected from training – almost as soon as the training is over the desired outcomes can be seen in the trainee.

Performance management

Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of the organization, a department, processes to build a product or service, employees, etc. Information in this topic will give you some sense of the overall activities involved in performance management. Where PM is applied

The PM approach is used most often in the workplace but applies wherever people interact—schools, churches, community meetings, sports teams, health setting, governmental agencies, and even political settings. PM principles are needed wherever in the world people interact with their environments to produce desired effects. Cultures are different but the laws of behavior are the same worldwide. Armstrong and baron (1998) defined it as “A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors”

It is possible to get all employees to reconcile personal goals with organizational goals. One can turn around any marginal business and increase productivity and profitability for any organization, with the transparent and hidden forces embedded in this process. It can be applied by organisations or a single department or section inside an organisation; as well as an individual person.

The process is a natural, self-inspired performance process and are appropriately named the self-propelled performance process (SPPP).

It is claimed that the self-propelled performance management system is:

1. the fastest known method for career promotion;2. the quickest way for career advancement;3. the surest way for career progress;4. the best ingredient in career path planning;5. the only true and lasting virtue for career success;6. the most neglected part in teachings about management and leadership principles;7. the most complete and sophisticated application of performance management;8. the best integration of human behaviour research findings, with the latest

management, leadership and organisational development principles;9. the best automated method for organisational change, development, growth,

performance and profit;10. the quickest way for career building, career development and moving up on the

stepping stones of the corporate career ladder;11. the surest and fastest way for increased motivation, productivity, growth,

performance and profitability for both the individual and the organisation;12. the best career builder and career booster for any career; and13. inspirational, as it gets people moving, makes them self-starters in utilising own

talents and initiative, automatically like magic.

First of all, deriving from the strategic plan, a commitment analysis must be done, where a job mission statement is drawn up for each job. The job mission statement is a job definition in terms of purpose, customers, product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position.

Following the commitment analysis, is the work analysis of a particular job in terms of the reporting structure and job description. If a job description is not available, then a systems analysis can be done to draw up a job description. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job.

Benefits

Managing employee or system performance facilitates the effective delivery of strategic and operational goals. There is a clear and immediate correlation between using performance management programs or software and improved business and organizational results.

For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day i.e. the time they spend not actually doing their job. Benefits may include :

Direct financial gains Grow sales Reduce costs Stop project overruns Aligns the organization directly behind the CEO's goals Decreases the time it takes to create strategic or operational changes by

communicating the changes through a new set of goals

Motivated workforce Optimizes incentive plans to specific goals for over achievement, not just business as

usual Improves employee engagement because everyone understands how they are directly

contributing to the organisations high level goals Create transparency in achievement of goals High confidence in bonus payment process Professional development programs are better aligned directly to achieving business

level goals

Improved management control Flexible, responsive to management needs Displays data relationships Helps audit / comply with legislative requirements Simplifies communication of strategic goals scenario planning Provides well documented and communicated process documentation

Organizational Development Definitions

In organizational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle:

1. Performance planning where goals and objectives are established

2. Performance coaching where a manager intervenes to give feedback and adjust performance

3. Performance appraisal where individual performance is formally documented and feedback delivered

A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results.Other organizational development definitions are slightly different. The US Government's Office of Personnel Management indicates that Performance Management consists of a system or process whereby:

1. Work is planned and expectations are set2. Performance of work is monitored3. Staff ability to perform is developed and enhanced4. Performance is rated or measured and the ratings summarized5. Top performance is rewarded

GLOBAL HRM PRACTICES WHICH ITC HOTELS FOLLOWS

1. Dealing with work overload Dealing with employees who complain of work overload is a challenge that most HR professionals are facing increasingly oftenEmployees who are allotted more work than they can handle are likely to demonstrate diminished enthusiasm and productivity, face burnout, or quit the organisation altogether. The main point that HR needs to keep in mind is that work should be distributed according to capacity and nature of work, rather than equally. four ways to handle situations where due to the nature of business, late working or week-end working is unavoidable in spite of good work practices:• Communicate to employees - Inform the employees about the need for extra working and also the importance of such a situation. • Keep them in the loop - Update them periodically about the situation, particularly if they are told that the work over load is temporary in nature. If they can see light at the end of the tunnel, they will be less likely to complain and more likely to work harder to complete the job.• Reward them for their efforts.  Rewards need not always be cash rewards. Recognising their effort, intangible rewards mechanism including a few kind words can go a long way towards reassuring employees when they are on work overload.• Be present - HR always used to take back seat when the entire organisation is on work overload situation. Demonstrate to the team that HR is also available to support the employees who are extending their hours of work, when in need.

2.HR, the good listener  

The recent slowdown witnessed many organisations approaching their employees, in an endeavour to receive valuable, insightful suggestions on different ways to improve the bottom-line. People managers point out that such measures not only have a larger impact on the overall performance of the company, but also foster employee motivation and productivity

3. Engaging employees the non-monetary way

It’s a known fact that employee engagement and motivation are prime issues of concern for HR. It’s vital to understand that employees these days prefer non-monetary forms of benefits as opposed to monetary ones Employees look forward to a good working atmosphere where meritocracy is respected, various employee engagement activities are practiced, good talent is recognised and opportunities are provided to grow and interact with members of the senior and top management..     Thus, good employees need both, tangible and non-tangible benefits and it is time organisations invest in providing a steady mix of both to their employers to attract and retain the best talent. 

4.Beat the monotony at work

Drudgery at work is something most of us grapple with on a daily basis. However, there is no reason why one should accept the monotony as inevitable. It is definitely possible to keep the interest alive with a little effort and support from HR

HR manager of ITC says “We focus on employee engagement in a holistic manner. This may include providing opportunities to everyone to do buddy-ship, mentoring, deliver short training, contribute to design and architecture discussions and generally push everyone to have some or other client facing opportunities. We have large quantum of HR-induced people engagement events to break monotony. These include birthday celebrations, contests, festival celebrations, parties, get-togethers, picnics. We also do not mind people taking breaks from their seats for a short while from time-to-time, unlike in many companiesThere is a lot that employees can do from their side as well.

Another way to dispel monotony is to prevent work from getting too serious. “'Work has to be fun’ is the motto we adopt. We try and keep the atmosphere light and keep employees engaged. We have month end parties to celebrate the birthdays and celebrate achievements. This helps us in keeping the employees engaged and does not let boredom set in at work,” Thus, a combination of proactive behaviour and an open environment at work can help convert monotony into enthusiasm.