personnel skills development. personnel skills information collection & processing problem...
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Personnel skills development
Personnel Skills Information collection & Processing Problem solving Decision Making Modeling Oral communication Written communication Ability to organize things Organizing people Persuading Developing people Representing
Management functions Production operations Research and development Distribution Purchase Sales Marketing Personnel & Training Finance Legal Secretarial Administration Computer systems Technical services
Inventory of own skills Instruments to measure
• Ipsative instruments• Self assessment questionnaires • Thomas profiling• Gordon personal profile• Gordon personal inventory• Kostick perception and inventory
To generate
Personal Profile analysis (PPA)• Dominance• Influence• Stability• Compliance
Skills inventory
• Normative Tests• These tests compare a score for each dimension of
personality or ability against a relevant population of people
• Myers – Briggs type indicator test (MBTI)
• Asks the person to choose one from each four pair of preferences. Each preference interacts with others to form 16 different combinations
MBTI
Extrovert•Gains energy from others•Want to experience things in order to understand•Work by trial and error•Like Variety
Thinking•Fair, firm-minded, skeptical•Analytical and logical•Brief and Businesslike•Critical
Introvert•Prefers writing to talking•May enjoy social contact but need to recover from it•Want to understand something before trying•Likes a quiet place to work
Feeling•Warm, sympathetic, aware how others feel•Trusting•Enjoy pleasing others•Need harmony
Skills Inventory Occupational Personality Questionnaire
• This has 186 questions where people are asked questions such as ‘I tend to be assertive in groups’ and are given a 5 point scale to answer ranging from strongly disagree to strongly agree
Management competence questionnaires identifies 16 competencies divided up into four main areas:• Relationships with people• Thinking skills• Feelings and Energies• Business and Technical
Skills Inventory
Relationships with People• Persuasive: Enjoys selling, Changes opinion of
others, convincing with arguments, negotiates
• Controlling: Takes charge, directs, manages, organizes, supervises others
• Independent: Has strong views on things, difficult to manage, speaks up, argues, dislikes ties
• Outgoing: Fun loving, humorous, social, vibrant, talkative, jovial
• Affiliative: Has many friends, enjoys being in groups, likes companionships, shares things with friends
Skills Inventory Thinking style
• Practical: Down to earth, Likes repairing and mending things
• Data rational: Good with data, operates on facts, enjoys assessing and measuring
• Artistic: Appreciates culture, shows artistic flair, sensitive to visual arts and music
• Behavioral: Analyses thoughts and behavior, likes to understand people, psychologically minded
• Traditional: Preserves well proven methods, prefers the orthodox, conventional, disciplined
• Conceptual: Theoretical, intellectually curious, enjoys the complex and abstract
Skills Inventory Feelings and emotions
• Relaxed: Calm, relaxed, cool under pressure, free from anxiety, can switch off
• Worrying: worries when things go wrong, keyed up before important events, anxious to do well
• Tough minded: Difficult to hurt or upset, can brush off insults, unaffected by unfair remarks
• Optimistic• Critical• Active• Competitive• Decisive• Active
Conclusion
Development of personnel skills, career paths and succession plan are key to continued success of any organization in today’s competitive environment. Process and methods may differ from organization to organization but all are governed by the major objective of management development for the achievement of Organization goals.
Skills inventory
Advantages• Difficult to talk in general,
• Speed of assessment
• Suitable for future development
Disadvantages• Validity data not as good
• Subjects may answer them as organization would like them to be
Ability tests Verbal application Numerical reasoning Verbal analysis Numerical analysisAdvantages: Pencil and paper contexts Allows comparison with norm groupsDisadvantages: Limited categories Does not asses personality Test is usually synthetic, not based on real situation
Inventory records
Records of the skills inventory of all managers need to be kept safe and confidential preferably on computer or CD that is easy to retrieve for future
Placement and training Personnel skills development Career path scheduling Management succession
Developing Skills
Formal process• Changes in job content
• Development process within a job
• Activities external to the job
• Self development
Career Paths Career paths of all individuals are linked to the
following:
1. Attitudes and Values2. Motives and Needs3. Skills and Abilities These are termed as ‘Career Anchors’
These are assessed during one-to-one in depth interviews, an approach which usually is incorporated into development programs
Career Anchors
Career anchors are further divided in:• Technical / Functional competence
• General Managerial competence
• Autonomy / Independence
• Security /Stability
• Entrepreneurial creativity
• Sense of service /dedication to a cause
• Challenge
• Lifestyle
Career Models Linear
• The corporate manager model where a chosen field is followed from early part of career and upwards movements are planned and executed
Spiral• Managers move across functions and lateral movement is
as important as vertical Transitory
• There is no pattern of movement from job to job and no permanent job
Steady State• Most common among professionals where individuals stay
in one work role for life
Career Management
The design and implementation of organizational processes which enables the careers of individuals to be planned and managed in a way that optimizes both the needs of the organization and the preferences and capabilities of individuals
Career Management tools Information on career paths Career reviews or development appraisal Fast track programs Assigned mentors Development assessment centers Career planning workshops Personal development plans Self assessment materials Formal management development Work-related development opportunities Psychometric testing and feedback
Succession Planning
Succession planning mechanism ensures that all key positions are mapped on to succession plan charts. This requires identification of Key positions and individuals who can replace or take over these positions.
Succession PlanPosition Current
holder Succession
in 2 years
Succession in 4 years
Comments Suggested action
Chairman A F F Projection
Finance Director
B G K Training
Production Director
C H H Upgradation
Sales Director D I L Training
Personnel Director
E J M Training
Succession Planning It involves creation of special committee and all discussions
and decisions are kept confidential These decisions are normally taken in a meeting held off site in
a pleasant setting. Lot of ground work is done before such meeting is held
• Collection of information about each individual from appraisals and feedbacks
• Summary and analysis of information is prepared• A separate file is prepared for each individual• Comments of personnel function are recorded• Group discusses about each individual and the chief executive takes
the final decision • Development plan for each individual is then prepared • Succession plan may not be shared with the concerned individual but
the development plan is discussed