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1www.exploreHR.org
Fundamentals of
HR Management
2www.exploreHR.org
You can download these
excellent slides at :
www.HR-Management-Slides.com
3www.exploreHR.org
Training Agenda
1. HR Management : An Overview
2. HR Planning and Recruitment
3. Employee Selection
4. Training and Development
5. Performance Management
6. Career Management
4www.exploreHR.org
Human Resource
Management : An Overview
5www.exploreHR.org
HR Management Cycle
Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Career
Management
6www.exploreHR.org
HR Strategy and Business Result
Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Career
Management
HR
STRATEGY
Business
Strategy
Business
Result
7www.exploreHR.org
Manpower Planning &
Employee Recruitment
8www.exploreHR.org
Manpower Planning
Company Strategy
What staff do we
need to do the
job?
What staff is
available within
our
organization?
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
developmentWhat is impact
on wage and
salary program?
9www.exploreHR.org
Manpower Planning
The financial
resources
available to
your
organization
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
organization)
10www.exploreHR.org
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 sales volume and
number of employees needed
11www.exploreHR.org
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
12www.exploreHR.org
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 cellular
engineering.
Availability
of Manpower
in Desired
Sectors
Recruitment from External Resources
13www.exploreHR.org
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.
Example : Google, McKinsey or
Microsoft.
Company
Reputation
Recruitment from External Resources
14www.exploreHR.org
• Some employers use a recruiting yield pyramid to
determine the number of applicants they must generate
to hire the required number of new employees.
• Example of Recruitment Curve:
• 1200 - Leads generated
• 200 - Candidates invited
• 150 - Candidates interviewed
• 100 - Offers made
• 50 - New hires
Recruitment Yield Pyramid
15www.exploreHR.org
Recruitment Sources
Advertising (newspaper,
magazine, internet)
College
Recruitment
Recruitment Agent
(headhunter)
Recruitment
Sources
16www.exploreHR.org
Employee Selection
17www.exploreHR.org
Basic Concept of Selection Tests
The quality of an employee selection test is determined by
three main factors, namely :
1. Criterion Validity : A type of validity based on showing
that scores on the test (“predictors”) are related to job
performance (“criterion”).
2. Content Validity : A test that is “content valid” is one in
which the test contains a fair sample of the tasks and
skills actually needed for the job in question.
3. Reliability : The consistency of scores obtained by the
same person when retested with identical or equivalent
test.
18www.exploreHR.org
Some Types of Selection Test
1. Cognitive Ability Test
2. Personality Test
3. Interview
19www.exploreHR.org
Cognitive Ability Test
• Cognitive Abilities Tests: Paper and pencil or
individualized assessment measures of an
individual's general mental ability or intelligence.
20www.exploreHR.org
Advantages of Cognitive Ability Test
• highly reliable
• verbal reasoning and numerical tests have shown high
validity for a wide range of jobs
• the validity rises with increasing complexity of the job
• may be administered in group settings where many
applicants can be tested at the same time
• scoring of the tests may be completed by computer
scanning equipment
• lower cost than personality tests
21www.exploreHR.org
Disadvantages of Cognitive Ability Test
• non-minorities typically score one standard deviation
above minorities which may result in adverse impact
depending on how the scores are used in the selection
process
• differences between males and females in abilities (e.g.,
knowledge of mathematics) may negatively impact the
scores of female applicants
22www.exploreHR.org
Personality Test
• Personality Tests: A selection procedure measure 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.
23www.exploreHR.org
Advantages of 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
24www.exploreHR.org
Disadvantages of Personality Test
• 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
25www.exploreHR.org
Interview
• Interviews: A selection procedure designed to predict
future job performance on the basis of applicants'
oral responses to oral inquiries.
26www.exploreHR.org
Advantages of 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
27www.exploreHR.org
Disadvantages 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
28www.exploreHR.org
Training & Development
29www.exploreHR.org
Training
Need
Analysis
Training
Objectives
Training
Delivery
Training
Evaluation
Training Process
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
30www.exploreHR.org
Assessing Training Needs
Task Analysis A detailed analysis of a job to
identify the skills required, so
that an appropriate training
program can be instituted
Competency
Analysis
Careful study of competency level
to identify a deficiency and then
correct it with a training program, or
some other development
intervention.
31www.exploreHR.org
Competency Analysis
Required
competency
level for certain
position
Competency
Gap
Competency
Assessment
Current
competency
level of the
employee
Training and
Development
Program
32www.exploreHR.org
Competency Profile Per Position
1 2 3 4 5
Communication Skills
Public Speaking
Leadership
Training Need Analysis
Material Development
Training Evaluation
Communication Skills
Interview Skills
Analytical Thinking
Understand Selection Tools
Teamwork
Customer Orientation
Recruitment
Supervisor
Required Level
Required CompetencyPosition
Training &
Development
Manager
Score Required
Competency Type
33www.exploreHR.org
Position
Competency
Requirements
Relevant Training Modules
Leadership
 Leadership I
 Communication Skills I
 The Art of Motivating Employees
 Providing Effective Feedback
SUPERVISOR
Achievement
Orientation
 Goal Setting Technique
 Work Motivation
 Planning & Organizing
 Continuous Self Improevement
Managerial competency 1 2 3 4
Leadership Required Level
Actual Level
Achievement Orientation
Teamwork
Planning & Organizing
Functional competency 1 2 3 4
Mechanical Engineering
Mechanical Equipment Maintenance
Competency Profile Per Position
34www.exploreHR.org
Training Matrix for Competency Development
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
Supervisor
Manager
Productive
Communication
Series
OnBecoming
EffectiveLeader1
OnBecoming
EffectiveLeader2
ServiceExcellence
forCustomer
Professional
SeminarSeries
Achievement
MotivationTraining
CreativeProblem
Solving
Strategic
Management
BuildingProductive
Teamwork
V = compulsory training
Training Title
35www.exploreHR.org
Enhance Training Effectiveness
Make the
material
meaningful
Provide for
transfer to
learning
Motivate
the trainee
Training
Effectiveness
36www.exploreHR.org
Enhance Training Effectiveness
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
37www.exploreHR.org
Enhance Training Effectiveness
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
38www.exploreHR.org
Enhance Training Effectiveness
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.
39www.exploreHR.org
Type of Training Program
Formal course
OFF THE JOB
Simulation
Wilderness Trip
• Does not interfere with job
• Provides for fact learning
• Helps transfer of learning
• Creates lifelike situations
• Builds teams
• Builds self-esteem
40www.exploreHR.org
Type of Training Program
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
41www.exploreHR.org
Evaluation of Training Effectiveness
Level 1 - Reaction
Level 2 - Learning
Level 3 – Behavior
Application
Level 4 – Business
Impact
Four Levels
of Training
Effectiveness
42www.exploreHR.org
Evaluation of Training Effectiveness
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
43www.exploreHR.org
Evaluation of Training Effectiveness
What final results were achieved in terms of the
training objectives previously set? Did the number
of customer complaints about employee 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, are employees in the store’s complaint
department more courteous toward disgruntled
customers than previously?
Level 3 –
Behavior
Application
Level 4 –
Business
Impact
44www.exploreHR.org
Employee
Performance Management
45www.exploreHR.org
Why Performance Appraisal?
• Appraisal provide information upon which promotion and
salary decision can be made.
• Appraisal 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.
• Appraisal provide a good opportunity to review the
person’s career plans in light of his/her exhibited
strengths and weaknesses.
46www.exploreHR.org
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
47www.exploreHR.org
Performance Management Cycle
Defining
Performance
Standard/
Targets
Appraising
Performance
Providing
Feedback for
Development
1. Defining the performance standards
means making sure that you and your
subordinate agree on his/her duties and
targets that you expect
2. Appraising performance means
comparing your subordinate’s actual
performance to the standard/targets set
in step one.
3. Providing feedback means discussing
plans for any development that is
required.
48www.exploreHR.org
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
49www.exploreHR.org
Bias in the Appraisal Process
Halo
Effect
The "halo" effect occurs when a supervisor’s
rating of a subordinates on one trait biases the
rating of that person on other traits
Central
Tendency
A tendency to rate all employees the same
way, such as rating them all average
50www.exploreHR.org
Leniency
The problem that occurs when a supervisory
has a tendency to rate all subordinates either
high or low
Bias
The tendency to allow individual differences
such as age, race, and sec affect the appraisal
rates these employees receives.
Bias in the Appraisal Process
51www.exploreHR.org
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
52www.exploreHR.org
1. Competencies Score
2. Performance Result
Score
Overall Score
Will determine the employee’s
career movement, and also
the reward to be earned
Performance Appraisal Element
53www.exploreHR.org
Element # 1 : Competencies
Basic Intermediate Advanced Expert
Actively listens, and clarifies
understanding where required, in
order to learn from others.
Actively listens, and clarifies
understanding where required, in
order to learn from others.
Actively listens, and clarifies
understanding where required, in
order to learn from others.
Actively listens, and clarifies understanding
where required, in order to learn from others.
Empathise with audience and
formulates messages accordingly.
Empathise with audience and
formulates messages accordingly.
Empathise with audience and
formulates messages accordingly.
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
54www.exploreHR.org
No. Main Performance Target Target to be
Achieved
1 Conduct an assessment of the All employees submit their performance assessment form
employee'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
Element # 2 : Performance Results
Target should be measurable and
specific
55www.exploreHR.org
Employee Career
Management
56www.exploreHR.org
Career Planning and Development
Providing employees
the assistance to form
realistic career goals
and the opportunities
to realize them
Career
Planning &
Development
57www.exploreHR.org
Entry Level
First Line
Middle
Management
Senior
Management
Top
Management
Join Company 22 years old
Supervisor/Ass. Manager 26 - 29 years old
Managers 29 - 35 years old
GM/Senior Managers 35 - 45 years old
CEO/BOD 45 - 55 years old
Typical Career movement
58www.exploreHR.org
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
59www.exploreHR.org
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
Career Stage
60www.exploreHR.org
Decline Stage The period during which many people are
faced with the prospect of having to accept
reduced levels of power and responsibility.
Career Stage
61www.exploreHR.org
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.
62www.exploreHR.org
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
63www.exploreHR.org
Five Career Anchors
Technical/
Functional
Career Anchor
• 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
64www.exploreHR.org
Five Career Anchors
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
65www.exploreHR.org
Five Career Anchors
Creativity
• People who go on to become
successful entrepreneurs
• These people seem to have a need
to build or create something that is
entirely their own product – a product
or process that bears their name, a
company of their own, or a personal
fortune that reflects their
accomplishments.
66www.exploreHR.org
Five Career Anchors
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.
67www.exploreHR.org
Five Career Anchors
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.
68www.exploreHR.org
Career Management and the First
Assignment
• Factors to keep in mind about the important first
assignment, include :
1. 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.
2. Provide challenging initial jobs
3. Provide realistic job preview in recruiting
4. Be demanding
69www.exploreHR.org
Career Management and the First
Assignment
5. Provide periodic job rotation
6. Provide career-oriented performance appraisals
7. Encourage career-planning activities
70www.exploreHR.org
References/Recommended Further Readings
1. Gary Dessler, Human Resource Management, Prentice Hall. You can
obtain this excellent book at this link : http://www.amazon.com/Framework-Human-
Resource-Management-5th/dp/0136041531/ref=sr_1_6?ie=UTF8&s=books&qid=1219801564&sr=1-6
2. Susan Jackson and Randall Schuler, Managing Human Resource : A
Partnership Perspective, South-Western College Publishing
71www.exploreHR.org
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Principles of hr management ppt slides

  • 2. 2www.exploreHR.org You can download these excellent slides at : www.HR-Management-Slides.com
  • 3. 3www.exploreHR.org Training Agenda 1. HR Management : An Overview 2. HR Planning and Recruitment 3. Employee Selection 4. Training and Development 5. Performance Management 6. Career Management
  • 5. 5www.exploreHR.org HR Management Cycle Recruitment & Selection Training & Development Performance Management Reward Management Career Management
  • 6. 6www.exploreHR.org HR Strategy and Business Result Recruitment & Selection Training & Development Performance Management Reward Management Career Management HR STRATEGY Business Strategy Business Result
  • 8. 8www.exploreHR.org Manpower Planning Company Strategy What staff do we need to do the job? What staff is available within our organization? 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 developmentWhat is impact on wage and salary program?
  • 9. 9www.exploreHR.org Manpower Planning The financial resources available to your organization 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 organization)
  • 10. 10www.exploreHR.org 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 sales volume and number of employees needed
  • 11. 11www.exploreHR.org 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
  • 12. 12www.exploreHR.org 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 cellular engineering. Availability of Manpower in Desired Sectors Recruitment from External Resources
  • 13. 13www.exploreHR.org 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. Example : Google, McKinsey or Microsoft. Company Reputation Recruitment from External Resources
  • 14. 14www.exploreHR.org • Some employers use a recruiting yield pyramid to determine the number of applicants they must generate to hire the required number of new employees. • Example of Recruitment Curve: • 1200 - Leads generated • 200 - Candidates invited • 150 - Candidates interviewed • 100 - Offers made • 50 - New hires Recruitment Yield Pyramid
  • 15. 15www.exploreHR.org Recruitment Sources Advertising (newspaper, magazine, internet) College Recruitment Recruitment Agent (headhunter) Recruitment Sources
  • 17. 17www.exploreHR.org Basic Concept of Selection Tests The quality of an employee selection test is determined by three main factors, namely : 1. Criterion Validity : A type of validity based on showing that scores on the test (“predictors”) are related to job performance (“criterion”). 2. Content Validity : A test that is “content valid” is one in which the test contains a fair sample of the tasks and skills actually needed for the job in question. 3. Reliability : The consistency of scores obtained by the same person when retested with identical or equivalent test.
  • 18. 18www.exploreHR.org Some Types of Selection Test 1. Cognitive Ability Test 2. Personality Test 3. Interview
  • 19. 19www.exploreHR.org Cognitive Ability Test • Cognitive Abilities Tests: Paper and pencil or individualized assessment measures of an individual's general mental ability or intelligence.
  • 20. 20www.exploreHR.org Advantages of Cognitive Ability Test • highly reliable • verbal reasoning and numerical tests have shown high validity for a wide range of jobs • the validity rises with increasing complexity of the job • may be administered in group settings where many applicants can be tested at the same time • scoring of the tests may be completed by computer scanning equipment • lower cost than personality tests
  • 21. 21www.exploreHR.org Disadvantages of Cognitive Ability Test • non-minorities typically score one standard deviation above minorities which may result in adverse impact depending on how the scores are used in the selection process • differences between males and females in abilities (e.g., knowledge of mathematics) may negatively impact the scores of female applicants
  • 22. 22www.exploreHR.org Personality Test • Personality Tests: A selection procedure measure 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.
  • 23. 23www.exploreHR.org Advantages of 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
  • 24. 24www.exploreHR.org Disadvantages of Personality Test • 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
  • 25. 25www.exploreHR.org Interview • Interviews: A selection procedure designed to predict future job performance on the basis of applicants' oral responses to oral inquiries.
  • 26. 26www.exploreHR.org Advantages of 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
  • 27. 27www.exploreHR.org Disadvantages 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
  • 29. 29www.exploreHR.org Training Need Analysis Training Objectives Training Delivery Training Evaluation Training Process 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
  • 30. 30www.exploreHR.org Assessing Training Needs Task Analysis A detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted Competency Analysis Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention.
  • 31. 31www.exploreHR.org Competency Analysis Required competency level for certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program
  • 32. 32www.exploreHR.org Competency Profile Per Position 1 2 3 4 5 Communication Skills Public Speaking Leadership Training Need Analysis Material Development Training Evaluation Communication Skills Interview Skills Analytical Thinking Understand Selection Tools Teamwork Customer Orientation Recruitment Supervisor Required Level Required CompetencyPosition Training & Development Manager Score Required Competency Type
  • 33. 33www.exploreHR.org Position Competency Requirements Relevant Training Modules Leadership  Leadership I  Communication Skills I  The Art of Motivating Employees  Providing Effective Feedback SUPERVISOR Achievement Orientation  Goal Setting Technique  Work Motivation  Planning & Organizing  Continuous Self Improevement Managerial competency 1 2 3 4 Leadership Required Level Actual Level Achievement Orientation Teamwork Planning & Organizing Functional competency 1 2 3 4 Mechanical Engineering Mechanical Equipment Maintenance Competency Profile Per Position
  • 34. 34www.exploreHR.org Training Matrix for Competency Development 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 Supervisor Manager Productive Communication Series OnBecoming EffectiveLeader1 OnBecoming EffectiveLeader2 ServiceExcellence forCustomer Professional SeminarSeries Achievement MotivationTraining CreativeProblem Solving Strategic Management BuildingProductive Teamwork V = compulsory training Training Title
  • 35. 35www.exploreHR.org Enhance Training Effectiveness Make the material meaningful Provide for transfer to learning Motivate the trainee Training Effectiveness
  • 36. 36www.exploreHR.org Enhance Training Effectiveness 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
  • 37. 37www.exploreHR.org Enhance Training Effectiveness 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
  • 38. 38www.exploreHR.org Enhance Training Effectiveness 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.
  • 39. 39www.exploreHR.org Type of Training Program Formal course OFF THE JOB Simulation Wilderness Trip • Does not interfere with job • Provides for fact learning • Helps transfer of learning • Creates lifelike situations • Builds teams • Builds self-esteem
  • 40. 40www.exploreHR.org Type of Training Program 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
  • 41. 41www.exploreHR.org Evaluation of Training Effectiveness Level 1 - Reaction Level 2 - Learning Level 3 – Behavior Application Level 4 – Business Impact Four Levels of Training Effectiveness
  • 42. 42www.exploreHR.org Evaluation of Training Effectiveness 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
  • 43. 43www.exploreHR.org Evaluation of Training Effectiveness What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employee 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, are employees in the store’s complaint department more courteous toward disgruntled customers than previously? Level 3 – Behavior Application Level 4 – Business Impact
  • 45. 45www.exploreHR.org Why Performance Appraisal? • Appraisal provide information upon which promotion and salary decision can be made. • Appraisal 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. • Appraisal provide a good opportunity to review the person’s career plans in light of his/her exhibited strengths and weaknesses.
  • 46. 46www.exploreHR.org 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
  • 47. 47www.exploreHR.org Performance Management Cycle Defining Performance Standard/ Targets Appraising Performance Providing Feedback for Development 1. Defining the performance standards means making sure that you and your subordinate agree on his/her duties and targets that you expect 2. Appraising performance means comparing your subordinate’s actual performance to the standard/targets set in step one. 3. Providing feedback means discussing plans for any development that is required.
  • 48. 48www.exploreHR.org 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
  • 49. 49www.exploreHR.org Bias in the Appraisal Process Halo Effect The "halo" effect occurs when a supervisor’s rating of a subordinates on one trait biases the rating of that person on other traits Central Tendency A tendency to rate all employees the same way, such as rating them all average
  • 50. 50www.exploreHR.org Leniency The problem that occurs when a supervisory has a tendency to rate all subordinates either high or low Bias The tendency to allow individual differences such as age, race, and sec affect the appraisal rates these employees receives. Bias in the Appraisal Process
  • 51. 51www.exploreHR.org 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
  • 52. 52www.exploreHR.org 1. Competencies Score 2. Performance Result Score Overall Score Will determine the employee’s career movement, and also the reward to be earned Performance Appraisal Element
  • 53. 53www.exploreHR.org Element # 1 : Competencies Basic Intermediate Advanced Expert Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. 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
  • 54. 54www.exploreHR.org No. Main Performance Target Target to be Achieved 1 Conduct an assessment of the All employees submit their performance assessment form employee'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 Element # 2 : Performance Results Target should be measurable and specific
  • 56. 56www.exploreHR.org Career Planning and Development Providing employees the assistance to form realistic career goals and the opportunities to realize them Career Planning & Development
  • 57. 57www.exploreHR.org Entry Level First Line Middle Management Senior Management Top Management Join Company 22 years old Supervisor/Ass. Manager 26 - 29 years old Managers 29 - 35 years old GM/Senior Managers 35 - 45 years old CEO/BOD 45 - 55 years old Typical Career movement
  • 58. 58www.exploreHR.org 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
  • 59. 59www.exploreHR.org 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 Career Stage
  • 60. 60www.exploreHR.org Decline Stage The period during which many people are faced with the prospect of having to accept reduced levels of power and responsibility. Career Stage
  • 61. 61www.exploreHR.org 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.
  • 62. 62www.exploreHR.org 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
  • 63. 63www.exploreHR.org Five Career Anchors Technical/ Functional Career Anchor • 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
  • 64. 64www.exploreHR.org Five Career Anchors 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
  • 65. 65www.exploreHR.org Five Career Anchors Creativity • People who go on to become successful entrepreneurs • These people seem to have a need to build or create something that is entirely their own product – a product or process that bears their name, a company of their own, or a personal fortune that reflects their accomplishments.
  • 66. 66www.exploreHR.org Five Career Anchors 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.
  • 67. 67www.exploreHR.org Five Career Anchors 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.
  • 68. 68www.exploreHR.org Career Management and the First Assignment • Factors to keep in mind about the important first assignment, include : 1. 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. 2. Provide challenging initial jobs 3. Provide realistic job preview in recruiting 4. Be demanding
  • 69. 69www.exploreHR.org Career Management and the First Assignment 5. Provide periodic job rotation 6. Provide career-oriented performance appraisals 7. Encourage career-planning activities
  • 70. 70www.exploreHR.org References/Recommended Further Readings 1. Gary Dessler, Human Resource Management, Prentice Hall. You can obtain this excellent book at this link : http://www.amazon.com/Framework-Human- Resource-Management-5th/dp/0136041531/ref=sr_1_6?ie=UTF8&s=books&qid=1219801564&sr=1-6 2. Susan Jackson and Randall Schuler, Managing Human Resource : A Partnership Perspective, South-Western College Publishing