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MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT
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MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT

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Presentation held by Mr. Tamar Jinchveladze, Head of the Human Resources Department at the Ministry of Justice of Georgia, within the Regional Workshop on Georgia's anti-corruption and public …

Presentation held by Mr. Tamar Jinchveladze, Head of the Human Resources Department at the Ministry of Justice of Georgia, within the Regional Workshop on Georgia's anti-corruption and public service delivery reforms (22-24 September 2011).

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  • 1. Public Service Delivery of the Future Combating Corruption, Streamlining Performance MODERN APPROACHES TO HUMAN RESOURCE MANAGEMENT Tamar Jinchveladze 22 September 2011 Batumi, Georgia 1
  • 2. E-HRRecruitment/selection methodsPerformance appraisal systemHuman Capital ManagementMotivation 2
  • 3. E-HR 3
  • 4. Organization HR department Employees- Saving material - Facilitation of - Self-serviceand human process managementresources - Proper decision- - Focus on strategic making during- Access to staff issues performanceinformation from managementany place of the consideringworld - Minimization of employees’ skills and mistakes knowledge 4
  • 5. • Personal information Operational management • Self-service • Selection Relational • Assessment • Work management • Strategic HR • MotivationTransformational • Knowledge management 5
  • 6. 50minutes 7 minutes 6
  • 7. Recruitment/Selection of qualified employees 7
  • 8. New - TransparencyEarlier - Objectivity- Rigidity - Countable procedure- Unlimited number - Established quantity, distribution ofof selection panel Vs. functions of panel membersmembers - Procedure for conflict of interest- Nepotism - Multi target group: graduates (internship), students (practice), hiring- One target group handicapped persons - Adaptation 8
  • 9. • Attraction of qualified staff Goals • Enhancement of the image of the Ministry • Increase of efficiency of the Ministry • Work with universities – database of graduates • Work with students – information New about the Ministryapproaches • Utilization of social networks • Other sources – local television, radio 9
  • 10. Statistics of job announcements20102009 0 10 20 30 40 10
  • 11. How to make an affectiveperformance appraisal system? 11
  • 12. Improvement of organizational and individualactivityComparison of expectations and goals betweenthe manager and the employee (interview forassessment)Awarding successful employees – professionaland carreer development, salary increaseManaging less successful employees 12
  • 13.  Analysis of the results  Salary reform Short-  Distribution at salary Development Activities term grades  Development of employees  Self-assessment  Assessment by linePlanning managerterm Mid Annual review  Comments of the appraisal second level manager  Interview 13
  • 14. How to manage critical humanresources of the Organization? 14
  • 15. • Availability of right resources favorable for the organization at the right time to achieveA contemplated goals • Training for future critical positionsB • Retention of successful employees • Development substitute resources for theC existing critical positions 15
  • 16. AssessmentAnnual Analysisperformance Developmentappraisal Gap analysis of the required skills Monitoring for the positions Developing to be occupied human resources and existing ones for higher Development of positions leaders 16
  • 17. Motivation 17
  • 18. Positive To the goal “I do wish to “Write analysis andThird person compels you to You wish to perform the task write the get bonus” analysis” perform the task External Internal “I do not wish to “Write or else you write the are fired” analysis” Negative Beyond the goal 18
  • 19. Preliminary activities- Survey- Establishment of the systemMaterial motivators- Bonus system- Salary system- Valuable giftsNonmaterial motivators- Professional development- Social packages- Growth of team cohesion- Carreer development program 19
  • 20. E-HRRecruitment/selection methods ACHIEVING ORGANIZATIONAL HR SYSTEMPerformance appraisal system GOALSHuman Capital ManagementMotivation 20
  • 21. Thank you for your attention! 21

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