Successfully Managing People TRAINING

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Successfully Managing People TRAINING

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  • In the years of pre-online recruitment, job seekers fell into two categories: Opportunists: people who are actively looking for a job or career change Loyalists: people who were satisfied with their jobs and not actively looking for a job The reason was simple really, before the internet, there were really only a few ways to find a job: - classifieds - word of mouth - a help wanted sign in the window The internet has completely changed things creating a new category of job seeker, known as “Poised workers” These are people who are basically, thanks to technology, always in-tune with the job market. Why: -the can monitor job openings from their desk -they post their resume and let employer come to them -tools like salary calculators allow them to keep abreast of their worth - job agents allow them to have opportunities mailed right to them Another interesting fact: online recruitment isn’t just for “white collar” jobs…blue collar employers are advertising online
  • Did you know that one out of every three people online are there to look for a job? You need to reach these seekers…and maximize your efforts toward success Let’s clear up a major misconception: online recruiting is effective and affordable. But how do you leverage the benefits the Internet offers? Use these strategies….. ROI - Compare- How many people will see the ad? Are they candidates you’re looking for? One in three internet users (53M each month) visit Career Services and Development websites* Get Smart- For example, if research shows the labor market is tightening, you may want to devise creative approaches to make your ad stand out among the competition (MLEI) Define Target- Use tools to target candidates w/in as little of 5 mi of your business or open up your search to national or international audience Avg CPH – Internet $377 Employee Referrals $500 Job Fairs $1,284 College Rec $2,544 Print Ad $3,295 Contingency Agencies $15,596 Exec Search $34,844 *Source – SHRM / EMA Automate - The more your automate the process, the lower your costs will be. Utilize online tools to streamline process (ad writers, screening tools and filters) Maintain – Establish a strategy that ensures recruiting efforts are ongoing. This will allow you to respond to market opportunities quickly and avoid work slowdowns due to lack of staff
  • Summary --- Small Business can get trapped spending too much time, energy and money trying to find the best employees Leverage Technology to Grow Your Business…other benefits: Effectively and automatically prioritizes job seekers with the greatest chance of success. Recruiters receive additional information about seekers without additional effort.
  • Successfully Managing People TRAINING

    1. 1. HM MBT OKTOBER 2009 By : Kanaidi, SE., M.Si [email_address] SUCCESSFULLY MANAGING PEOPLE
    2. 2. <ul><li>The success of any company will depend on its ability to understand how human capital links to its performance and its wealth. </li></ul><ul><li>The most competitive companies will have the best strategies and methods for attracting, hiring, managing, developing and retaining top performing talent. </li></ul><ul><li>The only vital value any enterprise has is the experience, skills, innovativeness and insights of its people. </li></ul>
    3. 3. Selection Performance Management Revenue Per Employee Cost Per Employee Profit Per Employee Career Development Plans Core Values Core Competencies Performance Improvement
    4. 4. <ul><li>The quality and performance of our people is what sets us apart in an intensely competitive market! </li></ul><ul><li>Recruiting and hiring the best available talent </li></ul><ul><li>Developing and motivating people to reach their fullest potential </li></ul><ul><li>Retaining talent (and the investments made in them) </li></ul><ul><li>Minimizing risk and cost on the human side of the business </li></ul><ul><li>Designing talent management information systems </li></ul><ul><li>Implementing performance based compensation systems </li></ul><ul><li>Developing your Employer of Choice Brand </li></ul><ul><li>Designing coaching and mentoring programs </li></ul><ul><li>Applying performance management technologies </li></ul>
    5. 5. <ul><li>For years, job seekers were either </li></ul><ul><ul><li>“ opportunists”  looking to change jobs in the near future </li></ul></ul><ul><ul><li>“ loyalists”  happy in the current role and not looking for a job </li></ul></ul><ul><li>The Internet has changed this paradigm, creating a new category of job seeker </li></ul><ul><ul><li>“ poised”  may not change jobs in next few months, but they: </li></ul></ul><ul><ul><ul><li>Monitor what jobs are available </li></ul></ul></ul><ul><ul><ul><li>Post their resume online and let employers come to them </li></ul></ul></ul><ul><ul><ul><li>Know if current salary is competitive to the market </li></ul></ul></ul><ul><ul><ul><li>Job agents allow them to decide whether to respond </li></ul></ul></ul>
    6. 6. <ul><li>Look for the best Return on Investment (ROI) </li></ul><ul><ul><li>Compare the price of job posting resources </li></ul></ul><ul><li>Get Smart </li></ul><ul><ul><li>Research hiring and recruiting trends to pinpoint strategies and avoid mistakes </li></ul></ul><ul><li>Define Your Target </li></ul><ul><ul><li>Broad or targeted reach? </li></ul></ul><ul><li>Average Cost Per Hire by Recruiting Source </li></ul><ul><ul><li>Online is the most cost-effective recruiting method </li></ul></ul><ul><li>Automate to Save Time </li></ul><ul><ul><li>Online recruiting can reduce the administrative time for small business </li></ul></ul><ul><li>Maintain an ongoing hiring plan </li></ul><ul><ul><li>To keep your business running smoothly, it’s important to keep recruiting channels open </li></ul></ul>
    7. 7. <ul><li>Streamline your hiring and put quality resources to work </li></ul><ul><li>Get the tools you need to pinpoint the best candidates for your company </li></ul><ul><li>ROI is measurable through reduced recruiter and hiring manager time, increased productivity, and decreased turnover </li></ul>
    8. 8. Attracting Human Capital Developing Human Capital Retaining Human Capital
    9. 9. <ul><li>Hire for attitude, train for skill </li></ul><ul><li>Emphasis on </li></ul><ul><ul><li>- General knowledge and experience </li></ul></ul><ul><ul><li>- Social skills </li></ul></ul><ul><ul><li>- Values </li></ul></ul><ul><ul><li>- Beliefs </li></ul></ul><ul><ul><li>- Attitudes </li></ul></ul>
    10. 10. <ul><li>Sound recruiting approach es </li></ul><ul><ul><li>- Scanning pools of available candidates </li></ul></ul><ul><ul><li>- Challenge becomes having the right job candidates, not the greatest number of them </li></ul></ul><ul><li>Networking </li></ul><ul><ul><li>- Current employees may be best source of new ones </li></ul></ul><ul><ul><li>- Incentives for referrals </li></ul></ul>
    11. 11. <ul><li>Train and develop at all levels </li></ul><ul><ul><li>- Training is not the sole responsibility of the human resource department </li></ul></ul><ul><li>Rapid changes in technology </li></ul><ul><ul><li>- Employee skills become obsolete </li></ul></ul><ul><ul><li>- Training is cost effective </li></ul></ul><ul><li>Monitor progress and track development </li></ul>
    12. 12. <ul><li>Has developed and communicated a clear, simple, customer-focused vision/direction for the organization. </li></ul><ul><li>Forward-thinking, stretches horizons, challenges imaginations. </li></ul><ul><li>Inspires and energizes others to commit to Vision. Captures minds. Leads by example. </li></ul><ul><li>As appropriate, updates Vision to reflect constant and accelerating change affecting the business </li></ul>Vision Customer/Quality Focus Integrity Accountability/Commitment Communication/Influence Shared Ownership/Boundary-less Team Builder/Empowerment Knowledge/Expertise/Intellect Initiative/Speed Global Mind-Set Ten Characteristics of Leadership Adapted from Exhibit 4.3 An Excerpt from General Electric’s 360-Degree Leadership Assessment Chart Source: Adapted from R. Slater, Get Better or Get Beaten (Burr Ridge, IL: Irwin Professional Publishing, 1994), pp. 152-155. Performance Criteria of “Vision”
    13. 13. <ul><li>Provide mechanisms that prevent the transfer of valuable and sensitive information outside the organization </li></ul><ul><ul><li>- Identify with organization’s mission and values </li></ul></ul><ul><ul><li>- Strong alliance to organization (strategic intents) </li></ul></ul><ul><li>Challenging work and stimulating environment </li></ul>
    14. 14. <ul><li>Financial and Non-financial Rewards and Incentives </li></ul><ul><ul><li>- Rewards are a vital organizational control mechanism </li></ul></ul><ul><ul><li>- However, money may not be the most important reason why people take or leave jobs </li></ul></ul><ul><ul><li>- Exodus of employees can erode a firm’s competitive advantage </li></ul></ul>
    15. 15. HOW VALUES CAN HAVE PRODUCTIVE AND NONPRODUCTIVE RESULTS
    16. 16. <ul><li>Theory X </li></ul><ul><ul><li>assumes that workers are basically lazy, error-prone, and extrinsically motivated by money </li></ul></ul><ul><ul><li>workers should be directed from above </li></ul></ul><ul><li>Theory Y </li></ul><ul><ul><li>assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity </li></ul></ul>HOW VALUES CAN HAVE PRODUCTIVE AND NONPRODUCTIVE RESULTS
    17. 17. <ul><li>Achievement Motivation </li></ul><ul><ul><li>a desire for significant accomplishment </li></ul></ul><ul><ul><ul><li>for mastery of things, people, or ideas </li></ul></ul></ul><ul><ul><ul><li>for attaining a high standard </li></ul></ul></ul>
    18. 18. <ul><li>Task Leadership </li></ul><ul><ul><li>goal-oriented leadership that sets standards, organizes work, and focuses attention on goals </li></ul></ul><ul><li>Social Leadership </li></ul><ul><ul><li>group-oriented leadership that builds teamwork, mediates conflict, and offers support </li></ul></ul>
    19. 19. <ul><li>Personnel psychologists’ tasks </li></ul>
    20. 20. <ul><li>360-degree feedback </li></ul>
    21. 21. <ul><li>On the right path/track </li></ul>
    22. 22. Trust A positive expectation that another will not—through words, actions, or decisions—act opportunistically . Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk). Adalah suatu keadaan psikologis pada saat seseorang menganggap suatu itu benar adanya
    23. 23. <ul><li>Integrity </li></ul><ul><ul><li>honesty and truthfulness. </li></ul></ul><ul><li>Competence </li></ul><ul><ul><li>an individual’s technical and interpersonal knowledge and skills. </li></ul></ul><ul><li>Consistency </li></ul><ul><ul><li>an individual’s reliability, predictability, and good judgment in handling situations. </li></ul></ul><ul><li>Loyalty </li></ul><ul><ul><li>the willingness to protect and save face for another person. </li></ul></ul><ul><li>Openness </li></ul><ul><ul><li>reliance on the person to give you the full truth. </li></ul></ul>
    24. 24. <ul><li>Lakukan pendekatan yang ramah, hangat dan personal </li></ul><ul><li>Jujur dan jangan sekedar lip service </li></ul><ul><li>Berikan jaminan/keyakinan </li></ul><ul><li>Berikan kemudahan-kemudahan </li></ul><ul><li>Bangunlah kesuksesan anda </li></ul>
    25. 25. Leadership TRUST and INTEGRITY TRUST and INTEGRITY Leadership
    26. 26. Employees who believe in senior management: Source: Gantz Wiley Research. Reproduced in USA Today , February 12, 2003, p. 7B.
    27. 27. Deterrence-based Trust (e.g. a secret) Trust based on fear of reprisal if the trust is violated. Identification-based Trust (e.g. contract) Trust based on a mutual understanding of each other’s intentions and appreciation of the other’s wants and desires. Knowledge-based Trus t (e.g. trading) Trust based on behavioral predictability that comes from a history of interaction.
    28. 28. <ul><li>Mistrust drives out trust . </li></ul><ul><li>Trust begets trust . </li></ul><ul><li>Growth often masks mistrust . </li></ul><ul><li>Decline or downsizing tests the highest levels of trust . </li></ul><ul><li>Trust increases cohesion . </li></ul><ul><li>Mistrusting groups self-destruct . </li></ul><ul><li>Mistrust generally reduces productivity . </li></ul>
    29. 29. <ul><li>Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others. </li></ul><ul><li>Personal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision. </li></ul><ul><li>Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change. </li></ul><ul><li>Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings. </li></ul><ul><li>Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms. </li></ul>Source: Based on J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), p. 94.
    30. 30. Kanaidi, SE., M.Si (Trainer & Dosen, Penulis, Peneliti, dan PeBisnis) e-mail : [email_address] atau [email_address] Telp : 022-2009570 – 2007297 - 206466 Fax : 022-2009568 HP. 0812 2353 284 www.verysuccess.blogspot.com www.ken-kanaidi.blogspot.com www.pemimpin.unggul.com www.google.com “sukses kanaidi” www.formulabisnis.com/?id=ken_kanaidi Ω Problem Statement Ω Mapping Ω Strategic Direction ►►► Conclusion

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