Human Resource Practices
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Human Resource Practices



HR Practices in Organisation:

HR Practices in Organisation:
Importance of HR practices.
Some of the Best HR Practices - 360 degree approaches etc.



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Human Resource Practices Human Resource Practices Presentation Transcript

  • HR Practices By Kalipada Adhikary Abhinav Gupta Ashutosh Singh Bhanu Prakash Aggarwal Limaonger Potta Ashok Rao Santosh Meena Srinivas Jinde
  • WHY? • Why are employees in some companies happy to stick with the company while others look for a change? • The reason is that some companies know how to take good care of their employees and provide a working environment that helps them retain their identity, while proving themselves and growing along with the company. • They practices HR Policies that help in the creation of a highly satisfied and motivated work force
  • Advantage of HR Practices Organization • Communication of Organizational Vision, Mission, Values & Objectives • Assists in the achievement of Organisational goals • Increased productivity & profitability • Increased motivation, satisfaction and participation Management • Provides guidelines on management practices • Personal development Employees • Demonstrates commitment to the employment relationship • Involvement in the attainment of Organisation and Business Unit objectives • Individual development • Career progression • Greater job satisfaction and security
  • Some of the best HR practices are • 360-Degree Performance Management Feedback System • Safe, Healthy And Happy Workplace • Performance Linked Bonuses • Managing Non-Performer • Highlight Performers • Reward Ceremonies • Open Book Management Style • Fair Evaluation System For Employees • Knowledge Sharing • Open House Discussions And Feedback Mechanisms • Delight Employees With The Unexpected
  • 1).360 Degree Performance Management Feedback System • This system, solicits feedback from seniors, peers, sub-ordinates, reporting staff members, co-workers, customers and supplier has been increasingly accepted as the best methods for collecting management and/or performance feedback. • The system helps in identifying people who can perform well as leaders at higher levels in the organization. • Opinion of all matter, every person in the team is responsible for giving relevant, positive and constructive feedback. Methods: • In-House: anonymously filled out 360 degree feedback instrument or face- to-face view and/or using an outside consultant, minimizing any personal friction within the organization;
  • • The feedback provides insight about the skills and behaviours desired in the organization to accomplish the mission , vision, and goals and live the values. • The feedback is firmly planted in behaviours needed to exceed customer expectations. • Results are used by the person to plan training and development. • Senior managers could use this feed back for self development. • Results may help organizations in making administrative decisions, such as pay or promotion.
  • • Click to edit Master text styles – Second level – Third level • Fourth level – Fifth level This technique find out the competencies, verifies the results from a variety of perspectives, and identifies ways to enhance skills. It graphically display the relationship between how employees see themselves and how others see them. 360 Degree Feedback System
  • 2).Safe, Healthy And Happy Workplace • A positive, healthy work environment contributes to an organization’s success. Healthy employees are essential to achieving a productive workforce. • A safe and happy workplace makes the employees feel good about being there. • Promoting a good team environment can improve employee morale, increase their loyalty to the company and to each other. • Each one is given importance and provided the security that gives them the motivation to stay. • A corporate healthy workplace culture responds to the diverse and unique needs of employees within individual departments.
  • • Make it clear that sexual harassment is unacceptable and will not be tolerated in your office. • Include a pre-employment medical check-up and an annual medical check-up for your employees to make sure they are healthy for work.  • Get your employees insured in case an emergency hits your office. • Listen to your employees, a constructive feedback mechanism is effective. Maintaining a safe workplace also means caring about what your employees think of your company. • This is usually achieved through internal surveys to find out whether they are satisfied and if not what they think needs to be changed.
  • COMPREHENSIVE HEALTHY WORKPLACE APPROACH • An effective healthy workplace excellence approach to defining, implementing and sustaining a healthy, safe and supportive workplace that has some key elements: • Workplace culture and supportive environment. This includes, but is not limited to, work/life balance, the organization and design of work, a sense of control over one’s work, positive and respectful relationships with co-workers, supervisors and clients, adequate training, a sense of fairness and fun at work, and access to support during difficult times. • Physical environment and occupational health and safety. This refers to the quality of the physical work environment which impacts the health and well-being of employees. It includes elements such as noise control, air quality etc., and involves working in partnership with occupational health and safety programs.
  • 3).Performance Incentives • Employee should be appreciated with bonuses or giving some other compensation for a job well done. • Incentives on the basis of team's success and the individual's performance. • This can be used as a performance motivator and a retention tool. Types of Variable Incentives: 1) Performance Based Targets • Each department in the company can have specific performance related goals. Goals like • Company Top Line and Bottom Line (Revenues and Profitability): Can apply to all employees, though with varying weights. • Departmental Goals Can apply to employees of specific departments .  
  • 2) Individual targets • Individual achievements would constitute 0 – 20% for senior level employees to 40 – 80% for junior employees. Individual targets may include: • Individual Sales Performance, • Production Performance (#pieces manufactured), • Project renewals, • Number of hires (for recruitment department), • Training imparted (for training department). 3) Evaluation and Recognition • Appraisal and goal sheet achievement are measured at a team level. Some of the targets in this category are • Appraisal score, • Goal sheet achievement score, • Client Recognition(s), • Nominations for rewards, • External events conducted etc.
  • 4)Time based • Companies want employees to start work on time, take minimum leave, be regular in attendance and manage their time effectively. And this can encouraged by adding following parameters: • Billable hours, • On-time entry, • Average weekly hours worked, • Training hours undertaken etc. 5)Negative indicators • To avoid negative behavior, include targets which have a negative impact on the variable incentives like: • Leave without pay, • Late entry, • Non-completion of assigned targets, • Disciplinary incidents etc.
  • 4).Managing Non-Performers Who are non-performers ? Are non-performers those who: • Do not meet their targets? • Do not contribute to the team effort? • Do not have the required skills & competencies? • Take no action on the tasks assigned to them? • Have a poor attendance record? • Are involved in disciplinary cases? • Have below average performance rating over the years? *most of the above aspects need to be examined before labelling an employee as ‘non performer’.
  • If everything went right? • Always picked the right person for the right job. • Recruitment process was fair and always searched for the best available talent. • From recruitment records the ratings of non-performers in the psychometric tests & their evaluation by interviewers & professionals. • Keep the new entrants on probation for a sufficient time. • Had proper system for induction & on-boarding. • Screened the probationers well before their confirmation.
  • Then who created non-performers? • Supervisors (i.e. Reporting Manager of the employee) • Lack of transparent and employee friendly HR policies • Absence of processes to implement and audit these policies • Absence of an holistic approach to label employees as ‘non- performers’. • Focus on recognition & development of high potential employees only.
  • On managing non-performers • Treat them as spoiled children • Screen them through Assessment Centres • Collect 360 degree feed back • Train your managers • Assign alternative roles • Consider them as company assets • Part ways “if have to” but Very Gracefully
  • 5).Highlight performers •Create profiles of top performers and make these visible though company intranet, display boards etc. •It will encourage others to put in their best, thereby creating a competitive environment within the company. •If a systematic approach is followed to shortlist high performers, you can surely avoid disgruntlements. •Employee appraisal is all about creating happy and productive work force.
  • Parameters for Performance Evaluation • Timely Attendance/ Punctuality • Compliance with the company policies • Acceptance of additional work • Professional knowledge • Completion of assigned tasks • Learning potential • Contribution to team effort • Initiative, drive & Energy Levels • Quality consciousness • Safety Awareness
  • 6).Reward Ceremonies • Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. • Compensation offered should fit the reward profile of the employee. • Compensation should be offered quickly and as soon as possible. • Non-monetary compensations plays as important role as a monetary compensation. Rewards like paid offs, paid vacations, free meals energizes employees more than a packet of dollars.
  • 7).Open Book Management style • It create a culture of participative management and ignite the creative endeavour of work force. • Making people an interested party in strategic decisions, thus aligning them to business objectives. • Make employee more participative. • It building trust & motivates employees. • Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. • Employee self service portal, Manager on-line etc. are the tools available today to the management to practice this style.
  • 8).TEN TIPS FOR THE FAIR EVALUATION OF EMPLOYEES 1. Write it down : Without a written record, the fairness and relevance of your evaluation may come into question. 2. Be focused and clear in your purpose: It should act as a solid and fundamental method of communication . 3. Keep it simple:. A basic and standardized evaluation form can have several advantages, such as greater uniformity among reviews.
  • 4.Be flexible :Rigidly maintaining a uniform system of appraisal does not work for every employee, every time. 5.Solicit feedback : How your employees are meeting your goals and expectations, but also how their goals and expectations match with yours. 6.Encourage self-evaluations :It offers your employees a chance to review the quality of their work, to highlight the projects or responsibilities .
  • 7. Set realistic standards: The employees feel appreciated for and capable of the work that they do. 8. Chart a path : Reviews can help you and your employees clearly identify their worth and value to the business. 9. Define discussion topics : Important review topics to cover include- employee's role in the business and identifiable goals to be attained. 10.Create a plan : Detail any improvements that must be made or skills that must be acquired in order to maintain or achieve progress
  • 9).KNOWLEDGE SHARING • To create a cultural environment that encourages the sharing of knowledge, some organizations are creating knowledge communities. • Keep all the knowledgeable information in central databases that can be accessed by each and every employee. • Sharing essential knowledge with others could be made mandatory.
  • Factors affecting willingness to share knowledge • Intergroup/Personal Conflict • Concerns over whether status/expertise • Sense of equity/fairness in • organizational processes • Interpersonal trust • Organizational commitment • General organizational culture • HRM Practices (reward/recognition)
  • 10).Open house discussions and feedback mechanism • Facilitate organizations to recognize, nurture and execute great ideas • Everyone participates providing best ideas. • Better understanding and analysis. • Providing opportunities to share thoughts to each employee. • Provide a better way to solutions and strategies. • Primarily Comprises Open discussions Employee management meet Feed-back mechanisms Idea management tool
  • Employee management meet • Provide opportunity for direct communication with every individual of the company. • Facilitate upper-level management meet with the employees. • Easier to take decisions.
  • Feed back mechanism • A suggestion box is a feed back mechanism for obtaining additional comments, questions, and requests. • Mechanism for sharing ideas, complains anonymously. • Gathering employee comments with a suggestion box can be fruitful, especially in groupthink-prone environments and within a corporate culture.
  • Idea management tool Critical incident Diaries • Idea management tools allow you to capture feedback, suggestions and ideas from your employees, partners • Critical incidents diary generally keeps record about incidents faced by an employee • what and why did it happen • how did it affect the practise • How to avoid similar events in the future • Learning needs revealed by the event – how will these be met? • record of behaviours • a record of accomplishments/non accomplishments of the employee can be recorded for the purpose of Performance Appraisal.
  • 11).Delight Employees with the Unexpected • Occasionally delight employees. • Gifts, rewards. • Well-done certificates. • Not only to top performers • Source of motivation, fills a new energy among employees.
  • Thank you