5 pom kc 27 sep. 2010

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5 pom kc 27 sep. 2010

  1. 1. StaffING<br />
  2. 2. Staffing<br />Staffing is the process that is involved in identifying, assessing, placing, evaluating and developing individuals at work.<br />
  3. 3. Staffing<br /><ul><li>In other words, it starts with:
  4. 4. Identifying human resource needs
  5. 5. Recruiting
  6. 6. Selecting
  7. 7. Placing
  8. 8. Training & Developing
  9. 9. Appraising, planning careers & compensating</li></li></ul><li>Staffing Process<br />Analyzing Manpower Requirements<br />Analyzing kind of work and estimating the manpower required to accomplish the same. <br />Recruitment<br />Identifying and attracting capable applicants for employment. <br />Ends with the submission of applications by the aspirants.<br />Selection<br />Choosing the right fit candidates from the applications received in the process of recruitment.<br />
  10. 10. Staffing Process<br />Placement<br />Putting the right candidate on the job; i.e. when he joins<br />Also includes offering the candidate permanent employment after probation period<br />Training and Development<br />Imparting and developing specific skills for a particular purpose<br />Performance Appraisal<br />Systematic evaluation of employees w.r.t. to their job performance <br />To ascertain their eligibility for promotions and compensate fairly<br />
  11. 11. ENVIRONMENT<br />No. & kinds <br />of mgrs. <br />reqd,.<br />Appraisal<br />Career strategy<br />-----------------------<br />Training & Dev.<br />Recruitment<br />Selection<br />Placement<br />Promotion<br />Separation<br />Internal enviroment<br />Personnel policies<br />Reward system<br />Systems Approach to Staffing<br />Internal <br />sources<br />Analysis of <br />present & <br />future needs <br />of managers<br />External <br />sources<br />Mgrs<br />inventory<br />
  12. 12. Staffing – why is it needed?<br />To fill organizational positions<br />Optimum utilization of people<br />Developing competencies & skills<br />Retaining employees<br />
  13. 13. Staffing – Demand & Supply<br />Supply of Managers<br />High Low <br />Demand For Managers<br />Low High<br />
  14. 14. StaffING – Performance Appraisals<br />
  15. 15. Performance Appraisal<br />Refers to evaluating an employee’s current and /or past performance…<br />… relative to his or her performance standards<br />In effect appraising performance assumes that <br />performance standards have been set<br />the employee would be given feedback and<br />incentives to help him/her remove performance deficiencies or continue to perform above par<br />
  16. 16. Need for Assessing Performance<br />Organisational Need<br />Individual Need<br />
  17. 17. Future Growth<br />Financial Health<br />Customer <br />Perception<br />Survival &<br /> Continuity<br />Organisational Need<br />PMS<br />
  18. 18. Promotions<br />Career Growth<br />Organisation<br />Culture/<br />Work Ethics<br />Reward &<br /> Recognition<br />Individual Need<br />PMS<br />
  19. 19. Components of a Performance Appraisal<br />Job analysis<br />What, Why, How and When of all jobs in the Co.<br />Goal setting<br />Defining KRAs, assessment criteria/measures of perf., levels of performance etc.<br />Development plan <br />Coaching, mentoring, PDP etc.<br />Linkage to other processes<br />Compensation, rewards, promotions, career planning, training needs etc.<br />
  20. 20. LAYING DOWN JOB EXPECTATIONS<br />DESIGNING THE APPRAISAL<br />APPRAISING PERFORMANCE<br />Appraisal Process<br />USING THE APPRAISAL DATA FOR OTHER <br />PURPOSES<br />
  21. 21. Appraisal Process<br />Laying down Job Expectations<br />Informing employee about what is expected from him/her<br />Discussion between superior and subordinate on duties, responsibilities, authority, organisational expectations etc.<br />MBO…<br />
  22. 22. MBO<br />A Key Result Area is an area in which<br />if you don’t act, there’ll be trouble.<br />Drucker gave a good list of 7 KRAs<br />Market Standing, Innovation, Profitability<br />Productivity, Employee Development<br />Physical & Financial Resources and<br />Social Responsibility <br />
  23. 23. Working with MBO<br />Top mgmt. decides to adopt MBO<br />Meets to identify KRAs<br />Chooses KRAs and sets Objectives in each<br />E.g. – KRA - Market Standing<br />Objective – Increase Market Share by 2%<br />
  24. 24. …then…<br />Departmental Heads come back<br />Convene a meeting of their reports<br />And convert Organisational Objectives<br />Into Departmental Objectives<br />E.g. – Increase Market Share [Org. Objective]<br />Increase product visibility – Deptl. Objective<br />
  25. 25. …next….<br />Departmental Objectives are converted to<br />Individual Objectives<br />E.g. – Increase Product Visibility [Dept. Obj.]<br />Launch Ad campaign in North [Individual Obj.*]<br />* for the Sales Promotion Manager<br />Identify Ad Agencies [Individual Obj.**]<br />** for the Sales Promotion Executive<br />
  26. 26. …BUT<br />AT EACH STEP<br />Objectives are set in consultation<br />with Juniors and<br />Objectives always specify<br />Time, Cost and Quantity<br />For example<br />
  27. 27. Objectives<br />Increase Market Share by 2% by 31.3.2011<br />With a budget of Rs. 2 crores<br />Increase Product Visibility by 5%<br />By 31.11.2010 @ Rs. 25 Lakhs<br />Complete 3 Ad Campaigns in North India<br />By 15.10. 2010 @ Rs. 14 Lakhs<br />
  28. 28. …one more example…<br />KRA – Innovation<br />O.O. – Launch two new products by Mar. ‘11<br />D.O. – Complete proto-tests- Nov. ‘10 R&D<br />D.O. – Customer Feedback – Jan. ‘11 MR<br />I.O. - Approved Design–Sept ‘10–Dsn.Engr<br />I.O. – Focus Group Interviews – Dec ‘10 - MR<br />
  29. 29. Periodic Review <br />And then, after each deadline<br />Boss sits with Junior and checks<br />How Many Objectives and<br />How Much of Each, was achieved.<br />This, is the idea of MBO.<br />It is a whole system of managing.<br />
  30. 30. In practice…<br />Using MBO has come to mean<br />Setting measurable goals to people<br />And making them a part of the appraisals<br />
  31. 31. So How Does an Org. go about Appraisals?<br />
  32. 32. Appraisal Process<br />Designing the Appraisal<br />Answers to questions such as the following need to be arrived at:<br />Formal approach or informal approach<br />Whose performance is to be assessed?<br />Who are the raters?<br />What problems are encountered?<br />What are the solutions to these problems?<br />What should be evaluated?<br />When to evaluate?<br />What methods of appraisal are to be used?<br />
  33. 33. Appraisal Process<br />Appraising performance<br />Skills <br />Being able to achieve goals that were set<br />Knowledge <br />Additional / exceptional <br />Attitude <br />Behaviours<br />Paying for performance<br />
  34. 34. Paying for Performance<br />Commonest is Annual Increment <br />tied to Performance Appraisal<br />This is usually a rise in the Salary<br />Variable Pay<br />Anything that ‘varies’ and hence not ‘fixed’.<br />Skill Pay / Bonuses / Incentives <br />Team Rewards<br />Gain Sharing<br />Profit Sharing<br />Recognitions / Other Cash<br />
  35. 35. Usage of Appraisal Data<br />For<br />Employee rewards - bonuses, incentives, increments etc.<br />Recognition schemes for high performers and outstanding employees <br />Training programmes<br />Charting out career progression of employees<br />Identifying high-potential employees<br />
  36. 36. Usage of Appraisal Data<br />Designing improvement plans for low performers<br />For job rotation<br />Designing and revising compensation strategy<br />Deciding on promotion, transfer and lay-offs<br />Validating company’s selection process<br />
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