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Gmb 6070   session 4 - may 30th (fil eminimizer)
 

Gmb 6070 session 4 - may 30th (fil eminimizer)

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    Gmb 6070   session 4 - may 30th (fil eminimizer) Gmb 6070 session 4 - may 30th (fil eminimizer) Presentation Transcript

    • Session 4
      Performance Management System – Performance Review and Appraisal Process
      30th May '11
      1
      GMB 6070 - Session 4
    • Presentation Plan
      The Strategic importance of talent management
      Performance appraisal process and methods
      Performance appraisal challenges
      Promotion, transfer, and separation management
      Team work topics
      30th May '11
      2
      GMB 6070 - Session 4
    • Session 4
      talent management
      30th May '11
      3
      GMB 6070 - Session 4
    • Talent Management is also known as Human Capital Management (HCM).
      Is the ability to attract, onboard and retain highly skilled profitable employees.
      It involves development of skills of new as well as existing workers.
      Is developing and retaining employees to meet immediate as well as future business needs.
      Is the ability to shift the responsibility of employees from the human resources department to all managers throughout the organization.
      30th May '11
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      GMB 6070 - Session 4
    • Focuses on the role of leaders in developing the workforce to assume future roles and assignments.
      Is about winning the war of talent because organizations have become aware that having and retaining the best talent assures them of success in the emerging hypercompetitive and complex global economy.
      Is the awareness that management of talent is critical in the achievement of outstanding business results.
      A mistake made incorrect hiring has been computed to cost fifteen times the employee's salary in loss of performance optimization.
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    • 30th May '11
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      Strategic Skills
      Tactical Skills
      Specialized Skills
      Discretionary Skills
      Basic Skills
      Skills Hierarchy model
    • Strategic importance of talent management
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      • Mistakes in recruitment will occur when the hiring crew is unclear on a number of hiring issues:
      • Job requirements
      • Selection criteria
      • Inability to pick the right candidate arising from lack of proper selection tools.
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      9
      Effective talent management is not just about attracting, developing, and retaining the best; it is also about organizing and managing people so that they perform in ways that lead to excellent organizational outcomes.
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      • The best way HR can add value to corporation competitiveness is by being a business partner i.e. by directly improving the performance of the business.
      • This can be accomplished through:
      • Effective talent management
      • Helping with change management
      • Influencing strategy implementation to impact effectiveness
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      • Having competency based hiring system can help out.
      • However it is critical to be quite clear about the correct role and competencies required for a position.
      • Looking at the expected outcomes can give a fair idea of the required competencies.
    • 30th May '11
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      12
      • A 2005 study on global human capital found that chief HR officers (CHROs), are "chief talent architects,”.
      • HR plays the role as strategic business advisors by leveraging human capital to improve organizational performance and workforce effectiveness.
    • HR Architecture
      Employee
      Selection
      and Placement
      System
      Compensation, Reward
      &
      Recognition
      System
      Performance
      Management
      System
      Talent
      Management
      System
      Learning, Growth &
      Succession
      System
      30th May '11
      13
      GMB 6070 - Session 4
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      • A clear path outline from the beginning will give a lot of confidence to new employee as to where he/she is now, what he/she has to do and if he/she does it where he/she will reach.
      • It is important for HR to develop a robust on-boarding program for every new employee
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      • It is also important for HR to educate top management on the link between the talent management cycle and the cost of turnover.
      • For example, an employee's decision to stay or leave is related to career possibilities in the company as well as how he or she can become better prepared to move to other opportunities.
    • 30th May '11
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      • HR must engage function managers to develop and define jobs, job relationships, and performance control systems in order to achieve performance excellence.
    • Session 4
      Challenges and Issues in Talent Management
      30th May '11
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      • Workforce planning and management.
      • Motivation of staff at all levels in the org structure.
      • Managing mid-career employees.
      • Managing variances in different generations
      • Keeping “A” performers productive.
      • Developing and implementing effective PIP programs.
      • Retaining talented employees.
      • Developing effective organizational culture.
      • Engaging employees productively – work life balance.
      • Implementing leadership development programs.
    • 30th May '11
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      • Other workforce issues include:
      • Heightened competition for skilled workers.
      • Effective succession plans.
      • Managing high turnover cost.
      • Integrating and managing global workforces.
      • Off-shoring and outsourcing trends.
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      • Taleo’s graphical representation emphasizes the mandate of talent management to respond to business goals and consequently be the driver of business performance.
      • Talent management is depicted as a circular—not a linear—set of activities.
    • Taleo’s graphical talent Presentation
      30th May '11
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      • These factors—coupled with the need to align people directly with corporate goals—are forcing HR to evolve from policy creation, cost reduction, process efficiency, and risk management to driving a new talent mindset in the organization.
    • Session 4
      Performance management Process
      30th May '11
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      • Performance management provides the ongoing processes and practices to maintain a stellar workforce.
    • 30th May '11
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      Critical Incident method
      • The critical incidents for performance appraisal is a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period
      Weighted Checklist method
      • This method describe a performance appraisal method where rater familiar with the jobs being evaluated prepared a large list of descriptive statements about effective and ineffective behavior on jobs
    • 30th May '11
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      Paired Comparison Analysis
      • Paired comparison analysis is a good way of weighing up the relative importance of options.A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option.
      Graphic Rating Scales
      • The Rating Scale is a form on which the manager simply checks off the employee’s level of performance.This is the oldest and most widely method used for performance appraisal.
    • 30th May '11
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      Essay Evaluation method
      • This method asked managers / supervisors to describe strengths and weaknesses of an employee’s behavior. Essay evaluation is a non-quantitative techniqueThis method usually use with the graphic rating scale method.
      Behaviorally Anchored Rating Scales
      • This method used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance.It is a combination of the rating scale and critical incident techniques of employee performance evaluation.
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      Performance Ranking method
      • Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst.
      • Manager will compare an employee to another employee, rather than comparing each one to a standard measurement.
      Management by Objectives (MBO) method
      • MBO is a process in which managers / employees set objectives for the employee, periodically evaluate the performance, and reward according to the result.
      • MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods)
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      3600 Performance Appraisal
      • 360o Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This post also include information related to appraisal methods such as 720, 540, 180…
      Forced Ranking (forced distribution)
      • Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution.
      • For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom.
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      Behavioural Observation Scales
      • Behavioral Observation Scales is frequency rating of critical incidents that worker has performed.
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      • Engage all function heads to understand the strategic plan and business plan
      • Train the leaders in appreciating and interpreting the Balanced Score Card (BSC) approach
      • Identify Key Performance Areas (KPAs)
      • Develop Key Performance Indicators
      • Set measures, targets, weights and scores parameters
    • Session 4
      challenges in Performance appraisal
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      • Lack of competence
      • Top management should choose the raters or the evaluators carefully.
      • They should have the required expertise and the knowledge to decide the criteria accurately.
      • They should have the necessary training, competence and experience to carry out the appraisal process objectively.
    • 30th May '11
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      • Errors in rating and evaluation
      • Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluator’s rating for all other traits) etc. may creep in the appraisal process.
      • Therefore the rater should exercise objectivity and fairness in evaluating and rating the performance of the employees.
    • 30th May '11
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      • Resistance
      • The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings.
      • Therefore, the employees should be communicated and clearly explained the purpose as well the process of appraisal.
      • The standards should be clearly communicated and every employee should be made aware what exactly is expected from him/her.
    • Session 4
      Promotions and transfers
      30th May '11
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      • Performance appraisal is a process of obtaining, analyzing and recording information about the relative worth of an employee.
      • It is a systematic periodic and an impartial rating of an employee's excellence in matters pertaining to his present job and his potential for a better job.
      • A good appraisal system provides right feedback about the quality of performance of an employee.
    • 30th May '11
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      • In spite of dislike by several employees, performance appraisal has become an inescapable feature.
      • It imparts benefits not only to the employees but also on supervisors and management.
      • By viewing the benefits of performance appraisal, an attempt was made to find out from HR managers, general manager and owners of 37 hotels in hospitality industry.
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      • The identified criteria for which performance appraisal is carried out in the hospitality industry include:
      • To check current performance
      • Know future potential of the employee
      • Maintain work force
      • Improve performance
      • Determining training needs
      • Personal development opportunity
      • Criteria for promotion, Transfer and discharge
      • Basis of pay revision , feedback and communication mechanism.
    • Team tasks
      30th May '11
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