Intervention 2011


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Intervention 2011

  1. 1. ORGANISATIONDEVELOPMENT AND CHANGE<br />HUMAN RESOURCES MANGEMENT INTERVENTION<br />PRESENTED BY:- <br />1.Kawaljit Singh<br />2.Sudhir Basoya<br />3.Rupinder Singh<br />4.Neha Jain<br />5.Suraj Kumar<br />1<br />
  2. 2. WHAT IS OD INTERVENTION<br /><ul><li>The term OD intervention refers to the planned activities clients and consultants participate in during the course of an organizational development program.
  3. 3. These activities are designed to improve the organization's functioning by helping organization members better manage their team and organization cultures and processes.</li></ul>2<br />
  4. 4. Intervention Overview<br /><ul><li> Human Process Interventions
  5. 5. Techno structural Interventions
  6. 6. Human Resources Management Interventions
  7. 7. Strategic Interventions</li></ul>3<br />
  8. 8. GOAL SETTING<br />=(compensation + Benefits)*Performance Mangement<br />4<br />
  9. 9. Definition of Goal Setting<br />“The moment of enlightenment is when a person’s dreams of possibilities<br />become images of probabilities.”Vic Braden<br />Don’t be afraid of the space between your dreams and reality. If you can dream it, you can make it so.”Belva Davis<br />5<br />
  10. 10. WHAT IS GOAL SETTING ?<br /><ul><li>Goal setting is a process for thinking about your ideal future and for motivating yourself to turn this vision of the future into reality.
  11. 11. The process of goal setting will help you where you want to go in life.
  12. 12. Properly set goals can be incredibly motivating and as you get into the habit of setting and achieving goals ,you will find your self confidence builds fast.</li></ul>6<br />
  13. 13. SMART GOAL<br />A useful way of making goals more powerful is<br />to use the SMART mnemonic. SMART usually<br />stands for:<br /><ul><li>S = Specific
  14. 14. M = Measurable
  15. 15. A = Attainable
  16. 16. R = Realistic
  17. 17. T = Timely</li></ul>7<br />
  18. 18. Be Specific<br />Goals should be straightforward and emphasize what you want to happen. <br />Specific is the What, Why, and How of the SMART model.<br /><ul><li>WHAT are you going to do? Use action words such as direct, organize, coordinate, lead, develop, plan, build etc.
  19. 19. WHY is this important to do at this time? What do you want to ultimately accomplish?
  20. 20. HOW are you going to do it?</li></ul>8<br />
  21. 21. Measurable<br />If you can’t measure it, you can’t manage it<br />Choose a goal with measurable progress, so you can see the change occur. Be specific! <br />Establish criteria for measuring progress toward the attainment of each goal .When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goals.<br />9<br />
  22. 22. Attainable<br />When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop that attitudes, abilities, skills, and financial capacity to reach them. <br />Goals you set which are too far out of your reach, you probably won’t commit to doing<br />10<br />
  23. 23. Realistic<br />Realistic, in this case, means “do-able” not easy. A realistic project may push the skills and knowledge of the people working on it but it shouldn’t break them.<br />Devise a plan or a way of getting there which makes the goal realistic. <br />Be sure to set goals that you can attain with some effort.<br />Set the bar high enough for a satisfying achievement.<br />11<br />
  24. 24. Time Targeted<br />Set a time target on all goals. This keeps you focused and hold you accountable<br /><ul><li>If you don’t set a time, the commitment is too vague.
  25. 25. Without a time limit, there’s no urgency to start taking action now.</li></ul>Split it up in to steps if the goal is overwhelming<br />12<br />
  26. 26. PERFORMANCE<br />APPRAISAL<br />13<br />
  27. 27. Definition of Performance Appraisal<br />Any system of determining how well an individual employee has performed during a period of time, frequently used as a basis for determining merit increases.”<br />“OBSERVE and EVALUATE an employee in relation to PRE-SET performance standards.”<br />14<br />
  28. 28. Comparing Performance Appraisal and Performance Management<br />Performance appraisal<br /><ul><li>Evaluating an employee’s current and/or past performance relative to his or her performance standards.</li></ul>Performance management<br /><ul><li>The process employers use to make sure employees are working toward organizational goals.</li></ul>15<br />
  29. 29. Appraisal Process<br />Establish job Expectations<br /> Objectives of Performance Appraisal<br />Design an Appraisal Programme<br />Appraise Performance<br />Performance Interview<br />Archive<br />Appraisal Data<br />Use appraisal data for appropriate purposes<br />16<br />
  30. 30. An Introduction to AppraisingPerformance<br />Why appraise performance?<br /><ul><li>Appraisals play an integral role in the employer’s performance management process.
  31. 31. Appraisals help in planning for correcting deficiencies and reinforce things done correctly.
  32. 32. Appraisals, in identifying employee strengths and weaknesses, are useful for career planning
  33. 33. Appraisals affect the employer’s salary raise decisions.</li></ul>17<br />
  34. 34. Methods of Performance Appraisal<br />Traditional Methods:-<br />Straight Ranking Method<br />Man-to-Man Compressive Method<br />Grading<br />Graphic Rating Sales<br />Check Lists.<br />2. Modern Method:-<br />Assessment Centre<br />Appraisal by Result or MBO<br />Human Assets Accounting Method<br />Behaviorally Anchored Rating Scales (BARS)<br />18<br />
  35. 35. Performance Appraisal Ranking Scale<br />
  36. 36. Ranking Employees by the Paired Comparison Method<br />Note: + means “better than.” − means “worse than.” For each chart, add up the number of 1’s in each column to get the highest-ranked employee.<br />
  37. 37. Graphic Rating Scale<br />Trait: _____ ____ Outstanding <br /> ____ Very Good <br /> ____ Good <br /> ____ Improvement Needed <br /> ____ Unsatisfactory<br /> ____ Not Rated <br />21<br />
  38. 38. Alternation Ranking Scale<br />Trait: ____________<br />Highest-ranking employee<br />1. _________________ 4. ____________<br />2. _________________ 5. ____________<br />3. _________________ 6. ____________<br />Lowest-ranking employee<br />22<br />
  39. 39. A Graphic Rating Scale with Unclear Standards<br />
  40. 40. REWARD SYSTEM<br />24<br />
  41. 41. Definition Of Reward System<br />Rewards based on competency and skills improve flexibility as employees possess a variety of skills to move into different jobs asrequired.<br />Competency-based rewards are the organizational rewards that are not based on status or position,but on skills,competency and abilities of employees.<br />The employees are rewarded for their competencies such as customer service,technicalknowlegde,and creativity.<br />25<br />
  42. 42. Reward Based on Performance<br />The Reward Based on performance can be classified in to 3 Rewards:-<br />Individual Reward<br />Team Reward<br />Organizational Reward<br />26<br />
  43. 43. Types of Rewards Based on Performance<br />1.Piece Rate 1.Gain Sharing 1.Stock Ownership<br />2.Commision 2.Bonuses 2. Stock Option<br />3.Royalities 3. Profit Sharing <br />4.Bonuses<br />Individual Reward Team Reward Organisation Reward<br />27<br />
  44. 44. Career Planning and Development<br />28<br />
  45. 45. Career Planning & Career Development<br />Career Planning:-It involves planning the career of employees and implementing career plans so as to fulfill the career aspirations of people. It involves mobility of personnel through promotions and transfers.<br />Need for Career Planning:-<br /><ul><li>To attract competent persons & to retain them in the organization.
  46. 46. To provide suitable promotioned opportunities
  47. 47. To enable the employees to develop & make them ready to meet the future challenges
  48. 48. To correct employee placement
  49. 49. To improve motivation & morale.
  50. 50. To increase the utilisation of managerial talents within an organisation.</li></ul>29<br />
  51. 51. Career Development:-<br />Need: the conducting a needs assessment as a training programme.<br />Vision: the needs of the career system must be linked with the interventions<br />Action Plan: an action plan should be formulated in order to achieve the vision<br />Results: Career development program should be integrated with the organizations on going employee training & management development programmes.<br />30<br />
  52. 52. Career Planning & Career Development<br />1. Unskilled workers Semi-Skilled Skilled Highly-skilled Form<br />2.Junior Clerk Senior Clerk Assistant Section Officer HOD<br />3.Supervisor Assistant Manager Deputy Mgr. Man’ger GM<br />4.Lecturer Senior-Lecturer Reader Professor Head/Dean <br /> Pro. Vice Chancellor Vice-Chancellor.<br />31<br />
  53. 53. MANAGING WORK FORCE DIVERSITY<br />32<br />
  54. 54. Definition:-<br />It is basically a technique,used to appraise the performance of this method the rater is required to distribute his rating in the form of a normal frequency distribution.the purpose is to eliminate the rater’s bias of central tendency.Here also ranking techniques is used .this method is highly simple to understand and easy to apply.<br />33<br />
  55. 55. Secondly,it helps to reduce bias invovled in straight ranking and paired comparisons.but in this method employees are placed in a certain category and not ranked within category. The method is based on the questionable assumption that aal groups of employees have the same distribution of good and poor performance, the rater does not explain why an employee is placed in a particular category. Specific job related performance criteria is not used in ratings.the rater may resent the restriction placed on his freedom of choice.<br />34<br />
  56. 56. Forced Distribution Curve<br /> 40%<br /> 10% 20% 20% 10% <br /> Poor Below Avg. Avg. Good Excellent<br />35<br />
  57. 57. EmployeeStress<br />And <br />Wellness<br />36<br />
  58. 58. Employee Stress And Wellness<br />Definitions:-<br />Stress Occurs at all levels in organizations as a result of many Factors including time pressure, personnel, conflict and sheer quantity of work.<br />37<br />
  59. 59. Stress Related Disease<br />Subjective effects of stress.<br />Behavioral effects of stress.<br />Cognitive effects.<br />Organizational effects.<br />38<br />
  60. 60. Causes of Stress<br />Environmental<br />Personal<br />Sudden<br />Job-related stress<br /><ul><li> Information load
  61. 61. Role ambiguity
  62. 62. Role conflict
  63. 63. Occupational change
  64. 64. Stress carriers
  65. 65. Physical environment</li></ul>39<br />
  66. 66. Wellness ORSTRESS MANAGEMENT TECHNIQUES<br />Time Management<br />Physical Exercise<br />Biofeedback<br />Meditation<br />40<br />
  67. 67. THANK YOU<br />41<br />