Human Resources Management Smilja And Marijana

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Human Resources Management Smilja And Marijana

  1. 1. HUMAN RESOURCES MANAGEMENT Ba sic training WELCOME ! Human Resources Management, March, 2009.
  2. 2. INTRODUCTION <ul><li>Getting to know one another </li></ul><ul><li>About the topic and importance </li></ul><ul><li>Method of working Način rada </li></ul><ul><li>Work ethics </li></ul><ul><li>Expectations (exercise 1th) </li></ul>Human Resources Management, March, 2009.
  3. 3. OBJECTIVES <ul><li>To provide basic understanding how to: </li></ul><ul><ul><li>Be able to design the structure, job description for each of the position in his/her company and handbook (white book) </li></ul></ul><ul><ul><li>Do the recruitment and selection process, </li></ul></ul><ul><ul><li>Recognize the costs incurred by an organization when a wrong hiring decision is made, </li></ul></ul><ul><ul><li>Develop a fair and consistent interviewing process for selecting employees, </li></ul></ul><ul><ul><li>Prepare better job advertisements and use a variety of markets, </li></ul></ul><ul><ul><li>Be able to develop a job analysis and position profile, </li></ul></ul><ul><ul><li>Use traditional, behavioral, achievement oriented, holistic, and situational interview questions, </li></ul></ul><ul><ul><li>Enhance communication skills that are essential, </li></ul></ul><ul><ul><li>Effectively interview difficult applicants, </li></ul></ul><ul><ul><li>Check references more effectively, </li></ul></ul><ul><ul><li>Understand the basic employment and human rights laws that can affect the hiring process. </li></ul></ul><ul><ul><li>Use tools and techniques for motivating employees, </li></ul></ul><ul><ul><li>Implement the performance and appraisal system for its employees, </li></ul></ul><ul><ul><li>Be able to manage the compensation system in their companies, </li></ul></ul><ul><ul><li>Make Training Needs Assessment (TNA) and career plans, </li></ul></ul><ul><ul><li>Design training plans and to choose training providers, </li></ul></ul><ul><ul><li>Evaluate trainings and to get the results, </li></ul></ul>Human Resources Management, March, 2009.
  4. 4. TOPICS PER DAY <ul><li>1. Practical Human Recourses Management for small business with organizational structure, job descriptions, employee handbook. </li></ul><ul><li>2. Recruitment and selection process. </li></ul><ul><li>3. Recruitment and selection process. </li></ul><ul><li>4. Compensation, motivation and performance management. </li></ul><ul><li>5. Labour law, contracts and human resources development (Training management). </li></ul><ul><li>  </li></ul>Human Resources Management, March, 2009.
  5. 5. EXPECTATIONS of PARTICIPANTES <ul><li>Discussion Questions </li></ul><ul><li>  Did anyone feel uncomfortable doing this exercise? Is so, why? </li></ul><ul><li>Can anyone explain why it is good for us to set expectations? </li></ul><ul><li>How can we use these expectations for the rest of the training event? </li></ul><ul><li>  </li></ul>Human Resources Management, March, 2009. From The Course   Knowledge New Skills From The Trainer   Expertise Experience Direction From Others   Confidentiality Honesty From Me   Participation Support  
  6. 6. TOPIC PER 1th DAY <ul><li>Human resources management for small enterprises with organsational structure and job description. </li></ul>Human Resources Management, March, 2009.
  7. 7. WHAT IS HUMAN RESOURCES MANAGEMENT ( HRM) IN C ONTE XT OF THE ORGANIZA TI ON AL STRU C TURE <ul><li>HUMAN RESOURCES MANAGEMENT- </li></ul><ul><li>- it is: </li></ul><ul><li>A systematic recruitment, development and usage of human resource potential in order to accomplish the goals of the organization.   </li></ul>Human Resources Management, March, 2009.
  8. 8. Plan of Organisation (1) <ul><li>In order to analyse the organisational structure, the following five elements should be considered: </li></ul><ul><li>The degree of specialisation of activities </li></ul><ul><li>The degree of standardisation of activities </li></ul><ul><li>The degree of co-ordination of activities </li></ul><ul><li>The degree of centralisation/decentralisation of decision-making </li></ul><ul><li>The size of the working unit. </li></ul>Human Resources Management, March, 2009.
  9. 9. Plan of Organisation (2 and 3) <ul><li>Influencing the design of the organisational structure (Leavitt’s model): </li></ul><ul><li>Strategy (plans for achieving objectives) </li></ul><ul><li>Technology (used to carry out the strategy) </li></ul><ul><li>People (qualifications, functions and numbers used to carry out the strategy) </li></ul><ul><li>Size of the total organisation </li></ul><ul><li>  </li></ul><ul><li>  </li></ul><ul><li>The plan of organisation - description of an organisation -shows in general: </li></ul><ul><li>Distribution of work </li></ul><ul><li>Principle of leadership (line-, functional- and line/staff principle etc.) </li></ul><ul><li>Line of command (responsibility and authority) </li></ul><ul><li>Lines of communication </li></ul><ul><li>Level of organisation </li></ul><ul><li>Area of control </li></ul><ul><li>Job names, if any </li></ul>Human Resources Management, March, 2009.
  10. 10. What is organisational structure?   <ul><li>Org. structure expresses the arrangement of people and groups in relation to work assignments and organizational goals. </li></ul><ul><li>It allows for clear specification of roles, responsibilities and mutual relationships of individuals. </li></ul>Human Resources Management, March, 2009.
  11. 11. Matrix organisation <ul><li>Advantages </li></ul><ul><li>Gives flexibility to the organisation. </li></ul><ul><li>Stimulates interdisciplinary co-operation. </li></ul><ul><li>Develops employee skills. </li></ul><ul><li>Motivates people to identify with end product. </li></ul><ul><li>Allows experts to be moved to crucial areas as needed. </li></ul><ul><li>Disadvantages </li></ul><ul><li>Risk of creating a feeling of anarchy and risk of management losing control. </li></ul><ul><li>May lead to more discussion than action. </li></ul><ul><li>Requires high interpersonal skills. </li></ul><ul><li>Costly to implement. </li></ul><ul><li>Affects morale when personnel is rearranged . </li></ul>Human Resources Management, March, 2009.
  12. 12. FROM TRADITIONAL TO STRATEGIC HRM <ul><li>M any are afraid of risks which changes bring, however many companies risk the most by not changing anything. </li></ul><ul><li>Management Wissen </li></ul>Human Resources Management, March, 2009.
  13. 13. FROM TRADITIONAL TO STRATEGIC HRM Human Resources Management, March, 2009. CHARACTERICS TRADITIONAL HRM STRATEGIC HRM HUMAN RESOURCES RESPONSIBILITIES SPECIALISTS LINE MANAGEMENT GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING HRM ROLE CORRESPONDS TO NEEDS LEADS , INSPIRES , UNDERSTANDS TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES ORG. CULTURE BIROCRATIC PA RTICIPATIONAL EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
  14. 14. FROM TRADITIONAL TO STRATEGIC HRM <ul><li>TRADITIONAL HRM </li></ul><ul><li>RELATIVELY ISOLATED FUNCTION </li></ul><ul><li>STRATEGIC HRM </li></ul><ul><li>INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT </li></ul>Human Resources Management, March, 2009.
  15. 15. What involves The Human Resource Management? Human Resources Management, March, 2009.
  16. 16. ANALYSIS / DESCRIPTION / JOB or one of the first steps in HRM <ul><li>Def. Process of gathering and evaluating all relevant data which relate to the job: business nature and content, skills, knowledge, and abilities. </li></ul><ul><li>Purpose : recruitment and selection , compensation , performance evaluation , training. </li></ul>Human Resources Management, March, 2009.
  17. 17. EXERCISE : Describe your job <ul><li>What is the nature and content of your present/future job? </li></ul><ul><li>What knowledge, skills and characteristics are necessary in order to complete the job? </li></ul>Human Resources Management, March, 2009.
  18. 18. Procedures and phases of job analysis <ul><ul><li>Procedures of data gathering : questioners , interviews , journals , observation. </li></ul></ul><ul><ul><li>2. Data analysis. </li></ul></ul><ul><ul><li>3. Job specifications and description. </li></ul></ul>Human Resources Management, March, 2009.
  19. 19. WHAT IS THE FINAL RESULT OF JOB ANALYSIS  <ul><li>JOB DESCRIPTION (ASSIGNMENT CATALOG, CERTAIN JOB DUTIES AND RESPONSIBILITIES)   </li></ul><ul><li>PROFILE OF DEMANDS (WHAT KNOWLEDGE, SKILLS, ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB) </li></ul>Human Resources Management, March, 2009.
  20. 20. PROFILE OF DEMANDS <ul><li>PROFESSIONAL PROFILE INCLUDES : needed skills, professional and additional knowledge </li></ul><ul><li>PSYCHOLOGICAL PROFILE : intellectual abilities, personality characteristics and interests </li></ul><ul><li>PHYSICAL CHARACTERISTICS </li></ul>Human Resources Management, March, 2009.
  21. 21. Employee handbook <ul><li>Index HR Manual </li></ul><ul><li>Introduction & Implementation of </li></ul><ul><li>Human Resource Policies & Procedure In RAKO Group of Companies </li></ul><ul><li>Employment Manual </li></ul>Human Resources Management, March, 2009.
  22. 22. Guest lecturer <ul><li>Manager in a small business with highly developed practice for HRM. </li></ul>Human Resources Management, March, 2009.
  23. 23. RECRUITMENT AND SELECTION part II Tests Interviews Mart 2009.
  24. 24. PSYCHOLOGICAL TESTS Mart 2009. <ul><li>What we consider to be a psychological test: an instrument which satisfies psychometric characteristics . </li></ul><ul><li>Types : </li></ul><ul><li>common intellectual abilities test </li></ul><ul><li>special abilities test </li></ul><ul><li>personality test ( inventories ) – condition tests and personality traits tests. </li></ul>
  25. 25. CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE REALISED <ul><li>Tests which are published by the Društvo psihologa Srbije ( sl. Glasnik 25/1996.) </li></ul><ul><li>Licensed test packages which are bought from credible institutions. </li></ul><ul><li>There isn’t any third option! </li></ul>Mart 2009.
  26. 26. EXERCISE I – psychological testing <ul><li>Participants have an opportunity to see examples of basic types of psychological tests. </li></ul>Mart 2009.
  27. 27. Unavoidable INTERVIEWS <ul><li>An interview is a technique of selection by which data is acquired, which is not available using other ways: </li></ul><ul><li>Observation and assessment of the candidates appearance and behavior; </li></ul><ul><li>Direct communication ; </li></ul><ul><li>Data of the candidates characteristics ( characteristics , motivation , values ) which may not be acquired by a more reliable way ; </li></ul><ul><li>Vivo emotional stability test of the candidate ... </li></ul>Mart 2009.
  28. 28. WHEN IS THE INTERVIEW POWERLESS <ul><li>‘ ’ An interview is in fact, a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results. </li></ul><ul><li>... but it should be said that it is a very necessary addition to the test results, specifically to the motivation sector, the candidates life opportunities and even some abilities which could not be measured by tests, e.g. the candidates communication skills… </li></ul><ul><li>( Source B.Petz,1987. ) </li></ul><ul><li>AND WHEN IT’S POWERFUL </li></ul><ul><li>Questions during the interview cover 4 main regions : </li></ul><ul><li>Work experience </li></ul><ul><li>Education and training </li></ul><ul><li>Certain personal characteristics </li></ul><ul><li>Activities and interests </li></ul>Mart 2009.
  29. 29. AND WHEN THE INTERVIEW IS STILL POWERLESS <ul><li>List of frustrations : </li></ul><ul><li>Your are pleased during the interview, but after it you know little about the real skills and abilities of the person who was interviewed . </li></ul><ul><li>You make assumptions about the personality and abilities of the candidate . </li></ul><ul><li>You have no more questions for the candidate . </li></ul><ul><li>Sometimes you are unable to make a difference between candidates. </li></ul><ul><li>You are not capable of deciding to whom to offer the job. </li></ul><ul><li>You are frustrated during the whole time of the interview . </li></ul>Mart 2009.
  30. 30. WHAT MUST BE KNOWN ABOUT AN INTERVIEW <ul><li>Which activities are performed during the interview: </li></ul><ul><li>Planning and preparing for the conducting of the interview </li></ul><ul><li>Conducting the interview, gathering information </li></ul><ul><li>Giving information and explanations ( two-way process of choice – forming of the so called Psychological contract ) </li></ul><ul><li>Observation ( estimating ) </li></ul><ul><li>Interpreting , evaluating </li></ul><ul><li>Interview elements : </li></ul><ul><li>Gathering information about the candidate </li></ul><ul><li>Giving information to the candidate </li></ul><ul><li>Interpreting information and giving decisions about the proposal. </li></ul>Mart 2009.
  31. 31. DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW <ul><li>Planning skills, opinion towards planning </li></ul><ul><li>Communication skills </li></ul><ul><li>Active listening skills </li></ul><ul><li>People observation skills </li></ul><ul><li>Data interpretation skills </li></ul>Mart 2009.
  32. 32. DEMANDS PLACED BEFORE THE INTERVIEWER <ul><li>The starting point of the interview is the description of the job and the demands towards the worker </li></ul><ul><li>Discriminative questions are avoided </li></ul><ul><li>Same interview procedures are introduced towards every participant </li></ul><ul><li>Candidates are given enough time to think </li></ul><ul><li>Interested candidates are given information about the employment date. </li></ul>Mart 2009.
  33. 33. Interviewing Barriers <ul><li>Leniency or Stringency </li></ul><ul><li>Halo/Horn Effect </li></ul><ul><li>Error of Central Tendency </li></ul><ul><li>Stereotyping </li></ul><ul><li>Danger of making conclusions based on </li></ul><ul><li>non-verbal communication. </li></ul>Mart 2009.
  34. 34. Behavioral Interviews <ul><li>In traditional interviews, we ask questions like: </li></ul><ul><li>Where do you want to be in 5 years? </li></ul><ul><li>What kind of supervisor do you like? </li></ul><ul><li>What are your strengths? Weaknesses?  </li></ul><ul><li>Behavioral interviewing is based on this model: </li></ul><ul><li>  </li></ul>Mart 2009.
  35. 35. Purpose of Behavioral Interviewing <ul><li>The behavioral interviewing tools will ensure that the selection process is: </li></ul><ul><li>Objective </li></ul><ul><li>Consistent and transparent </li></ul><ul><li>Based on the competencies and proficiency level of the job </li></ul><ul><li>A good predictor of performance </li></ul>Mart 2009.
  36. 36. Evaluation and how to deal with “difficult” candidates <ul><li>Which are the “difficult” people in communication </li></ul><ul><li>How to recognize “difficult” people in communication </li></ul><ul><li>Reaction models in communication with “difficult” people </li></ul><ul><li>The advantages of developed communication modes – organizational and personal </li></ul>Mart 2009.
  37. 37. WORK PHASES WITH “difficult” candidates <ul><li>RECOGNITION </li></ul><ul><li>REACTION MODELS </li></ul><ul><li>INCREASED EFFICIENCY EFFECTIVENESS OF THE INTERVIEW </li></ul>Mart 2009.
  38. 38. EXERCISE II <ul><li>Role-Play: </li></ul><ul><li>Job Interview </li></ul><ul><li>Feedback of the Role-Play and De-briefing </li></ul><ul><li>Scoring Responses from the applicants </li></ul>Mart 2009.
  39. 39. Human resource management, march 2009. RECRUITMENT AND SELECTION Part I
  40. 40. S ix stages to the recruitment and selection process Human resource management, march 2009.
  41. 41. RECRUITMENT   <ul><li>Notion : A process of attracting qualified and high-quality candidates </li></ul><ul><li>Ways in which recruitment is approached: </li></ul><ul><li>1. Intern recruitment </li></ul><ul><ul><li>A call for employees to apply for a free position </li></ul></ul><ul><ul><li>Information system – a employee competence database </li></ul></ul><ul><ul><li>2. Extern recruitment </li></ul></ul>Human resource management, march 2009.
  42. 42. RECRUITMENT – types of extern recruitment   <ul><ul><li>Formal methods: advertising, employment agencies, head hunting agencies, colleges </li></ul></ul><ul><ul><li>Informal methods: recommendations, former employees, self initiative employment </li></ul></ul><ul><li>3. Extra recruitment: temporary, employee lending, contract employing. </li></ul>Human resource management, march 2009.
  43. 43. THE COSTS ?! <ul><li>Analysis of position advertisement costs </li></ul><ul><li>Pre selection process </li></ul><ul><li>Reference check </li></ul>Human resource management, march 2009.
  44. 44. SELECTION <ul><li>Definition: A process of choosing between candidates for a specific job and making a decision about admission. </li></ul><ul><li>Selection is performed through gathering of information about predictor .   </li></ul><ul><li>Act of pre selection </li></ul>Human resource management, march 2009.
  45. 45. Instruments for gathering data about predictor <ul><ul><li>1. Instruments for gathering </li></ul></ul><ul><ul><li>Biography data: </li></ul></ul><ul><ul><li>Form for application and CV, forms or tests about biography data </li></ul></ul><ul><ul><li>2. Instruments for ability and characteristics data acquisition: ability tests, personality tests, job sample tests, clinical, physical tests </li></ul></ul><ul><ul><li>3. Interview </li></ul></ul>Human resource management, march 2009.
  46. 46. EXERCISE I <ul><li>Participants who are divided into two or three groups consider questions about recruitment and selection, and present the answers to the group and the end. Short discussion and conclusions . </li></ul><ul><li>What can go wrong? </li></ul><ul><li>  Why do things go wrong? </li></ul><ul><li>  How can such problems be prevented? </li></ul><ul><li>  What are the costs involved in hiring a new employee? </li></ul><ul><li>What are the costs of hiring the wrong person? </li></ul><ul><li>What part does the recruiter play in all of this? </li></ul><ul><li>  </li></ul><ul><li>  </li></ul>Human resource management, march 2009.
  47. 47. EXERCISE I - addition <ul><li>List of things that can go wrong </li></ul><ul><li>Separating the most sensitive parts of the Recruitment and Selection process </li></ul><ul><li>Psychological essence of the process - making decisions, taking responsibilities and risks. </li></ul>Human resource management, march 2009.
  48. 48. Factors in the Hiring Process <ul><li>Level III traits tend to be highly stable. </li></ul><ul><li>  </li></ul>Human resource management, march 2009.
  49. 49. YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST. <ul><li>Level III traits tend to be highly stable ! </li></ul>Human resource management, march 2009. The best predi c tor of future behavior is past behavior.
  50. 50. SELECTION TECHNIQUES <ul><li>Application forms , questioners </li></ul><ul><li>Suitable psychological tests </li></ul><ul><li>Interviews </li></ul><ul><li>Portfolio </li></ul><ul><li>Previous estimates (Assessmet centers , work and behavior samples ) </li></ul><ul><li>Trial work </li></ul><ul><li>Other methods , mainly informal </li></ul>Human resource management, march 2009.
  51. 51. APPLICATION FORMS, questioners , Curriculum Vitae (CV) <ul><li>The participants , are divided into groups and are given one sample of a application form/CV/ and motivation letter have to question the quality of data which it possesses. </li></ul><ul><li>Debriefing . </li></ul>Human resource management, march 2009.
  52. 52. GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK PHASES ON APPLICATION FORMS AND CVs - sum up - <ul><li>CV </li></ul><ul><li>Reliable indicators </li></ul><ul><li>Unreliable indicators </li></ul><ul><li>Motivation letter </li></ul><ul><li>Reliable </li></ul><ul><li>indicators </li></ul><ul><li>Unreliable indicators </li></ul>Human resource management, march 2009.
  53. 53. RECOMMENDATIONS FOR USING SELECTION TECHNIQUES <ul><li>Relying on one technique is not recommended . Aiming to reduce costs of selection can later show to be extremely expensive! </li></ul>Human resource management, march 2009.
  54. 54. <ul><li>4th day </li></ul><ul><li>Performance management </li></ul><ul><li>and motivation </li></ul>
  55. 55. What is Motivation? <ul><li>Managers want to motivate employees up to higher level of loyalty, dedication to organization and stability at work. </li></ul><ul><li>Good managers are oriented on getting the best from their employees. That is motivation, in short. </li></ul><ul><li>Main cause of failure is to insist only on one thing: </li></ul><ul><li>- first, that good salary can solve everything </li></ul><ul><li>- or second, that the salary is not important if manager can find a real thing to move all employees energy. </li></ul><ul><li>Advice for Success is in the middle </li></ul><ul><li>A good salary is a middle of the right management strategy, but on manager himself is to understand what is the positive energy that motivate his people. </li></ul>
  56. 56. The human resources model The complex man (McGregor, Maslow, Argyris and Likert) <ul><li>Abraham Maslow, and his Motivation theory …. </li></ul><ul><li>Lower needs should be satisfied in certain level as a precondition for higher needs level. </li></ul><ul><li>A main thing is in the certain measure and how big that measure is depends of whom is about and which situation. </li></ul>
  57. 57. A system view of motivation in organisations Individual characteristics Interests Attitudes Needs Job characteristics Appraisal system Autonomy Reaction Situation characteristics regarding the job Environment Organization Culture
  58. 58. Basic elements of good motivation policy <ul><li>To offer </li></ul><ul><li>1. Basic salary, with bonuses for certain results (material rewards treat as needed, but not sufficient condition for people motivation); </li></ul><ul><li>2. To provide a decent and well organized working conditions for employees with healthy interpersonal relations ; </li></ul><ul><li>3. To built in interesting and provoking tasks in working that are going to be delivered to people ; </li></ul><ul><li>4. Try to transparent all established results – let all see that you care for good results and good workers ; </li></ul><ul><li>5. To show people how they can built in the same time their personal success and development with development of theirs enterprise. </li></ul>
  59. 59. <ul><li>To look, to hear and to understand people with whom is working with. </li></ul><ul><li>To start from my self: what is the satisfied level of salary for me , in what working environment and relations I want to work, etc… </li></ul>
  60. 60. Presentation on Appraisal system <ul><li>The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department. The scoring should be done under the supervision of the HR Manager. </li></ul><ul><li>The result of the Appraisal should be made available to the departmental head for final decision on Promotion, Transfer, Demotion, or any other corrective measures. </li></ul><ul><li>The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision. </li></ul><ul><li>The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result. </li></ul>
  61. 61. <ul><li>Examples: </li></ul><ul><li>Employee evaluation </li></ul><ul><li>Appraisal record form supervisor </li></ul><ul><li>Performance appraisal format </li></ul>
  62. 62. Wage & Salary Procedures <ul><li>The wage card / salary card should be prepared by the line supervisors / head of the department respectively </li></ul><ul><li>The payment of salary / wage should be scheduled on any one day of every month and the payment of salary shall be in kinds. </li></ul><ul><li>The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction. </li></ul><ul><li>The Gross salary / wage of one employee should remain confident to the extent possible. To promote this idea, the relevant / appropriate stationary should be used. </li></ul>
  63. 63. <ul><li>Remuneration system example </li></ul>
  64. 64. <ul><li>Exercise: </li></ul><ul><li>Development of appraisal system and design of pay relates system </li></ul>
  65. 65. <ul><li>Guest speaker: </li></ul><ul><li>Manager of small enterprise with developed compensation and motivation system </li></ul>
  66. 66. <ul><li>5th day </li></ul><ul><li>Compensation, Labour law, practical guide for employee relations, contracts </li></ul><ul><li>Exit interviews </li></ul>
  67. 67. <ul><li>All employees are entitled to Workers’ Compensation benefits. This coverage is automatic and immediate and protects employees from work-related injury or illness. If an employee cannot work due to a work-related injury or illness, Workers’ Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work. </li></ul>
  68. 68. <ul><li>Job contract / HR manual - example </li></ul>
  69. 69. <ul><li>Open discussion </li></ul><ul><li>Importance of </li></ul><ul><li>“ closing inter view ” </li></ul>
  70. 70. <ul><li>Guest speaker: </li></ul><ul><li>Lawyer or accountant to present different compensation systems </li></ul>
  71. 71. Training and development <ul><li>HR manager interpretation </li></ul><ul><li>Support to others HR managers to develop and implement plans and trainings </li></ul><ul><li>Find the resource of adequate solutions for training and development </li></ul><ul><li>Calibrations of the training influence and efficiency </li></ul>
  72. 72. A ttainable module s <ul><li>open type programs you come to us , and </li></ul><ul><li>in-house trainings we come to You , which are specific for each organization and groups of employees. </li></ul>
  73. 73. Purpose of training <ul><li>trainings appropriate for business requirements. </li></ul><ul><li>increasing the effectiveness of the employees, and development of the employees’ personal skills and competences. </li></ul><ul><li>developing talents. </li></ul>
  74. 74. Case study - Training and development - <ul><li>Ann has recently came to your organization as a junior expert for development. She has just passed the final exam on the faculty of economics. She has just moved away from the another part of Serbia. Follow up the list of 10 trainings that can be used hers initial training. You have to rang it by the sequence you think its appropriate – if there is only 1 activity, rang it as 1., etc. when you finish, make a meeting with the members of your team to compare the scores. </li></ul>
  75. 75. ACTIVITY Individual mark Team mark Final Meeting with managers of all existing departments Reading and introduction with Regional Development Strategy Presence on the Regional Council meetings Fill the application for the Local Economy Development Presence on the three – day conference organized by the Standing Conference of Towns and Municipalities One week attendance to the European Commission in Brussel Meeting with the agency director Attendance to other agency for development Presence on the three meetings of senior management Association to director and team leaders on the meetings with the mayors of municipals
  76. 76. <ul><li>Evaluation of Training and measuring organizational impact </li></ul>
  77. 77. Evaluation of Training <ul><li>Reaction </li></ul><ul><li>􀂾 Did employees like the training, think it was useful, feel </li></ul><ul><li>more confident in their abilities? </li></ul><ul><li>Learning </li></ul><ul><li>􀂾 Did employees learn anything new? </li></ul><ul><li>Behavioural </li></ul><ul><li>􀂾 Do trainees behave any differently back on the job? </li></ul><ul><li>Results </li></ul><ul><li>􀂾 Did the training have the desired outcome? </li></ul>

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