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  1. 1. Human Resource Department
  2. 2. Defining Human Resource Management Human resource management is the integrated use of system policies management practices To support organization to meet its desired goal through recruitment, maintaining and development of employees *Attempts maximum utilization of pooled skills & experience
  3. 3. Need in Health sector • Requirement of varied manpower (non skilled to highly skilled) • Outcome of any programme depends on competencies & skills of implementing personnel • Mismatch between requirement & production of manpower • Continuous updating of skills and knowledge has not been mandatory • Regional disparities both in quality & quantity
  4. 4. Components Human Resource Management Planning Retention & Attrition Recruitment & Selection Career Management Training & Development Salary & Reward Performance Management
  5. 5. A. Human Resource Planning • HR Planning includes all activities required do to forecast current & future HR needs Needed when a new programme is envisaged Must be done prior to recruitment & selection Demand forecasts estimate number & qualifications needed Supply forecasts estimate availability & qualifications of current workers Job Analysis Determines Requirement for job: Skills Duties Knowledge Training Job Specification Minimum acceptable standards: Educational Qualification Training Experience Forecasting Manpower Projected turnover Suitability of existing employees Budget availability
  6. 6. B. Recruitment & Selection • Recruitment: Defining jobs & Inviting applications • Selection: Specific filtering process for choosing the most suitable personnel • External Internal Outsourced • Medical fitness/Police verification • Probation
  7. 7. Recruitment & Selection Contd.... Cognitive Ability Test Performance tests Personality test Group Discussion Interviews Selection Tools
  8. 8. Recruitment & Selection Contd.... 35 joined 50 selected 150 interviewed 200 called for interview 1000 applications received Recruitment Pyramid
  9. 9. C. Training & Development • An act of increasing knowledge & skills of employee to do a particular job • Health personnel are adults: Principles of adult learning • Participatory approach, Experiences are to be shared • Initial period best for training • Introduction to goals/vision/mission; Work culture/Hierarchy explained • Job description chart • Induction/pre-placement training Reorientation/Refresher training
  10. 10. D. Training & Development contd... Training & Development Training Need Assessment Training Objectives Training Delivery Training Evaluation Training needs Task Analysis Competency analysis Seeking expectations Measurable/Observable Relevant skills/knowledge  Updating Motivation Cognitive/Practical  Behavioural approach e-learning Pre/Post test Feedback
  11. 11. E. Performance Management Defining performance Correctiveaction Training & Developmental plan, Salary, Career Development Performance appraisal & Evaluation Regular review & monitoring Feedback Setting standards/targets Mutual agreement Immediate Superior Monthly meetings Verbal/written Reprimand/Appreciation Employer/Employee Needed support Actions for misconduct Quantity/Quality Expectations Achievement Feedback Competency vs Reality Linked to performance
  12. 12. Performance Management contd... • Organization: Standing orders about code of conduct/procedure for disciplinary actions • All employees treated at par • Initially verbal warnings (immediate supervisor)→Written warning • Charges communicated → Opportunity to defend → Penalty • Appeals Major Penalties (Enquiry) Compulsory retirement Removal from service (with/without future disqualification) Minor Penalties (Head of office) Censure Withholding of promotion Withholding of increment Reduction to lower scale
  13. 13. F. Salary & Reward Management • Generally Govt wages are quite fair • Each designated post carries a pay scale • Salary doesn’t commensurate with performance • Based on qualifications + years needed for qualifications • Difference b/w regular & contractual employee • Enthusiastic and best performer may lose interest • Salary also linked to inflation rate • Incentives/additional increments/out of turn promotions
  14. 14. G. Career Management • Management should assist employees to achieve realistic career goals • Timely promotions • Opportunity to acquire additional qualifications • Clearly defined promotion policy • Seniority & Merit based 5-10 yrs Trial stage 10-20 yrs Stable Occupational goals 20-30 yrs Secures & maintains place >30 yrs Reduced power, Salary, responsibility
  15. 15. H. Retention & Attrition • Retention: Worker remaining with organization for a long period • Attrition: Departure of employee • If premature departure: cycle repeated, Resource consuming
  16. 16. Retention & Attrition contd... Help Retention Remuneration/fair incentives Organization’s reputation Good seniors Cohesive/friendly staff Job satisfaction/meaningful Safe/healthy environment Respect & Affection Reasons for attrition Retrenchment/Unsatisfactory Better payment/working conditions Health/family related Retirement
  17. 17. Morale & Motivation Welcome new ideas Recognize & Reward Help in succeeding ‘Thank you’ notes Huddle Open up Have fun Add perks Let resisters go Measure morale Motivation: Set of processes driving a person towards a goal Maslow’s hierarchy of needs
  18. 18. Stress • Not a personality trait/psychological problem • Physical/psychological condition of body/mind • Situations, people & events don’t cause; Perceptions, attitudes, values, belief & rexns Stressor Perception of threat Emotional Reaction Activating event Subjective appraisal of a situation as dangerous Stress response
  19. 19. Stress...Management • Realize that stress is a fact of life • Modify your –ve self talk to +ve • Dispute irrational beliefs • Accept responsibility for yourself • Accept that you are not in control of world • Stop perfectionistic attitude • Cultivate spiritual intelligence • Manage time/habits/hobbies • Engage in leisure/exercise • Learn to say no
  20. 20. Conflict • Issue of perception: different feelings about what is logical/natural, desirable, good/bad • Contradiction in perception of needs within a person in interest & thinking from others Intrapersonal Interpersonal Antecedent conditions Communication Structure Personal variables Perceived conflict Felt conflict Conflict handling Competing Collaborating Compromising Confronting Avoiding Accommodating Overt conflict Party’s behaviour Other’s reaction Increased performance Decreased performance Stage I Potential opposition Stage II Cognition & Personalization Stage III Intentions Stage IV Behaviour Stage V Outcome
  21. 21. Conflict Management...Resolving conflict • Working through differences • Authentic communications between & among members: trust & support • Genuine respect for differences in idea, knowledge, attitude, emotional status • Role Clarification/ Job description • Personnel problem: Counselling • lack of motivation: On going in-service program • Grievance: Fairly/quickly
  22. 22. Employee welfare • Anything done for intellectual, physical, moral & economic betterment of worker by employer/Govt over and above what is laid down by law or what is normally expected of the contractual benefits for which the worker may have been bargained (LIC 1946) • Adequate canteens, Rest & recreational facilities, Sanitary, Medical facilities, Travel arrangements from/to, Accommodation, Social security • Provided with in/outside establishment
  23. 23. Employee welfare contd...Measures Medical & health care Regular health checks In/out patient coverage Referral services Benefits to dependents MCH/FP services Maternity/paternity leaves Health education Occupational safety Periodic Medical Exam: Early Dx of occu dis Prompt Rx Job rotation Working Environment Safe Work area Equipment operation Clothing/PPE First aid kits Installation Personnel Policy Financial measures: Pay/Bonus/Loans/cash/incentives/promotion Ret/Medical/Disability/Death benefits GIS/staff benefits Recognition: LOP/certificate/badges Administrative measures Work hours, Leave/absence, Couple employees Communication: Intercom/allowances Housing/Rest room/canteen/creche facility/Transport Water/Noise/Lighting/Cleanliness/Recreation rooms
  24. 24. Personnel Records • Need: Enables manager to identify/classify the available HR • Methods: Manually/Computer-Incomplete/Infrequently updated • Contents  Application of recruitment  Record of selection  Bio data of applicant  Copies of certificates/testimonial (DOB, Caste status, qualifications, character)  Identification mark, signature/thumb impression, photograph  Copy of appointment letter  Job description  Leave records  Letter of confirmation, increments, promotions, transfers, punishments  Record from previous employer, if any  Exit form including retirement benefits  Any other relevant record
  25. 25. Grievances • Grievance handling: Heads/Superior perform technical professional duties • Without proper skills, head can interpret conflict as personal attack • Grievance procedure  Mechanism by which employee’s disputes/problems can be resolved  Ensure fair treatment/environment where conflicts are settles amicably • Why Grievance Committee?  Enables employee with a means of airing dispute without fear  Renders decision making authority as neutral  Supervisor may lack necessary skill/authority  Allows employee to bypass immediate superior for a just cause  Can avoid union activities/strikes
  26. 26. Functions Talent Acquisition Talent Development Performance Management Compensation Management Employee Relations Career Management Health, Safety & Employee Wellness Separation Formalities
  27. 27. Training & Development Training Development Learning skills to do a particular job Growth of an employee in all aspects Job oriented in nature Career oriented in nature Short term perspective Long term perspective Provided to lower level employees/junior managers Provided to senior managers
  28. 28. Thank you...!!