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HR Management for Non HR Managers Essentials of  HR Management
Training Agenda  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
www.exploreHR.org You can download this presentation at: Please visit  www.exploreHR.org   for more presentations on leadership, personal development, and HR management.
Human Resource Management : An Overview
HR Management Cycle Recruitment & Selection Training &  Development Performance Management Reward Management Career Management
HR Strategy and Business Result Recruitment & Selection Training &  Development Performance  Management Reward  Management Career  Management HR  STRATEGY Business Strategy Business Result
Manpower Planning & Employee Recruitment
Manpower Planning Company Strategy  What staff do we need to do the job? What staff is available within our organization? Is there a match? If not, what type of people do we need, and how should we recruit them? Job Analysis  ,[object Object],[object Object],[object Object],[object Object],What is impact on wage and salary program?
Manpower Planning ,[object Object],Factors in Forecasting Personnel Requirements  ,[object Object],[object Object]
Technique to Determine Number of Recruits ,[object Object],Trend Analysis Ratio Analysis ,[object Object]
Recruitment from External Resources  ,[object Object],[object Object],Macro- Economic Conditions  of a Nation
[object Object],Availability  of Manpower  in Desired Sectors  Recruitment from External Resources
[object Object],Company Reputation  Recruitment from External Resources
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Recruitment Yield Pyramid
Recruitment Sources Advertising (newspaper, magazine, internet) College  Recruitment Recruitment Agent (headhunter) Recruitment Sources
Employee Selection
Basic Concept of Selection Tests The quality of an employee selection test is determined by three main factors, namely : ,[object Object],[object Object],[object Object]
Some Types of Selection Test ,[object Object],[object Object],[object Object]
Cognitive Ability Test ,[object Object]
Advantages of Cognitive Ability Test ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Disadvantages of Cognitive Ability Test ,[object Object],[object Object]
Personality Test ,[object Object],[object Object]
Advantages of Personality Test ,[object Object],[object Object],[object Object]
Disadvantages of Personality Test ,[object Object],[object Object],[object Object],[object Object]
Interview ,[object Object]
Advantages of Interview ,[object Object],[object Object],[object Object],[object Object],[object Object]
Disadvantages of Interview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Training & Development
Training Need Analysis Training Objectives Training  Delivery Training Evaluation Training Process  What are the training needs for this person and/or job? Objective should be measurable and observable Techniques include on-the-job-training, action learning, etc. Measure reaction, learning, behavior, and results
Assessing Training Needs Task Analysis ,[object Object],Competency Analysis ,[object Object]
Competency Analysis Required competency  level for certain position  Competency Gap Competency Assessment Current competency level of the employee Training and Development Program
Competency Profile Per Position Score Required Competency Type
Competency Profile Per Position
Training Matrix for Competency Development V = compulsory training  Training Title
Enhance Training Effectiveness Make the material meaningful Provide for transfer to learning Motivate the trainee Training Effectiveness
Enhance Training Effectiveness Make the material meaningful ,[object Object],[object Object],[object Object],[object Object],[object Object]
Enhance Training Effectiveness Provide for transfer to learning ,[object Object],[object Object],[object Object]
Enhance Training Effectiveness Motivate the trainee ,[object Object],[object Object],[object Object]
Type of Training Program Formal course OFF THE JOB Simulation Wilderness Trip ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Type of Training Program Job instruction training ON THE JOB Apprenticeship training Job rotation Mentoring ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Evaluation of Training Effectiveness Level 1 - Reaction Level 2 - Learning Level 3 – Behavior Application Level 4 – Business Impact Four Levels  of Training Effectiveness
Evaluation of Training Effectiveness Test the trainees to determine if they learned the principles, skills, and facts they were to learn. Evaluate trainees’ reactions to the program. Did they like the program? Did they think it worthwhile? Level 1 - Reaction Level 2 - Learning
Evaluation of Training Effectiveness What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employee drop? Did the reject rate improve? Was turnover reduced, and so forth. Ask whether the trainees’ behavior on the job changed because of the training program. For example, are employees in the store’s complaint department more courteous toward disgruntled customers than previously? Level 3 – Behavior Application Level 4 – Business Impact
Employee  Performance Management
Why Performance Appraisal? ,[object Object],[object Object],[object Object]
Performance Management Cycle Performance Planning (Setting Performance Targets) Regular Review and Monitoring Feed back Corrective Action Performance Appraisal and Evaluation ,[object Object],[object Object],[object Object]
Performance Management Cycle Defining Performance Standard/ Targets Appraising Performance Providing Feedback for Development ,[object Object],[object Object],[object Object]
Problems in Performance Appraisal Lack of standards Irrelevant or subjective standards Poor measures of performance Poor feedback to employee Negative communication Failure to apply evaluation data Common Performance Evaluation Problems
Bias in the Appraisal Process Halo Effect The "halo"  effect  occurs when a supervisor’s rating of a subordinates on one trait biases the rating of that person on other traits Central Tendency A tendency to rate all employees the same way, such as rating them all average
Leniency The problem that occurs when a supervisory has a tendency to rate all subordinates either high or low Bias The tendency to allow individual differences such as age, race, and sec affect the appraisal rates these employees receives. Bias in the Appraisal Process
Performance appraisal elements has two main categories: 2. Performance Result : Hard or quantitative aspects of performance  (result) 1. Competencies : It represents soft or qualitative aspects of performance  (process)   Performance Appraisal Element
[object Object],2. Performance Result Score Overall Score Will determine the employee’s career movement, and also the reward to be earned Performance Appraisal Element
Element # 1 : Competencies  Competency : Collaboration Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations. Ensures events and systems, eg IT, for collaboration are in place and used. Manages alliance relationships through complex issues such as points of competing interest. Drives and leads key relationship groups across The company. Builds and maintains relationships across The company. Encourages co-operation rather than competition within the team and with key stakeholders. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Involves teams in decisions that effect them. Builds internal and external networks and uses them to efficiently to create value. Actively builds internal and external networks. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Responds promptly to other team members’ needs. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Expert Advanced Intermediate Basic
Element # 2 : Performance Results Target should be measurable and specific
Employee Career Management
Career Planning and Development Providing employees the assistance to form realistic career goals and the opportunities to realize them Career Planning & Development
Entry Level First Line  Middle  Management Senior  Management Top  Management Join Company  22 years old Supervisor/Ass. Manager  26 - 29 years old Managers  29 - 35 years old GM/Senior Managers  35 - 45 years old CEO/BOD  45 - 55 years old Typical Career movement
Career Stage Trial Stage The period from about age 25 to 30 during which the person determines whether or not the chosen field is suitable and if it is not, attempts to change it. Stabilization Stage The period, roughly from age 30 to 40, during which occupational goals are set and more explicit career planning is made to determine the sequence for accomplishing goals
Mid career Crisis Stage The period occurring between the mid-thirties and mid-forties during which people often make a major reassessment of their progress relative to their original career ambitions and goals Maintenance Stage The period form about ages 45 to 65 during which the person secures his or her place in the world of work Career Stage
Decline Stage The period during which many people are faced with the prospect of having to accept reduced levels of power and responsibility. Career Stage
Career Anchors Career Anchor : A concern or value that someone will not give up if choice has to be made Career anchors, as their name implies, are the pivots around which a person’s career swings; a person becomes conscious of them as a result of learning about his or her talents and abilities.
Five Career Anchors Technical/ Functional Career Anchor Managerial Competence as a Career Anchor Creativity as a Career Anchor Autonomy and Independence as Career Anchor Security as a Career Anchor
Five Career Anchors Technical/ Functional Career Anchor ,[object Object],[object Object]
Five Career Anchors Managerial Competence ,[object Object],[object Object]
Five Career Anchors Creativity ,[object Object],[object Object]
Five Career Anchors Autonomy and Independence ,[object Object],[object Object]
Five Career Anchors Security ,[object Object],[object Object]
Career Management and the First Assignment ,[object Object],[object Object],[object Object],[object Object],[object Object]
Career Management and the First Assignment ,[object Object],[object Object],[object Object]
Recommended Further Readings ,[object Object],[object Object]
End of Material  If you find this presentation useful, please consider telling others about our site  (www.exploreHR.org)

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Essentials of HR Management Training Agenda

  • 1. HR Management for Non HR Managers Essentials of HR Management
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  • 3. www.exploreHR.org You can download this presentation at: Please visit www.exploreHR.org for more presentations on leadership, personal development, and HR management.
  • 5. HR Management Cycle Recruitment & Selection Training & Development Performance Management Reward Management Career Management
  • 6. HR Strategy and Business Result Recruitment & Selection Training & Development Performance Management Reward Management Career Management HR STRATEGY Business Strategy Business Result
  • 7. Manpower Planning & Employee Recruitment
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  • 15. Recruitment Sources Advertising (newspaper, magazine, internet) College Recruitment Recruitment Agent (headhunter) Recruitment Sources
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  • 29. Training Need Analysis Training Objectives Training Delivery Training Evaluation Training Process What are the training needs for this person and/or job? Objective should be measurable and observable Techniques include on-the-job-training, action learning, etc. Measure reaction, learning, behavior, and results
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  • 31. Competency Analysis Required competency level for certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program
  • 32. Competency Profile Per Position Score Required Competency Type
  • 34. Training Matrix for Competency Development V = compulsory training Training Title
  • 35. Enhance Training Effectiveness Make the material meaningful Provide for transfer to learning Motivate the trainee Training Effectiveness
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  • 41. Evaluation of Training Effectiveness Level 1 - Reaction Level 2 - Learning Level 3 – Behavior Application Level 4 – Business Impact Four Levels of Training Effectiveness
  • 42. Evaluation of Training Effectiveness Test the trainees to determine if they learned the principles, skills, and facts they were to learn. Evaluate trainees’ reactions to the program. Did they like the program? Did they think it worthwhile? Level 1 - Reaction Level 2 - Learning
  • 43. Evaluation of Training Effectiveness What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employee drop? Did the reject rate improve? Was turnover reduced, and so forth. Ask whether the trainees’ behavior on the job changed because of the training program. For example, are employees in the store’s complaint department more courteous toward disgruntled customers than previously? Level 3 – Behavior Application Level 4 – Business Impact
  • 44. Employee Performance Management
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  • 48. Problems in Performance Appraisal Lack of standards Irrelevant or subjective standards Poor measures of performance Poor feedback to employee Negative communication Failure to apply evaluation data Common Performance Evaluation Problems
  • 49. Bias in the Appraisal Process Halo Effect The "halo" effect occurs when a supervisor’s rating of a subordinates on one trait biases the rating of that person on other traits Central Tendency A tendency to rate all employees the same way, such as rating them all average
  • 50. Leniency The problem that occurs when a supervisory has a tendency to rate all subordinates either high or low Bias The tendency to allow individual differences such as age, race, and sec affect the appraisal rates these employees receives. Bias in the Appraisal Process
  • 51. Performance appraisal elements has two main categories: 2. Performance Result : Hard or quantitative aspects of performance (result) 1. Competencies : It represents soft or qualitative aspects of performance (process) Performance Appraisal Element
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  • 53. Element # 1 : Competencies Competency : Collaboration Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations. Ensures events and systems, eg IT, for collaboration are in place and used. Manages alliance relationships through complex issues such as points of competing interest. Drives and leads key relationship groups across The company. Builds and maintains relationships across The company. Encourages co-operation rather than competition within the team and with key stakeholders. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Involves teams in decisions that effect them. Builds internal and external networks and uses them to efficiently to create value. Actively builds internal and external networks. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Responds promptly to other team members’ needs. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Expert Advanced Intermediate Basic
  • 54. Element # 2 : Performance Results Target should be measurable and specific
  • 56. Career Planning and Development Providing employees the assistance to form realistic career goals and the opportunities to realize them Career Planning & Development
  • 57. Entry Level First Line Middle Management Senior Management Top Management Join Company 22 years old Supervisor/Ass. Manager 26 - 29 years old Managers 29 - 35 years old GM/Senior Managers 35 - 45 years old CEO/BOD 45 - 55 years old Typical Career movement
  • 58. Career Stage Trial Stage The period from about age 25 to 30 during which the person determines whether or not the chosen field is suitable and if it is not, attempts to change it. Stabilization Stage The period, roughly from age 30 to 40, during which occupational goals are set and more explicit career planning is made to determine the sequence for accomplishing goals
  • 59. Mid career Crisis Stage The period occurring between the mid-thirties and mid-forties during which people often make a major reassessment of their progress relative to their original career ambitions and goals Maintenance Stage The period form about ages 45 to 65 during which the person secures his or her place in the world of work Career Stage
  • 60. Decline Stage The period during which many people are faced with the prospect of having to accept reduced levels of power and responsibility. Career Stage
  • 61. Career Anchors Career Anchor : A concern or value that someone will not give up if choice has to be made Career anchors, as their name implies, are the pivots around which a person’s career swings; a person becomes conscious of them as a result of learning about his or her talents and abilities.
  • 62. Five Career Anchors Technical/ Functional Career Anchor Managerial Competence as a Career Anchor Creativity as a Career Anchor Autonomy and Independence as Career Anchor Security as a Career Anchor
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  • 71. End of Material If you find this presentation useful, please consider telling others about our site (www.exploreHR.org)