Fun & Learn is opening new retail outlets and needs to attract and select the best applicants. The document provides guidance on the recruitment and selection process. It recommends focusing recruitment efforts on both internal candidates with relevant skills and external candidates to bring in new perspectives. The selection process should evaluate communication skills, work ethic, passion, and whether candidates are lifelong learners. To address retention issues, the company should recognize employee contributions, provide incentives, increase transparency, inspire autonomy, and leverage technology.
HR professionals value the best employees and invest resources into employee retention. Retaining the best employees in the organization is very important to produce a better outcome. However, employees come and go, but sometimes increase in employee departure can lead to difficult situations.
Reskilling current employees can save organizations money on training and hiring costs compared to hiring new employees. Hiring processes like recruiting, interviewing, and background checks are expensive, and there is no guarantee that newly hired employees will stay with the company or be successful. However, current employees already know company processes and protocols, so reskilling them requires less training and is more cost-effective.
Staffing involves filling positions in an organization through recruitment, selection, induction, training, and placement of employees. It is affected by internal factors like promotion policies and external factors like labor laws. The steps in staffing are recruitment to source candidates, selection to evaluate candidates, induction to onboard new hires, training and development to educate employees, and placement to allocate employees to roles. Effective staffing helps organizations acquire and develop motivated workforces to achieve goals.
Staffing involves filling positions in an organization through recruitment, selection, induction, training, and placement of employees. It is affected by internal factors like promotion policies and external factors like labor laws. The steps in staffing are recruitment to source candidates, selection to evaluate candidates, induction to onboard new hires, training and development to educate employees, and placement to allocate employees to roles. Effective staffing helps organizations acquire and develop motivated workforces to achieve goals.
This document defines 50 common HR jargons, providing their meaning and an example usage for each. Some key terms include: strategy (construction of plans to achieve goals), attrition (gradual reduction in workforce), acquisition (purchasing another business), absenteeism (voluntary absence from work without reason), benchmark (standards to compare or evaluate results), brainstorming (group discussion to generate new ideas), competency (level of mastery of skills to perform successfully), workforce (total number of employees), and talent acquisition (identifying and utilizing employee skills). The document is intended to help HR professionals and others understand commonly used terminology in human resources and personnel management.
This document discusses strategies for employee retention and managing voluntary employee turnover. It provides five elements of a comprehensive employee retention strategy: 1) better recruiting from the beginning by prioritizing long-term fit, 2) training managers to foster retention, 3) measuring and supporting engagement, 4) showing recognition in multiple ways, and 5) framing long-term career trajectories. It also discusses five steps to reduce voluntary turnover: 1) creating an environment of trust and communication, 2) giving employees goals and recognizing achievements, 3) investing in employee training, 4) remaining competitive with benefits and pay, and 5) avoiding overburdening employees.
Internal recruitment has the advantages of promoting from within so new hires already understand the company culture and processes, which allows them to integrate into new roles faster. However, it can lead to limited perspectives and political issues over promotions. External recruitment brings in new ideas but costs more and requires longer training as new employees adjust to the company. There are pros and cons to both internal and external recruitment that companies must consider for each specific position and hiring needs.
This document proposes a policy for promoting middle-level managers and employees below that level at a Somali microfinance institution. It outlines criteria for promotion based on performance, experience, skills, and motivation. It also discusses preventing subjective or discriminatory promotions, the promotion process, career development outside of promotion, and the effects of merit-based versus seniority-based promotion systems.
HR professionals value the best employees and invest resources into employee retention. Retaining the best employees in the organization is very important to produce a better outcome. However, employees come and go, but sometimes increase in employee departure can lead to difficult situations.
Reskilling current employees can save organizations money on training and hiring costs compared to hiring new employees. Hiring processes like recruiting, interviewing, and background checks are expensive, and there is no guarantee that newly hired employees will stay with the company or be successful. However, current employees already know company processes and protocols, so reskilling them requires less training and is more cost-effective.
Staffing involves filling positions in an organization through recruitment, selection, induction, training, and placement of employees. It is affected by internal factors like promotion policies and external factors like labor laws. The steps in staffing are recruitment to source candidates, selection to evaluate candidates, induction to onboard new hires, training and development to educate employees, and placement to allocate employees to roles. Effective staffing helps organizations acquire and develop motivated workforces to achieve goals.
Staffing involves filling positions in an organization through recruitment, selection, induction, training, and placement of employees. It is affected by internal factors like promotion policies and external factors like labor laws. The steps in staffing are recruitment to source candidates, selection to evaluate candidates, induction to onboard new hires, training and development to educate employees, and placement to allocate employees to roles. Effective staffing helps organizations acquire and develop motivated workforces to achieve goals.
This document defines 50 common HR jargons, providing their meaning and an example usage for each. Some key terms include: strategy (construction of plans to achieve goals), attrition (gradual reduction in workforce), acquisition (purchasing another business), absenteeism (voluntary absence from work without reason), benchmark (standards to compare or evaluate results), brainstorming (group discussion to generate new ideas), competency (level of mastery of skills to perform successfully), workforce (total number of employees), and talent acquisition (identifying and utilizing employee skills). The document is intended to help HR professionals and others understand commonly used terminology in human resources and personnel management.
This document discusses strategies for employee retention and managing voluntary employee turnover. It provides five elements of a comprehensive employee retention strategy: 1) better recruiting from the beginning by prioritizing long-term fit, 2) training managers to foster retention, 3) measuring and supporting engagement, 4) showing recognition in multiple ways, and 5) framing long-term career trajectories. It also discusses five steps to reduce voluntary turnover: 1) creating an environment of trust and communication, 2) giving employees goals and recognizing achievements, 3) investing in employee training, 4) remaining competitive with benefits and pay, and 5) avoiding overburdening employees.
Internal recruitment has the advantages of promoting from within so new hires already understand the company culture and processes, which allows them to integrate into new roles faster. However, it can lead to limited perspectives and political issues over promotions. External recruitment brings in new ideas but costs more and requires longer training as new employees adjust to the company. There are pros and cons to both internal and external recruitment that companies must consider for each specific position and hiring needs.
This document proposes a policy for promoting middle-level managers and employees below that level at a Somali microfinance institution. It outlines criteria for promotion based on performance, experience, skills, and motivation. It also discusses preventing subjective or discriminatory promotions, the promotion process, career development outside of promotion, and the effects of merit-based versus seniority-based promotion systems.
Talent Management Process: What is it and why is it important?Qandle
The talent management process encompasses all actions taken within a business to improve employee performance via recruitment, retention, rewards, and development. Businesses often struggle to find and keep great people, but by developing an effective personnel management plan, the process can be simplified and made more efficient.
The document defines various human resource management (HRM) jargon terms, including their meanings and examples of usage in an employment context. Some key terms summarized include:
- Attrition refers to a reduction in workforce due to retirement, resignation, or death. Acquisition is the act of gaining possession of another business through purchase.
- Absenteeism is an unexcused voluntary absence from work. Benchmarking sets standards to evaluate actual performance against.
- Brainstorming involves group discussion to generate new ideas. The carrot and stick approach uses rewards and penalties to motivate employee performance.
- Competitive advantage refers to superior value provided compared to competitors. Leverage means achieving high returns with low
Staff augmentation is just an outsourcing approach used to employ skilled tech manpower on an external basis to temporarily or permanently cover necessary positions in your team temporarily or permanently. It also enables organizations to choose just applicants who meet their needs and to downsize or expand their augmented staff as needed. Several businesses offer employee augmentation. This outsourcing approach could help you in bringing qualified technical employees to your very own development team on a short or long-term basis.
Here is a deeper look at how it works, and we've provided a few suggestions on how firms may develop their employee augmentation strategy.
The document provides strategic HR recommendations for Target Corporation to address organizational challenges and support its objectives of a fast, fun, and friendly culture. The recommendations focus on four core areas: building an engaging organizational culture, effective staffing strategies, training and development, and performance management. Specifically, the HR function aims to create a respectful and inclusive working environment, implement an employee referral program, conduct performance reviews, and partner with colleges and technical schools to recruit qualified candidates. The overarching goals are attracting and retaining top talent while filling open positions quickly.
Minor Project on Dynamisers What Is BPO?
Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive business process to an external provider that in turn owns, administers and manages the selected process based on defined and measurable performance criteria.
Few of the motivation factors as to why BPO is gaining ground are:
Factor Cost Advantage
Economy of scale
Business Risk Mitigation
Superior Competency
Utilization Movement
Title: Essential Skills for Budding Entrepreneurs and Startup Founders
Introduction: Welcome, everyone, to today's presentation on the must-have skills for budding entrepreneurs and startup founders. In the dynamic landscape of entrepreneurship, certain skills are indispensable for success. Whether you're launching your first venture or embarking on a new startup journey, mastering these skills can significantly enhance your chances of thriving in the competitive business world.
Conclusion: In conclusion, entrepreneurship is a challenging yet rewarding journey that requires a diverse set of skills and qualities. By mastering the essential skills outlined in this presentation—vision and innovation, resilience and persistence, adaptability and flexibility, strategic thinking and planning, communication and networking, and financial literacy and resource management—budding entrepreneurs and startup founders can increase their likelihood of success and build thriving ventures in today's competitive business landscape. Thank you for your attention.
[End of Presentation]
Employee Retention Strategies
1. Onboarding and orientation
Every new hire should be set up for success from the start. Your onboarding process should teach new employees not only about the job but also about the company culture and how they can contribute to and thrive in it. Don’t skip on this critical first step. The training and support you provide from day one, whether in person or virtually, can set the tone for the employee’s entire tenure at your firm.
2. Training & Development opportunity:
Many companies have understood that their people are the most important assets that are why they want a continuous up gradation of their employee through short term training & development programmes.
3. Respect Your Employee:
Respect & recognition at the work place has emerged as the one of the main reason of changing job. Almost every company is trying hard to pay due respect to their employee by many programme. On the spot award, Self Appraisal, Foreign trips, “Get well soon” Flower bouquets for ill employee or family members are such programmes to show the respect towards the employees.
Benefits of Employee Retention
1. Reduced costs.
Turnover is expensive—period. Recruiting and onboarding new hires is time consuming and especially detrimental when paired with severance costs. In addition, inexperienced employees can reduce the quality of your customer experience, causing revenue loss. Save your organization time and money with a s
Attrition Control and Retention Strategies for Changing times.pptAshrafUC1
The document discusses attrition control and retention strategies for changing times. It begins by outlining common reasons why employees leave such as money, stress, lack of career growth, and problems with management. To address attrition, the document recommends conducting exit interviews and surveys to understand reasons for resignations. It then provides various retention tools like offering competitive compensation and benefits, training managers, establishing career paths, implementing employee engagement practices, and fostering a fun work culture. The conclusion emphasizes the importance of effective human resource practices and policies to retain employees.
Attrition control and retention strategies for changing timesPranav Kumar Ojha
The document discusses attrition control and retention strategies for changing times. It identifies common reasons for employee attrition such as money, career growth opportunities, and stressful work environments. The document recommends conducting exit interviews and surveys to understand attrition causes. It then provides 14 retention tools for changing times, such as offering competitive compensation and benefits, training managers, establishing clear career paths, implementing employee engagement practices, and fostering a fun work culture. The conclusion emphasizes the importance of effective human resource management practices and policies to control attrition and enhance employee retention.
The document discusses the key functions and responsibilities of human resource management, including recruiting, selecting, training, evaluating employee performance, ensuring workplace health and safety, and addressing issues like stress, violence, discrimination, and work-life balance. It also examines the strategies that HR can use to fulfill staffing needs, develop employees, and promote occupational health through initiatives aimed at both prevention of injuries and rehabilitation. The roles of HR are analyzed from the perspectives of being a line function, coordinative function, and staff function within an organization.
Internal recruiting is a way of locating and attracting job prospects from within a business. Here is everything you need to know before implementing it.
Talent management is a valuable asset to every organisation, whether industry- or service-based, and talent management plays a vital part in business growth and management.
It is a continuous Human resource process used to find, hire, train, inspire, and keep the best individuals in an organisation in order to meet organisational objectives, guarantee operational effectiveness, and generate revenue.
An efficient talent management tactic is to encourage your team to point out potential improvement areas. You can leverage alternative chances to increase your employees' skill sets and assure their personal growth. An employee's potential might be positively impacted by your team's professional growth, which will guarantee maximum output.
In this deck, you will learn proven strategies that work to keep your current employees and advance them to higher positions in the organisation.
You will also learn,
1. The talent management framework
2. The key areas of talent management strategies
3. What makes a great talent management strategy
4. Why you cannot afford to get it wrong
Hiring, training, and evaluating employees is important for a firm's performance. A firm must effectively manage its human resources to achieve its goals. The document discusses human resource planning including forecasting employee demand, job analysis, and recruiting. It also covers providing equal opportunity, compensation packages, developing employee skills through training, and evaluating employee performance.
This presentation examines the reasons for staff turnover, identifies the costs to the business of this turnover and gives practical tips to maximize staff retention.
LEARNING OBJECTIVESAfter studying this chapter, you should be ab.docxSHIVA101531
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
Identify the goals of internal assessment.
Discuss how internal assessment can enhance a firm's strategic capabilities. Describe different internal assessment methods.
Discuss the importance of integrating succession management and career development. Describe two models of internal assessment.
Succession Management and Career Development at Fluor
Fluor Corporation is a global engineering, construction, and maintenance company with over 41,000 employees across six continents.1 In 2013 Fluor ranked first in the Engineering and Construction category of Fortune magazine's list of most admired companies.2 Fluor's commitment to developing its employees has become even more important in the face of increased globalization and an aging workforce. Many of the firm's employees are nearing retirement while its need for global leaders is increasing.3
Fluor is especially concerned about the talent pipeline for its project managers because they are top drivers of revenue through their management of programs and projects. Many of the company's top executives are promoted through the project management career track,4 and Fluor wants to ensure the continued development of this key group of employees and ensure that important positions do not go unfilled. Imagine that Fluor asks your advice about how to best manage the succession management and career development of its project managers. After studying this chapter, you should have some good ideas.
INTERNAL ASSESSMENTInternal assessment is the evaluation of a firm's current employees for training, reassignment,
the evaluation of a firm's currentpromotion, or dismissal purposes. In addition to evaluating which employee skills are needed to
employees for training, reassignment, execute their business strategies and assessing their employees to see if they have these skills,
promotion, or dismissal purposesfirms assess their workers' suitability for other jobs and create development opportunities for
' them. If done on a continual basis, internal assessment enhances a firm's workforce capabilities and better aligns employees' competencies with the firm's business strategy.
Despite the fact that internal assessment is such a critical staffing function, many companies do internal staffing very poorly. Because employees are "known," their managers and organizations often mistakenly assume the employees do not need to be systematically and deliberately assessed. This can be particularly problematic in smaller firms where most employees regularly work with each other and feel that they know each other's capabilities.
In this chapter, we discuss some of the primary goals of internal assessment followed by a variety of internal assessment methods. Finally, we discuss two internal assessment models and ways of evaluating the effectiveness of an internal assessment system. After reading this chapter, you should have a good understanding of th ...
Employee retention refers to employers' efforts to retain employees in their workforce. While retention can be represented by a simple statistic like retention rate, it also relates to the strategies employers use to retain talent. The goal is usually to decrease costs associated with turnover like training and recruitment. Employers can analyze data and implement concepts from organizational behavior to improve retention rates. They may also aim for "positive turnover" by retaining only high performers. Theories like Herzberg's help explain factors like motivators and hygiene factors that influence satisfaction and retention. Common retention strategies include competitive benefits, incentives, internal development opportunities, and engagement surveys.
1) The organization structure at Sky-high Airways is too complex and hierarchical, which needs to be simplified and shifted toward a more team-based structure.
2) Employee motivation and engagement is low, so programs need to be implemented to boost morale, recognize achievements, and encourage feedback and new ideas.
3) The performance review system is subjective and does not accurately reflect employees' real performance. A new real-time feedback system should be adopted to get accurate feedback from supervisors, colleagues and customers.
Hiring and firing is a crucial topic for the selection and termination of employeee and the preferencess totally changed regarding selection of employees after covid-19
The document discusses the business case for strategic talent onboarding. It argues that effective onboarding leads to improved business outcomes like faster time to productivity for new hires, higher employee retention rates, and decreased costs from reducing attrition. Specifically, it notes that strategic onboarding that treats the process as ongoing rather than an event and leverages an organization's employment brand can help accelerate productivity, increase retention in the first year, and improve overall business results.
Strategies for Avoiding Temporary Staffing Shortages - Updated.pdfMaintecBangalore
Temporary or freelance hires are commonly used to cover skills shortages caused by a shortage of competent permanent workers. With a group of skilled qualified employees ready to start working or working on a project right away.
CHAPTER SIX
LEADING/ DIRECTING FUNCTION
Learning Objectives:
To understand the meaning and nature of direction.
Present leadership theories and styles.
Present motivation theories.
Discuss the meaning and importance of communication.
Understand the types and forms of communication.
Understand the meaning, importance and techniques of coordination
5.1. INTRODUCTION
People are the most important resource in an organization. To achieve organizational objectives HR should be directed towards the accomplishment of goals. Hence, the successful achievement of organizational objectives is greatly the manifestation of the managers’ ability to lead employees.
5.2. MEANING AND NATURE OF DIRECTION
Direction is a vital managerial function, performed by every manager. Whenever decision is taken, it must be converted into action by proper implementation. Otherwise, it is of no use. Effective implementation of a decision is made possible by directions. Planning, organizing and staffing are concerned only with the preparation for work performance and it is the direction which stimulates the organization and its staff to execute the plans. Hence, it is also called ‘management-in-action’. Every manager gives direction to his subordinates as superior and receives directions as subordinate from his superior.
Different authors define leading in different ways, but the general ideas of each definition give the same messages. Therefore, directing is simply defined as;
The process of influencing people so that they will contribute to the organization & group goals or actuating organizational members to work efficiently & effectively for the attainment of organizational goals /objectives. Influencing means motivating people to contribute their maximum efforts for the achievement of organizational goals; but it does not to mean coercing/ forcing, imposing sanctions or pushing people at the behind.
A function of management which is related with instructing, guiding and inspiring human factor in the organization to achieve organizational mission and objectives.
According to Koontz and O’Donnel, “Direction is a complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently in both the short and long term”.
Directing is the process of integrating the people with the organization, so as to obtain their willingness and enthusiastic co-operation for the achievement of its goals. It requires the integration of organizational & individual goals. It is the heart of managerial functions because it involves initiating actions.
5.3. ELEMENTS OF DIRECTING
Employees as individual or group members, contribute their efforts & abilities to achieve organizational goals which can result in advancement towards their own individual or group goals. Managers to direct individuals require three basic elements. They are
1. Leadership
2. Motivation &
3. Communication
Effectiveness of leadership depends on the situation. The styles a manager chooses may depend on the following situations.
o Forces in the manager i.e. his value system & confidence in subordination
o Forces in subordinate e.g. subordinates expectation
o Forcer in the situation e.g. types of the organization, the nature of the problem, the pressure of time, etc.
Conclusion
Varying Leadership Style
Three factors that influence which leadership style to use.
1. The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
2. Staff being supervised: Staff individuals with different personalities and backgrounds; the leadership style used will vary depending upon the individual staff and what he or she will respond best to.
3. The organization: The traditions, values, philosophy, and concerns of the organization influence how a manager acts
Determining the Best Leadership Style
• Leaders tasks should be more relationship (people) oriented
• Leaders have a dominant style, one they use in a wide variety of situations
• No one best style - leaders must adjust their leadership style to the situation as well as to the people being led
• Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful.
5.1.1. LEADERSHIP THEORIES
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there are many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. Every leader is different, and no single theory works for all leaders Therefore, theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
1. Great Man Theory,
2. Trait Theory,
3. Behavioral Theories.
4. Contingency Theories,
1. GREAT MAN THEORY (Thomas Carlyle, 1847)
This theory is often linked to 19th century philosopher and historian Thomas Carlyle, who commented that "The history of the world is the biography of great men." This theory is usually contrasted with a theory that talks about events occurring in the fullness of time, or when an overwhelming wave of smaller events cause certain developments to occur.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born they are not made. This theory is based on the belief that leaders are exceptional people, born with innate qualities, destined to lead.
The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. Gender issues were not on the table when the 'Great Man' theory was proposed.
Talent Management Process: What is it and why is it important?Qandle
The talent management process encompasses all actions taken within a business to improve employee performance via recruitment, retention, rewards, and development. Businesses often struggle to find and keep great people, but by developing an effective personnel management plan, the process can be simplified and made more efficient.
The document defines various human resource management (HRM) jargon terms, including their meanings and examples of usage in an employment context. Some key terms summarized include:
- Attrition refers to a reduction in workforce due to retirement, resignation, or death. Acquisition is the act of gaining possession of another business through purchase.
- Absenteeism is an unexcused voluntary absence from work. Benchmarking sets standards to evaluate actual performance against.
- Brainstorming involves group discussion to generate new ideas. The carrot and stick approach uses rewards and penalties to motivate employee performance.
- Competitive advantage refers to superior value provided compared to competitors. Leverage means achieving high returns with low
Staff augmentation is just an outsourcing approach used to employ skilled tech manpower on an external basis to temporarily or permanently cover necessary positions in your team temporarily or permanently. It also enables organizations to choose just applicants who meet their needs and to downsize or expand their augmented staff as needed. Several businesses offer employee augmentation. This outsourcing approach could help you in bringing qualified technical employees to your very own development team on a short or long-term basis.
Here is a deeper look at how it works, and we've provided a few suggestions on how firms may develop their employee augmentation strategy.
The document provides strategic HR recommendations for Target Corporation to address organizational challenges and support its objectives of a fast, fun, and friendly culture. The recommendations focus on four core areas: building an engaging organizational culture, effective staffing strategies, training and development, and performance management. Specifically, the HR function aims to create a respectful and inclusive working environment, implement an employee referral program, conduct performance reviews, and partner with colleges and technical schools to recruit qualified candidates. The overarching goals are attracting and retaining top talent while filling open positions quickly.
Minor Project on Dynamisers What Is BPO?
Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive business process to an external provider that in turn owns, administers and manages the selected process based on defined and measurable performance criteria.
Few of the motivation factors as to why BPO is gaining ground are:
Factor Cost Advantage
Economy of scale
Business Risk Mitigation
Superior Competency
Utilization Movement
Title: Essential Skills for Budding Entrepreneurs and Startup Founders
Introduction: Welcome, everyone, to today's presentation on the must-have skills for budding entrepreneurs and startup founders. In the dynamic landscape of entrepreneurship, certain skills are indispensable for success. Whether you're launching your first venture or embarking on a new startup journey, mastering these skills can significantly enhance your chances of thriving in the competitive business world.
Conclusion: In conclusion, entrepreneurship is a challenging yet rewarding journey that requires a diverse set of skills and qualities. By mastering the essential skills outlined in this presentation—vision and innovation, resilience and persistence, adaptability and flexibility, strategic thinking and planning, communication and networking, and financial literacy and resource management—budding entrepreneurs and startup founders can increase their likelihood of success and build thriving ventures in today's competitive business landscape. Thank you for your attention.
[End of Presentation]
Employee Retention Strategies
1. Onboarding and orientation
Every new hire should be set up for success from the start. Your onboarding process should teach new employees not only about the job but also about the company culture and how they can contribute to and thrive in it. Don’t skip on this critical first step. The training and support you provide from day one, whether in person or virtually, can set the tone for the employee’s entire tenure at your firm.
2. Training & Development opportunity:
Many companies have understood that their people are the most important assets that are why they want a continuous up gradation of their employee through short term training & development programmes.
3. Respect Your Employee:
Respect & recognition at the work place has emerged as the one of the main reason of changing job. Almost every company is trying hard to pay due respect to their employee by many programme. On the spot award, Self Appraisal, Foreign trips, “Get well soon” Flower bouquets for ill employee or family members are such programmes to show the respect towards the employees.
Benefits of Employee Retention
1. Reduced costs.
Turnover is expensive—period. Recruiting and onboarding new hires is time consuming and especially detrimental when paired with severance costs. In addition, inexperienced employees can reduce the quality of your customer experience, causing revenue loss. Save your organization time and money with a s
Attrition Control and Retention Strategies for Changing times.pptAshrafUC1
The document discusses attrition control and retention strategies for changing times. It begins by outlining common reasons why employees leave such as money, stress, lack of career growth, and problems with management. To address attrition, the document recommends conducting exit interviews and surveys to understand reasons for resignations. It then provides various retention tools like offering competitive compensation and benefits, training managers, establishing career paths, implementing employee engagement practices, and fostering a fun work culture. The conclusion emphasizes the importance of effective human resource practices and policies to retain employees.
Attrition control and retention strategies for changing timesPranav Kumar Ojha
The document discusses attrition control and retention strategies for changing times. It identifies common reasons for employee attrition such as money, career growth opportunities, and stressful work environments. The document recommends conducting exit interviews and surveys to understand attrition causes. It then provides 14 retention tools for changing times, such as offering competitive compensation and benefits, training managers, establishing clear career paths, implementing employee engagement practices, and fostering a fun work culture. The conclusion emphasizes the importance of effective human resource management practices and policies to control attrition and enhance employee retention.
The document discusses the key functions and responsibilities of human resource management, including recruiting, selecting, training, evaluating employee performance, ensuring workplace health and safety, and addressing issues like stress, violence, discrimination, and work-life balance. It also examines the strategies that HR can use to fulfill staffing needs, develop employees, and promote occupational health through initiatives aimed at both prevention of injuries and rehabilitation. The roles of HR are analyzed from the perspectives of being a line function, coordinative function, and staff function within an organization.
Internal recruiting is a way of locating and attracting job prospects from within a business. Here is everything you need to know before implementing it.
Talent management is a valuable asset to every organisation, whether industry- or service-based, and talent management plays a vital part in business growth and management.
It is a continuous Human resource process used to find, hire, train, inspire, and keep the best individuals in an organisation in order to meet organisational objectives, guarantee operational effectiveness, and generate revenue.
An efficient talent management tactic is to encourage your team to point out potential improvement areas. You can leverage alternative chances to increase your employees' skill sets and assure their personal growth. An employee's potential might be positively impacted by your team's professional growth, which will guarantee maximum output.
In this deck, you will learn proven strategies that work to keep your current employees and advance them to higher positions in the organisation.
You will also learn,
1. The talent management framework
2. The key areas of talent management strategies
3. What makes a great talent management strategy
4. Why you cannot afford to get it wrong
Hiring, training, and evaluating employees is important for a firm's performance. A firm must effectively manage its human resources to achieve its goals. The document discusses human resource planning including forecasting employee demand, job analysis, and recruiting. It also covers providing equal opportunity, compensation packages, developing employee skills through training, and evaluating employee performance.
This presentation examines the reasons for staff turnover, identifies the costs to the business of this turnover and gives practical tips to maximize staff retention.
LEARNING OBJECTIVESAfter studying this chapter, you should be ab.docxSHIVA101531
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
Identify the goals of internal assessment.
Discuss how internal assessment can enhance a firm's strategic capabilities. Describe different internal assessment methods.
Discuss the importance of integrating succession management and career development. Describe two models of internal assessment.
Succession Management and Career Development at Fluor
Fluor Corporation is a global engineering, construction, and maintenance company with over 41,000 employees across six continents.1 In 2013 Fluor ranked first in the Engineering and Construction category of Fortune magazine's list of most admired companies.2 Fluor's commitment to developing its employees has become even more important in the face of increased globalization and an aging workforce. Many of the firm's employees are nearing retirement while its need for global leaders is increasing.3
Fluor is especially concerned about the talent pipeline for its project managers because they are top drivers of revenue through their management of programs and projects. Many of the company's top executives are promoted through the project management career track,4 and Fluor wants to ensure the continued development of this key group of employees and ensure that important positions do not go unfilled. Imagine that Fluor asks your advice about how to best manage the succession management and career development of its project managers. After studying this chapter, you should have some good ideas.
INTERNAL ASSESSMENTInternal assessment is the evaluation of a firm's current employees for training, reassignment,
the evaluation of a firm's currentpromotion, or dismissal purposes. In addition to evaluating which employee skills are needed to
employees for training, reassignment, execute their business strategies and assessing their employees to see if they have these skills,
promotion, or dismissal purposesfirms assess their workers' suitability for other jobs and create development opportunities for
' them. If done on a continual basis, internal assessment enhances a firm's workforce capabilities and better aligns employees' competencies with the firm's business strategy.
Despite the fact that internal assessment is such a critical staffing function, many companies do internal staffing very poorly. Because employees are "known," their managers and organizations often mistakenly assume the employees do not need to be systematically and deliberately assessed. This can be particularly problematic in smaller firms where most employees regularly work with each other and feel that they know each other's capabilities.
In this chapter, we discuss some of the primary goals of internal assessment followed by a variety of internal assessment methods. Finally, we discuss two internal assessment models and ways of evaluating the effectiveness of an internal assessment system. After reading this chapter, you should have a good understanding of th ...
Employee retention refers to employers' efforts to retain employees in their workforce. While retention can be represented by a simple statistic like retention rate, it also relates to the strategies employers use to retain talent. The goal is usually to decrease costs associated with turnover like training and recruitment. Employers can analyze data and implement concepts from organizational behavior to improve retention rates. They may also aim for "positive turnover" by retaining only high performers. Theories like Herzberg's help explain factors like motivators and hygiene factors that influence satisfaction and retention. Common retention strategies include competitive benefits, incentives, internal development opportunities, and engagement surveys.
1) The organization structure at Sky-high Airways is too complex and hierarchical, which needs to be simplified and shifted toward a more team-based structure.
2) Employee motivation and engagement is low, so programs need to be implemented to boost morale, recognize achievements, and encourage feedback and new ideas.
3) The performance review system is subjective and does not accurately reflect employees' real performance. A new real-time feedback system should be adopted to get accurate feedback from supervisors, colleagues and customers.
Hiring and firing is a crucial topic for the selection and termination of employeee and the preferencess totally changed regarding selection of employees after covid-19
The document discusses the business case for strategic talent onboarding. It argues that effective onboarding leads to improved business outcomes like faster time to productivity for new hires, higher employee retention rates, and decreased costs from reducing attrition. Specifically, it notes that strategic onboarding that treats the process as ongoing rather than an event and leverages an organization's employment brand can help accelerate productivity, increase retention in the first year, and improve overall business results.
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Temporary or freelance hires are commonly used to cover skills shortages caused by a shortage of competent permanent workers. With a group of skilled qualified employees ready to start working or working on a project right away.
CHAPTER SIX
LEADING/ DIRECTING FUNCTION
Learning Objectives:
To understand the meaning and nature of direction.
Present leadership theories and styles.
Present motivation theories.
Discuss the meaning and importance of communication.
Understand the types and forms of communication.
Understand the meaning, importance and techniques of coordination
5.1. INTRODUCTION
People are the most important resource in an organization. To achieve organizational objectives HR should be directed towards the accomplishment of goals. Hence, the successful achievement of organizational objectives is greatly the manifestation of the managers’ ability to lead employees.
5.2. MEANING AND NATURE OF DIRECTION
Direction is a vital managerial function, performed by every manager. Whenever decision is taken, it must be converted into action by proper implementation. Otherwise, it is of no use. Effective implementation of a decision is made possible by directions. Planning, organizing and staffing are concerned only with the preparation for work performance and it is the direction which stimulates the organization and its staff to execute the plans. Hence, it is also called ‘management-in-action’. Every manager gives direction to his subordinates as superior and receives directions as subordinate from his superior.
Different authors define leading in different ways, but the general ideas of each definition give the same messages. Therefore, directing is simply defined as;
The process of influencing people so that they will contribute to the organization & group goals or actuating organizational members to work efficiently & effectively for the attainment of organizational goals /objectives. Influencing means motivating people to contribute their maximum efforts for the achievement of organizational goals; but it does not to mean coercing/ forcing, imposing sanctions or pushing people at the behind.
A function of management which is related with instructing, guiding and inspiring human factor in the organization to achieve organizational mission and objectives.
According to Koontz and O’Donnel, “Direction is a complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently in both the short and long term”.
Directing is the process of integrating the people with the organization, so as to obtain their willingness and enthusiastic co-operation for the achievement of its goals. It requires the integration of organizational & individual goals. It is the heart of managerial functions because it involves initiating actions.
5.3. ELEMENTS OF DIRECTING
Employees as individual or group members, contribute their efforts & abilities to achieve organizational goals which can result in advancement towards their own individual or group goals. Managers to direct individuals require three basic elements. They are
1. Leadership
2. Motivation &
3. Communication
Effectiveness of leadership depends on the situation. The styles a manager chooses may depend on the following situations.
o Forces in the manager i.e. his value system & confidence in subordination
o Forces in subordinate e.g. subordinates expectation
o Forcer in the situation e.g. types of the organization, the nature of the problem, the pressure of time, etc.
Conclusion
Varying Leadership Style
Three factors that influence which leadership style to use.
1. The manager’s personal background: What personality, knowledge, values, ethics, and experiences does the manager have. What does he or she think will work?
2. Staff being supervised: Staff individuals with different personalities and backgrounds; the leadership style used will vary depending upon the individual staff and what he or she will respond best to.
3. The organization: The traditions, values, philosophy, and concerns of the organization influence how a manager acts
Determining the Best Leadership Style
• Leaders tasks should be more relationship (people) oriented
• Leaders have a dominant style, one they use in a wide variety of situations
• No one best style - leaders must adjust their leadership style to the situation as well as to the people being led
• Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful.
5.1.1. LEADERSHIP THEORIES
For decades, leadership theories have been the source of numerous studies. In reality as well as in practice, many have tried to define what allows authentic leaders to stand apart from the mass! Hence, there are many theories on leadership as there are philosophers, researchers and professors that have studied and ultimately published their leadership theory. Every leader is different, and no single theory works for all leaders Therefore, theories are commonly categorized by which aspect is believed to define the leader the most. The most widespread one's are:
1. Great Man Theory,
2. Trait Theory,
3. Behavioral Theories.
4. Contingency Theories,
1. GREAT MAN THEORY (Thomas Carlyle, 1847)
This theory is often linked to 19th century philosopher and historian Thomas Carlyle, who commented that "The history of the world is the biography of great men." This theory is usually contrasted with a theory that talks about events occurring in the fullness of time, or when an overwhelming wave of smaller events cause certain developments to occur.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply means that great leaders are born they are not made. This theory is based on the belief that leaders are exceptional people, born with innate qualities, destined to lead.
The idea of the Great Man also strayed into the mythic domain, with notions that in times of need, a Great Man would arise, almost by magic. Gender issues were not on the table when the 'Great Man' theory was proposed.
CHAPTER FIVE
STAFFING FUNCTION
After jobs are identified, grouped & organizational structure is created, then comes the other managerial task- staffing. Organizations possess & utilize different kinds of resources. Among these resources, human resources is the most important one. Without human resource other resources remain futile. Due to this fact organizations are said to be life less without human resource. "Human resource is the most important resource of an organization which deserves special treatment, respect & dignity" (Robert Own). Accordingly, staffing serves to obtain essential resources to an organization. It is the process of identifying human resource needs, procuring the necessary employee, training, utilizing and separation of these employees. The major objective of staffing function is enabling an organization to attract, to maintain, and to utilize efficient and effective workforce.
4.1. An overview of staffing
Staffing is the process of obtaining & maintaining capable & competent people to fill positions in organizational structure.
Earlier staffing was considered to be a part of organization function of management. It is now recognized as a separate management function. The reason for separating the staffing from organizing is to give proper emphasis to the actual meaning of managerial roles. The enterprise has to give due importance to human resource planning. It is the tendency in modern enterprises to create a separate department. It is for this purpose medium and large organizations have separate department known as personnel department or human resource department to perform staffing function.
The organization structure spells out various positions of the organization. Filling and keeping these positions with right people is the staffing phase of the management function. Staffing involves the determination of manpower requirements of the enterprise and providing it with adequate competent people at all levels.
Organizations require people who have different knowledge, skills & experiences to fill various positions to attain organizational objectives. Hence selection of the right person & placement in the right position are the main aspects of staffing.
4.2. The Staffing Process/Under taken by Human Resource Department
Staffing involves a series of steps. They are
1. HR planning (manpower planning)
2. Recruitment/pooling or attracting a potential candidates and selection
3. placement & Employment decision
4. Induction & orientation (socialization)
5. Training and development
6. Compensation & performance appraisal (PA)
7. Separation, Promotion, Transfer & Layoffs
1. Human Resource (HR) Planning/Man power planning
HR planning is the starting point in the process of staff procurement; and refers to the determination in advance the number & quality of people to be employed.
It the process of translating the overall organizational objectives, plans & programs to achieve specific performance into workforce
CHAPTER SEVEN
CONTROLLING
7.1. Introduction
Organizational resources are limited. Their acquisition & use are critical to the survival of the organization. Controlling is the last management function and it affects or is affected by the other four functions. Planning, organizing, staffing & directing must be monitored to maintain their effectiveness & efficiency. Efficiency and effectiveness are the measures of performance. Mangers review performances of employees daily, weekly, and monthly to determine actual performances.
7.2. Definition of Controlling
‘Controlling’ is an important concept and process in management. In the past managers believed that the necessity of control arose only when something went wrong. Then, the object of control was to find out the person responsible for these events and take actions against him. This is only negative view of control. In modern management, the primary object of control is to bring to light the mistakes or variations as soon as they appear between performance and standard laid down and then to take steps to prevent such variations in future. The control is aimed at results and not people as such. Its purpose is to assure that intended results occur and not that particular workers are reprimanded. Only a continuous control (and not occasional and emergency control) can achieve the objective.
According to Brech, “Controlling is checking current performance against predetermined standards contained in the plans, with the view to ensuring adequate progress and satisfactory performance”. In the words of George R. Terry,
“Controlling is determining what is being accomplished, that is, evaluating the performance and if necessary applying corrective measures so that the performance takes place according to plans”. To draw an analogy, it is like a thermostat in an air conditioning system which ensures that predetermined temperature is maintained.
The concept of controlling is often confused with lack of freedom. The opposite of control is not freedom but chaos or anarchy. Control is fully consistent with freedom. In fact they are interdependent. Without control freedom cannot be sustained for long. Without freedom control becomes ineffective. Both autonomy (freedom) and accountability are embedded in the concept of control.
7.3. The purpose of controlling
The purpose of controlling is to determine whether people & the various parts of an organization are on target, achieving the progress towards their objectives that they planned to achieve.
Management control is a systematic effort
o to design information feedback systems,
o to set performance standards with planning objectives
o to compare actual performances with those predetermined standards,
o to determine whether there are any deviations & to measure their significance, &
o to take any action required to assure that all organizational resources are being used in the most effective & efficient way in achieving organizational objectives.
Chapter Four
Organizing
1.1 Meaning and Definitions of Organizing
The word ‘organization’ has come from the word ‘organism’ which means a structure of interrelated and interdependent parts. The parts or components of organization consist of men, machines, materials, methods, money, functions, authority and responsibility. The task of organization is to unite or integrate these components effectively for the purpose of attaining the common goal. Organization is the foundation upon which the whole organization is built. Without efficient organization, no management can perform its function smoothly. Sound organization contributes greatly to the continuity and the success of organization. A poor organization structure makes good performance impossible, no matter how good the individuals are.
The term organization connotes different things to different people. For example, to the sociologists, organization means a study of interactions of people, classes or hierarchy of an enterprise. To the psychologists organization means an attempt to explain, predict and influence the behavior of individuals in an enterprise. The word ‘organization’ is also used widely to connote a group of people and the structure of relationships. In order to understand the meaning and characteristics of organization, we shall study it under the following heads:
(1) Organization as a group of persons.
(2) Organization as a structure of relationship.
(3) Organization as a function of management.
(4) Organization as a process.
(1) Organization as a group of persons: Organization is viewed as a group of people contributing their efforts towards certain goal. The concept of organizing began at the early stages of human civilization when two or more persons began to cooperate and combine together for fulfilling their basic needs of food, clothing, shelter and protection of life. Organization begins when people combine efforts for some common purpose. Chester I Barnard defined organization “as an identifiable group of people contributing their efforts. An organization comes into existence when there are a number of persons in communication and relationship to each other and are willing to contribute towards a common Endeavour. The group of people lay down rules and regulations and the formal structure or relationship among themselves”.
(2) Organization as a structure of relationships: Some people view organization as a structure of relationship. Organization sets up the scope of activities of the enterprise by laying down the structure of relationships. If organization is merely recognized as ‘structure’, it will be viewed as a static thing used to explain formal relationships But an organization is a ‘dynamic’ entity consisting of individuals,. Means, objectives and relationships among the individuals. However, the use of the term structure to denote organization is not used independently, but is combined with the term organization either in the form of organization structure
CHAPTER THREE
PLANNING
Learning Objectives:
To introduce the meaning and definitions of Planning
Analyze the nature and importance of planning.
Discuss various types of planning.
Understand types of plan.
Present steps in planning
2.1. DEFINING PLANNING
The management functions are planning, organizing, staffing, direction and controlling. These functions are essential to achieve organizational objectives. If objectives are not set then there is nothing to organize, direct and control. An organization has to specify what it has to achieve. Planning is related with this aspect.
Every person whether in business or not has framed a number of plans during his life. The plan period may be short or long. One of the characteristic of human being is that he plans. Planning is the first and foremost function of management. According to Koontz and O’Donnel “Planning is deciding in advance what to do, how to do it, when to do it and who is to do it. It bridges the gap from where we are and to where we want to go. It is in essence the exercise of foresight”. According to M.S. Hardly “Planning is deciding in advance what is to be done. It involves the selection of objectives, policies, procedures and programmes from among alternatives.
Planning- is the process of determining how the organization can get where it wants to go, and what it will do to accomplish its objectives. In more formal terms, planning is “the systematic development of action programs aimed at reaching agreed-upon business objectives by the process of analyzing, evaluating, and selecting among the opportunities which are foreseen.”
Planning- is a critical management activity regardless of the type of organization being managed. Modern managers face the challenge of sound planning in small and relatively simple organizations as well as in large, more complex ones, and in nonprofit organizations
Heying and Massie define “Planning is that function of the manager in which he decides in advance what he will do. It is a decision making process of a special kind. It is an intellectual process in which creative mind and imagination are essential”. Planning is an attempt to anticipate the future in order to achieve better performance.
In the business world, organizations should achieve their objectives. In order to achieve objectives, the organizations should plan. Planning process produces the plan.
Plan is a blueprint for action & prescribes activities necessary for an organization to realize its goals. Understanding of planning process requires knowing the relationship between goals, plans & controls as shown below.
Goals represent the designed position of an organization that is sought to be achieved; Plans establish the means for achieving the organization goals; and through planning managers outline the activities necessary to insure that the goals of the organization are achieved; and Controls monitor the extent to which goals have been achieved
CHAPTER ONE
Fundamentals of Management
1.1. Definitions of Management
There is no single, comprehensive and universally accepted definition of management. This holds true due to the following major reasons among others:
Different scholars view management from different perspectives
It has many areas of applications. It is applied in profit, not for profit, private, government, social and business organizations.
Management as a discipline is recent in origin and hence there are a number of theories being added to the field.
It is so broad that it is difficult to encompass all its aspects in a single definition.
It has undergone changes because of the developments in behavioral science and quantitative techniques.
There are different approaches to management, definitions change as the environment changes. The environment of an organization changes due to changes in the political, social, economic, ethical and other factors.
The following are among the most widely accepted definitions of management:
Management is … the organ of society specifically charged with making resources productive - Peter Drucker
Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims - Koontz and Weihrich.
Management is a distinct process consisting of activities of planning, organizing, actuating and controlling, performed to determine and accomplish stated objectives with the use of human beings and other resources - Terry and Franklin.
The work involved in combining and directing the use of resources to achieve particular purposes is called management - David R. Hampton.
Management is the process of planning, organizing, leading and controlling the work of the organization members and of using all available organizational resources to reach stated organizational goals - Stoner, Freeman and Gilbert.
Management is the art of getting things done through people effectively and efficiently - Mary Parker Follett.
Effectiveness/Quality: is a way that produces a desired result.
Efficiency/Related to minimum Cost: is being capable of achieving the desired result with the minimum use of resources, time and effort.
1.2. Significance of Management
1) Encourages Initiative: Management encourages initiative. Initiative means to do the right thing at the right time without being told or influenced by the superior. The employees should be encouraged to make their own plans and also to implement these plans. Initiative gives satisfaction to employees and success to organization.
2) Encourages Innovation: Management also encourages innovation in the organization. Innovation brings new ideas, new technology, new methods, new products, new services, etc. This makes the organization more competitive and efficient.
3) Facilitates Growth and Expansion: Management makes optimum utilization of available resources. It reduces wastage and increase efficiency.
Chapter Two
Decision Making
Decision Making: is defined as the process of selecting or choosing the best course of action from numbers of alternatives based on the criteria. Because managers are continually confronted with opportunities and problems, they must constantly analyze the effect of different decisions on their organizations and select the alternative that will move the firm toward its stated objectives.
Types of Decisions: Several authors believe that there are two types of decisions: programmed & non-programmed decisions.
A. Programmed decisions: These decisions are "programmable" because of a specific procedure can be worked out to resolve them based on experience in similar situations.
• Once a standard procedure has been established, it can be used to treat all like situations.
• They usually involve an organization's every day operational and administrative activities
• They are primarily found at the middle and lower levels of management.
• Data used in making a programmed decision usually are complete and well defined.
• Participants know the details and agree on how to resolve the problem.
B. Non-programmed Decisions: are used to solve nonrecurring problems/Non-Repetitive problems.
• No well-established procedure exists for handling them, primarily because managers do not have experience to draw upon.
• In contrast to programmed decisions, available data are usually incomplete.
• Non programmable decisions are commonly found at the middle and top levels of management and often is related to an organization's policy-making activities such as whether to add a product to the existing product line, to reorganize the company, or to acquire another firm, are examples
The steps in decision making process include the following:
1. Ascertain the need for a decision/Identify the problem:
The decision making process begins by determining a problem exists; that is, there is an unsatisfactory condition.
2. Establish decision criteria:
Once the need for a decision has been determined, there comes a need to establish decision criteria which requires identifying those characteristics that are important in making the decision.
3. Allocate weights to criteria
The identified criteria should be weighted based on their importance and arranged in priority. This is because some are obviously more important than others and we need to weight each criterion to reflect its importance in the decision.
4. Develop Alternatives
This involves developing a list of the alternative that may be viable in dealing with the stated problem.
5. Evaluate Alternatives
Once the alternatives are enumerated. The decision maker must critically evaluate each one and identify the strong and weak points when compared against the criteria and the weights established. In evaluating each alternative, we not only consider things that can be measured in numerical terms such as time and various types of fixed & operating costs,
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This document is a research paper submitted in partial fulfillment of a bachelor's degree in management. It assesses the promotional activities of Commercial Bank of Ethiopia's Assela branch. The paper includes a declaration signed by the author, Yordanos Assefa, certifying the work as their own. It also includes a certification signed by the advisor and approvals from the board of examiners. The paper contains an acknowledgment, table of contents, list of tables and figures, and abstract. The literature review covers various promotional tools and strategies, communication processes, and factors affecting promotional effectiveness. The methodology describes the research design, data collection through questionnaires and interviews, and data analysis plan.
This document is a research paper submitted in partial fulfillment of requirements for a BA degree in Business Education. The paper assesses the effect of employee turnover at Edja Woreda Education Office in Ethiopia. It includes an introduction outlining the background, problem statement, research questions and objectives of the study. It also covers a literature review on topics like definitions of employee turnover, causes and effects of turnover, costs of turnover, strategies for reducing turnover. The methodology section describes the research design, data collection tools, sampling and data analysis techniques. The findings of the study are presented and discussed in subsequent chapters before concluding with recommendations.
The document provides marking criteria for a human resource management assignment. It expects students to write at least one well-expressed point in three lines for each of the five marks allocated to earn a high grade. Using examples and illustrations is encouraged. The assignment questions cover topics such as the role of human resources departments, objectives of human resource management, benefits of clear recruitment processes, the need for and evolving role of human resource specialists, ethics in human resource management, and the relationship between personal effectiveness and people management.
The document provides information about performance appraisals, including:
1. Performance appraisals involve formally assessing an employee's strengths and weaknesses, establishing performance standards, measuring performance against those standards, and providing feedback to help employees improve.
2. The goals of effective appraisals include maintaining compensation records, identifying strengths and weaknesses to optimize job placements, assessing growth potential, and providing performance feedback.
3. The appraisal process involves establishing standards, communicating expectations, measuring and comparing actual performance, discussing evaluations with employees, and initiating corrective actions when needed.
4. Benefits of appraisals include career growth, improved performance, increased engagement, determining training needs, clarifying expectations, and addressing
Planning is more important today than 25 years ago for organizations. While tools now make planning more efficient, the world moves faster and crises are more common. The four main categories of planning - financial, strategic, contingency, and succession - have all evolved significantly in the last 25 years due to greater complexity, availability of tools, and more opportunities and risks to consider. Planning is crucial in today's uncertain environment to allow organizations to quickly adapt to changes and avoid crises.
This document provides a literature review on employee turnover. It defines employee turnover and discusses the types of turnover, including voluntary and involuntary turnover. It then examines the causes of employee turnover such as low compensation, inadequate salary, lack of benefits, and resignation. The effects of employee turnover on organizations are also explored, including impacts on productivity, costs, and time. While turnover is often seen negatively, some potential benefits are mentioned like reduced labor costs, replacement of poor performers, increased innovation, and greater diversity. Finally, strategies for reducing turnover like effective hiring, compensation packages, and communication are presented.
The document describes the methodology used in a study on performance appraisals. It discusses:
- The research design uses descriptive analysis and frequencies/percentages to analyze collected data.
- The study population includes employees and managers involved in performance appraisals at a bank.
- Data is collected through questionnaires, interviews, and documents. All employees and relevant managers are included in the sample.
- The data is analyzed using descriptive statistics like frequencies and percentages to interpret the results.
This document provides a research proposal on the problems and practices of recruitment and selection of employees at the Enemor Special Woreda Finance and Development Office in Ethiopia. It consists of an introduction that outlines the background, problem statement, research questions, objectives and significance of the study. The literature review discusses definitions of recruitment and selection, sources of recruitment, policies, evaluation and factors affecting the processes. The methodology section describes the research design, data sources, population, sampling, and data analysis. In summary, the document proposes to research the recruitment and selection practices at a local government office in order to identify problems and improve hiring qualified candidates.
The document provides guidance on developing a successful business plan by outlining the key components and steps involved. It discusses identifying a viable business opportunity through environmental scanning and evaluating opportunities. Generating a business idea is covered, including types of ideas. Developing the functional plans for marketing, operations, finance and organization is also outlined. The document stresses the importance of assessing risks and having an exit strategy. It recommends including standard sections like the executive summary, product/service description, funding needs, management team, and financial projections in the final business plan report.
This document discusses business formation and small business development. It defines small businesses based on size criteria like number of employees and economic criteria like market share. The three main legal forms of business are proprietorship, partnership and corporation. Priority sectors for small businesses in Ethiopia include manufacturing, construction, trade and services. Challenges small businesses face include lack of adequate financing, difficulties obtaining raw materials, and poor management skills. Success requires a conducive environment, adequate credit, market support and addressing common causes of failure like inadequate management.
The document provides an overview of key marketing concepts including the meaning and definitions of marketing, marketing mix, marketing strategies, and customer service. It defines marketing as identifying and satisfying customer needs through the marketing mix of product, price, place, and promotion. The marketing mix and strategies such as pricing, promotion, and distribution strategies are also summarized. The document also discusses marketing philosophies, marketing information systems including marketing research and competitive analysis, and the importance of customer satisfaction.
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HRM_Assign 2.docx
1. StudentName: TezanaBekele
StudentNumber: 112669
Course: HR Management
AssignmentNo: #2
Marking Criteria:
We expectthe learnerstowrite minimumone well expressedpointinthree linesagainsteach
allocatedmark.Thismeansone needstowrite 15 lineswith5 well expressedpointstogethigh
gradesfor a 5 marksquestion.
For highgradesuse examplesandillustrationswhereappropriate.
1. Give short answers to the following questions:
i. What is an ' InductionProgramme?’
An induction program is the process used within organizations to onboard new hires into the
organization and familiarizes them with the new role and company culture. Induction
program is the ideal time to make a good impression with the new hire, build trust, and align
with company expectations. You can also share the company’s vision, norms, and values you
want them to imbibe. The program sets the tone for company culture and gets the new hire
up and running to be productive, and fulfil goals. An induction program is part of an
organization’s knowledge management and transfer process intended to set up the new hire
for success. Good induction programs can increase productivity, employee engagement, and
retention. They help in reducing attrition and short-term turnover of staff. They also help
improve employee morale, make new hires feel welcome and comfortable in the new
environment, and motivate them to perform at an optimum level. The program also helps
them gauge the bigger picture and work towards fulfilling organizational objectives.
ii. What are the advantages and disadvantages of promoting employees from within the
company?
Advantage of Promoting from Within
Assignment Cover Sheet
2. A. It reduces cost
It’s expensive tosource andrecruitnew talent.On average,HR professionalsandrecruitersspend
a lotof time findingandconvertingjobseekersintoactive applicants.A Glassdoorstudyfoundthat
the average lengthof the hiringprocessinthe U.S.isabout23.8days.Additionally,once acandidate
is converted, they’ll often negotiate higher salaries compared to existing employees. Sometimes
newhireswill alsorequire asigningbonusorevencoverageof movingexpenses,whichaninternal
promotion would not necessarily need.
B. It reduces time-to-productivity
When employees are promoted,they can typically hit the groundrunning in their new role. Sure,
there will be elementsthatmaytake time to ramp up,but theyalreadyhave ahandle oncompany
culture and operations. This can help boost productivity compared to individuals who are brand
newto the business.Theiralreadyestablishedunderstandingcansave theirowntime,the team’s
time, and an HR professional’s time too.
C. It improves employee retention
If high performers don’t see potential for their own personal growth, they are more likely to
disengage and eventuallyleave a company. Top talent wants to progress, in both title and salary.
Businesses should want to retain their top talent and not lose them to competitors. Internally
promotingthese employeesisone waytorecognize andrewardtheirperformance.Further,when
others see one of their peers promoted, they may feel encouraged to strive for an internal
promotion themselves and thus stay on at your company as well.
D. It boosts team morale
As mentioned,internal promotionsdon’tonlybenefitthe directlyaffectedemployee.These types
of jobfillscanalsokeepotheremployeesengagedandreinvigorate teammorale.Witnessingfirst-
hand the success of fellow peers can inspire others to work harder and can also show that hard
work is valued, which reinforces a positive outlook across broader groups.
E. It strengthens your employer brand
Job seekerswantto applyto an employerbrandthat resonateswiththem, one that has a mission
that aligns with their own beliefs. People are more attracted to a company culture that supports
internal growth than one that struggles with high turnover and employee retention. Internal
promotions demonstrate that your company values hard work and is willing to reward it.
Recognizing employees in this way can help strengthen your employer brand to both future
candidates and consumers. Consumers are also more likely to support a brand that treats their
employeeswell.Infact,aCareerArc2017 EmployerBrandingStudyrevealsthat64% of consumers
3. have actually stopped purchasing a brand after learning about the company’s poor employee
treatment.
Disadvantage of Promoting from Within
A. It can increase failure rates
Not every internal promotion will be better than an external hire. In fact, the failure rate for an
internal promotion is higher than one might think. While still less than an externally hired
employee’s failure rate, it’s been found that about a quarter of internally promoted senior
executives fail in their new role. There are many reasons why an internally promoted employee
maystruggle intheirnewpositionforinstance,theymayhave excelledinone roleforalongperiod
of time and not be ready for new responsibilities,orthey may have a hard time managingpeople
who used to be their peers.
B. It may limit outside knowledge or advanced skill sets
Whencomparedtointernal promotions,externalhiresmayhave more advancedtrainingthatthey
can nowbring to your brand. Theymay also have more exposure toindustryadvancementsanda
freshperspective forsolvingage oldcompanyproblems.Itcanbe true in these circumstances,that
an outsider’sperspectivecouldbe moreworthwhile.Towidenyourrecruitmentnet,youmaywant
to consider social recruiting to source external candidates and let both internal and external
candidates go through the interview cycle.
C. It may invite negative company politics
Just as an internal promotion can bolster team morale, it can also tamper with it. Receiving a
promotion can open an employee up to teasing or ridicule sometimesdone in good humour, but
other times done out of jealousy. These kinds of challenging situations can distract a recently
promoted employee and take them away from their new duties. It can also complicate things for
HR departments if harmless teasing evolves into a bullying or harassment situation.
iii. Whydo employerstransferemployees?
A transferis a horizontal or lateral movementof an employee fromone job,section,department,
shift, plant or position to another at the same or another place where his salary, status and
responsibility are the same. There are several reasons why employers may need to transfer
employees. Transfers are generally affected to build up a more satisfactory work team and to
achieve the following reasons;
To meetthe organisational demands:An organisationmayhave to transferitsemployees
due to change in technology, change in volume of production, schedule, product line,
qualityof products,changesinthe jobpattern causedbychangeinorganisationalstructure,
fluctuationsinthemarketconditionslike demandfluctuation,introductionof new linesand
4. droppingof exitinglines.all thesechangesmaydemandthe shiftinjobassignmentswitha
view to place the right man on the right job.
To satisfy the employees` needs: Employees may need transfers in order to satisfy their
desire to workunder a friendlysuperior,ina department/regionwhere opportunitiesfor
advancement are brighter, in or near their native place or place of interest, doing a job
where the work itself is challenging etc.
To utilize employees better: An employee may be transferred because the management
feelsthatthe skills,experience andjobknowledge could be put to better use elsewhere.
To make the employee more versatile: Employees may be rolled over different jobs to
expand their capabilities. job rotation may prepare the employee from more challenging
assignments in future.
To adjust workforce: Workforce may be transferredfroma plantwhere there islesswork
to a plant where there is a more work.
To reduce burden: Transfers may be made to give relief to employees who are
overburdened or doing hazardous work for long periods.
To reduce conflicts: Where employeesfinditdifficulttoget along withtheir colleaguesin
a particular section, department or location they could be shifted to another place to
reduce conflict.
To punish employees: To punish employees. (Generally, in government organisations,
employees who commits mistakes or malfeasance will be treated with transfer to other
place where he cannot act according to his wish or misuse his job position).
iv. Outline the main objectivesofrecruitment processin an organisation
The objectives of recruitment are:
To attract people withmulti-dimensional skillsandexperiencesthose suitthe presentand
future organizational strategies
To induct outsiders with a new perspective to lead the company
To infuse fresh blood at all levels of the organisations
To develop an organizational culture that attracts competent people to the company
To search or head hunt/head pouch people whose skills fit the company’s values
To devise methodologies for assessing psychological traits
To seek out non-conventional development grounds of talent
To search for talent globally and not just within the company
To design entry, pay that competes on quality but not on quantum
To anticipate and find people for positions that does not exist yet
5. 2. Describe the recruitment process step–by-step
1) Set Up
To have a goodrecruitmentprocessinplace,youmustforma strongrecruitmentteam.The
recruitmentteamhasa veryimportantjob.If theymake a wrong decision,itwillaffectthe
productivityof the workforce.Next,the recruitmentteamshouldbe able toclearlyidentifythe
jobvacancy and the qualitiesof anideal candidate.Youneedtowrite aclearjobdescriptionto
enable candidatestounderstandwhatthe companyrequiresof them.Anoutlineof anideal
candidate will alsobe able toaidthe selectionprocessforthe recruitmentteamlateroninthe
recruitmentprocess.
2) Source
Once the job descriptionandideal jobcandidateoutline are prepared,the recruitmentteamwill
have a clearerpicture of what isdemanded.The teamcanthenstart to analyse the most
appropriate source forrecruitment.Thissource couldbe eitherinternal recruitmentorexternal
recruitment.Internal recruitmentiswhenacompanyhiresanemployee forthe jobfromwithin
the businessstaff.Thismethodsavesthe companytime andmoney,andemployeestake lesstime
to socialize.Youcanrecruitemployeesfromoutsidethe companyaswell.Some sourcesof
external recruitmentare employmentagencies.
3) Application
Interestedcandidatesshouldbe able toapplyforthe jobvacancy simply.Make the application
formas user-friendlyaspossible toprovide agoodexperienceandensure thatyougatheras
manyapplicationsaspossible.
4) Screen
You will receiveawhole pile of applicationsthroughwhichyoucannothelpbuttoscan. Good
candidatesshouldquicklyandclearlyhighlighthow theirexperience alignswiththe availablerole.
Revisityourjobdescriptionandidealjobcandidate outlineforareminderof whatyou are looking
for.Eventhoughyou are justscanningthroughthe application,be sure toinformall applicants
aboutthe statusof the applicationanddonotkeepthemwaitingtoolong.Atthisstage,you
shouldalsoprovide feedbackforall candidateswhodidnotmake itthroughto the interview.
5) Schedule Interviews
The candidatesoftenconsiderthatinterviewsare the mostcrucial part of the recruitment
process.Itis an invaluable momentwhenyougettocommunicate withthe candidate tosee if he
or she is a fitwiththe company.You shouldtake thischance to findoutmore about the
applicant’sbackground,skills,andevenpersonalitytosee if theyfitwithyourcompanyculture.It
will be useful tohave alistof informationthatyouwouldlike tofindoutbeforehandasa
recruiter,whichwill make your interview sessionmuchmore structured.
6. Rememberthatinterviewsare atwo-waystreet,andcandidatesare alsotakingthischance tofind
out more aboutthe company.Asa recruiter,youshouldalwaysbe well preparedandcourteous
to all candidates.
6) Offering
Once you have shortlistedyourtopcandidates,youshouldchecktheirreferences.Many
employersmissthisrecruitmentstep,butitisessential todouble-checkthe information
candidatesprovide.Of course,be sure toinformthe candidatesandhave themagree tothese
reference checks.Hiringthe wrongpersoncanbe extremelycostly;therefore,youshouldalways
be as precise as possible inyourrecruitmentprocess.
Once you have confirmedall details,youcanofficiallyofferthe jobtothe chosencandidate and
draw upa contract of employment.Thereshouldbe atemplate tofollowforthe contract where
detailssuchas salary,holidays,andworkinghoursare furtherdiscussedaccordingly.
7) Evaluating the SelectionProcess
It isimportantto make an assessmentof whetherornotthe companyhas made the right
selectiondecisions.The waytoevaluate thisdependsonthe actual position.Foramanagement
position,itwill probablybe aboutayear before itisclearwhetherobjectiveshave beenachieved.
Case Study
1. How can Fun & Learn attract the best applicants for jobs at its new retail outlets? On what
groups, if any, should be company’s recruiting effort focus? How should the recruiting be
done?
To Attract the best applicants F&L should be focus on the description of individual job
requirement.The descriptionshouldbe includedinformationaboutthe jobandthe duties.
Describe the company,competitivewages,hours,workenvironment,Includeopportunities
of development, benefits information.
The company should be focussing its recruitment effort on both internal and external
recruitmentthatwill give the opportunityof findrightcandidate,withinthe organisations
who have the abilities and the attitude that the job requirement needs and through
channels such Professional or Similar organisations, in this specific study case, to bring a
newpeople withnewperspectiveandnew idea.Inthiswaywe can focusin all the groups.
The recruit should be done by developing a culture that attract the most qualified
applicants specialising in creative toys and innovative learning materials for children, on
finding people whose those skills fulfil the children’s market demands (Knowledge about
children, toys and learning).
7. 2. How should Fun & Learn select the best candidates? What type of characteristics and
measures should be used? Why?
Fun& Learncan selectthe bestcandidatesbyadoptingfollowingmethods:
Evaluate their body language
Emphasis on precise experiences and accomplishments
Assess their work ethic and attitude
Find out if they are a life-long learner
Discover what they are passionate about
The company should consider such communication skills because communication influences
relationwithcustomersandcolleagues.Positivityalsogoesalongwaysince attitudes,bothpositive
and negative affect the behavior of the entire group and customer services rendered.
3. How might Fun & Learn socialise its employeessothat they are attuned to the firm’s culture
and plans for the future?
Introductionof more positive andoptimisticcandidateswouldimprove the businessenvironment
for the better. The onboarding process helps employees familiarise with company culture. The
companyshouldensure all communicationswiththe new hiresconveythe company’sculture.The
communication should begin as soon as the employee accepts the invitation letter.It should also
address compliance issues prior admission. Lastly is to endorse the company culture at every
opportunity including scheduling taking time to talk to them during the onboarding process.
4. How might Fun & Learn address its retention problems?
There are many reasonswhyemployeesleave acompany.Employee turnoveriscostlyandmostof
the reasons are avoidable. One of the most important steps to take toward improving retention,
and often skipped, is evaluating the present circumstance. Find out where retention problems
actuallyare,anddetermine howyou’regoingtomeasure the impactof yoursolutions.Fun&learn
can handle the retention issue by taking following steps:
Recognizing employee contributions is one of the easiest and most cost-effective ways to
improve retention
Providing incentives including monetary rewards and benefits
Increasingtransparencyandmutualtrust.Everyworkingrelationshipoperatesonabalance
of mutual trust and information is one of the most important tools to give to employees.
Theyneedtofeel like theyhave the appropriate informationtomake gooddecisionsabout
their work
8. Inspiring and supporting employee. Embracing autonomy carries countless benefits, it is
the easiestwayto combat micromanagementandgive employeesthe roomtheyneedto
do their best work
Leveragingtechnologyisalsoaneffective strategyof gettingyoungworkerstostaybecause
they are tech practicality.
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