The document discusses human resource systems and management functions. It covers topics like what managers do, defining an organization, common management functions, planning, organizing, leading, controlling and the roles of managers. It also discusses HR planning, job analysis, recruitment, selection, induction, training and development, and how strategic decisions impact HR. It provides details on each of these HR processes and emphasizes the importance of validity, reliability and job analysis in selection.
Leadership and Management Seminar and WorkshopMBA ASAP
These are the slides from a full day Leadership and Management Workshop I run. I did this one at Luna Community College in Las Vegas New Mexico: a beautiful town and wonderful people! This covers a lot of ground. I try to weave in inspirational and motivational messaging along with practical ways to get in touch with your authentic leadership style. Its also goes over ways to manage you time and resources for maximum impact and efficiency.
OD is a system wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.
Final Year Projects, IEEE Projects, Final Year Projects in Chennai, Final Year IEEE Projects, final year projects, college projects, student projects, java projects, asp.net projects, software projects, software ieee projects, ieee 2009 projects, 2009 ieee projects, embedded projects, final year software projects, final year embedded projects, ieee embedded projects, matlab projects, microcontroller projects, vlsi projects, dsp projects, free projects, project review, project report, project presentation, free source code, free project report, Final Year Projects, IEEE Projects, Final Year Projects in Chennai, Final Year IEEE Projects, final year projects, college projects, student projects, java projects, asp.net projects, software projects, software ieee projects, ieee 2009 projects, 2009 ieee projects, embedded projects, final year software projects, final year embedded projects, ieee embedded projects, matlab projects, final year java projects, final year asp.net projects, final year vb.net projects, vb.net projects, c# projects, final year c# projects, electrical projects, power electronics projects, motors and drives projects, robotics projects, ieee electrical projects, ieee power electronics projects, ieee robotics projects, power system projects, power system ieee projects, engineering projects, ieee engineering projects, engineering students projects, be projects, mca projects, mtech projects, btech projects, me projects, mtech projects, college projects, polytechnic projects, real time projects, ieee projects, non ieee projects, project presentation, project ppt, project pdf, project source code, project review, final year project, final year projects
Leadership and Management Seminar and WorkshopMBA ASAP
These are the slides from a full day Leadership and Management Workshop I run. I did this one at Luna Community College in Las Vegas New Mexico: a beautiful town and wonderful people! This covers a lot of ground. I try to weave in inspirational and motivational messaging along with practical ways to get in touch with your authentic leadership style. Its also goes over ways to manage you time and resources for maximum impact and efficiency.
OD is a system wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.
Final Year Projects, IEEE Projects, Final Year Projects in Chennai, Final Year IEEE Projects, final year projects, college projects, student projects, java projects, asp.net projects, software projects, software ieee projects, ieee 2009 projects, 2009 ieee projects, embedded projects, final year software projects, final year embedded projects, ieee embedded projects, matlab projects, microcontroller projects, vlsi projects, dsp projects, free projects, project review, project report, project presentation, free source code, free project report, Final Year Projects, IEEE Projects, Final Year Projects in Chennai, Final Year IEEE Projects, final year projects, college projects, student projects, java projects, asp.net projects, software projects, software ieee projects, ieee 2009 projects, 2009 ieee projects, embedded projects, final year software projects, final year embedded projects, ieee embedded projects, matlab projects, final year java projects, final year asp.net projects, final year vb.net projects, vb.net projects, c# projects, final year c# projects, electrical projects, power electronics projects, motors and drives projects, robotics projects, ieee electrical projects, ieee power electronics projects, ieee robotics projects, power system projects, power system ieee projects, engineering projects, ieee engineering projects, engineering students projects, be projects, mca projects, mtech projects, btech projects, me projects, mtech projects, college projects, polytechnic projects, real time projects, ieee projects, non ieee projects, project presentation, project ppt, project pdf, project source code, project review, final year project, final year projects
Human Resource Information Systems (Victoria University Australia)Thu Nandi Nwe
Sharing the very first lecture of HRIS module that I've completed in my Master Degree. Genuinely appreciated to Unit Coordinator and Lecturer: Dr Shah Miah and our Lecturer: Justin Chiew.
"I do hope the reader can put it off into a good use and for academic purposes"
A complete guide to E-Business basics :
1. E-Business: Fundamentals, E-Business framework, E-Business application, Technology
Infrastructure for E-Business.
2. Mobile and Wireless computing fundamentals: Mobile computing, framework, wireless
technology and switching method, mobile information access device, mobile computing
application.
3. E-Business Models: Elements of Business models, B2B, B2C models
4. Payment Systems: Type of E-payment, digital token–based e-payment, smart card, credit
card payment systems, risk on e-payment, designing e-payment
5. Security Environment: Security Threats, Technology Solutions, Client–server security, data
and message security, document security, firewalls. Ethical Social and Political issues in
ecommerce.
6. Inter-organization Business: EDI application in business, EDI: legal, security, standardization
and EDI, EDI software implementation, VANs (value added net work) Internet based EDI
Some of the key headings of this presentation:
Ecosystem business models are behind most startups
Apple GDP: The iOS ecosystem has grown to $180B
Android GDP: an ecosystem valued at $260B
How did Apple, Google build ecosystem empires? What can history teach us?
Apple, Google emerged out of the ashes of 20+ dead platforms.
- Apple / Google built ecosystems, not just platforms
- iOS, Android built app ecosystems with superior economics
To compete, challengers have to achieve the impossible...
It's about how in these times, HR managers can use IT to make their HR functions possible in a smooth manner. You can have such s/w readily available for their organization as per the requirements.
Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes.
i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?
Similar to Human Resource Information Systems (20)
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
Talent management is just another one of those pesky Human Resources terms. Right? Wrong. Talent management is an organization's commitment to recruit, retain, and develop the most talented and superior employees available in the job market.
So, talent management is a useful term when it describes an organization's commitment to hire, manage and retain talented employees. It comprises all of the work processes and systems that are related to retaining and developing a superior workforce.
What appears to differentiate talent management focused practitioners and organizations from organizations that use terminology such as human capital management or performance management, is their focus on the manager's role, as opposed to reliance on Human Resources, for the life cycle of an employee within an organization.
Practitioners of the other two employee development and retention strategies would argue that, for example, performance management has the same set of best practices. It is just called by a different name.
Talent management does give managers a significant role and responsibility in the recruitment process and in the ongoing development of and retention of superior employees. In some organizations, only top potential employees are included in the talent management system. In other companies, every employee is included in the process.
Talent management is a business strategy and must be fully integrated within all of the employee related processes of the organization. Attracting and retain talented employees, in a talent management system, is the job of every member of the organization, but especially managers who have reporting staff (talent).
An effective strategy also involves the sharing of information about talented employees and their potential career paths across the organization. This enables various departments to identify available talent when opportunities are made or arise.In larger organizations, talent management requires Human Resources Information Systems (HRIS) that track the career paths of employees and manage available opportunities for talented employees.
Managing human resources includes, but is not limited to:
planning and allocating resources,
providing direction, vision, and goals,
developing an environment in which employees choose motivation and contribution,
supplying or asking for the metrics that tell people how successfully they are performing,
offering opportunities for both formal and informal development,
coaching successful contribution and performance development,
setting an example in work ethics, treatment of people, and empowerment worthy of being emulated by others,
leading organization efforts to listen to and serve customers,
managing the performance management system,
challenging the employees to maintain momentum, and
removing obstacles that impede the employee's progress.
In this presentation, we will identify and pay tribute to several of the people who .... been having grand ideas but has never seen them through to completed projects. ... But possess the technical ... the first node on the ARPANET, and the first computer ever on the Internet.
Here is an overview of the most important elements which make a difference at “Top Companies for Leaders.”
Strategy - There is a clear link between the strategy of the company and the strategy of leadership development. Successful organizations closely examine which talent programs are needed and which interventions are necessary to realize their company strategy.
Involvement - The responsibility of talent development lies at the top of the organization, and top management is also actively involved in the development of future management. The top managers themselves are frequently active as mentors, coaches or trainers, and frequently share their experiences and insights. Often the CEO plays a prominent, active role in training or action learning, i.e., using high potentials coupled with experienced leaders on essential questions. Also, CEO’s are involved in the programs by means of internal communication.
Talent Pipeline – Talent development is considered as a “mission-critical” company process. The best performing companies see the filling of the talent pipeline organization-wide as a necessity. They use sharp definitions of talent (high potentials), measurable criteria and a rigorous process for to determine who belongs in the talent pool and who does not. The outcomes of this are measured with KPIs.
Ongoing Processes – The Top Companies for Leaders have incorporated management development in their business cycles. The companies think about ongoing, recurring development processes instead of one-time initiatives. Talent management has a high priority in these organizations. Much attention is given to identifying high potentials, determination of specific career paths for these high potentials, coaching and their active contribution to training and development programs. High potentials are assisted in their development by means of training, e-learning, coaching and job rotation, as well as action learning. Thanks to this approach, leadership and company development evolve continuously together.
Behavior – In these Top Companies, leaders are significantly more aware of which behavior is expected of them. This also becomes apparent in all aspects of the organization: performance management (leaders are rewarded for the degree desired behaviors are demonstrated), promotion decisions (people are only promoted when the desired behaviors are shown), recruitment and selection (leadership behavior is an essential selection criterion) and communication from the top of the organization.
Critical Objective - High potential talent is considered as a strategic advantage and the development of this talent is and the development of a robust talent pipeline is considered a critical objective for the organization’s top management.
Leadership Programs – Only leadership programs with high added value for talent development are organized.
HR Policies & Employment Legislation
Employment Legislation and Standards
Employment standards are the minimum standards of employment for workplaces required by law. Employment standards cover many aspects of employment including, but not limited to, the following topic areas:
Minimum wage
Minimum daily pay
Meal breaks
Payment of earnings (paydays)
Hours of work
Overtime
Statutory holidays
Annual vacation
Vacation pay
Employment of people under 18
Leave from work
Resolving disputes
Termination
Maternity leave
Weekly day of rest
Deductions
Keeping records
Sexual harassment
Probationary periods
Parental leave
Definition of "employee"
Any HR policies that you develop around the above topics, and any others covered by employment standards, must not provide less than what is offered in the legislation and/ or regulations. The employment standards legislation offers minimum standards; employers are free to develop policies or practices that enhance (provide better standards) than what is allowed for in the law.
HR Policies & Employment Legislation
Human Rights Legislation
Human rights legislation is put in place to protect people from discrimination. It seeks to guarantee people equal treatment regardless of certain identified characteristics (called “prohibited grounds of discrimination”) that have attracted historical stereotyping or bias in relation to employment.
Employers, including nonprofit organizations, need to be aware of human rights legislation as it applies to all practices of employment, including:
Recruitment ads
Application forms
Interviews
Hiring
Dismissal/termination
Promotion
Demotion
Benefits
Wages
Workplace harassment
As organizations strive to create a better world through their missions, it is important that they also work at creating inclusive workplaces that are respectful and welcoming of diversity. Most of the sites below have excellent resources and tools that your organization can use in creating policies, in the hiring process, and in building a more diverse and respectful workforce. We encourage you to explore several of the websites below as they offer a wealth of information that can often be applied across provincial/territorial lines. Particular attention should be paid to the employer’s duty to accommodate an employee in the workplace.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
6. Human Resource Systems
To Plan:
• Organization Goals
• Establish Overall Strategy To Achieve
These Goals
• Developing A Comprehensive Set Of Plans
To Integrate And Coordinate Activities
6
7. Human Resource Systems
To Organize:
• What Tasks To Be Done
• Who Is To Do Them
• How Tasks Are To Be Grouped
• Who Reports To Whom
• What Decisions Are To Be Made
7
8. Human Resource Systems
To Lead:
• Motivate
• Direct The Activities
• Select The Most Communicative Channel
• Resolve Conflicts
8
10. Human Resource Systems
Why Do We Need Management
• Speed Of Change – Technological
Developments To Competitive Strategies
• Forces That Affect Organizational
Performances – Government Actions,
Expectations Of Employees Are Complex.
10
11. Human Resource Systems
(In lighter sense…)
Put Employees Into a room with only a table and
two chairs. Leave them without any instruction
and check back on them in two hours.
If they have taken the table apart...
...assign them to engineering.
* If they are counting butts in the ashtray...
...put them in finance.
11
12. Human Resource Engineering
• If they are talking to the chairs...
• ...assign them to personnel*
• If they are sleeping...
• ...they are management material.
12
13. Human Resource Systems
• * If they do not notice when you walk in...
• ...place them in security.
*
• * If they Leave Early..
Put them In Sales
13
14. Human Resource Systems…on a
serious note
Ten Specific Managerial Roles
• Grouped Under Three Primary Activity
Centers –
1.Interpersonal
2.Informational
3.Decisional
14
18. Human Resource Systems
Henri Fayol – Focus On Managers’ Job
Organizational Functions Were Included
- Purchasing Planning
- Production Organizing
- Sales Directing
- Finance Coordinating
- Accounting Control
- Administration
18
19. Human Resource Systems
• 20th
Century Concept
• Federick Taylor pioneered “Scientific
Management Movement – Observation of People
Through Time And Motion Study, Importance To
Task
• Lillian Gilbreth – Analysis And Synthesis On The
Basis Of Goal Setting
• Henri Fayol – Administrative Principles –
Elevation Of Management From Shop floor To
The Entire Organization
19
20. Human Resource Systems
• Max Weber’s – Bureaucracy Theory
• The Great Depression Led To Behavioral
Approaches
• Elton Mayo’s Hawthorne Studies At
Western Electric
• Humanistic Psychology – Abraham
Maslow, Douglas Mcgregor
20
21. Human Resource Systems
• Mary Parker Follet – Administrative
Behavior – Reciprocal Nature Of Power,
Power As An Agent Of Change
• The Contingency Perspective – “It All
Depends on Situation”.
21
22. Human Resource Systems
Social Sciences
- Psychology
- Sociology
- Social Psychology
- Political Sciences
- Anthropology
22
23. Human Resource Systems
Management Is The Practice Of Directing,
Organizing, And Developing People,
Technology, And Financial Resources In
Task Oriented Systems That Provide
Product And Services To Others.
23
24. Human Resource Systems
Links With Organizational Strategy – How?
• A Major Airline Implements The Purchase
Decision Of Buying Four New Airbus
A380s – 600 and 800 Seat Super Jumbo
Aircraft.
• This Aircraft Is A Flying Palace Spacious
Enough To Feature Sleeping Quarters,
Shops, Exercise Rooms.
24
26. Human Resource Systems
• The Most Experienced Captains With The
Airline Will Need Training
• Training Needs Through Out The Cockpit
Ranks – First Officers, Flight Engineers…
• Cabin Attendants Will Need To Undergo
Training In Safety Features And Service
26
27. Human Resource Systems
• Maintenance Mechanics Will Need
Training In Routine And Special Servicing
Of The Airplane
• Purchasing Agents – Different Parts And
Supplies Will Need To Be Ordered
• Construction Will Need To Be Undertaken
To Alter Airport Gates
27
28. Human Resource Systems
• Marketing Representatives Will Need To
Know The Airplane’s Special Features To
Promote Travel On It.
28
29. Human Resource Systems
All this….
A Seemingly Straight Forward Decision To
Purchase A New Aircraft, A Decision
Based On Business Projections!!!
29
30. Human Resource Systems
Strategy:
• Corporate Strategy – Several Businesses
• Business Strategy – Competitive Positions
• Functional Strategy - Departments
30
31. Human Resource Systems
Strategic Planning Process – SWOT
Basic Strategic Trends:
• Globalization
• Technological Changes
• Diverse Work Force
• Nature Of Work
31
32. Human Resource Systems
Managerial Consequences:
• Global Expansion
• Improved Competitiveness
• Organizational Changes – Flat
• Knowledge Management
32
33. Human Resource Systems
Strategic Decisions Impact On HR
• Add New Type Of Equipment Training
• Acquisition Selection (From
Acquired Firm),
Training,
Compensation,
Outplacement
33
34. Human Resource Systems
Strategic Decisions Impact On HR
• Pursue Competitive Strategy Compensation, Labor
Relations, Training
• Expand Markets Selection, Training,
Compensation
• Relocation Of Factory Transfer, Recruitment,
Selection, Training
34
35. Human Resource Systems
HR Strategic Role:
• Ensuring Competitive Advantage
• Shift From Protector And Screener To
Strategic Partner And Change Agent
• Metamorphosis From Personnel To Human
Resource Management
35
36. Human Resource Systems
Role Of HR:
• Environmental Scanning
• Providing Of Competitive Intelligence
• Providing Of Internal Strengths
36
37. Human Resource Strategy
Future….
• Corporate Reorganizations
- Loss Of Job, Pay, Benefits
- Job Changes
- Transfer To A New Geographic
Location
- Changes In Career Growth
37
38. Human Resource Systems
Steps Before Making A HR Score Card:
• Emerges From The Balance Score Card
- Attempts To Collate Measures From
Four Areas – Financial, Internal Business
Process, Customer, Learning And Growth
(Objectives, Measures, Targets, Initiatives)
38
39. Human Resource Systems
HR Score Card:
• Understanding The Reason For
Implementing The HR Score Card
39
40. Human Resource Systems
• HR Outcomes Measure The Focus On
Business Outcomes
• Operational HR Metrics That Focus On
Efficiencies
40
41. Human Resource Systems
• Understanding The Business Context Of
HR – What Are The Value Drivers OF
Business Units?
• What Is HR Value Proposition To The
Business
• Where Is HR Contribution Recognized –
By Senior Management, The Line,
Employees, HR Itself, Investors?
41
42. Human Resource Systems
• What Does The HR Function Currently
Measure?
• Are The Metrics Activity Driven Or Value
Driven?
42
43. Human Resource Systems
Defining HR Value:
- The Value Of The HR Function As A
Whole
- The Value Of HR Processes As Practiced
Throughout The Organization –
Performance Management And The Fit
With Culture, Structure And Strategy
43
44. Human Resource Systems
Defining HR Value:
• Selecting The Relevant Measures And
Metrics
• Maintaining A HR Score Card Frame Work
44
45. Human Resource Systems
Now HR Score Card:
• Business Context
Two Influences On HR Effectiveness:
- External Influences – The Company’s
Current Operating Environment
- Internal Influences – How The Business
Perceives HR Capability
45
46. Human Resource Systems
Current HR Objectives:
Resources, Performance Management,
Training, And Development, Reward,
Employee Relations – Areas Where
Measurement Is Required
46
48. Human Resource Systems
Score Card Design Frame Work:
• Financial
• Process
• Internal Customer Focus
• People/Human Capital Management
48
49. Human Resource Systems
Financial Value:
- HR Management Budget/Spend
- HR Development Budget/Spend
- Sales Per Employee
- Revenue Per Employee
49
50. Human Resource System
Internal Customer:
- Training
- Self Learning
- Ration Of E –Learning Modules To
Traditional Training Modules
50
51. Human Resource Systems
Human Capital Intervention (Focus And
People)
- Training Days Delivered
- Training Needs/ Analysis
- Performance Management
51
52. Human Resource Systems
Human Capital Management
- Absenteeism Ration
- Headcount
- Staff Turnover
- Employee Commitment
52
54. Human Resource Systems
HR Planning:
To Forecast:
• Personnel Needs
• The Supply Of Internal Candidates
• The Supply Of External Candidates
54
55. Human Resource Systems
How To Forecast Personnel Needs ?
• Forecast Future Revenue
• Estimate The Size Of Staff To Achieve This
Revenue
• Projected Turnover Of Manpower
• Quality And Skills Based On Changing
Needs Of The Organization
55
56. Human Resource Systems
• Strategic Decisions
• Technological Changes
• Financial Resources Available
56
57. Human Resource Systems
To Predict Employment Needs:
• Trend Analysis
• Ratio Analysis
• The Scatter Plot
57
58. Human Resource Systems
Job Analysis:
Procedure To Determine
• Duties Of Positions
• Characteristics Of People To Satisfy These
Positions
- Job Descriptions
- Job Specifications
58
59. Human Resource Systems
Job Analysis:
• Work Activities
• Human Behaviors
• Machine Tools, Equipments
• Performance Standards
• Job Context
• Human Requirements
59
60. Human Resource Systems
Uses Of Job Analysis:
• Recruitment And Selection
• Compensation
• Performance Appraisal
• Training
• Discovering Unassigned Duties
60
62. Human Resource Systems
Which Are The Types Of Jobs To Be
Analyzed ?
• Jobs Which Are Critical To The
Organization
• Jobs Which Are Difficult To Learn And
Perform
• Legal Factors
62
63. Human Resource Systems
Types Of Job Data:
• Foundation Work Activities – (Basic )
Amount Of Responsibility
• Intermediate Work Content – (Some
Technological Content) – How Much Of
Time Is Spent On Teaching People?
• Area Work Activities – Technologically
Oriented Specific To Work Activities
63
64. Human Resource Systems
Steps In Job Analysis:
• How Will The Information Be Used?
• Review Relevant Background Information
• Select Representative Positions
• Actually Analyze The Job
• Verify The Information
• Develop A Job Description And Specification
64
67. Human Resource Systems
Interview Method – Typical Questions:
• What Is The Job Being Performed?
• What Are The Major Duties?
• What Exactly You Do?
• What Physical Conditions Do You Work
In?
• In What Activities Do You Participate?
67
68. Human Resource Systems
Interview Method:
• Detailed Checklists
• Interview Guidelines
Questionnaire Method:
Observation Method
Participant Diary/Logs
68
70. Human Resource Systems
Recruitment Process:
• Vacant/New Position Occurs
• Perform Job Analysis And Plan Recruiting Effort
• Generate Applicant Pool – Internal/External
• Evaluate Applicants
• Impress Applicants
• Make Offer
70
71. Human Resource Systems
Strategic Issues In Recruiting:
• Match With Organizational Values
• State Of External Labor Market
• Firm’s Ability To Pay
• Attract Talent
71
72. Human Resource Systems
Recruitment Goals:
• To Attract Large Pool Of Applicants
• Attract High Proportion Of Well Qualified
Candidates Who Are Interested In
Accepting Offers
• Post Hiring Goals – Retention, Spill Over
Effect
72
73. Human Resource Systems
Recruitment Philosophy
• Whether Internal/External Recruitment
• Merely Filling Up Vacancies/Hire For Long
Term Careers
• Depth Of Commitment To Hiring A
Diverse Range Of Employees
• Marketing Orientation
• Ethical Overtones
73
74. Human Resource Systems
How To Attract Applicants:
• By Changing Nature Of Inducements
• Target Labor Pools
• Sponsor Immigration
• Mergers And Acquisitions
• Employee Leasing
74
75. Human Resource Systems
Internal Recruitment:
• Job Posting And Bidding
• Consulting Of Replacement Charts
• Nominating Committees
• Managerial Succession Planning
75
76. Human Resource Systems
External Recruiting:
• About The Position To Be Filled
• Job Specification Sheet
• Recruiter Must Identify What Will Attract
The Candidate
76
77. Human Resource Systems
Planning For External Recruiting:
Factors Which Are Time Consuming:
• The Need For Confidential Search
• A Technically Complex Position
• Competition In The Market Place
• A Poor Industry/Company/Division Reputation
• Low Pay
• Unclear Job Description
• An Undesirable Location
77
78. Human Resource Systems
External Recruitment:
• Informal Methods – Employee Referrals
• Formal Methods - Advertisements
• Internet Recruitment
• Employment Agencies
• HR Consultants
78
79. Human Resource Systems
Recruiting Targeted Groups:
• Executive Search Firms
- Reasons For Failure – Unrealistically High
Job Specifications, Poor Reputation,
Internal Politics In Hiring Organizations,
Insufficient Research Staff, Use Of Overly
Specialized Search Firmly
79
84. Human Resource Systems
Selection:
• Your Own Performance Depends On The
Performance Of Your Colleagues
• It Is Costly To Recruit
• Legal Implications – Negligent Hiring
84
85. Human Resource Systems
Effective Selection Depends On Validity
And Reliability
Validity – A Sample Of A Person’s
Behavior
Reliability – Consistency Of Scores
85
87. Human Resource Systems
Methods Of Measuring Reliability:
• Test – Retest – Consistency Of A Test Over
Time
• Inter-Rater
• Internal Consistency
87
88. Human Resource Systems
Validity:
• Whether The Test Is An Adequate Measure
Of The Characteristic It Is Supposed To
Measure
• Whether The Inferences Based On The
Score Are Appropriate
88
89. Human Resource Systems
Validity :
• Criterion Validity – Behavioral
Determinations
• Content Validity – Representative Of
Construct’s “Domain”
89
90. Human Resource Systems
How To Validate A Test?
Step 1: Analyze The Job
- Predictors – Job Description And
Specification
- Define Success On The Job
- Standards Of Success – Criteria
90
91. Human Resource Systems
Step 2: Choose The Tests
Step 3: Administer The Test
Concurrent Validation
Predictive Validation
91
92. Human Resource Systems
Concurrent Validation: 3 Steps
• Select A Sample Of Employees
• Give Each Employee A Proposed Selection
Test
• Compute The Correlation Between Test
Scores And Criterion Scores
92
96. Human Resource Systems
Types Of Tests For Selection:
• Cognitive Abilities
• Motor And Physical Abilities
• Measuring Personalities And Interests
• Management Assessment Centers – Simulation
Exercises (In Basket, Leaderless GD, Games,
Individual Presentations, Objective Tests, The
Interview)
96
98. Human Resource Systems
Induction:
• Employee Induction
• Should Feel Comfortable And At Ease
• Understand The Organization's Culture
• Policies And Procedures Of The
Organization
• Expectations From The Employee
98
100. Human Resource Systems
Training – 5 Step Process:
• Needs Analysis Step – A.D.D.I.E.
The five phases—Analysis, Design, Development,
Implementation, and Evaluation—represent a
dynamic, flexible guideline for building effective
training and performance support tools.
• Instructional Design
• Validation Step
• Implement
• Evaluation And Follow -Up
100
101. Human Resource Systems
Training And Learning:
• Make Learning Meaningful
• Make Skills Transfer Easy
• Motivate The Learner
101
105. Human Resource Systems
Traditional Training Methods:
• On-The Job Training
• Apprenticeship Training
• Informal Learning
• Job Instruction Training – Step-By-Step Approach
• Lectures
• Programmed Learning
• Audio-Visual Tools
• Simulated Training
• Computer Based Training 105
107. Human Resource Systems
Off The Job Training And Development
Techniques:
• The Case Study Method
• Management Games
• Out Of Campus Seminars
• University Related Programs
• Role Play
107
108. Human Resource Systems
• Behavior Modeling:
- Showing The Right Way Of Doing
Things
- Practice The Right Way
- Feedback
108
109. Human Resource Systems
Evaluation Of Training Effort:
• Designing The Study – Controlled
Experimentation
Training Effects To Measure:
• Reaction
• Learning
• Behavior
• Results
109
113. Human Resource Systems
• Career Development Vs. Personnel
Development
- Ensures Needed Talent Is Available
- Improves Organizational Ability To
Attract And Retain High Talent Personnel
- Ensuring Growth Opportunities For All
Employees
- Reduces Employee Frustration
113
116. Human Resource Systems
Effective Career Development:
• Challenging Initial Jobs
• Dissemination Of Career Option
Information
• Job Postings
• Assessment Centers
116
117. Human Resource Systems
Career Counseling – 4 Elements:
• Employee Goals And Aspirations For The Next 5
Years
• The Manager’s Views About Opportunities
Available
• Identification Of What The Employee Would
Have To Do In The Way Of Self Development
• Identification Of Actual Steps In The Form Of
Plans For New Development Activities
117
118. Human Resource Systems
Methods For Growth:
• Career Development Workshops
• Continuing Education
• Periodic Job Changes
• Sabbaticals
118
119. Human Resource Systems
Suggestions For Individual’s Career
Development:
3 Step Self Assessment Process:
• Identify And Organize Your Skills, Interests,
Work-Related Needs And Values
• Convert These Inventories Into General Career
Fields And Specific Job Goals
• Test These Possibilities Against The Realities Of
The Organization Or The Job Market
119
121. Human Resource Systems
Why Performance Appraisal?
• An Objective Method To Decide On
Compensation/Benefits
• Identify Areas Where
Development/Training Is Required
• Criterion On Which Selection Programs
Are Validated
121
122. Human Resource Systems
Other Uses Of Performance Appraisal:
• Less Need to Micro Manage
• Greater Employee Commitment
• Greater Employee Engagement
• Increased ease and comfort around
Performance Appraisals
• Better Coordination Between Company,
Department and Individual’s Performance
122
124. Human Resource Systems
What Is Performance In Performance
Appraisal?
• Means Doing The Job Effectively And
Efficiently With A Minimum Related
Employee Disruption
124
125. Human Resource Systems
Definition Of Performance Appraisal:
Is A Structured Formal Interaction Between A
Subordinate And The Supervisor That Usually
Takes A Form Of Periodic Interview In Which
Work Performance Of The Subordinate Is
Examined And Discussed With A View To
Identify Weaknesses And Strengths, Opportunities
For Skill Development
125
126. Human Resource Systems
The Appraisal Process:
• Establishment Of Performance Standards
• Communication Of Expectations To The
Employee
• Measurement Of Performance – How And
What To Measure
• Actual Performance Versus Expected
Performance
126
127. Human Resource Systems
Who Should Do The Appraisal:
• Immediate Supervisors
• Peers
• Self Evaluation
• Immediate Subordinates
127
128. Human Resource Systems
When The Systems Of Performance
Appraisal Is Not Clear :
3 Emotions Are Prevalent:
• Ambiguity
• Uncertainty
• Suspicion
128
129. Human Resource Systems
Methods Of Appraisal:
• Graphic Rating Scales
1. Quality (Accuracy, Thoroughness,
Acceptability Of Work Performed)
2. Productivity
3. Job Knowledge
4. Reliability
5. Availability
6. Independence
129
130. Human Resource Systems
Methods Of Appraisal:
• Paired Comparison Method
• Forced Distribution Method
• Critical Incident Method
• Narrative/Essay Method
• BARS Method (Behaviorally Anchored Rating
Scales)
• Virtual Appraisals
130
131. Human Resource Systems
Steps For BARS:
• Generate Critical Incidents
• Develop Performance Dimensions
• Reallocate Incidents
• Scale The Incidents
• Develop A Final Instrument As Behavioral
Anchors – Clusters Of Skills
131
132. Human Resource Systems
Performance Management:
• Performance Planning (Employee Goal
Setting, Objective Setting)
• Ongoing Communication
• Data Gathering, Observation,
Documentation
• Performance Appraisal
• Performance Diagnosis And Coaching
132
133. Human Resource Systems
What Is Participative Management?
• Process Of Involving Those Who Are
Influenced By Decisions, In Making
Decisions.
• Where Everyone Makes Certain That
Everyone Gets Their Needs Met.
133
135. Human Resource Systems
In Participate Management We Negotiate:
• Goals
• Guidelines
• Accountability
• Resource
• Reward
135
136. Human Resource Systems
• The Concept Of Control Is Generally Replaced By
The Concept Of Self-control And Accountability.
• The Word Manage Is Generally Replaced By The
Words Lead, Encourage, Persuade, Lift, Serve,
Help, Understanding, And Inspire
• The Words Negotiate And Review And Discuss
And Decide Replace Words Like Orders, Inform,
Tell, Assign, Direct, And Require.
• The Attitude Of Negotiation Is Encouraged By
Phrases Like How Can We Improve
• The Phrase ‘I’ Is Replaced By ‘We’
136
137. Human Resource Systems
Managerial Succession Planning:
Business Systems:
From To
• Organizational Pyramids - Flatter Systems
• Desire For Seasoned Leaders – Want The
Seasoning To Develop Sooner
• Stability - Flexibility With Faster
Market Responsiveness
137
138. Human Resource Systems
Managerial Succession Planning:
• Develop Pools Of Broadly Qualified
Candidates – Have Position Pools
• More Broadly Disciplined Candidates
• More Centralization And Integration Of
Systems And Information In Business Units
• Cross Boundary Fertilization To Develop
Broader Skills And Perspective
138
139. Human Resource Systems
Managerial Succession Planning:
• Largely Line Driven
• Strategic Competencies And Models Define
Success
• Cross Functional Management Capability
• Individual Sets Career Direction
• Sequential Job Assignments Provide Primary
Development, Supplemented By Specific Training
• Create Assignments For Development
139
140. Summary
The field of human resources is one that
is often overlooked in enterprise
management. This situation is aided by
the fact that an efficient Human
Resources department should function
without fanfare. For example, when a
project team successfully launches a
product on time and within budget it is
hailed as a great success. When the HR
department manages the administration
of the enterprise successfully it can go
virtually unnoticed – after all, the
Human Resources department is simply
expected to work, only attracting
attention when there are problems. The
reality, however, is very different. The
HR Systems play a vital role in ensuring
the smooth running of an enterprise –
most importantly by tracking and
analyzing the timekeeping and work
patterns of the workforce, allowing
management better information on
which to form strategies.