Human resource management involves five key functions: staffing, human resource development, compensation, safety and health, and employee and labor relations. Staffing includes job analysis, recruitment, selection, and human resource planning. Human resource development consists of training, career development, performance management, and organization development. Compensation encompasses all financial and non-financial rewards provided to employees. Safety and health aims to protect employees' well-being.
This document discusses employee involvement, which is essential for total quality management. It covers motivation, teamwork, training and mentoring, recognition and rewards, feedback, empowerment, and effective communication. Motivation theories like Maslow's hierarchy of needs and Herzberg's two-factor theory are explained. The benefits of teamwork include achieving more dramatic results and making the best use of each member's skills. Training and mentoring are ongoing and help employees understand their roles and responsibilities as well as learn new skills. Effective communication in an organization must flow upward, downward, and horizontally.
This document discusses employee involvement and motivation. It covers various motivation theories like Theory X, Theory Y and Theory Z. It emphasizes the importance of teamwork, training, recognition and feedback in motivating employees. Empowerment of employees by defining their responsibilities and boundaries can help align them with organizational goals. Setting up self-managed teams requires training and equipping employees with the right tools and support. Both management and employees have to adapt to new roles and processes for empowerment to succeed.
The document discusses rewards and recognition for employees. It defines rewards as prizes given to employees for exceptional work, which can be monetary or non-monetary. There are intrinsic rewards like feedback or trust that provide personal satisfaction. Recognition acknowledges individual or team contributions and behaviors that support organizational goals. Recognizing employees publicly increases motivation, retention, and loyalty, and gives a sense of ownership. Both rewards and recognition should be specific, sincere, and personal to be most effective.
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
This document discusses promotions, transfers, and demotions in organizations. It defines each term and discusses the types, purposes, bases, benefits, and principles of promotions and transfers. It also outlines reasons for demotions and principles for developing a demotion policy. Overall, the document provides an overview of common human resources practices regarding internal employee movements within an organization.
This document discusses management development. It defines management development as attempts to improve current or future manager performance through knowledge, attitudes, or skills. Management development involves formal education, experiences, relationships, and personality/ability assessments to help employees prepare for career futures. Development focuses on long-term preparation for future roles, while training focuses more on present job skills and tasks. The document outlines various techniques for management development, including on-the-job training, off-the-job activities, succession planning, and organizational change management models. It also discusses how to lead organizational change and use organizational development approaches.
Promotion involves advancing an employee to a position with greater responsibility, prestige, and pay. There are different types of promotion like vertical promotion which moves an employee up the organizational hierarchy or up-gradation which upgrades a job within the hierarchy. Promotion benefits both the employee through increased pay and satisfaction and the organization by better utilizing skills and increasing morale. However, promotion can also lead to issues like disappointment among those not promoted and some employees refusing promotions due to transfers or feeling underqualified. Organizations should have a clear and impartial promotion policy based on merit, seniority, or a combination of both.
This document discusses the role of training and development in improving employee competitiveness. It provides an overview of key aspects of training and development including: defining training vs. development; external and internal influences on training; factors influencing training and development; methods of training such as classroom, on-the-job, and e-learning; evaluating training impact; and integrating training with other HR strategies and the overall business strategy.
This document discusses employee involvement, which is essential for total quality management. It covers motivation, teamwork, training and mentoring, recognition and rewards, feedback, empowerment, and effective communication. Motivation theories like Maslow's hierarchy of needs and Herzberg's two-factor theory are explained. The benefits of teamwork include achieving more dramatic results and making the best use of each member's skills. Training and mentoring are ongoing and help employees understand their roles and responsibilities as well as learn new skills. Effective communication in an organization must flow upward, downward, and horizontally.
This document discusses employee involvement and motivation. It covers various motivation theories like Theory X, Theory Y and Theory Z. It emphasizes the importance of teamwork, training, recognition and feedback in motivating employees. Empowerment of employees by defining their responsibilities and boundaries can help align them with organizational goals. Setting up self-managed teams requires training and equipping employees with the right tools and support. Both management and employees have to adapt to new roles and processes for empowerment to succeed.
The document discusses rewards and recognition for employees. It defines rewards as prizes given to employees for exceptional work, which can be monetary or non-monetary. There are intrinsic rewards like feedback or trust that provide personal satisfaction. Recognition acknowledges individual or team contributions and behaviors that support organizational goals. Recognizing employees publicly increases motivation, retention, and loyalty, and gives a sense of ownership. Both rewards and recognition should be specific, sincere, and personal to be most effective.
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
This document discusses promotions, transfers, and demotions in organizations. It defines each term and discusses the types, purposes, bases, benefits, and principles of promotions and transfers. It also outlines reasons for demotions and principles for developing a demotion policy. Overall, the document provides an overview of common human resources practices regarding internal employee movements within an organization.
This document discusses management development. It defines management development as attempts to improve current or future manager performance through knowledge, attitudes, or skills. Management development involves formal education, experiences, relationships, and personality/ability assessments to help employees prepare for career futures. Development focuses on long-term preparation for future roles, while training focuses more on present job skills and tasks. The document outlines various techniques for management development, including on-the-job training, off-the-job activities, succession planning, and organizational change management models. It also discusses how to lead organizational change and use organizational development approaches.
Promotion involves advancing an employee to a position with greater responsibility, prestige, and pay. There are different types of promotion like vertical promotion which moves an employee up the organizational hierarchy or up-gradation which upgrades a job within the hierarchy. Promotion benefits both the employee through increased pay and satisfaction and the organization by better utilizing skills and increasing morale. However, promotion can also lead to issues like disappointment among those not promoted and some employees refusing promotions due to transfers or feeling underqualified. Organizations should have a clear and impartial promotion policy based on merit, seniority, or a combination of both.
This document discusses the role of training and development in improving employee competitiveness. It provides an overview of key aspects of training and development including: defining training vs. development; external and internal influences on training; factors influencing training and development; methods of training such as classroom, on-the-job, and e-learning; evaluating training impact; and integrating training with other HR strategies and the overall business strategy.
Human Resource Management and MotivationAmmar Faruki
This document discusses key aspects of human resource management including recruitment and selection, training programs, performance appraisals, compensation, and employee separation. It addresses how these human resource responsibilities help organizations attract, develop, and retain qualified employees. Additionally, it examines theories related to motivating employees, such as Maslow's hierarchy of needs, goal setting, job design, and managers' attitudes.
This document discusses mentoring, coaching, and performance management. It defines mentoring as a one-to-one relationship between an experienced and inexperienced person. Coaching is described as equipping individuals with tools and opportunities to develop themselves. The document outlines the mentoring process, characteristics of mentors, benefits of mentoring, and limitations. It also discusses the coaching process, skills needed for coaching, and barriers to effective coaching. The overall purpose is to provide guidance on mentoring, coaching, and performance management systems.
The document discusses employee empowerment and its implementation and impact on an organization. It defines employee empowerment as making autonomous teams responsible for tasks according to standard work instructions and fully involving all functions in continuous improvement. It recommends identifying priorities, diagnosing the current situation, defining actions, applying them disciplined, and monitoring KPIs to achieve empowerment. This can accelerate performance, enhance employee development, improve working conditions and retention. The HR role involves coaching, analyzing manpower needs, ensuring adherence to instructions, using tools like top 5 boards and improvement ideas, and developing guides.
This document discusses motivation and retention strategies for employees. It defines motivation as boosting employee morale to encourage better performance. Employee motivation and retention are important for productivity, profits and success. Motivating factors include appreciation, career growth, and good working conditions. Retention involves ensuring employees remain with an organization through competitive pay, training, positive relationships, and support. Reasons for turnover include lack of growth, appreciation, trust and high stress. The document provides various strategies for motivating and retaining valued employees.
promotion plays key in development of an employee it is in the form of monetary and non monetary form. it gives motivation to the employee so that employee moves forward personally and as well professionally.
Career Based Performance Management SystemAvinash Kumar
The document discusses career-based performance management and career development initiatives within organizations. It outlines how matching individual and organizational needs through strategic career management can benefit both employees and organizations. Some key benefits include increased employee motivation, loyalty and productivity, as well as attracting and retaining top talent. The document also discusses tools for career planning like self-assessments, counseling, and development programs that help employees advance their careers while meeting business needs.
The importance of training and employee motivation.Donald Saylor
The document discusses the importance of training managers, supervisors, and employees to motivate them and improve company performance. It emphasizes that training helps develop skills, leads to a more productive work environment, and helps companies adapt to changes. It provides tips for effective training programs, motivating employees through rewards and feedback, and creating a positive work culture.
This document discusses human resource management. It begins by introducing the author and their institution. It then provides brief definitions of management and human resource management.
The document states that human resource management is an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to ensure the human resource function is performed efficiently.
It lists some of the basic functions of human resource management as staffing, training and development, motivation, and maintenance. The remainder of the document consists of questions related to various human resource management functions such as recruitment, performance management, industrial relations, compensation and benefits, training and development, health and safety, and equal employment opportunities.
Ways to improve employee performance
http://waysforemployeeperformance.blogspot.in/2017/06/ways-to-improve-employee-performance.html
Amit Sarode,
Digital Marketing Executive,
Talent Corner HR Services Pvt. Ltd.
About Talent Corner
Talent Corner H.R. Services is a professional human resources consultant providing innovative recruitments solutions to the corporate world. Incorporated in 2002, Talent Corner has now grown into one of India’s top HR Services Companies with Over 150 employees in Offices and located at 10 Locations across the country. We are currently serving over 900+ clients in diverse industries.
We are providing recruitment services in Bangalore, Chennai, Delhi, Hyderabad, Pune, Kolkata, Rajasthan, Gujarat, & Cochin. In a Dynamic Business World, Standardized Business Solutions don’t Often Work. Therefore we offer customized Recruitment's and Executive Search Solutions for Companies across industries. Visit our website to know more about us at: http://talentcorner.in
Apart from High Quality Recruitment Services, Our Industry Demands “Ownership” in Business. Thus in Order to Scale, we have Developed a Unique Recruitment Franchise Opportunity to harness your Entrepreneur Aspirations. To know more about our recruitment franchise opportunities, visit : http://talentcorner.in/franchise-at-talent-corner
This document discusses the basics of human resource management (HRM), including its definition, evolution, principles, and importance. It outlines the core functions of HRM such as recruitment, selection, orientation, training, and performance assessment. It also addresses HR planning, best practices in HRM, and how HR departments interact with other departments in organizations. The role and activities of HRM have changed over time from nominal roles before the industrial revolution to more strategic roles in modern organizations focused on attracting, developing, and retaining talent.
1. Career planning involves mapping out employees' career paths within an organization based on their abilities to help them advance. This helps attract and retain talent, improve motivation and productivity, and ensure the organization has the right human resources to achieve its goals.
2. Career planning benefits both individuals and organizations by providing employees with growth opportunities and job satisfaction while helping the organization develop talent internally and meet its human resource needs.
3. The career planning process involves identifying employees' career aspirations, analyzing opportunities within the organization, developing strategies to address any mismatches, and regularly reviewing career plans.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
In this file, you can ref useful information about performance appraisal system example such as performance appraisal system example methods, performance appraisal system example tips, performance appraisal system example forms, performance appraisal system example phrases … If you need more assistant for performance appraisal system example, please leave your comment at the end of file.
Getting more done with others over whom you have no control may be the most important skill to develop.
The steps in the Team Orientation Process are proven to give a group of people the best chance of coming together as a high performance team.
Accomplish each step in dialog among team members.
The same list has been found to be worth re-visiting any time a team has lost energy or direction and needs re-orienting.
This document outlines a research proposal on the effects of human resource management practices on organizational performance. The study will examine how recruitment and selection, training and development, and performance appraisal impact an organization. It will use a quantitative survey methodology with organizations in Malaysia. The hypothesis is that human resource practices have a considerable relationship with organizational performance. The expected outcome is that findings will correlate these variables and support the hypothesis through questionnaire data analysis.
The document provides an overview of total rewards management. It discusses that total rewards includes all compensation and benefits that employees value in the employment relationship, including pay, benefits, work-life programs, and professional development. It emphasizes that retaining top talent is important to business success and that engaged employees can significantly impact business outcomes like revenues, profits, and growth. The document also covers considerations for re-tuning total rewards programs, such as trends in compensation, benefits, healthcare, private exchanges, and base pay. It stresses that professional development and leadership have a direct impact on retaining critical talent.
Google's performance review process consists of self-evaluations, 360-degree feedback from peers, and calibration meetings between managers. Employees rate their performance on criteria like problem-solving and leadership. Peers also provide feedback and comment on the employee's contributions. Managers then consider both results and behaviors to determine performance ratings and compensation during calibration meetings, with the goal of rewarding top performers.
Performance Management by Jonathan WestoverHTPBELARUS
This document provides an overview of a training session on creating high performance work cultures. The session will define high-performance work systems, identify their key elements and outcomes. It will also describe how to establish such systems, leverage human resource management to drive performance, and provide effective performance feedback. The goal is to help organizations maximize their human capital potential by developing learning organizations with continuous improvement.
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
Human Resource Management and MotivationAmmar Faruki
This document discusses key aspects of human resource management including recruitment and selection, training programs, performance appraisals, compensation, and employee separation. It addresses how these human resource responsibilities help organizations attract, develop, and retain qualified employees. Additionally, it examines theories related to motivating employees, such as Maslow's hierarchy of needs, goal setting, job design, and managers' attitudes.
This document discusses mentoring, coaching, and performance management. It defines mentoring as a one-to-one relationship between an experienced and inexperienced person. Coaching is described as equipping individuals with tools and opportunities to develop themselves. The document outlines the mentoring process, characteristics of mentors, benefits of mentoring, and limitations. It also discusses the coaching process, skills needed for coaching, and barriers to effective coaching. The overall purpose is to provide guidance on mentoring, coaching, and performance management systems.
The document discusses employee empowerment and its implementation and impact on an organization. It defines employee empowerment as making autonomous teams responsible for tasks according to standard work instructions and fully involving all functions in continuous improvement. It recommends identifying priorities, diagnosing the current situation, defining actions, applying them disciplined, and monitoring KPIs to achieve empowerment. This can accelerate performance, enhance employee development, improve working conditions and retention. The HR role involves coaching, analyzing manpower needs, ensuring adherence to instructions, using tools like top 5 boards and improvement ideas, and developing guides.
This document discusses motivation and retention strategies for employees. It defines motivation as boosting employee morale to encourage better performance. Employee motivation and retention are important for productivity, profits and success. Motivating factors include appreciation, career growth, and good working conditions. Retention involves ensuring employees remain with an organization through competitive pay, training, positive relationships, and support. Reasons for turnover include lack of growth, appreciation, trust and high stress. The document provides various strategies for motivating and retaining valued employees.
promotion plays key in development of an employee it is in the form of monetary and non monetary form. it gives motivation to the employee so that employee moves forward personally and as well professionally.
Career Based Performance Management SystemAvinash Kumar
The document discusses career-based performance management and career development initiatives within organizations. It outlines how matching individual and organizational needs through strategic career management can benefit both employees and organizations. Some key benefits include increased employee motivation, loyalty and productivity, as well as attracting and retaining top talent. The document also discusses tools for career planning like self-assessments, counseling, and development programs that help employees advance their careers while meeting business needs.
The importance of training and employee motivation.Donald Saylor
The document discusses the importance of training managers, supervisors, and employees to motivate them and improve company performance. It emphasizes that training helps develop skills, leads to a more productive work environment, and helps companies adapt to changes. It provides tips for effective training programs, motivating employees through rewards and feedback, and creating a positive work culture.
This document discusses human resource management. It begins by introducing the author and their institution. It then provides brief definitions of management and human resource management.
The document states that human resource management is an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to ensure the human resource function is performed efficiently.
It lists some of the basic functions of human resource management as staffing, training and development, motivation, and maintenance. The remainder of the document consists of questions related to various human resource management functions such as recruitment, performance management, industrial relations, compensation and benefits, training and development, health and safety, and equal employment opportunities.
Ways to improve employee performance
http://waysforemployeeperformance.blogspot.in/2017/06/ways-to-improve-employee-performance.html
Amit Sarode,
Digital Marketing Executive,
Talent Corner HR Services Pvt. Ltd.
About Talent Corner
Talent Corner H.R. Services is a professional human resources consultant providing innovative recruitments solutions to the corporate world. Incorporated in 2002, Talent Corner has now grown into one of India’s top HR Services Companies with Over 150 employees in Offices and located at 10 Locations across the country. We are currently serving over 900+ clients in diverse industries.
We are providing recruitment services in Bangalore, Chennai, Delhi, Hyderabad, Pune, Kolkata, Rajasthan, Gujarat, & Cochin. In a Dynamic Business World, Standardized Business Solutions don’t Often Work. Therefore we offer customized Recruitment's and Executive Search Solutions for Companies across industries. Visit our website to know more about us at: http://talentcorner.in
Apart from High Quality Recruitment Services, Our Industry Demands “Ownership” in Business. Thus in Order to Scale, we have Developed a Unique Recruitment Franchise Opportunity to harness your Entrepreneur Aspirations. To know more about our recruitment franchise opportunities, visit : http://talentcorner.in/franchise-at-talent-corner
This document discusses the basics of human resource management (HRM), including its definition, evolution, principles, and importance. It outlines the core functions of HRM such as recruitment, selection, orientation, training, and performance assessment. It also addresses HR planning, best practices in HRM, and how HR departments interact with other departments in organizations. The role and activities of HRM have changed over time from nominal roles before the industrial revolution to more strategic roles in modern organizations focused on attracting, developing, and retaining talent.
1. Career planning involves mapping out employees' career paths within an organization based on their abilities to help them advance. This helps attract and retain talent, improve motivation and productivity, and ensure the organization has the right human resources to achieve its goals.
2. Career planning benefits both individuals and organizations by providing employees with growth opportunities and job satisfaction while helping the organization develop talent internally and meet its human resource needs.
3. The career planning process involves identifying employees' career aspirations, analyzing opportunities within the organization, developing strategies to address any mismatches, and regularly reviewing career plans.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
In this file, you can ref useful information about performance appraisal system example such as performance appraisal system example methods, performance appraisal system example tips, performance appraisal system example forms, performance appraisal system example phrases … If you need more assistant for performance appraisal system example, please leave your comment at the end of file.
Getting more done with others over whom you have no control may be the most important skill to develop.
The steps in the Team Orientation Process are proven to give a group of people the best chance of coming together as a high performance team.
Accomplish each step in dialog among team members.
The same list has been found to be worth re-visiting any time a team has lost energy or direction and needs re-orienting.
This document outlines a research proposal on the effects of human resource management practices on organizational performance. The study will examine how recruitment and selection, training and development, and performance appraisal impact an organization. It will use a quantitative survey methodology with organizations in Malaysia. The hypothesis is that human resource practices have a considerable relationship with organizational performance. The expected outcome is that findings will correlate these variables and support the hypothesis through questionnaire data analysis.
The document provides an overview of total rewards management. It discusses that total rewards includes all compensation and benefits that employees value in the employment relationship, including pay, benefits, work-life programs, and professional development. It emphasizes that retaining top talent is important to business success and that engaged employees can significantly impact business outcomes like revenues, profits, and growth. The document also covers considerations for re-tuning total rewards programs, such as trends in compensation, benefits, healthcare, private exchanges, and base pay. It stresses that professional development and leadership have a direct impact on retaining critical talent.
Google's performance review process consists of self-evaluations, 360-degree feedback from peers, and calibration meetings between managers. Employees rate their performance on criteria like problem-solving and leadership. Peers also provide feedback and comment on the employee's contributions. Managers then consider both results and behaviors to determine performance ratings and compensation during calibration meetings, with the goal of rewarding top performers.
Performance Management by Jonathan WestoverHTPBELARUS
This document provides an overview of a training session on creating high performance work cultures. The session will define high-performance work systems, identify their key elements and outcomes. It will also describe how to establish such systems, leverage human resource management to drive performance, and provide effective performance feedback. The goal is to help organizations maximize their human capital potential by developing learning organizations with continuous improvement.
The document discusses various aspects of human resources management including defining HRM, recruitment and selection processes, training and development, and organizational structures. It provides details on job analysis, different types of recruitment sources, orientation processes, and evaluating the impact of training. Additionally, it examines concepts like centralization vs decentralization, different levels of organizational culture, and factors that influence the choice of organizational structure.
“Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.”
Sam Walton
The training needs assessment is the first step in designing an effective training program. It involves analyzing the organization, jobs, tasks, and individuals to identify performance gaps where training could help. This is done through organizational, task, and individual analysis using sources like goals and objectives, job descriptions, skills inventories, and performance reviews. The needs assessment determines who needs training and what training is needed. It provides the foundation for setting objectives, designing the training, implementing it, and evaluating the results. The needs assessment and evaluation are part of a continuous cycle for a training program.
The document summarizes the recruitment and selection process at Interloop Textile Mill. It discusses the various stages including recruitment both internally and externally, the selection process involving application forms, references, tests and interviews. It also outlines the orientation and training provided to new employees to help them adjust and develop their skills. The performance management and career development processes are also summarized.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
The document discusses various aspects of recruitment, selection, training and performance appraisal processes in organizations. It defines the key terms and outlines the main sources and techniques used in recruitment. It also describes the different methods used in selection, training, performance appraisal and executive development of employees. Finally, it discusses job evaluation and compensation management practices in organizations.
This document outlines the key aspects of personnel management including:
- Defining the personnel function as planning, organizing, directing, and controlling the procurement, development, compensation, and separation of human resources.
- Describing the role of the personnel manager in managing personnel records, benefits, and research.
- Explaining the challenges of a changing workforce, personal values, productivity, and government demands.
- Detailing approaches to personnel management including mechanical, paternalism, and social systems.
- Discussing organizing the personnel unit via departments and line/staff relationships.
- Explaining personnel planning through decision making, programs/policies, and standards.
- Outlining methods to control the personnel unit like
Human resource management involves attracting, developing and maintaining an effective workforce. The key goals of HRM are to attract qualified employees, develop their skills through training and performance reviews, and retain top talent through compensation and benefits. HRM plays a strategic role in supporting organizational goals and ensuring legal compliance with employment laws and regulations.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance appraisal, pay and benefits, and labor relations. Key aspects of HRM are human resource planning to forecast needs, developing consistent HRM components, selection tools and processes, training and development programs, performance appraisal methods, establishing competitive pay and benefits, and managing labor relations. The goal is to attract, retain, and develop high-performing employees to meet organizational goals.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance appraisal, pay and benefits, and labor relations. Key aspects of HRM are human resource planning to forecast needs, developing consistent HRM components, selection tools and processes, training and development programs, performance appraisal methods, establishing competitive pay and benefits, and managing labor relations. The goal is to attract, retain, and develop high-performing employees to meet organizational goals.
This document defines several key career-related terms and outlines the process of career planning. It discusses identifying employee career needs and opportunities, matching them, developing training programs, and periodically reviewing career plans. The benefits of career planning include attracting and retaining employees, improving performance, and increasing job satisfaction. However, career planning may be limited by factors like favoritism and changing opportunities. The document also covers career development stages of assessing needs, creating opportunities, integrating them, and monitoring progress.
Human resource planning is a process that determines the future staffing needs of an organization in terms of quantity and types of employees required. It aims to ensure the right number of employees with the appropriate skills. The objectives of human resource planning include determining personnel needs, identifying critical skill shortages or surpluses, and developing succession plans. Organizations use both internal and external recruitment sources to fulfill their staffing needs. Internal sources like job postings and referrals have advantages like being cost-effective but can limit new perspectives, while external sources provide a larger talent pool but require more socialization.
The document discusses the key components of human resource management including human resource planning, recruitment and selection, orientation, training, performance management, and compensation and benefits. It provides details on the processes involved in each component and their objectives. For example, it explains that human resource planning ensures future personnel needs are met, recruitment develops a pool of qualified candidates, and orientation socializes new employees to help them adjust.
This document discusses human resource planning, specifically career planning and development, succession planning, and potential appraisal. It covers the meaning, components, need for, and process of career planning. The advantages for both individuals and organizations are outlined. Succession planning involves preparing a management staffing plan and developing potential appraisals to inform employees and organizational planning. Potential is evaluated using factors like conceptual effectiveness, operational effectiveness, interpersonal effectiveness, and achievement motivation.
PRESENTATION RELATED TO TRAINING AND DEVELOPMENT.pptxkk9971624
The document discusses training and development in organizations. It covers:
- The importance of socialization, training, and development in helping new employees adapt and become productive.
- The process of socialization and how it influences performance and stability.
- The purpose of new employee orientation, including introducing culture and building relationships.
- Methods of on-the-job and off-the-job training, as well as employee development techniques like job rotation.
- Organization development and change management methods like surveys and process consultation.
- The importance of evaluating training programs through performance-based measures.
gocareerguide-Careerdevelopment by gocareerguide.comCarmor Bass
This document discusses the importance of career development and management for employee retention and motivation. It outlines that companies need to reconsider their approach to careers given changing organizational structures. While employees are responsible for managing their own careers, companies should provide resources like training, mentoring and coaching. Retaining and engaging employees requires a focus on career growth, exciting work, relationships, recognition and learning opportunities. Effective human resource management involves attracting, developing and maintaining a quality workforce through strategic planning that is aligned with business goals.
This document provides information about career planning and succession planning. It discusses what constitutes a career, models of career development, and the career management process. It outlines the components of self-assessment, reality check, goal setting, and action planning. It also discusses design factors of effective career management systems and the shared responsibilities of employees, managers, HR managers, and the company in career management. Finally, it discusses evaluating career management systems by examining customer reactions and results.
The document discusses employee engagement and provides strategies for developing and sustaining an effective employee engagement program. It defines employee engagement, identifies its key drivers as well-being, information, fairness, and involvement. It recommends conducting an employee engagement survey to assess the current state, identifying engagement levels and key areas for improvement. The document then outlines developing a strategy using the WIFI model and implementing initiatives to address the key drivers. It emphasizes the importance of leadership, communication, and making employee engagement an ongoing priority to achieve business goals.
Human resource management involves planning, organizing, directing, and controlling organizational human resources to satisfy organizational, individual, and societal needs. It includes activities like recruitment and selection, training and development, performance management, compensation and benefits, and labor relations. Human resource planning forecasts current and future human resource needs through demand and supply forecasts. Selection tools aim to identify the most qualified candidates through assessments of background information, interviews, references, and tests. Training and development programs help employees gain skills for their current and future roles. Performance appraisals evaluate employee performance to provide feedback and determine areas for improvement. Compensation includes pay, incentives, and benefits to attract and retain high-performing employees.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
IT Career Hacks Navigate the Tech Jungle with a RoadmapBase Camp
Feeling overwhelmed by IT options? This presentation unlocks your personalized roadmap! Learn key skills, explore career paths & build your IT dream job strategy. Visit now & navigate the tech world with confidence! Visit https://www.basecamp.com.sg for more details.
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Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
2. 1-2
Human Resource Branding
• Firm’s corporate image or culture
• Embodies values and standards that guide peoples’ behavior
• People know what company stands for, people it hires, fit
between jobs and people, and results it recognizes and rewards
• Important in getting highest quality applicants to join firm
3. 1-3
Human Resource Management
• Utilization of individuals to achieve
organizational objectives
• All managers at every level must
concern themselves with human
resource management
• Five functions
6. 1-6
Staffing (Cont.)
• Staffing - Process through which organization
ensures it always has proper number of
employees with appropriate skills in right jobs at
right time to achieve organizational objectives
• Job analysis - Systematic process of determining
skills, duties, and knowledge required for
performing jobs in organization
7. 1-7
Staffing (Cont.)
• Human resource planning - Systematic process of
matching the internal and external supply of
people with job openings anticipated in the
organization over a specified period of time .
• Recruitment - Process of attracting individuals
on a timely basis, in sufficient numbers, and with
appropriate qualifications, to apply for jobs with
an organization
8. 1-8
Staffing (Cont.)
• Selection - Process of choosing from a group of
applicants the individual best suited for a particular
position and the organization
9. 1-9
Human Resource Development
• Training
• Development
• Career Planning
• Career Development
• Organizational Development
• Performance Management
• Performance Appraisal
10. 1-10
Human Resource Development
(Cont.)
• Training - Designed to provide learners with
knowledge and skills needed for their present jobs
• Development - Involves learning that goes
beyond today's job; it has more long-term focus
• Career planning - Ongoing process whereby
individual sets career goals and identifies means
to achieve them
11. Career Planning Flow & Stages
Career Planning Career Goals
Career Paths
Career
Feed Back
Retirement
Needs Safety,
Security
Physiological
Safety,
Security
Achievement
esteem,
autonomy
Esteem
actualization
Self
actualization
Age 20 25 30 45 55 65
Career
Stages Exploration Establishment Advancement Maintenance
Career stages and Important needs
12. Scope Of Career Planning
• Human Resource forecasting and planning
• Career Information
• Career Counseling
• Career Pathing
• Skill Assessment training
• Succession Planning
13. CAREER ANCHORS
• Technical Competence
• Managerial competence
• Stability and Security
• Creativity and Challenge
• Freedom and Autonomy
• Dedication to a cause
• Lifestyle
14. Why a career plan could fail !
• Efforts are insincere
• Look for immediate benefits
• Lack of interaction with hired agencies
• Impracticability in introduction
• No system to evaluate
• Bureaucratic model of organization
15. Importance of career planning
• Involvement of the employer and employee
• Employees need to be aware of the organizational
opportunities.
16. Case Study – Colgate Palmolive
• Employees fill the IDP Form
• The form is sent to the managers
• Employees and managers discuss
• Employees interests
• Strengths
• Trainings
• HR arrange for the training
17.
18.
19. Cadbury – Case study
• Early Career
• Mid Career
• Senior career
20. Early Career
• First 5 years of employment
• Management skills training
• Internal- short term placements
• Workshops
• Mentoring
Aim – Understanding of Business structure.
21. Mid Career
• Team Management trainings
• Strategic leadership trainings
• International opportunities
• Ongoing career dialogues
Aim – Equip with capability to lead teams, develop
and deliver business stratergies
22. Senior Level
• Highest level
• Approximately 150 members globally
• Global leadership conference
• Executive development programme
• External expert coaching
Aim – Support personal leadership styles to set
business strategies.
23. Steps in Career planning
(Employee perspective)
• Make Career Planning an Annual Event
• Map Your Path Since Last Career Planning
• Reflect on Your Likes and Dislikes, Needs and
Wants
• Examine Your Pastimes and Hobbies
• Make Note of Your Past Accomplishments
24. • Look Beyond Your Current Job for Transferable
Skills
• Review Career and Job Trends
• Set Career and Job Goals
• Explore New Education/Training Opportunities
• Research Further Career/Job Advancement
Opportunities
25. 1-25
Human Resource Development
(Cont.)
• Career development - Formal approach used by
organization to ensure that people with proper
qualifications and experiences are available when
needed
• Organization development - Planned process of
improving organization by developing its
structures, systems, and processes to improve
effectiveness and achieving desired goals
26. 1-26
Human Resource Development (Cont.)
• Performance management - Goal-oriented process
directed toward ensuring organizational processes are
in place to maximize productivity of employees,
teams, and ultimately, the organization
• Performance appraisal - Formal system of review and
evaluation of individual or team task performance
27. Reasons for Performance
Appraisals
• Benefits to Employees:
• Provides a chance for employees to ask
questions and tell you their sense of what
they’ve accomplished
• Lets employee know his/her strengths and areas
that need improvement
• Allows employees to take responsibility for
their performance
• Lets employees know what’s expected of them;
creates mutual understand of job duties
28. Reasons for Performance
Appraisals
• Benefits to Employers:
• Helps to improve employee relations and
productivity
• Serves as an effective retention tool
• Provides a paper trail for addressing
performance or disciplinary problems
• Demonstrates organization’s commitment to
employee success
• Provides valuable feedback for managers
29. Common Problems
• Failure to prepare for the interview
• Failure to listen (80-20 ratio)
• Failure to maintain objectivity
• Failure to provide feedback—positive and/or corrective
• Failure to follow-up
• Failure to document performance – both good and bad
30. Common Problems
• Misusing the performance evaluation process to address
a disciplinary problem
• Element of surprise
• Relying on impressions/rumors, rather than facts
• Inconsistent application of performance evaluation
criteria
• Interpersonal issues
• Holding employees responsible for events/problems
beyond their control
32. How is Your Personnel-Management
Cycle?
• Do you have accurate and current job descriptions for all of your
employees?
• Do your employees have the resources, training and information
they need?
• Are you aware of problems that your employees have right now,
for which they need help?
• Are you giving regular informal feedback?
36. Safety and Health
1-36
Employees who work in safe
environment and enjoy good health
are more likely to be productive and
yield long-term benefits to
organization.
37. 1-37
Safety and Health
• Safety - Involves protecting employees from
injuries caused by work-related accidents
• Health - Refers to employees' freedom from
illness and their general physical and mental well
being
40. Powerful Forces Drive Human Capital Pressures
Human Capital
Globally Deployed
Work Force
More Transient
Labor Pool
Shortening Technology
Life Cycles
Acute Shortage of
Skilled Workers
Movement to
Knowledge Economy
Human Capital
Drives Corporate
41. The Changing Individual Work Paradigm
The Workplace in next few years
• Employee will go to the place of employment - some days they
will work at home.
• The employee wont have a permanent desk.
• The employee will work collaboratively with a team.
• Each team will have a project manager.
• The employees team mates will all be professionals in a variety
of fields.
• Some of the team will be focused on delivery and customer
services.
• Others in the team are customers.
42. • Some are permanent employees, some will be contractors.
• No one has a job or a job description.
• The team will have a sponsor who won’t manage in the way of
the nineties.
• Each team will have a developmental adviser.
The Changing Individual Work Paradigm
43. • The roles in the team will include technical expertise, some
team facilitation, budgeting, purchasing, training, customer
relations etc
• The individual is accountable for results and for their
contribution to the team. Compensation will be variable.
• Based on: Is the employee achieving their goals, the teams
contributions to the organisation profitability.
The Changing Individual Work Paradigm
44. The individual will be measured on whether
they are growing!
Several feedback mechanisms
The Changing Individual Work Paradigm
45. The employee will be expected to manage
his or her career continuously.
Career progress will not be measured by
promotions or moving up.
Career will take new shapes and will
rarely be linear.
The Changing Individual Work
Paradigm
46. The Changing Individual Paradigm
Old Paradigm
Paternalistic
• Development owned by
managers
• Defined career paths
• Secretive plans for top
employees
• Organisation information not
shared
• Compensation rewards upward
moves
New Paradigm
Empowering
• A partnership for employee
development
• Multiple ways to move, or
grow in place
• All employees involved in own
development
• Open information about
company goals, needs and HR
systems.
• Compensation rewards ones
contribution
47. The Labour Market – Skills and
Competencies
• Common traits are:
• Savvy
• Self confidence
• Mobility
• Flexibility
• Willingness to take a risk
• Achievement/ outcome oriented
• Self sufficiency
• Ability to constantly reinvent oneself
48. Job Analysis
Systematic Review of Jobs Within a Firm
Job Description
Responsibilities and working conditions, plus tools,
materials and equipment to perform the job
Job Specification
Skills, abilities, and credentials needed to perform the job
49. Managing a Projected Shortfall
• Hire new employees
• Consider hiring temporary workers
• Retrain and transfer current employees into
understaffed areas
• Convince older workers not to retire
The creative solution: Develop and install
productivity enhancing systems
50. External Recruiting
Attracting outside
candidates to apply
for jobs
Recruiting
Attracting Qualified Candidates to Apply for a
Job
Internal Recruiting
Considering current
employees for new
positions
What are the
strengths and
weaknesses of
each approach?
51. Selecting Human Resources
• Application Forms
• Tests
• Interviews
Validity
The predictive value of a selection technique
52. Developing the Workforce
Training
• On-the-job training
• Off-the-job training
• Vestibule training
Performance Appraisal
Evaluating job performance
53. Incentive Programs
Money linked specifically
to high performance Bonuses
Incentives
Compensation and Benefits
Wages
Money paid for time worked
Salary
Money paid for accomplishing a specific job
54. Benefits
Compensation Other Than Wages and Salaries
Optional Benefits
• Retirement plans
• Health, life, & disability insurance
• Vacations & holidays
• Counseling services
Mandatory Benefits
Social security
Workers’ compensation