Namubiru Milly is an Industrial and Organizational Psychologist from Uganda. She has over 10 years of experience in human resources consulting, training and development. Her areas of expertise include strategic planning, performance management, organizational development, job evaluation, recruitment and selection. She currently works as the Assistant HR Director and Training Manager at Sheraton Kampala Hotel.
The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
This document summarizes an organizational change management approach to help realize the desired outcomes of a business transformation initiative. It focuses on accelerating change readiness, developing change leadership, performing a gap analysis, involving stakeholders, aligning culture and values, planning the transition, developing teams, fostering organizational learning, and establishing a clear business case for change. It discusses why change management is needed, why efforts often fail, and the value of gaining commitment over mere compliance from employees. The proposed approach includes assessing change readiness, developing a communications strategy and plan, establishing a change facilitator network, and creating a transition management plan.
Key Elements of Human Resource Strategyjohannabishop
The document discusses key aspects of human resource strategy for organizations in the nuclear industry. It covers recruiting and retaining personnel, defining job requirements, conducting job analyses, developing job descriptions and qualifications, integrating training with performance improvement, and measuring recruiting effectiveness. The goal is to ensure competence of nuclear industry workers is developed and maintained through the human resource management cycle.
Characteristics of Human Resource Planningappliview
Human resource planning involves strategic planning to structure the human resources department and workforce. The human resources leader plays an integral role in developing organization-wide roles and objectives, and reinforcing the company's reputation through hiring, training, and promoting employees that represent the company's highest level of service. Human resource development includes learning and development activities, upgrading employee skills through training, and succession planning to ensure a smooth transition and promotion of top talent for the company's future success.
The document contains several job descriptions for HR roles. The roles include Manager - HR, HR Manager - Operations, Manager - Recruitments (Telecom), Assistant Manager HR (GENERALIST), Senior Manager - Talent Management, TECHNICAL RECRUITER, Recruitment Executive / Sr. Recruitment Executive, HR Generalists for a US networking company in Bengaluru, and Administration Officers / Admin Executives in Jaipur. The jobs require qualifications like MBA/PGDM and experience ranging from 1-10 years in areas like recruitment, operations, talent management, and administration. Responsibilities include recruiting, managing HR processes, developing talent strategies, and handling general administrative tasks. Locations include Delhi,
Human Resource Planing: Workforce Analysisسعد ابورياح
The document discusses workforce analysis, which involves reviewing staffing data and trends to determine current and future hiring needs. It outlines the importance of workforce analysis for retention, restructuring, future budgeting, and recruiting the right people. The process involves analyzing the current workforce supply, determining future workforce demands based on factors like technology and demographics, and identifying gaps between supply and demand. Various tools are used in the analysis, and the conclusion notes that statistical data from the Department of Personnel Administration estimates that 35% of employees, around 80,000 people, will be eligible for retirement in the next five years.
This document is a summer project report submitted by Bijayalaxmi Nayak to partial fulfillment of an MBA degree. The report focuses on human resource planning practices at Neelachal Ispat Nigam Limited (NINL). It includes an introduction, objectives of the study, methodology, and limitations. The report also acknowledges those who contributed and provided guidance. It provides a company profile of NINL and discusses literature related to human resource planning. The report analyzes NINL's human resource planning process, including forecasting, policies, and identifying sources. It presents data analysis, findings, suggestions, and conclusions.
Performance appraisal is the systematic evaluation of an employee's job performance and potential for development. It involves measuring an employee's past and present performance against their expected role, setting work-related and career development objectives, and providing communication and feedback. Performance appraisals can be used to guide employee development, determine training needs, and make decisions about promotions and transfers. They should be conducted periodically and objectively describe an employee's strengths and weaknesses.
The document discusses human resource planning (HRP), including defining HRP, its aims and processes, how it relates to business strategy, different perspectives of HRP (macro and micro), job analysis, and the HRP process. HRP involves analyzing current and future human resource needs and developing plans to meet those needs. It aims to ensure optimal use of current employees and provide for future staffing needs. The HRP process includes environmental scanning, forecasting HR demand and supply, and developing action plans to match demand and supply.
This document summarizes an organizational change management approach to help realize the desired outcomes of a business transformation initiative. It focuses on accelerating change readiness, developing change leadership, performing a gap analysis, involving stakeholders, aligning culture and values, planning the transition, developing teams, fostering organizational learning, and establishing a clear business case for change. It discusses why change management is needed, why efforts often fail, and the value of gaining commitment over mere compliance from employees. The proposed approach includes assessing change readiness, developing a communications strategy and plan, establishing a change facilitator network, and creating a transition management plan.
Key Elements of Human Resource Strategyjohannabishop
The document discusses key aspects of human resource strategy for organizations in the nuclear industry. It covers recruiting and retaining personnel, defining job requirements, conducting job analyses, developing job descriptions and qualifications, integrating training with performance improvement, and measuring recruiting effectiveness. The goal is to ensure competence of nuclear industry workers is developed and maintained through the human resource management cycle.
Characteristics of Human Resource Planningappliview
Human resource planning involves strategic planning to structure the human resources department and workforce. The human resources leader plays an integral role in developing organization-wide roles and objectives, and reinforcing the company's reputation through hiring, training, and promoting employees that represent the company's highest level of service. Human resource development includes learning and development activities, upgrading employee skills through training, and succession planning to ensure a smooth transition and promotion of top talent for the company's future success.
The document contains several job descriptions for HR roles. The roles include Manager - HR, HR Manager - Operations, Manager - Recruitments (Telecom), Assistant Manager HR (GENERALIST), Senior Manager - Talent Management, TECHNICAL RECRUITER, Recruitment Executive / Sr. Recruitment Executive, HR Generalists for a US networking company in Bengaluru, and Administration Officers / Admin Executives in Jaipur. The jobs require qualifications like MBA/PGDM and experience ranging from 1-10 years in areas like recruitment, operations, talent management, and administration. Responsibilities include recruiting, managing HR processes, developing talent strategies, and handling general administrative tasks. Locations include Delhi,
Human Resource Planing: Workforce Analysisسعد ابورياح
The document discusses workforce analysis, which involves reviewing staffing data and trends to determine current and future hiring needs. It outlines the importance of workforce analysis for retention, restructuring, future budgeting, and recruiting the right people. The process involves analyzing the current workforce supply, determining future workforce demands based on factors like technology and demographics, and identifying gaps between supply and demand. Various tools are used in the analysis, and the conclusion notes that statistical data from the Department of Personnel Administration estimates that 35% of employees, around 80,000 people, will be eligible for retirement in the next five years.
This document is a summer project report submitted by Bijayalaxmi Nayak to partial fulfillment of an MBA degree. The report focuses on human resource planning practices at Neelachal Ispat Nigam Limited (NINL). It includes an introduction, objectives of the study, methodology, and limitations. The report also acknowledges those who contributed and provided guidance. It provides a company profile of NINL and discusses literature related to human resource planning. The report analyzes NINL's human resource planning process, including forecasting, policies, and identifying sources. It presents data analysis, findings, suggestions, and conclusions.
Performance appraisal is the systematic evaluation of an employee's job performance and potential for development. It involves measuring an employee's past and present performance against their expected role, setting work-related and career development objectives, and providing communication and feedback. Performance appraisals can be used to guide employee development, determine training needs, and make decisions about promotions and transfers. They should be conducted periodically and objectively describe an employee's strengths and weaknesses.
This document discusses human resource management performance appraisal. It defines performance appraisal and outlines the process, which includes establishing performance standards, communicating expectations, measuring actual performance, comparing to standards, and discussing with the employee. The main methods discussed are management by objectives, 360 degree feedback, forced choice, and confidential reporting. Advantages include mutual agreement and motivation, while limitations include lack of support and flexibility. Additional methods covered are straight ranking, paired comparison, forced distribution, and checklist.
Human resource management involves matching an organization's needs to its employees' skills. The four basic HR functions are recruitment and hiring, compensation and benefits, training and development, and performance management. Recruitment begins with identifying job needs through analysis. Jobs are described and specifications are created. Recruitment sources can be internal or external. Selection involves screening, testing, interviews, and hiring. New employees undergo orientation and training. Performance is evaluated and rewarded through management systems.
The document describes a job posting for an HR Manager position in a paint manufacturing company. The HR Manager will be responsible for leading the company's human resources department and driving various strategic HR initiatives. Key responsibilities will include developing HR policies and procedures, managing recruitment and performance evaluation processes, and spearheading organizational change efforts. The ideal candidate will have a master's degree in human resources or a related field and at least 5 years of relevant work experience in an HR management role.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Managing employee skills and competencies is important for organizations, especially in IT. A skills inventory identifies existing capabilities and skills gaps between current and needed skills. It is the responsibility of managers and HR to analyze skills gaps and provide necessary training to address them. A job analysis collects information about duties, responsibilities, skills, outcomes, and environment of a job. This informs the job description and is used for recruiting, postings, and performance management. A job description outlines duties and responsibilities of a specific role. Preparing it is important before advertising a vacancy to explain the nature of the job. A job specification defines minimum human qualities needed to perform a job effectively.
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.
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
This document discusses the 7 R's of human resources: recruiting, routing, retaining, resonating, reviewing, rewarding, and retooling. It provides brief explanations of each term, such as that recruiting involves hiring for attitude and developing competence, routing is having a strategy to optimize employee value over the long term, and retaining means keeping employees that the company wants to keep. Recycling allows giving employees new jobs or career opportunities.
This document discusses key aspects of human resource management in libraries. It begins by outlining the objectives of understanding the importance of human resources, what human resources means, and its relation to institutions. It then covers topics like types of library staff including professional, support, part-time and outsourced staff. Other areas covered include recruitment and hiring processes, job descriptions and analyses, and evaluating staff. The document provides details on frameworks for organizing staff and strategies for attracting a diverse workforce.
This document outlines a syllabus for a course on Human Resource Management. It is divided into 4 modules that cover the following topics:
Module 1 discusses HRM concepts like strategic HRM and HRIS. It also covers HR planning processes such as job analysis, design, recruitment, selection and interviews.
Module 2 focuses on Human Resource Development, including training, management development programs, performance appraisal, and career planning.
Module 3 is about human relations and discusses leadership theories, motivation theories, employee morale and grievance handling.
Module 4 examines recent HRM trends like HR accounting, emotional and spiritual intelligence, mentoring and challenges faced by HR managers.
The document also provides the exam pattern for
Human resource management involves acquiring, training, evaluating, and compensating employees while ensuring good labor relations, health, safety, and fairness. Key HRM functions include identifying talent, retaining employees, developing a positive culture, training managers, conducting research, and communicating. HRM is important for maintaining good industrial relations, developing organizational commitment, adapting to changes, and coping with political and economic pressures.
Career is a lifelong assignment, which enables individual to earn money or to satisfy himself. It is a way of life for a person. A career imposes a number of responsibilities and duties on an individual. Different careers have different requirements for example human skills, location, climate, etc. “A career may be thought of as a long-term project for an individual life. One’s career may be “in” business, law, teaching, entertainment, professional philanthropy, or something else” (Care, 1984).
Strategic human resource management involves using employees to gain a competitive advantage. Core competencies are unique capabilities that create value, such as organizational culture, productivity, and quality products/services. Human resource planning involves forecasting supply and demand of human resources based on the organization's strategic plan. Effectiveness is assessed using metrics like costs, turnover, and benchmarks compared to best practices. HR information systems integrate data for decision-making.
Human resource management involves recruiting, selecting, training, developing and managing employees to achieve organizational goals. It includes human resource planning to ensure the organization has the right people with the right skills. The key components of an HRM system are recruitment, training, compensation, performance management and career development.
Human resource management (HRM) involves managing human resources to maximize employee performance and meet organizational objectives. HR departments handle employee recruitment, training, benefits and compensation. The role of HR has evolved from transactional tasks to more strategic initiatives like talent management and succession planning. Job analysis and job descriptions are important HR processes. Job analysis identifies the key tasks, responsibilities, skills and qualifications of a role. A job description communicates the duties and requirements of a position. Job specifications describe the minimum qualifications a candidate must possess to perform the job successfully.
This study examined human resource management practices in foreign and Nepali firms operating in Nepal. A group of MBM students from Nepal Commerce Campus conducted interviews with 16 companies to understand their approaches to HR structures, recruitment, training, performance evaluation, compensation, and labor relations. The findings showed foreign firms localized some practices like HR departments and compensation, while transferring practices for recruitment selection, training, and performance appraisal. Maintaining labor relations and dealing with trade unions was a complicated issue for all companies. The conclusions note HR practices are a mix of localized and transferred approaches, with room for future studies to provide more insights into attracting foreign direct investment.
Chapter 5 Human Resources Management and StaffingArgon David
The document discusses key aspects of human resource management including staffing, recruitment, selection, and socialization of new employees. It defines HRM and outlines the main processes involved - planning, staffing, training, performance appraisal, and compensation. Under staffing, recruitment methods like internal and external sources are explained. The selection process and tools for job analysis like job description, specification, functional job analysis, and position analysis questionnaire are also summarized.
The document provides an introduction to human resource management (HRM). It discusses the key activities of HRM including human resource planning, recruitment, selection, training and development, performance appraisal, compensation, and employee welfare. It also covers the importance of HRM for organizations, individuals, and society. Different models of HRM and its objectives and functions within an organization are described. The processes of job analysis, recruitment, and selection are also summarized.
The document defines human resource management (HRM) and discusses its key functions and objectives. HRM refers to managing employee recruitment, development, compensation, and relations to maximize organizational and individual effectiveness. The functions of HRM include employment, training, compensation, and industrial relations. HRM aims to contribute to organizational, individual, and societal goals through its programs and activities.
This profile summarizes an individual with over 5 years of experience in human resources operations, talent management, performance management, employee engagement, and training and development. They are currently a Manager of HR at Bank of Baroda in Mumbai, where their responsibilities include strategic HR planning, manpower deployment, industrial relations, performance management, recruitment, onboarding, employee engagement, and training. They have implemented several initiatives to streamline HR processes and have received recognition for projects involving talent management systems and leadership development programs.
This document provides a summary of Naveen Kumar Sinha's experience and qualifications. It outlines his 27+ years of experience in human resources management across various organizations. His roles have included general manager of HR and administration at JSW Steel Limited and group head of HR at Jotna International Limited. The summary highlights his expertise in areas such as strategic planning, performance management, recruitment, training and development, and process improvement.
This document discusses human resource management performance appraisal. It defines performance appraisal and outlines the process, which includes establishing performance standards, communicating expectations, measuring actual performance, comparing to standards, and discussing with the employee. The main methods discussed are management by objectives, 360 degree feedback, forced choice, and confidential reporting. Advantages include mutual agreement and motivation, while limitations include lack of support and flexibility. Additional methods covered are straight ranking, paired comparison, forced distribution, and checklist.
Human resource management involves matching an organization's needs to its employees' skills. The four basic HR functions are recruitment and hiring, compensation and benefits, training and development, and performance management. Recruitment begins with identifying job needs through analysis. Jobs are described and specifications are created. Recruitment sources can be internal or external. Selection involves screening, testing, interviews, and hiring. New employees undergo orientation and training. Performance is evaluated and rewarded through management systems.
The document describes a job posting for an HR Manager position in a paint manufacturing company. The HR Manager will be responsible for leading the company's human resources department and driving various strategic HR initiatives. Key responsibilities will include developing HR policies and procedures, managing recruitment and performance evaluation processes, and spearheading organizational change efforts. The ideal candidate will have a master's degree in human resources or a related field and at least 5 years of relevant work experience in an HR management role.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Managing employee skills and competencies is important for organizations, especially in IT. A skills inventory identifies existing capabilities and skills gaps between current and needed skills. It is the responsibility of managers and HR to analyze skills gaps and provide necessary training to address them. A job analysis collects information about duties, responsibilities, skills, outcomes, and environment of a job. This informs the job description and is used for recruiting, postings, and performance management. A job description outlines duties and responsibilities of a specific role. Preparing it is important before advertising a vacancy to explain the nature of the job. A job specification defines minimum human qualities needed to perform a job effectively.
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.
The document discusses human resource management and human resource development. It defines HRM and HRD, compares their functions, and outlines the scope, objectives, roles and challenges of HRM in India. Key topics covered include strategic HRM, HRM policies, the roles of HR managers, and the differences between HRM and HRD.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
This document discusses the 7 R's of human resources: recruiting, routing, retaining, resonating, reviewing, rewarding, and retooling. It provides brief explanations of each term, such as that recruiting involves hiring for attitude and developing competence, routing is having a strategy to optimize employee value over the long term, and retaining means keeping employees that the company wants to keep. Recycling allows giving employees new jobs or career opportunities.
This document discusses key aspects of human resource management in libraries. It begins by outlining the objectives of understanding the importance of human resources, what human resources means, and its relation to institutions. It then covers topics like types of library staff including professional, support, part-time and outsourced staff. Other areas covered include recruitment and hiring processes, job descriptions and analyses, and evaluating staff. The document provides details on frameworks for organizing staff and strategies for attracting a diverse workforce.
This document outlines a syllabus for a course on Human Resource Management. It is divided into 4 modules that cover the following topics:
Module 1 discusses HRM concepts like strategic HRM and HRIS. It also covers HR planning processes such as job analysis, design, recruitment, selection and interviews.
Module 2 focuses on Human Resource Development, including training, management development programs, performance appraisal, and career planning.
Module 3 is about human relations and discusses leadership theories, motivation theories, employee morale and grievance handling.
Module 4 examines recent HRM trends like HR accounting, emotional and spiritual intelligence, mentoring and challenges faced by HR managers.
The document also provides the exam pattern for
Human resource management involves acquiring, training, evaluating, and compensating employees while ensuring good labor relations, health, safety, and fairness. Key HRM functions include identifying talent, retaining employees, developing a positive culture, training managers, conducting research, and communicating. HRM is important for maintaining good industrial relations, developing organizational commitment, adapting to changes, and coping with political and economic pressures.
Career is a lifelong assignment, which enables individual to earn money or to satisfy himself. It is a way of life for a person. A career imposes a number of responsibilities and duties on an individual. Different careers have different requirements for example human skills, location, climate, etc. “A career may be thought of as a long-term project for an individual life. One’s career may be “in” business, law, teaching, entertainment, professional philanthropy, or something else” (Care, 1984).
Strategic human resource management involves using employees to gain a competitive advantage. Core competencies are unique capabilities that create value, such as organizational culture, productivity, and quality products/services. Human resource planning involves forecasting supply and demand of human resources based on the organization's strategic plan. Effectiveness is assessed using metrics like costs, turnover, and benchmarks compared to best practices. HR information systems integrate data for decision-making.
Human resource management involves recruiting, selecting, training, developing and managing employees to achieve organizational goals. It includes human resource planning to ensure the organization has the right people with the right skills. The key components of an HRM system are recruitment, training, compensation, performance management and career development.
Human resource management (HRM) involves managing human resources to maximize employee performance and meet organizational objectives. HR departments handle employee recruitment, training, benefits and compensation. The role of HR has evolved from transactional tasks to more strategic initiatives like talent management and succession planning. Job analysis and job descriptions are important HR processes. Job analysis identifies the key tasks, responsibilities, skills and qualifications of a role. A job description communicates the duties and requirements of a position. Job specifications describe the minimum qualifications a candidate must possess to perform the job successfully.
This study examined human resource management practices in foreign and Nepali firms operating in Nepal. A group of MBM students from Nepal Commerce Campus conducted interviews with 16 companies to understand their approaches to HR structures, recruitment, training, performance evaluation, compensation, and labor relations. The findings showed foreign firms localized some practices like HR departments and compensation, while transferring practices for recruitment selection, training, and performance appraisal. Maintaining labor relations and dealing with trade unions was a complicated issue for all companies. The conclusions note HR practices are a mix of localized and transferred approaches, with room for future studies to provide more insights into attracting foreign direct investment.
Chapter 5 Human Resources Management and StaffingArgon David
The document discusses key aspects of human resource management including staffing, recruitment, selection, and socialization of new employees. It defines HRM and outlines the main processes involved - planning, staffing, training, performance appraisal, and compensation. Under staffing, recruitment methods like internal and external sources are explained. The selection process and tools for job analysis like job description, specification, functional job analysis, and position analysis questionnaire are also summarized.
The document provides an introduction to human resource management (HRM). It discusses the key activities of HRM including human resource planning, recruitment, selection, training and development, performance appraisal, compensation, and employee welfare. It also covers the importance of HRM for organizations, individuals, and society. Different models of HRM and its objectives and functions within an organization are described. The processes of job analysis, recruitment, and selection are also summarized.
The document defines human resource management (HRM) and discusses its key functions and objectives. HRM refers to managing employee recruitment, development, compensation, and relations to maximize organizational and individual effectiveness. The functions of HRM include employment, training, compensation, and industrial relations. HRM aims to contribute to organizational, individual, and societal goals through its programs and activities.
This profile summarizes an individual with over 5 years of experience in human resources operations, talent management, performance management, employee engagement, and training and development. They are currently a Manager of HR at Bank of Baroda in Mumbai, where their responsibilities include strategic HR planning, manpower deployment, industrial relations, performance management, recruitment, onboarding, employee engagement, and training. They have implemented several initiatives to streamline HR processes and have received recognition for projects involving talent management systems and leadership development programs.
This document provides a summary of Naveen Kumar Sinha's experience and qualifications. It outlines his 27+ years of experience in human resources management across various organizations. His roles have included general manager of HR and administration at JSW Steel Limited and group head of HR at Jotna International Limited. The summary highlights his expertise in areas such as strategic planning, performance management, recruitment, training and development, and process improvement.
Abstract:Organizations need to evaluate their employees in a timely manner to
determine the lack of rightwardness in the employees’ effort. By doing so an
organization can reward its employees by giving promotion and other pecuniary and
non-pecuniary benefits. On the contrary, it can punish its employees depending on
some strict performance measuring criteria. This study tries to compare the
performance appraisal system of a local bank with that of a multinational bank.
Both banks are using quantitative and qualitative performance appraisal criteria.
Although objective factors do matter, judgmental approach is widely used by both
banks in their performance evaluation system. Immediate boss plays a significant
role in deciding the fate of the appraisee. It has been seen that though there exists a
good performance appraisal system inboth cases, good amount of training and
counseling still necessary for both the appraiser and the appraisee.
1. Introduction
Job analysis involves determining the duties, skills, and qualifications required for a job. It is used for recruitment and selection, performance evaluation, training and development, compensation, and job design. Data for job analysis can be collected through interviews, surveys, observation, and reviewing records. The results are used to create job descriptions that outline responsibilities, and job specifications that list qualifications needed. Specifications can be based on expert judgment or statistical analysis of traits correlated with job performance. Effective job analysis facilitates human resource planning and management.
The document discusses human resource management and related topics. It begins with definitions of key terms like personnel management, human resources, and human resource development. It then covers objectives and functions of human resource management like planning, organizing, directing, controlling, development, and maintenance of personnel. The document also discusses topics like job analysis, its objectives and techniques, job description vs job specification, and the process of job evaluation.
The document discusses the development of a competency model for faculty members at IMT. It involved conducting a behavioral event interview of an assistant professor to identify competencies. Literature was also reviewed on competency modeling and teaching competencies. Key competencies identified for faculty included empathy, being proactive, research orientation, effective pedagogy, sense of purpose and openness to learn. The competency model and organizational SWOT analysis will help IMT evaluate faculty performance and development needs.
This document discusses organizational assessment and performance management. It begins by outlining the steps in an organizational assessment, which include reviewing foundational documents, conducting a SWOT analysis, and performing a job analysis. It then discusses the purpose and key facets of developing an effective performance management system, including governance, coaching, development, feedback, evaluation, and appraisal. The performance management system should align employee duties with the organization's mission and goals. Regular feedback and setting SMART goals can help employees understand expectations and improve performance. An effective system that is applied consistently to all employees can increase engagement, satisfaction, and performance.
This document discusses organizational assessment and performance management. It begins by outlining the steps in an organizational assessment, which include reviewing foundational documents, conducting a SWOT analysis, and performing a job analysis. It then discusses the purpose and key facets of developing an effective performance management system, including governance, coaching, development, feedback, evaluation, and appraisal. The performance management system should align employee duties with the organization's mission and goals. Regular feedback and setting SMART goals can help employees understand expectations and improve performance. An effective system that is applied consistently to all employees can increase engagement, satisfaction, and performance.
The document lists 6 people's names and details. It then provides information about the 7S model, developed by McKinsey consultants Tom Peters and Robert Waterman. It distinguishes between "hard" structural elements like strategy, structure, and systems, and "soft" cultural elements like staffing, skills, style, and shared values. The document explains each of the 7 elements in the model and how they interact at the core of an organization.
Talent management aims to retain employees and develop their skills to achieve organizational goals. It includes processes like recruitment, performance management, and succession planning. Implementing talent management requires defining an organization's desired competencies and skills, assessing current competencies, and developing a strategy to close any gaps. A successful talent management strategy provides visibility of skills across an organization to help managers make better decisions regarding performance, career development, and planning.
Srikanya Das is a HR professional with over 3 years of experience in learning and development, talent management, performance management, and employee engagement at Essar Group. She is currently the Deputy Manager of HR leading all HR processes for the Hazira Unit. Prior, she was the Assistant Manager of HR for the Plate Mill Unit handling HR functions for 190 employees. She holds a B.Tech in Electronics and Communication Engineering and is seeking a challenging opportunity in a corporate or business HR role.
DIFFERENCE BETWEEN JOB ANALYSIS AND COMPTENECY MAPPING.pptxPriyankaPatil925972
The document discusses the difference between job analysis and competency mapping. Job analysis involves systematically examining the tasks, duties, responsibilities and requirements of a specific job role. Competency mapping identifies and assesses the skills, knowledge, abilities and behaviors required for effective performance across roles. While job analysis focuses on job content, competency mapping concentrates on the capabilities needed for success. Both processes provide important information for HR activities but serve different purposes.
DIFFERENCE BETWEEN JOB ANALYSIS AND COMPTENECY MAPPING.pptxNishaSontakke2
The document discusses the differences between job analysis and competency mapping. Job analysis involves systematically examining job duties, tasks, skills and qualifications required for a specific role. Competency mapping identifies the key competencies, such as skills and behaviors, required for successful job performance. Both processes are important for activities like recruitment, training and performance management, but job analysis focuses more on job tasks while competency mapping concentrates on identifying the competencies needed for roles.
The document discusses organizational development consulting and services. It describes organizational development as planned changes to employee attitudes, beliefs, and values through long-term training programs to help organizations adapt to changing external environments. Consulting services cover challenges like change management, performance management, leadership development, and organizational structure. The presentation provides examples of how organizational development consulting can help with issues like change management, performance management, leadership development, organizational culture and relationships, and strategic planning.
This document discusses the design of a competency-based performance appraisal system (CBA model) for use in higher education institutions in Indonesia. It aims to develop a system that can be used for merit rating and improving human resource management.
The document outlines three main types of competencies that should be measured in such a system: core competencies, managerial competencies, and technical competencies. Core competencies refer to an organization's values and typically include things like integrity, customer orientation, and teamwork. Managerial competencies commonly assessed include planning, problem solving, and supervising others. Technical competencies relate to job-specific skills like computer literacy, language abilities, and technical expertise.
Research was
The document discusses several principles and programs related to human resources management. It outlines the importance of aligning HR programs with organizational objectives and strategies. It also describes programs for staffing assessment, job descriptions, recruitment, training, and developing career paths. Critical success factors for implementing new programs include leadership, communication, and change management.
This document provides an overview of human resource management (HRM). It discusses the objectives and scope of HRM, including tasks like job analysis, recruitment and selection, training, performance management, and compensation. The history of HRM developing from personnel management is covered. Key differences between the two are that HRM focuses more on development and integrating HR strategies with organizational goals. The importance of HRM for managing change, developing competence and commitment in employees, and motivating workers is outlined. Challenges for HRM like building capabilities and adapting to changes in the legal and industrial relations environment are also mentioned.
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
This document discusses competency mapping and assessment for IT consulting organizations. It presents an assessment maturity model for competency mapping with four levels: define, discover, determine, and develop. The model helps identify competencies required for roles and assess individuals' competencies. It benefits organizations by creating a competency-based culture, deploying the right consultants to roles, and developing competencies of critical groups. The paper shows how the model was implemented at a consulting organization through competency frameworks, tools to assess skills and classify competency levels, and developing improvement plans to manage competencies.
Mohamed Adel Nagi has over 10 years of experience in human resources management. He has held roles such as HR Project Manager, HR Section Head, and HR Specialist. He has a strong academic background including an MBA and certificates in areas such as compensation management, HR management, and legal translation. He is skilled in strategic planning, recruitment, training, and other HR functions.
1. NAMUBIRU MILLY - CURRICULUM VITAE
Names NAMUBIRU MILLY
Profession: Industrial and Organizational Psychologist /Human
Resources Specialist
Nationality Ugandan
Phone Contact 0705098320
Email address kirabomily@yahoo.com
Marital status Single
Membership
- Human Resource Manager’s Association of Uganda
Key Qualifications:
An Industrial /Organizational Psychologist with supervised training and field
experience in Organizational and Human Resources development (OHRD).
Lam involved in a number of Organizational and Human Resources consultancies
employing tools like Human Resources strategic planning, Human Resources
strategic alignment, job analysis, competence analysis and profiling, career
planning development, job evaluation, competence management, and designing
open competence based appraisals.
As a fully trained Industrial/ Organizational Psychologist,
Participated in Organizational Self Assessments (OSA), Recruitments, organization
designs, Restructuring, Strategic retirement, Rightsizing and upsizing, salary
structuring, Human Resource Audits and Training Needs Assessment.
Psychometric testing, systematic interviews using structured interviews, work samples
and assessment centre design experience.
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2. EDUCATIONAL QUALIFICATIONS
Year Institution Award
2006 - 2008 Makerere University Masters Degree in Organizational Psychology
(THESIS LEVEL)
1999- 2001 Makerere university Post Graduate Diploma In Education
1996 -1999 Makerere University Bachelor of Arts in Arts (BA– Psychology
Major and CRE Minor)
1995-1996 Ndejje sen. sec.
school
Uganda Certificate of Advanced Education
(UACE)
Ndejje sen. Sec.
school
Uganda Certificate of Education (UCE)
Nakasero primary
school
PLE
Education:
• Master of Organisational Psychology. Courses undertaken and examined include:
Organizational Behavior, Institutional / Organizational and Theory Analysis,
Psychological Testing, Analysis and Evaluation of Work Roles, Employment and career
Counseling and Development , Culture and Productivity, Institutional / Organizational
Development: Theory and Practice, Occupational and Selection Workshop,
Technological Accumulation and Organizational learning, Diagnosis and
Management of Work-related Stress, Human Resource Planning, Compensation and
Reward System, Training and Development and Performance Management. The
programme included a strong practicum (Industrial attachment) component that
was followed by a comprehensive report. My research thesis was titled”Managerial
competences, entrepreneurial competences in the performance of small and
medium enterprises” (Thesis Stage)
SUMMARY OF WORK EXPERIENCE
Year Employer Position Held
2011 – to date Sheraton Kampala
Hotel
Ass. HR Director and Training Manager
2007 - 2011 PILA Consultants OD / ID Consultant
2009 - 2011 Semuto Coffee
Factory
Manager Semuto coffee factory
2003 – 2009 Ndejje SSS and
Makerere Day and
Evening Classes For
Adults
Teacher
2001 - 2003 Uganda Medical
Workers Union
Education And Organizing Officer
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3. Recent Work Experience and key achievements that Best Describe Suitability
A. Strategic Management , Strategy Making, Strategic and Action Planning
Develop strategic mandates i.e. a vision, mandate, mission, core values, strategic
objectives, specific activities and action plans
Facilitating strategy making, strategic and action planning workshops.
Engage in participatory methodologies where the top management is facilitated to
come up with a vision, mandate, mission, core values, strategic objectives, specific
activities and action plans.
Assess the organization’s situation using SWOT and program analysis that culminate
into a number of new strategic objectives, which the teams produce to align the
organization / company with its business and institutional environments.
Design action plans and monitoring instruments directly from the strategic objectives.
B. Performance Management
Developing a strategic plan and introducing the Balance score card (BSC) to manage
performance of the concession activities of Uganda Electricity Distribution Co. Ltd .
Review the strategic plan, and develop a performance management system
specifically the Balance Score Card.
Identify its corporate plans and strategies of how to identify those plans at the
strategic, departmental and individual levels.
Develop objectives that are SMART in relation to its BSC perspectives i.e. business
processes, stakeholders, Finance and People.
Several corporate maps were developed for every perspective and were later
amalgamated to form one corporate strategic map to graphically represent how
the strategic plan will be operationalised.
Develop individual maps and score cards showing how every individual in the
organisation will contribute to the achievement of the departmental objectives. The
individual score cards are thus the individual performance plans.
Designing competence based performance appraisal instruments
Design competence based performance appraisal instruments.
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4. Articulate the key result areas for their jobs, the critical outputs and critical incidents
that show performance.
Train and guide clients to identify performance levels that are; outstanding, above
average, average and poor performance levels.
The specific consultancies include;
Baylor College of Medicine Uganda
Uganda Communications Commission
Designing Performance appraisal instruments
C. Organizational Development and Institutional Development Consultancies
Consultancy for Job Evaluation, Organizational Restructuring, Human Resources Audit
and Strategic Plan Review – Baylor College of Medicine Uganda (June 2009 – 2010l)
Review and re-design job descriptions for every role in Baylor College of Medicine
of Uganda.
competence based job descriptions have clear role definitions (i.e. describing in
one sentence why an individual’s job title or role exists, the specific key result areas
(KRAs) referring to those aspects of the role which if not satisfactorily addressed will
lead to measurable organizational and departmental loss.
Job evaluation exercise and team leader for job restructuring.
Competence-based factor plan has been developed as a guiding instrument to
evaluating the jobs’ worth so as to establish internal equity.
Conduct human resource audit of the organization.
Determine whether role holders’ capabilities occupying particular positions are
matched with the skills and competence requirements of the jobs.
Recommendations and courses of action will be made to Management
concerning the jobs in question.
design an appropriate data collection tool to capture information regarding role
holders’ skills and competences
Consultancy for Job Evaluation, Organizational Restructuring and Salary Structuring –
Makerere University of Business Studies (MUBS) – January 2008 – October 2008
Review for Makerere University Business School (MUBS).
Focus on applying change management strategies that are pointed towards an
efficient organization.
Restructuring departments within the organisation
Examine the organization’s core processes and similarly doing the same for the
departments. The aim of core process analysis was to determine whether the
departments were sufficient in terms of having a significant contribution to the
organization’s mission.
Conduct a core process to determine whether departments were particularly
overloaded making the risk of compromising quality salient.
Design salary structure that could support the new salary structure.
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5. Participate in the salary benchmarking exercise to compare the organization’s
remunerations with those of similar organizations so as to produce a structure that has
external relativity.
PLAN Uganda: Job Analysis, Job Grading, Job Evaluation, Salary Structuring; using the
Hay System; June – October 2008-
Conducted a job analysis, job grading and job evaluation using the Hay System for
Plan Uganda.
Designed a hay grading chart
Developed a job analysis questionnaire reflecting the Hay features,
Conducted the job evaluation.
Develop salary grading so as to bring about internal equity.
Human resource infrastructure review: Community Development Resource Network
(CDRN) –2007
Developed new job descriptions under the new structure.
Uganda Communications Commission: Job evaluation, salary structure, Job
descriptions, and competence profiles, - 2007
Design job descriptions for every role in Uganda Communications Commission (UCC).
Conduct a job evaluation from where a grade and salary structure was designed.
Design competence based job descriptions with role definitions the specific key
result areas (KRAs)
Accompany Key result areas with the most important behavioral competences or
critical behavioral competences.
Critical outputs that would be used in writing individual operating plans were derived
for each KRA.
D. Competence profiling (Job Analysis) and reviewing job descriptions
• Review job descriptions for a number of organisations.
• Carry competence based profiling and designing job descriptions for employees
using the strategic thinking model.
• Align the job profiles to the organisation’s strategic objectives.
• Articulate the organizational mandate, vision and mission.
• Articulate departmental mission, the role title, role definition, key result areas,
critical outputs
• Baylor College of Medicine – Uganda, Makerere University Business School,
Capital Markets Authority (CMA), Plan Uganda, Uganda Tourism Board, Uganda
Communications Commission, the Community Development Resource Network,
Law Development Centre among others.
E. Salary structuring and review of reward systems
Catholic Relief Services Uganda: Salary Survey January 2009 – April 2009
I conducted a salary survey for Catholic Relief Services (CRS) in Uganda.
I selected comparator organizations,
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6. Collected data from comparator organizations and benchmarked job positions
in each category /level.
I conducted a salary survey and then allocated new pay ranges to existing
positions using the benchmarked data.
CRS’ benefits and allowances were also compared with those of the comparator
organizations.
I recommended benefits and allowances basing on what comparators offer to
their staff.
Capital Markets Authority (CMA): Job analysis, job evaluation and Salary Survey
November 2008 – April 2009
Conducted a salary survey CMA’s benefits and allowances were compared with
those of the comparator organizations.
Selected comparator organizations
Collected data from comparator organizations and benchmarked job positions
in each category /level.
Conducted a salary survey for CMA and then allocated new pay ranges to
existing positions using the benchmarked data.
Recommend benefits and allowances basing on what comparators offer to their
staff.
F. Selection and Recruitment Consultancies
Uganda Wildlife Authority: Selection and Recruitment for the Positions of Director
Corporate Services, Manager, Project Monitoring and Evaluation, Marketing
Manager and IT Support Officer – July 2009 –September 2009
POSTA Uganda: Selection and Recruitment for the Positions of Human Resource and
Administration Manager, Finance Manager, Business Services Manager, and
Manager Internal Audit – May 2009 –June 2009
DANIDA HUGGO: Recruitment of Deepening Democracy Programme (DDP) Staff-
November 2008- November 2008
POSTA Uganda: Selection and Recruitment for the Positions of Managing Director,
General Manager Finance and Company Secretary - May 2008
National Forestry Authority: Selection and Recruitment for the Positions of Director,
Finance and Administration and Director, Natural Forests – November 2007
National Forestry Authority: Selection and Recruitment for the Position of Managing
Director November 2007.
Celtel Uganda: Selection and Recruitment of Applicants for the various Positions:
November 2007
Developing, Administering and Marking Psychometric Tests
I carried out the following tasks;
Placed a newspaper adverts
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7. Reviewed all documents relating to the jobs to be filled
Receiving and reviewing all applications’
Summarizing CVs / personal profile to aid short listing
Short listing candidates for each position
Designing competence based Assessment Centre using the competence profile
comprising of a Competence Based Structured Interview, Work Sample, Oral
Presentation Test and a Team Performance Measurement Instrument
Managing the Assessment Centre exercise
Compiling and submitting report of the exercise
Conducting a background search / vetting and investigating on the suitability of the
winning candidate(s)
G. TRAINING AND DEVELOPMENT
Developing a five-year training plan for the Kampala Institutional Environment
Management Programme (KIEMP) – April 2008 – October 2008
Carried out a training needs assessment in environment management.
The training needs assessment was done by introducing specific data collection
tools.
Designed a questionnaire which was then administered on a larger scale.
The questionnaire was designed to particularly tap information on the reservoir of
competences in an area that the targeted group had.
Training modules were thereafter developed (to be addressed over a period of
five years) with the aim of addressing the competence gaps in a competence
area.
Conducting capacity needs assessment in Procurement and Disposal Entities in
Central Government: November 2007
Conducted the capacity needs assessment in Procurement and Disposal Entities in
Central Government.
Put in place public procurement and disposal training programmes for PDEs.
In-depth interviews with key informant stakeholders were used to provide data on
the core competences required of PDEs;
Focus group discussions were also used to articulate the competences to be
acquired at the end of the training.
Training modules and methods were recommended to the client
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8. Preparing and organising training materials
These include short-lecture notes, presentation exercises, team building exercises,
role plays, flip charts, markers, pens and pencils, note books as well as making
arrangements for the welfare of participants such as booking venues, meals and
accommodation for participants.
H. Reviewing and Designing the Organisation’s Human Resources Manual
Review and design of the new Uganda Communication Commission’s Human
resources manual, East African Manual
Review the Sheraton Manual.
Review human resource policies in relation to the national labour and employment
laws such as laws relating to recruitment, employee benefits and termination of
contracts among others.
I. Uganda Medical Workers Union
Milly has worked in Uganda medical workers union as the Education and organising
officer and used to sensitize workers on their rights in all government hospitals in Uganda.
Among the activities Milly carried was training workers on their rights, grievance handling,
and quality service delivery among others.
J. Ndejje sen sec school and MAECA
Milly has taught in several schools including Ndejje, Watoto, Mulago sen sec, Entebbe
sen sec, Makerere Day and Evening Classes for Adults (MAECA). Furthermore, Milly was
UNEB examiner for a period of 6years till she joined PILA Consultants to carry out hands on
experiential learning in Human Resource functions.
Milly is currently working in the Human Resource Department at Sheraton.
K. Manager Semuto Coffee Factory
L. Ass. Human Resources and Training Manager (currently working at Sheraton
Kampala Hotel)
M. FUE Technical Advisor on assessing HR Functions.
Languages spoken:
Language Fluency Written
English Very Good Very Good
Luganda Very Good Very Good
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