The document discusses various aspects of talent development and performance management in organizations. It outlines the classic approach to talent development which includes performance management, talent reviews, potential assessments, training, stretch role assignments, and succession planning. It also discusses developing competency models and identifying individual development needs. The performance management cycle is described as involving objective setting, mid-year reviews, and annual performance appraisals where employee and supervisor agree on objectives and review achievements. The purpose of performance management is also summarized.
This document discusses recruitment and the recruitment process. It begins by defining recruitment as attracting qualified individuals in sufficient numbers through various methods. It then discusses internal recruitment methods like job postings and employee referrals. Next, it describes the role of an internal recruiter in handling various recruitment activities. The document outlines the recruitment process including job analysis, sourcing candidates, selection methods, and key metrics to track like time-to-hire and cost-per-hire. It also discusses recruitment strategy, sources, and methods both internal and external to the organization.
Recruitment is key function of HR. It is bridge between job seeker & employer. Today, technology plays big role into the recruitment. This presentation is describes about basic process of Recruitment, Types of Recruitment, Recruitment methods , job consultant cycle in Recruitment & factors affecting recruitment.
Human Resource Planning Process PowerPoint Presentation SlidesSlideTeam
Through our Human Resource Planning Process PowerPoint Presentation Slides, you can identify current and future HR needs to achieve business goals. Human capital strategy PowerPoint complete deck contains a varied range of PowerPoint templates such as strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Demonstrate pathways to implement HR strategy using the manpower planning process PPT visuals. Additionally, you can use this workforce management process presentation design for related topics like strategic HR planning, HRM plan, staffing model, human capital business plan, etc. These human asset management plan PPT visuals can be easily modified as and when required, which makes your presentation even more impressive. You can explain each step implemented to maximize the human resource potential with this premade easy to use HRM process PowerPoint slide.
Recruiting Process Powerpoint Presentation SlidesSlideTeam
Work on the recruitment process with these exceptional PowerPoint design on recruiting process PowerPoint presentation slides which helps in elaborating your hiring process in detail for all. You can use this hiring process presentation design to streamline your recruitment process which not only saves a lot of valuable business time but money too. Recruiting right people is the most essential elements for the company growth and that is why recruitment process is crucial among all other processes. This recruitment procedure presentation is very useful for defining step by step recruitment procedure. Each slide of this staffing process PPT design is crafted with an extensive research so that every component related with the hiring process is covered. Thus, built an impressive and result oriented recruitment process with these exclusive designs available for strengthening your human resource processes. Thus start converting this recruitment process PPT design into your HR Hiring standard operating procedure for your organization. We've designed our Recruiting Process Powerpoint Presentation Slides for the discerning presentation customer in mind. Our range is designed specifically with you in mind. https://bit.ly/3AsPdES
Recruitment Realities Changes And ChallengesAndrew Jang
This document discusses recruitment realities and challenges in finding qualified candidates. It emphasizes the importance of increasing the candidate pool to improve chances of finding the right fit. It also stresses the need to evaluate candidates by collecting valid and sufficient information to make the right hiring decisions. Finally, it explores how recruitment practices must evolve and utilize new technologies, social media, and generational trends to effectively target and attract candidates.
The score is tied, 3-3 and it’s the bottom of the ninth with two outs and you’re standing at the plate. Now that’s major-league, contract-dangling, pressure. Oops, wrong sport. It’s the start of Q3 and you’re down 2 recruiters with 78 open positions over 60 days old and you’re about to meet with the executive team. Now that’s boardroom-serious, job performance questioning, pressure. What are you going to do different to drive results?
Access the webinar with top recruiting panelists here: http://resources.rpoassociation.org/top-recruiting-challenges-webinar/
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s L...Cielo
As the world faces unprecedented demographic, economic and competitive challenges, recruitment and retention remains a top concern. Recognizing the critical role talent acquisition plays, leading organizations are maintaining focus on attracting and retaining talented people. Finding, hiring, and retaining the right people remains a challenge through all economic climates and are presenting new and even paradoxical challenges.
This document discusses personnel planning and recruitment. It covers forecasting personnel needs, internal and external recruiting sources, advantages of HR planning, and steps for effective HR planning. Internal recruiting sources include transfers, promotions, employee referrals, and former employees. External sources include advertisements, educational institutions, agencies, and online recruiting. Advantages of HR planning include meeting manpower needs, managing change, developing talent, and achieving organizational goals. Effective HR planning involves environmental scanning, analyzing labor supply, identifying gaps, action planning, and evaluation.
This document discusses recruitment and the recruitment process. It begins by defining recruitment as attracting qualified individuals in sufficient numbers through various methods. It then discusses internal recruitment methods like job postings and employee referrals. Next, it describes the role of an internal recruiter in handling various recruitment activities. The document outlines the recruitment process including job analysis, sourcing candidates, selection methods, and key metrics to track like time-to-hire and cost-per-hire. It also discusses recruitment strategy, sources, and methods both internal and external to the organization.
Recruitment is key function of HR. It is bridge between job seeker & employer. Today, technology plays big role into the recruitment. This presentation is describes about basic process of Recruitment, Types of Recruitment, Recruitment methods , job consultant cycle in Recruitment & factors affecting recruitment.
Human Resource Planning Process PowerPoint Presentation SlidesSlideTeam
Through our Human Resource Planning Process PowerPoint Presentation Slides, you can identify current and future HR needs to achieve business goals. Human capital strategy PowerPoint complete deck contains a varied range of PowerPoint templates such as strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget to name a few. Demonstrate pathways to implement HR strategy using the manpower planning process PPT visuals. Additionally, you can use this workforce management process presentation design for related topics like strategic HR planning, HRM plan, staffing model, human capital business plan, etc. These human asset management plan PPT visuals can be easily modified as and when required, which makes your presentation even more impressive. You can explain each step implemented to maximize the human resource potential with this premade easy to use HRM process PowerPoint slide.
Recruiting Process Powerpoint Presentation SlidesSlideTeam
Work on the recruitment process with these exceptional PowerPoint design on recruiting process PowerPoint presentation slides which helps in elaborating your hiring process in detail for all. You can use this hiring process presentation design to streamline your recruitment process which not only saves a lot of valuable business time but money too. Recruiting right people is the most essential elements for the company growth and that is why recruitment process is crucial among all other processes. This recruitment procedure presentation is very useful for defining step by step recruitment procedure. Each slide of this staffing process PPT design is crafted with an extensive research so that every component related with the hiring process is covered. Thus, built an impressive and result oriented recruitment process with these exclusive designs available for strengthening your human resource processes. Thus start converting this recruitment process PPT design into your HR Hiring standard operating procedure for your organization. We've designed our Recruiting Process Powerpoint Presentation Slides for the discerning presentation customer in mind. Our range is designed specifically with you in mind. https://bit.ly/3AsPdES
Recruitment Realities Changes And ChallengesAndrew Jang
This document discusses recruitment realities and challenges in finding qualified candidates. It emphasizes the importance of increasing the candidate pool to improve chances of finding the right fit. It also stresses the need to evaluate candidates by collecting valid and sufficient information to make the right hiring decisions. Finally, it explores how recruitment practices must evolve and utilize new technologies, social media, and generational trends to effectively target and attract candidates.
The score is tied, 3-3 and it’s the bottom of the ninth with two outs and you’re standing at the plate. Now that’s major-league, contract-dangling, pressure. Oops, wrong sport. It’s the start of Q3 and you’re down 2 recruiters with 78 open positions over 60 days old and you’re about to meet with the executive team. Now that’s boardroom-serious, job performance questioning, pressure. What are you going to do different to drive results?
Access the webinar with top recruiting panelists here: http://resources.rpoassociation.org/top-recruiting-challenges-webinar/
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s L...Cielo
As the world faces unprecedented demographic, economic and competitive challenges, recruitment and retention remains a top concern. Recognizing the critical role talent acquisition plays, leading organizations are maintaining focus on attracting and retaining talented people. Finding, hiring, and retaining the right people remains a challenge through all economic climates and are presenting new and even paradoxical challenges.
This document discusses personnel planning and recruitment. It covers forecasting personnel needs, internal and external recruiting sources, advantages of HR planning, and steps for effective HR planning. Internal recruiting sources include transfers, promotions, employee referrals, and former employees. External sources include advertisements, educational institutions, agencies, and online recruiting. Advantages of HR planning include meeting manpower needs, managing change, developing talent, and achieving organizational goals. Effective HR planning involves environmental scanning, analyzing labor supply, identifying gaps, action planning, and evaluation.
Different and effective ways of recruiting NidhiTiwari124
The document discusses different recruitment strategies and sources. It describes recruitment as involving job analysis, planning vacancies, searching for candidates internally or externally, evaluating applicants, and making hiring decisions. Internal sources include job postings, promotions, referrals, and databases. External sources are schools, unions, media, agencies. The effectiveness of recruiting depends on the breadth and quality of the process, labor pool size, pay and benefits, job requirements, and organizational image.
The document discusses the employment planning and forecasting process, which involves analyzing trends in the environment and organizational plans to formulate plans to fill future openings. It also discusses managing headcount to achieve compatibility with predicted trends over time. Human resource planning identifies and attracts potential employees through various methods like forecasting demand, supply, surplus and shortage. It also discusses the human resource planning process.
Recruiting experts, John Hess and Tim Oyer with Advanced RPO, discuss the difference between contract recruiting, recruiting agencies, and RPOs. Access the webinar on the RPO Association website at: https://resources.rpoassociation.org/how-rpo-stacks-up-against-agencies-and-contract-recruiters
The document discusses various recruitment strategies for 2021, including recruitment marketing to create engaging experiences for candidates, evaluating candidate experience to improve branding and the hiring process, conducting video conference interviews to reduce costs, using data analytics to identify effective recruitment strategies, leveraging AI and chatbots to engage candidates, and implementing candidate relationship management to build strong relationships with candidates.
Recruiting yield ratios are key performance indicators that measure the efficiency of a company's hiring process by calculating the percentage of candidates who progress from each stage to the next. They can reveal problems like biases that cause some groups to drop out at higher rates. Analyzing yield ratios over time based on factors like gender, source of hire, or position can provide insights into how to improve fairness and efficiency. While useful, yield ratios need to be considered alongside cost data and may not tell much about a process with small candidate numbers.
This document provides an overview of the recruitment and selection process. It discusses key terms like recruitment manager and defines recruitment as sourcing, screening, and hiring the right candidate. The recruitment process involves identifying vacancies, developing job descriptions, screening candidates, scheduling interviews, conducting interviews, and selecting candidates. Different types of interviews are described like formal, patterned, stress, and panel interviews. Suggestions are provided for improving the effectiveness of interviews.
Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
HR Management PowerPoint Presentation Slides is a highly visual virtual tool specially designed to showcase HRM strategies and practices. Human Resource Management PPT theme encompasses all the seven primary functions that rest on the shoulders of the HR department. Our workforce management PowerPoint slideshow is furnished with striking data visualization tools to assist you in effortlessly showcasing sophisticated processes. Several KPI and dashboard diagrams of personnel management PPT presentation help you to consolidate huge amounts of information systematically. Use this employee management PowerPoint theme to demonstrate strategic human resource planning, including recruitment, selection, motivation, training, development, and evaluation. The comprehensive layout of our staff management PPT slideshow helps you address all the fundamentals of a sound HRM system. Present details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint template. So, download our human capital management PPT deck and illustrate all the HRM functions with a dash of visual brilliance. https://bit.ly/2SzZPNP
The document discusses recruitment processes and techniques. It defines recruitment as finding and attracting capable applicants for jobs in an organization. The recruitment process includes identifying vacancies, preparing job descriptions, advertising positions, managing responses, shortlisting, interviewing, and making hiring decisions. Sources of recruitment can be internal like current employees or external like job boards, agencies, and colleges. The recruitment function is influenced by internal factors controlled by the organization and external factors outside its control like economic conditions. The objective of recruitment is to attract qualified candidates and hire the best ones to meet organizational needs.
Challenges in recruitment faced by managersbernardsanch
Managers face many challenges in recruiting the right employees. They must consider factors within the organization, industry trends, the company's future needs, the candidate's qualifications, and job requirements. Recruitment requires resources like time, funding for advertising, interviews, and orientation. Managers must thoroughly research the job description and candidate criteria. They also need to ensure the legal compliance of the entire recruitment process from start to finish while onboarding new hires. Overall, recruitment is difficult for managers due to the many variables involved and fixed timelines for hiring the most qualified candidates.
The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
Strategic Human Resource Planning PowerPoint Presentation Slides SlideTeam
Workforce planning is essential for high performing organizations, our Strategic Human Resource Planning PowerPoint Presentation Slides enable you to align your workforce requirements with your business goals. With the help of this sample deck, you can showcase strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget, etc. Structure human resource plan with this content ready strategic HRM planning PPT visuals. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Get a clear idea about the HRM process. Download the strategic human resource management plan in just a few seconds. Deliver an effective presentation and explain your points more efficiently. Pamper yourself with our Strategic Human Resource Planning Powerpoint Presentation Slides. They will rejuvenate your thoughts.
This document discusses various aspects of recruiting employees, including the importance of hiring the right people. It covers topics like the definition of recruitment, job analysis, internal and external sources of recruitment, and the advantages and disadvantages of each. Several students have contributed sections about specific recruitment topics, sources of recruitment both internal and external, and effective ways to conduct the recruiting process.
Different recruitment methods employed in various organizations based on suitability. In addition, the advantages and disadvantages of internal and external recruitment along with the costs associated. Meaning and definition of internal and external recruitment.A brief introduction about every method that is used, making it easy to understand.
Recruitment, Selection, Process, Methods And StepsMohsin Azad
The document discusses various aspects of the recruitment and selection process, including:
1) It describes the key steps in recruitment such as developing job descriptions, advertising openings, screening applicants, interviewing candidates, and making a job offer.
2) It also discusses the selection process, including using tests and interviews to evaluate a candidate's qualifications and determining their suitability for the role.
3) The roles of recruitment consultants, types of advertisements, and challenges in recruitment are also covered. The document provides an overview of best practices and considerations in recruiting and selecting new employees.
The recruitment process involves 5 key steps:
1. Recruitment planning which includes drafting a job specification outlining responsibilities, qualifications, and pay.
2. Developing a recruitment strategy such as whether to hire internally or externally and which recruitment methods to use.
3. Searching for candidates using internal sources like promotions or external sources for higher positions.
4. Screening applications against the job specification to identify qualified candidates.
5. Evaluating and controlling the recruitment process to minimize costs and recruit suitable candidates.
The document discusses recruitment and selection processes used by organizations. It outlines the recruitment process which includes planning, strategy development, searching, screening, evaluation and control. The selection process includes preliminary interviews, selection tests, employment interviews, reference and background checks, making a selection decision, physical examinations, and job offers. The document also discusses advantages and disadvantages of internal and external recruitment. Graphs show that online job searches are most commonly used for finding jobs. Recruitment and selection usage has increased in Indian companies from 2010 to 2015. Psychometric testing is recommended to better understand candidates.
Talent Management Process PowerPoint Presentation SlidesSlideTeam
Talent Management Process PowerPoint Presentation Slides is professionally created for HR personnel to showcase human resource strategy. The concise diagram included in this personnel management PPT theme helps you explain talent management methodology. Illustrate an overview of talent planning and the different phases involved therein by the means of HR management PowerPoint slideshow. Demonstrate the recruitment sources, process, current vacancies talent development plan, and department-wise hiring plan through this workforce planning PPT template. Our employee management PowerPoint theme helps you elucidate talent retention based on performance and talent retention strategies. Using this staff management PPT presentation, you can elaborate on the performance management of the members of your organization. This workforce planning PowerPoint template highlights employee motivational factors and action plan for employee motivation. By downloading our personnel administration PPT slideshow, you can showcase the development of succession and career plan, and employee engagement plan. https://bit.ly/2XcYizT
This document summarizes a presentation about using HR metrics to communicate effectively with CFOs. The presentation discusses characteristics of high-quality HR metrics, provides generic examples of common metrics like cost per hire and turnover rate, and presents two case studies showing how companies improved metrics related to recruiting and benefits to realize significant cost savings. It concludes by discussing how HR metrics are increasingly being incorporated into business intelligence dashboards used by executives.
Performance Appraisals and Succession PlanningFrank Odia
Performance appraisals benefit both companies and employees by helping make decisions about promotions, terminations, and rewards. They also address performance issues and encourage improvement. A pre-appraisal process involves reviewing goals, work performance, and feedback. During appraisals, managers should avoid spotlighting flaws or lecturing to add value. Post-appraisal activities like reviewing goals and targets are important. Succession planning benefits companies by retaining talent, reducing costs, and allowing for knowledge transfer and succession. It should involve assessing internal candidates for short and long-term fits.
Talent management involves processes to increase value from human capital, including goal alignment, candidate selection, performance management, employee development, and rewards. It aims to have a workforce that is suitable, engaged, flexible, productive. Good talent management involves ownership across levels, business objectives guiding the system, measuring results in business terms, hiring the right people and helping them advance. Effective talent management identifies key roles, assesses talent management skills, measures the right things, and provides process-wide feedback. It focuses on aligning people to motivating work, providing coaching/mentoring, and developing critical skills. Talent acquisition moves beyond filling roles to proactively building needed skillsets, and retaining top performers who may not be actively looking
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
Different and effective ways of recruiting NidhiTiwari124
The document discusses different recruitment strategies and sources. It describes recruitment as involving job analysis, planning vacancies, searching for candidates internally or externally, evaluating applicants, and making hiring decisions. Internal sources include job postings, promotions, referrals, and databases. External sources are schools, unions, media, agencies. The effectiveness of recruiting depends on the breadth and quality of the process, labor pool size, pay and benefits, job requirements, and organizational image.
The document discusses the employment planning and forecasting process, which involves analyzing trends in the environment and organizational plans to formulate plans to fill future openings. It also discusses managing headcount to achieve compatibility with predicted trends over time. Human resource planning identifies and attracts potential employees through various methods like forecasting demand, supply, surplus and shortage. It also discusses the human resource planning process.
Recruiting experts, John Hess and Tim Oyer with Advanced RPO, discuss the difference between contract recruiting, recruiting agencies, and RPOs. Access the webinar on the RPO Association website at: https://resources.rpoassociation.org/how-rpo-stacks-up-against-agencies-and-contract-recruiters
The document discusses various recruitment strategies for 2021, including recruitment marketing to create engaging experiences for candidates, evaluating candidate experience to improve branding and the hiring process, conducting video conference interviews to reduce costs, using data analytics to identify effective recruitment strategies, leveraging AI and chatbots to engage candidates, and implementing candidate relationship management to build strong relationships with candidates.
Recruiting yield ratios are key performance indicators that measure the efficiency of a company's hiring process by calculating the percentage of candidates who progress from each stage to the next. They can reveal problems like biases that cause some groups to drop out at higher rates. Analyzing yield ratios over time based on factors like gender, source of hire, or position can provide insights into how to improve fairness and efficiency. While useful, yield ratios need to be considered alongside cost data and may not tell much about a process with small candidate numbers.
This document provides an overview of the recruitment and selection process. It discusses key terms like recruitment manager and defines recruitment as sourcing, screening, and hiring the right candidate. The recruitment process involves identifying vacancies, developing job descriptions, screening candidates, scheduling interviews, conducting interviews, and selecting candidates. Different types of interviews are described like formal, patterned, stress, and panel interviews. Suggestions are provided for improving the effectiveness of interviews.
Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
HR Management PowerPoint Presentation Slides is a highly visual virtual tool specially designed to showcase HRM strategies and practices. Human Resource Management PPT theme encompasses all the seven primary functions that rest on the shoulders of the HR department. Our workforce management PowerPoint slideshow is furnished with striking data visualization tools to assist you in effortlessly showcasing sophisticated processes. Several KPI and dashboard diagrams of personnel management PPT presentation help you to consolidate huge amounts of information systematically. Use this employee management PowerPoint theme to demonstrate strategic human resource planning, including recruitment, selection, motivation, training, development, and evaluation. The comprehensive layout of our staff management PPT slideshow helps you address all the fundamentals of a sound HRM system. Present details like compensation types, types of appraisal methods, workplace safety, and health laws using the HR management PowerPoint template. So, download our human capital management PPT deck and illustrate all the HRM functions with a dash of visual brilliance. https://bit.ly/2SzZPNP
The document discusses recruitment processes and techniques. It defines recruitment as finding and attracting capable applicants for jobs in an organization. The recruitment process includes identifying vacancies, preparing job descriptions, advertising positions, managing responses, shortlisting, interviewing, and making hiring decisions. Sources of recruitment can be internal like current employees or external like job boards, agencies, and colleges. The recruitment function is influenced by internal factors controlled by the organization and external factors outside its control like economic conditions. The objective of recruitment is to attract qualified candidates and hire the best ones to meet organizational needs.
Challenges in recruitment faced by managersbernardsanch
Managers face many challenges in recruiting the right employees. They must consider factors within the organization, industry trends, the company's future needs, the candidate's qualifications, and job requirements. Recruitment requires resources like time, funding for advertising, interviews, and orientation. Managers must thoroughly research the job description and candidate criteria. They also need to ensure the legal compliance of the entire recruitment process from start to finish while onboarding new hires. Overall, recruitment is difficult for managers due to the many variables involved and fixed timelines for hiring the most qualified candidates.
The document summarizes the modern recruitment process in 3 main steps:
1. The recruitment process typically begins with an initial screening of applicants and completion of an application form. Successful candidates then progress through a series of selection tests and interviews.
2. The selection process may include preliminary interviews, application submissions, selection tests, employment interviews, reference and background checks, and a company physical examination. Several factors influence the selection process.
3. The typical recruitment steps are initial screening, application completion, employment tests, job interviews, conditional job offers, background investigations, medical examinations, and permanent job offers. Onboarding new employees involves orientation, induction, and on-the-job training.
Strategic Human Resource Planning PowerPoint Presentation Slides SlideTeam
Workforce planning is essential for high performing organizations, our Strategic Human Resource Planning PowerPoint Presentation Slides enable you to align your workforce requirements with your business goals. With the help of this sample deck, you can showcase strategic human resource plan framework, assessing the current HR capacity, forecasting HR requirements, skill gap analysis plan, organizational skills program matrix, company’s recruitment strategies, evaluating recruitment strategies, recruitment budget, etc. Structure human resource plan with this content ready strategic HRM planning PPT visuals. Using this visually stunning strategic human resource management process, HR managers can easily present the content to target management. Furthermore, this will guide you on how a business should move from its current to the desired manpower position. Get a clear idea about the HRM process. Download the strategic human resource management plan in just a few seconds. Deliver an effective presentation and explain your points more efficiently. Pamper yourself with our Strategic Human Resource Planning Powerpoint Presentation Slides. They will rejuvenate your thoughts.
This document discusses various aspects of recruiting employees, including the importance of hiring the right people. It covers topics like the definition of recruitment, job analysis, internal and external sources of recruitment, and the advantages and disadvantages of each. Several students have contributed sections about specific recruitment topics, sources of recruitment both internal and external, and effective ways to conduct the recruiting process.
Different recruitment methods employed in various organizations based on suitability. In addition, the advantages and disadvantages of internal and external recruitment along with the costs associated. Meaning and definition of internal and external recruitment.A brief introduction about every method that is used, making it easy to understand.
Recruitment, Selection, Process, Methods And StepsMohsin Azad
The document discusses various aspects of the recruitment and selection process, including:
1) It describes the key steps in recruitment such as developing job descriptions, advertising openings, screening applicants, interviewing candidates, and making a job offer.
2) It also discusses the selection process, including using tests and interviews to evaluate a candidate's qualifications and determining their suitability for the role.
3) The roles of recruitment consultants, types of advertisements, and challenges in recruitment are also covered. The document provides an overview of best practices and considerations in recruiting and selecting new employees.
The recruitment process involves 5 key steps:
1. Recruitment planning which includes drafting a job specification outlining responsibilities, qualifications, and pay.
2. Developing a recruitment strategy such as whether to hire internally or externally and which recruitment methods to use.
3. Searching for candidates using internal sources like promotions or external sources for higher positions.
4. Screening applications against the job specification to identify qualified candidates.
5. Evaluating and controlling the recruitment process to minimize costs and recruit suitable candidates.
The document discusses recruitment and selection processes used by organizations. It outlines the recruitment process which includes planning, strategy development, searching, screening, evaluation and control. The selection process includes preliminary interviews, selection tests, employment interviews, reference and background checks, making a selection decision, physical examinations, and job offers. The document also discusses advantages and disadvantages of internal and external recruitment. Graphs show that online job searches are most commonly used for finding jobs. Recruitment and selection usage has increased in Indian companies from 2010 to 2015. Psychometric testing is recommended to better understand candidates.
Talent Management Process PowerPoint Presentation SlidesSlideTeam
Talent Management Process PowerPoint Presentation Slides is professionally created for HR personnel to showcase human resource strategy. The concise diagram included in this personnel management PPT theme helps you explain talent management methodology. Illustrate an overview of talent planning and the different phases involved therein by the means of HR management PowerPoint slideshow. Demonstrate the recruitment sources, process, current vacancies talent development plan, and department-wise hiring plan through this workforce planning PPT template. Our employee management PowerPoint theme helps you elucidate talent retention based on performance and talent retention strategies. Using this staff management PPT presentation, you can elaborate on the performance management of the members of your organization. This workforce planning PowerPoint template highlights employee motivational factors and action plan for employee motivation. By downloading our personnel administration PPT slideshow, you can showcase the development of succession and career plan, and employee engagement plan. https://bit.ly/2XcYizT
This document summarizes a presentation about using HR metrics to communicate effectively with CFOs. The presentation discusses characteristics of high-quality HR metrics, provides generic examples of common metrics like cost per hire and turnover rate, and presents two case studies showing how companies improved metrics related to recruiting and benefits to realize significant cost savings. It concludes by discussing how HR metrics are increasingly being incorporated into business intelligence dashboards used by executives.
Performance Appraisals and Succession PlanningFrank Odia
Performance appraisals benefit both companies and employees by helping make decisions about promotions, terminations, and rewards. They also address performance issues and encourage improvement. A pre-appraisal process involves reviewing goals, work performance, and feedback. During appraisals, managers should avoid spotlighting flaws or lecturing to add value. Post-appraisal activities like reviewing goals and targets are important. Succession planning benefits companies by retaining talent, reducing costs, and allowing for knowledge transfer and succession. It should involve assessing internal candidates for short and long-term fits.
Talent management involves processes to increase value from human capital, including goal alignment, candidate selection, performance management, employee development, and rewards. It aims to have a workforce that is suitable, engaged, flexible, productive. Good talent management involves ownership across levels, business objectives guiding the system, measuring results in business terms, hiring the right people and helping them advance. Effective talent management identifies key roles, assesses talent management skills, measures the right things, and provides process-wide feedback. It focuses on aligning people to motivating work, providing coaching/mentoring, and developing critical skills. Talent acquisition moves beyond filling roles to proactively building needed skillsets, and retaining top performers who may not be actively looking
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
This document discusses attraction and commitment drivers in the New Zealand state sector. It presents survey results showing the most important attraction and commitment drivers for employees. These include manager quality, development opportunities, compensation, and work-life balance. The document also discusses definitions of engagement, models of engagement, and factors that can improve engagement such as leadership, communication, career development and recognition.
This document discusses various aspects of performance management including its purpose, methodology, appraisal process, and improving employee performance. Some key points:
- Performance management aims to develop employees through job analysis, descriptions, interviews, feedback and coaching rather than just documenting mistakes or terminations.
- Regular, ongoing coaching and feedback is important rather than just annual reviews so issues can be addressed promptly rather than waiting a year.
- Surveys show employees value appreciation, interesting work, loyalty and feeling included more than just wages and promotions.
- 360-degree/multi-rater feedback provides a more comprehensive view of performance but takes more time and training to implement effectively.
- Progressive discipline should be used to
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
This document summarizes a presentation on developing employee and organizational performance through performance appraisals and coaching. It discusses:
1) Linking performance appraisals and goal setting to coaching practices to improve employee performance, satisfaction, and retention.
2) Key elements of effective performance appraisal and coaching systems including feedback, clear expectations, and a continuous performance development cycle.
3) Barriers to performance management like inadequate manager skills and disconnect from organizational strategy.
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
The document outlines an organizational development plan with 4 phases:
1) Organizational assessment to evaluate structure and competencies
2) Development of competencies and succession plans to drive the company's core values
3) Assessment of personnel and development of training programs
4) Consolidation of results and implementation of plans
The goal is to reinforce competencies, assess talent, create succession plans, and offer training to improve performance.
- The document discusses a guest lecture about performance management and appraisals at The New School given by the Director of Training and Development.
- Key topics covered in the lecture include the differences between performance management and performance appraisals, the performance appraisal process and forms used at The New School, training for supervisors, and best practices for conducting appraisals and providing feedback to employees.
- The goal is to streamline The New School's performance appraisal process to link performance to compensation and development while ensuring fairness and supporting personnel actions.
This document summarizes a workshop on raising the talent bar by aligning organizational strategy, values, and leadership with competency definitions, recruiting, hiring, orientation, and leadership development. The workshop objectives are to define competencies, find and grow talent through effective recruiting, hiring, and orientation processes, and achieve business results by investing in people.
Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
Developing talent is a key competency for competitive companies. As Customer Success leaders, we have many roles across a growing number of departments we can leverage to engage, challenge, and retain top talent. An ambitious team member starting today as a support agent, can grow over time into a CSM, Account Manager, and then into a manager, without ever leaving the Customer Success organization. We can provide growth and variety if you make talent development into a practice. This presentation shows you one way to hire and retain top Success talent.
Development Career Planning Slides Nov 2009.Ppssleggett
The document discusses development and career planning between managers and employees. It provides frameworks to guide career conversations, including short and long term career objectives from both the employee and manager's perspective. It also identifies reasons why employees stay or leave organizations, and suggests development approaches for different employee situations based on their work abilities, interests, and attitudes. The overall message is that ongoing, quality career discussions between managers and employees can drive higher performance and engagement.
6 Year Plan for an Organizational Development TeamDarin Phillips
1. The document outlines a six-year process to build an organization's future capabilities through strategic planning, competency development, and organizational development.
2. Key elements include establishing a strategic plan, values, and balanced scorecard metrics; assessing and developing employee competencies; and implementing interventions to optimize processes and develop talent.
3. By following this process, the organization aims to align employees with its vision, improve leading performance indicators, tie rewards to development, recognize talent, attract top talent, and ensure competence at all levels.
The document discusses 360-degree performance appraisals. It explains that 360-degree appraisals involve collecting feedback about an employee from their manager, peers, direct reports, and customers. The process aims to provide a more comprehensive view of an employee's performance. Some key advantages are that it provides honest assessments from multiple perspectives and helps employees identify strengths and areas for development. However, 360-degree appraisals also have potential disadvantages like bias and lack of validity if not implemented correctly. The document also provides tips for effective implementation and training of appraisers.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
This document discusses the process of assessing training needs for an organization. It explains that the training needs assessment involves analyzing the organization's objectives, jobs and tasks, and individuals. The process includes determining competencies and skills required for roles, identifying gaps, and developing individualized training plans. Key steps involve analyzing the organization, tasks, and people to understand current states and desired future states to effectively plan training interventions.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
6. CRITICAL INCIDENT TECHNIQUE
Example : Waiter in a Restaurant
Critical Incidents Requirements
Restaurant is crowded and
guests become impatient
Guests complain about inedible
dishes
A drunken group of guests with
no money in their pockets
A guest wants to learn more
about minor details of a specific
wine
The cook is sick and his deputy
is out of his depth
Friendliness
Speed
Resilience
Knowledge
Direction
Coolness
Diplomacy
Empathy
7. Why is not
recommended to
remind people about
their job description
after they are hired?
9. ... and how they might be judged
Former
Development
CV
Motivation
Letter
Interview
Reason to
Apply
Private
Engagement
Education Appearance
Photo,
Appearance
References
12. Social Judgement Biases
First Impression
The tendency for a
perceiver to rely on early
cues or first impressions.
Recency Effect
The tendency for a
perceiver to rely on
recent cues or last
impressions.
Projection
The tendency for
perceivers to attribute
their own thoughts,
priorities and feelings to
others
Stereotyping
The tendency to
generalize about people
in a social category
Contrast-Effect
The tendency to judge
upward or downward
because of a comparison
with another candidate
who was recently judged
Halo-Effect
The tendency to provide
similar ratings across
different dimensions
based on an overall
judgement
16. What both sides want to know in an Interview
Why am I invited?
What can your company
offer me?
What kind of employer are
you?
What distinguishes your
company from others?
Can I afford to work at your
company?
Why are you here?
What can you do for us?
What kind of person are
you?
What distinguishes you from
others who have the same
skills?
Can we afford you?
Applicant Employer
27. Identify Employee Expectations
(Meet Brand /Company goal, Arriving to work on time, Properly clocking in and out of
a shift, Exhibiting proper cash handling practices, Performing daily cleaning tasks,
Implementing customer service techniques)
Guidelines for Rewarding Employees
(Reward specific achievements, Make all employees eligible,
Reward in a timely manner, Do not over do it, Appropriately reward the team)
Reward Ideas
(Give praise publicly, Make other managers aware, Schedule special events,
Create a rewarding environment, Yes you can reward coupon )
Guidelines to Creating a Discipline System
(Create a written policy, Inform employees of their duties, Document problem
behavior, Be consistent in judgment, Consider a flexible policy)
Types of Discipline Policies and Procedures
(Counseling and coaching, Progressive discipline policies: Verbal warnings,
Written warnings, Suspensions, Demotions, Termination)
Provide Employees what he/she is promised for
(Salary, Transportation, Insurance, Reward on time, Promotion Etc.)
29. What Do Employees Need To Know
Policies
Procedures
Set Clear Expectations
Give Constant Feedback (Positive/Constructive)
30. 76% of all good Ideas are generated outside the
original Workspace
Vacation, Travel
13%
Misc. 1%
At
Workplace 4%
In interesting
Meetings 6%
In boring
Meetings 10%
Breaks 3%
Using creativity
techniques 1%
Business travel/
Way to office 11%
Spare time,
Sport 9%
Nature,
hiking 28%
At home,
watching TV,
Hobby, etc. 14%
Source: Füglistaller, KMU-Magazin Nr.7/2005
34. Q12 (Gallup)
1. I know what is expected of
me at work
2. I have the materials and
equipment I need to do my
work right
3. At work, I have the
opportunity to do what I do
best every day
4. In the last seven days, I have
received recognition and
praise for doing good work
5. My supervisor, or someone
at work, seems to care about
me as a person
6. There is someone at work
who encourages my
development
7. At work, my opinions seem
to count
8. The mission/purpose of my
company makes me feel my
job is important
9. My associates (fellow
employees) are committed to
doing quality work
10.I have a best friend at work
11.In the last six months,
someone at work has talked
to me about my progress
12.This last year, I have had
opportunities at work to learn
and grow
35. Follow-up Process
All employees get all results of the survey even
when results are negative
Feedback of results follows a top-down approach
from to top-management to every single team
All teams get their own results compared to the
results of the superior organisational units
All units on all levels are encouraged to work with
their results and come up with related action plans
Issues which lay beyond an organizational unit‘s
responsibility will be passed on to the unit on the
next level
36. Relevance of Results depend on Targets
Survey Potential Target
SurveyPotential Target
38. Classic Approach of Talent Development
Performance
Management
Talent Review
Potential
Assessment
Training
Off-the-Job
Stretch Role
Assignment
Succession
Planning
Competency
Model
Source: Trost, A. & Jenewein, T.
(Hrsg., 2011). Personalentwicklung
2.0. Köln: Wolters Kluwer.
39. Competence
Experience
Knowledge
Predisposition
Personality
Competence
Action-related knowledge acquired
through repeated solution of practical
problems
Cognitive understanding of aspects
and how they relate to each other
Cognitive and physical abilities
determined through genetiv
predispositions (DNA)
Stable predisposition to demonstrate
similar behavioral patterns in similar
situations
Learned ability to successfully solve
problems or cope with given
challenges
40.
41. Development Needs Identification
1 2 3 4 5
Job
Senior Specialist
1 2 3 4 5
Position
Senior Specialist CRM
1 2 3 4 5
Employee
Garth McGrath
Development Needs
Creativity
Teamwork
Presentation
Project Mgmt
Mobility
Creativity
Teamwork
Presentation
Project Mgmt
Mobility
SAP R/3
English
Creativity
Teamwork
Presentation
Project Mgmt
Mobility
SAP R/3
English
42. Performance Management Cycle
Objective
Setting
Performance
Appraisal
Superior Objectives In an annual cycle employee and
their immediate supervisor agree
on objectives both in terms of
performance and development
Individual objectives derive from
superior objectives
In a backwards perspective
achievements/performance of the
employee will be reviewed
The annual meeting between
employee and supervisor is called
„appraisal interview“
Mid-Year Review
43. Purpose of Performance Management
Cascading strategic objectives from upper
hierarchical level to the bottom line
Alignment and focus of individual and team
performance with overall target
Clarity about mutual expectations within an employee-
manager relationship
Continuous learning and constant improvement of
performance through feedback and target-oriented
people development
Foundation for numerous key processes in human
resource management such as compensation, people
development, succession planning (horizontal
integration)
44. What if ...
employee and manager talk
about relevant aspects on a
daily basis anyhow?
employee and manager don‘t
usually to talk to each other
throughout the year?
problems should have been
adressed once they occurred?
the suppervisor struggles with
giving honest feedback?
superior objectives are not as
clear as they should be?
the benefits of the appraisal
interview are nor seen by
either the employee or the
manager?
the manager primarily acts
like a coach and not like a
judge?
there is already a natural
relationship between manager
and employee built on trust
and respect?
at daily work the manager has
limited insights into
employee‘s performance
The manager has limited
understanding of the
employee‘s professional
work?
objectives dynamically
change in the course of a
yearly period?
the employee doesn‘t fully
trust his/her manager?
46. Potential Criteria
Performance
In the past did the
employee demonstrate an
extraordinary growth in
his/her ability to meet
challenges?
Personality
Based on his/her
character will the
employee have a chance
to be seen as a role
model by others?
Motivation
Is the employee eager
and hungry to take over
more responsibility
relevant to the entire
organization?
47. What Training To Provide For Each Position
Shift Management - developing trainee managers in the skills and techniques
required to become effective in all aspects of running a shift.
Systems Management - targeting assistant managers and newly promoted
Assistant managers. This program covers all areas and systems, increasing the
manager's business knowledge. It also develops individual techniques.
Restaurant Leadership - introducing managers to the key skills needed to
Become effective restaurant leaders e.g. team-building, communication,
decision-making.
Business Leadership - focusing restaurant/general managers on the need to
Develop a business strategy that encompasses both internal and external factors.
49. 360-Degree-Feedback
A focus person is evaluated
from different perspectives
(outside perception)
A focus person evaluates
him/herself (self perception)
Evaluation happens
anonymously, in written by
using standardized and
structured methods (e.g.
questionnaire)
The focus person gets a
personal report to be
discussed with his/her direct
supervisor or a coach
Purpose is to determine a
focus person‘s development
needs
Focus-
person
Direct
Supervisor
CustomersPeers
Subordinate
50. People who develop their Talent ...
trully love what they do
know their real potential
have a vision about their
future position
jump into cold water
actively build strong
networks
sell themselves
are disciplined – most of
the time
prefer to work with A-
player
got the opportunity to do
what they can do best
trust in a strong mentor
are lucky
prefer to work with those
who compensate their
weaknesses
get trained
showed early successes
are well known
51. Talent Development Measures
Through Experience
Challenging
tasks/projects (Stretch
Jobs)
Job Rotation
Internal Talent
Markets
Action Learning
From Others Through Training
Mentoring
Career Coaching
360-Degree-
Feedback
Learn Forums
Action Learning
Off-the-Job-Training
Being a Trainer
Literature
70% 20% 10%
52. Mentoring
Building future supporter
Learning from the bottom-line
Professional insights across borders
Appreciation
Access to networks and roles
Professional feedback
Confidence
Role Model
Benefits for the Mentor
Benefits for the Mentee
Trust Commitment
53. Career Coaching
What are your biggest
strengths and
weaknesses?
What are your talents?
Which working
conditions are
important to you?
What could be you
next, realistic career-
move?
What is your ultimate
career goal?
To achieve your goals,
which additional
experience could help?
„
„
„
„
„
What do you really
like to do?
„
Who could support your future
career development?
„
55. Common Views
People who join for money leave for money
People join companies and leave bosses
You don‘t need to care about retention if you do
well with all the rest
Employees are free, which is fine
At the end of the day retention is all about
leadership
Losing an employee leads to costs 1-2 times of
his/her annual salary
The strongest are the first to leave the company
Happy employees prefer to stay
To a certain extent turnover is good
56. Turnover
Turnover
The process in which
employees leave the
organization and have to be
replaced
Voluntary Turnover
Turnover initiated by
employees against the wish
of the company
Turnover Rate
Involuntary Turnover
Turnover initiated by the
organization (often among
people who would prefer to
stay)
Early Turnover
Voluntary Turnover during
the first few weeks/months
of employment
Number of Employees leaving the Company in a Year
Number of Employees at Midyear
100%
59. Turnover Cost
Learning
Curve of
New Hire
Separation
Lost
Productivity of
Vacant Position
Vacancy
Marketing
Selection
Hiring
Onboarding
Training
Employee Leaves New Employee
Hired
New Employee
Fully Effective
Lost
Productivity of
Other Employees
Lost
Productivity of
Other Employees
Hidden („Indirect“) Cost
Lost
Productivity of
Other Employees
Visible („Direct“) Cost
Lost
Productivity
of Incumbant
Pre-Departure Vacancy Introduction
60. Fictitious Cost Estimation
Cost per Hire
60.000 AED
Annual Salary
of an employee
Onboarding (off-the-job)
6.000 AED
12.000 AED
Loss of Motivation
(former employee)
7.500 AED
Performance deficit
(new employee)
15.000 AED
Opportunity Costs 10.000 AED
Σ 60.500 AED
Productivity Losses
(colleagues)
10.000 AED
10% of annual salary
20% of annual salary
50% less performance in the last 3
months of employment
50% less performance in the first 6
months of employment
No value creation for 2 months due to
vacant position
10% less performance of 5 colleagues
(similar salary) during 4 months
Assumptions
61. Turnover Cost
Entry Level
Service/Production Workers
Skilled Hourly
Clerical/Administrative
Professional
Technical
Engineers
Specialists
Supervisor/Team Leader
Middle Managers
Tunover cost ranges as a percentage of annual salary
0 50 100 150 200 250 300 350 400 450
Range
62. Individual Risk Analysis
Likelihood
of Turnover
Impact
major
minimal
possible likely
Garth McGrath
Paul Paulson
Russ Rothen
Kelley Clark
Mark Myer John Shark
Paul Cummings
Rock StewartTom Scott
Linda Anderson
Susan Power
Keneth Keith Carlson
Pete Peters
63. Individual Indicator of Intention to Leave
Sudden performance drop
Frequent short-term absence
Reduced social interaction and isolation
Frequent complaints
Glorify other companies
Reduced willingness to take over responsibility
Pessimism about future perspective
64. The Psychological Contract
Salary
Benefits
Social contacts
Tasks
Training
Image
Identity
Security
Values
Perspective
Performance
Creativity
Capabilities
Knowledge
Talent
Energy
Time
Health
Social Networks
Customers
Employer provides Employee provides
65. Relative Job Evaluation
Certainty
of Value of alternative Jobs
Difference
alternative Job
compared to
current Job
better
similar/
worse
low high
Relevance
high
middle
low
Peers
Location
Copmany Image
Tasks
Perspective
W-L-B
Security
Salary
Boss
68. Exit-Interview
Example: Intel
What was the main reason that you decided
to leave?
Is your new position in a different line of work
than the one you where in while at Intel?
How would you characterize your new
employer?
Would you say your new employer is better
than Intel, about the same as Intel, or not as
good as Intel in terms of:
How would you descibe your relationship with
your manager while you where at Intel?
How would you describe your experience with
Intel?
If a friend approached you and told you
he/she was looking for a similar position at
Intel, how likely would you be recommend
Intel?
Any other comments about Intel or you new
position?
Pay
Benefits
Location
Working Conditions
Job Security
Career Opportunities
Product Quality
Co-workers
Company Leadership
Company Image
70. Components of a Retention Strategy
Target Group
Problem
Risks
Measures
Causes
What is the relevant internal target group?
E.g. particular Units, Jobs, Countries, (Key) Functions,
High-Potentials, Managers
What are related turnover costs?
General and differentiated? Which kinds of costs are
generated?
Why do employees leave the company?
What are the internal and external factors and reasons for
leaving?
Anticipating turnover and related impact
How big is the likelihood of employees leaving the company
and what are related consequences?
How can employees be retained?
Which options are there to effectively retain employees?
71. Where is the Problem?
Employees with a strong intention to leave
Employees without intention to leave
72. Levels of a Retention Strategy
Risks MeasuresCauses
Organization
Manager
Employee
Differentiated
Turnover Rate
Improving Employer
Attractiveness
E.g. Internal Talent Market,
Flexible Working Hours
Employee Survey
Exit-Interview
Regression Analysis
Current and previous
Turnover Rate
Development,
Selection, Coaching,
Replacement,
Objective Setting
Management
Evaluation
Individual Risk
Analysis, Performance
Management
Intention to Leave
New projects, new
tasks and colleagues,
salary adjustmenet,
more flexibility
Performance
Management,
Turnover Decision
Styles
74. Two Leadership Cultures
We want our people to behave
like adults. That‘s why we treat
them that way. Each employee is
responsible for what he/she
decides. We believe in our
people‘s own initiative to
contribute to our company‘s
success -- everybody at his/her
place. We do everything to avoid
static structures, order or control.
We simply don‘t need it.
People need structure and
guidance. That‘s why our leaders
will never stop telling our
employees as clearly as possible
what‘s expected from them.
Control is better than trust.
Organizations need rules. And
rules always need somebody
who takes care for them. Nobody
wants to suffer from corporate
chaos.
75. Human Response to disruptive Changes
Time
passive
active
Immobilization
Denial
Anger
Bargaining
Depression
Testing
Acceptance
Emotional
Response
Stability
76. Resistance
Resistance is a natural human reaction to
disruptive events (fear of losing control)
Change is seen by different people differently
according to their individual frames of reference
Resistant employees are often seen as non-
rationally thinking troublemakers
Resistance of informal opinion leaders are of
greater power than those of formal leaders
There is always a mixture of overt and hidden
resistance. Overt resistance should be a valuable
aspect of any change process
Active involvement is propably the best way to
deal with resistance
77. Reactions to positive Changes, for which the
individual is responsible
Time
Pessimism
Uninformed
Optimism (Naivité)
Informed Pessimism
Informed Optimism
Completion
Checking
Out (?)
Hopeful Realism
Level of Tolerance
78. Why Transformation Efforts Fail
John Kotter, 1995
1. Establishing a Sense
of Urgency
2. Creating the Guiding
Coalition
3. Developing a Vision
and Strategy
4. Communicating the
Change Vision
5. Empowering broad-
based Action
6. Generating
Short-Term Wins
7. Consolidating Gains &
Producing More Change
8. Anchoring New
Approaches in the
Culture
Editor's Notes
Introduction Speech.
1. Geetings
2. Give compliment and show gratitude towards your audience
3. Give your introduction
Candidate Selection: I believe this is a very important step and this is where it all starts, we select the right people we have no problems, we select the wrong ones we have problems and we loose money.
The Hiring process is divided into two, Internal Hiring (hiring within the company) & External Hiring (outside the company, recruiter job adds etc..)
There is no wrong decision if we hire internally or externally as there are pros and cons in both sides but rather we evaluate the situation and we make a judgment whether the position needs to be filled immediately or other factors.
Let’s say we want to fill a vacancy (an approved position to be filled).
Questions: Flip the coin and pick someone, perhaps the politest one, or the most good looking one.
There are different ways to measure someone’s skills when it comes to internal hiring. Review his/her previous behaviors, interview his/her direct manager etc..
But the question here is how to really evaluate someone based on objectivity, and being rational.
We start to predict the future of the candidate and we consider these 4 Recruiting Risks. If I think this candidate will do well in the future then I hire him/her, after one year I find out if the candidate is really performing well or not, so these are the 4 situations we need to keep in mind.
1. Right Negative: I predict that you will not do well and if I would have hired you your performance would have been low so I don’t hire you and that’s great. We wouldn’t want to hire someone who is not going to perform.
2. Right Positive: I predict that if I hire you, you would do well in the future so I hire you and that is great too, the right decision.
Both of these are fine, but the problem is with the other two wrong decisions.
3. False Negative: Based of what I have learned about you through others, peers interviews
I predict that if I hire you, your performance would be low, but if I would really have hired you, you would have been a star. This is a wrong decision as this candidate will be hired by our competitor and will take the knowledge with him/her.
4. False Positive: Again based of what I have learned about you though others, peers, interviews I predict that you would be great, but later on it turns out you are a warm body. (warm body someone who is dead, he is warm but dead, passive)
Question: Which one is wrong?
We really cannot tell because it depends on the situation but the point here is to increase the right decision and decrease the wrong one.
How do we do it? We will find out in the coming slides.
When we want to fill a position (Explain what is a position and a Job) the question is what are we looking for? What is the position we want to fill and what does that person do? So we do a job analysis, what is the position, what is good about the position and what requirements does the candidate has to have to suit for the position.
After we decide what is the position and criteria then we create a list of Critical Incidents, (Critical incidents are some extreme situation of the said position). Shown example. Then we write down the requirements to match the critical incidents which we will base the job description upon them.
Job description is a good tool to present to people their responsibilities during a recruiting process or as a guideline for their position, but we need to be careful how we use the job description. It is not recommended to remind a person after employment about his/her job description as it might stop creativity. Example: In every organization there are assistants that do more than their bosses, imagine you tell this person that’s not your job what will happen… and another good example is the picture shown. This is not my job.
A company would be in a bad situation if it has to remind employees about their job descriptions.
How to preselect a candidate according to the requirements of the position.
How to judge a candidate: If its knowledge we look at the education, if it’s personality then we look at the appearance etc…
Question? Who is the right candidate?
The point here is that we as humans unconsciously we create a judgment as a whole picture. We are not built to be rational/objective when judging another human being.
Question? Who is the right candidate?
The point here is that we as humans unconsciously create a judgment as a whole picture. We are not built to be rational/objective when judging another human being.
When human beings judge another human being there are some social Biases and the first one is:
First Impression: The first judgment you make about another person, you meet someone in the elevator you make a judgment. First impression is so powerful that can lead to wrong implications.
Recency Effect: The last impression about a person, the last sentence, the last look.
Projection: The attributes that I think are important to myself. If I’m sporty and someone walking in the room is sporty I think he is a good candidate.
Stereotyping: You tell someone you are from Italy/German… people have different pictures in their mind. We do this because of many reasons, whether is fair or not we do it. We need to be very careful when selecting.
Contrast Effect: Let’s say we need to select 5 trainers and we have the requirements and the criteria of a trainer so we start interviewing for the right candidate. We have interviewed 10 candidates and all of them are very far from the requirements of the brand, then the 11th is a bit different that the others and we say well he is better so I take him, but still this candidate does not meet the requirements.
Halo Effect: The overall judgment about someone: Let’s say we are looking to hire a supervisor and we know someone that we see every morning at the elevator, a good guy, always smiling etc… then you ask is this person a team player? Well I don’t know he is a good guy he must be a team player.
So the message is to understand the different effects, and when that we need to avoid these biases to decrease the risks of recruiting the wrong and increase the chances of hiring the right one.
Internally recruiting employees to fill a vacant position is a good way to promote friendliness, retain valuable employees and build on the skills and knowledge of existing staff. Hiring internally can also save a company time and money, as recruitment costs are cheaper and the winning candidate is already on the payroll.
Internal Recruiting: The first step in creating a successful recruitment process is creating and using an internal recruitment policy. This policy should place limitations on managers so they do not steal employees from other managers or unnecessarily hold an employee back from advancing his career if he qualifies for an available position. The policy describes what internal applicants can expect during the selection process and whether applying for an internal position will affect their current ones. A company should add whether an employee must remain working in a position for a minimum amount of time before applying for a new one in the company and should offer tips about how to advance to new positions.
Job Posting
A company should develop a job posting system that ensures the widest reach to company employees. In addition to creating fliers to hang in break rooms, bulletin boards or restrooms, an interoffice email announcement to employees can also help. The job posting should include a job description, employee eligibility criteria, the job's department and position supervisor and the dates employees can apply
Screening Employees
Screen the employees who apply for an internal position with care. The advantage of an internal recruitment is that an internal applicant's managers and co-workers are available and accessible as references. If policy allows, hiring managers may also have access to employee files in order to learn more about an applicant's past performance and behavioral issues
Interviews
A company can interview internal applicants with the assistance of the current human resources department and company leaders. On the other hand, some companies hire an outside recruitment firm to assist with the internal recruitment process. Using an outside firm to assist with interviews can help prevent unfair biases or advantages, as the hired experts do not have personal connections to the applicants. In any regard, interviews are one of the ideal ways to learn more about an employee, her expectations and her loyalty to the company
Feedback
While a company can only select one employee to fill a vacant position, an internal recruitment process is a good way for it to provide feedback to employees wishing to advance professionally. While the number of internal vacant positions is limited, the opportunities to provide promising employees with quality opportunities to grow or improve their performance is not
Orientation and On-Boarding: Entering a new role is an optimal time to develop a professional network and gain a full understanding of expectations about a job role. Departments can set up an orientation process for new employees that include a “buddy” who serves as a sounding board, makes recommendations for outreach meetings, and provides access to resources. These “quick start” mechanisms help employees gain entry, learn the culture, and become productive.
Skills Development: A “Skill Development" is a blueprint for developing skills and knowledge needed for a particular job role. These learning "maps" typically include the following elements:
Role-based skills, knowledge, and personal attributes needed for successful performance
Seminars, courses, readings, and online resources
Experience-based learning activities, such as assignments, project teams or committee work
Career Advancement: Career advancement means moving from a junior-level position to a senior-level position.
Cross Functional: Related supporting departments to have a basic understanding of brands.
Intrinsic Motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on external pressures or a desire for reward.
As I was saying above the Intrinsic motivation has to come from within the person, it has to be their choice and the only way to motivate the team is to engage them to be part of the goal. They need to be proud of what they are doing and praising is very important.
Extrinsic motivation refers to the performance of an activity in order to attain an outcome, whether or not that activity is also intrinsically motivated. Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards (for example money or grades) for showing the desired behavior, and the threat of punishment following misbehavior.
Learning how to motivate and discipline employees can be tricky, but it doesn’t have to be. Strong leadership requires clear and consistent engagement with employees. This goes for encouraging positive work behavior and with keeping employees in line.
Identify Employee Expectations
Restaurant managers need to make their expectations very clear from the day an employee is hired. Managers should discuss all expectations for every job and every employee while on the business’s property. For example, a manager can include the following in the list of expectations:
Arriving to work on time
Properly clocking in for and out of a shift
Exhibiting proper cash handling practices
Performing daily cleaning tasks
Implementing customer service techniques
An employee manual or handbook should include these expectations and policies for every restaurant employee. When the expectations and rules are clear, rewarding and disciplining employees is easier and much more effective.
Guidelines for Rewarding Employees
Establishing what is expected on the job is the first step in setting up your employees for success. The next step is to set up a reward system for exemplary employees. Rewards are great motivators and they also inform employees that managers pay attention and appreciate their efforts.
Reward specific achievements.When you reward an employee, let him or her know exactly why they are being rewarded so the behavior can continue. Have specific information about what is being rewarded or recognized so that employees understand exactly what kind of behavior is appreciated the most.
Make all employees eligible.Anyone performing at or above standards should be eligible to receive a reward. Employees who made mistakes or needed discipline in the past should by no means be excluded from receiving rewards when they earn them.
Reward in a timely manner.Waiting weeks to distribute a reward can cause a disconnection between the achievement and the prize, reducing the chances that the good behavior will continue.
Do not over do it.When managers give out awards like clockwork, the value diminishes. Reward your employees when they have demonstrated above average execution, positive consistency or have set an example to others. This way employees do not grow to expect the rewards or gifts.
Appropriately reward the team.Sometimes the whole team deserves a standing ovation. And when that happens, by all means reward them all! Team reward ideas might include group outings, dinner out at a nice restaurant or gifts given to every employee.
Reward Ideas
To create a well-rounded rewards program, it’s best to reward employees based on the achievement. For example, a line cook or server who came in to pick up a last-minute shift due to another employee’s absence might deserve a gift card or movie passes. A cook who shows dedication and commitment may enjoy praise and training directly from the chef. More ideas are below:
Give praise publicly, such as “Great job today!” or “Well done on that order!”
Write out the recognition with a personal note to thank the employee.
Make the owner or other managers aware of an employee’s contributions.
Reward employees with cash or gift cards.
Provide lunch or take a worker out for a special meal.
Schedule special opportunities, like events or company trips.
Create a rewarding environment with special events, potlucks or outings for the whole team.
Guidelines to Creating a Discipline System
On the other end of the spectrum is the discipline policy. Discipline is essential to enforce expectations and policies in the restaurant, especially when problem behavior becomes an issue.
Create a written policy.Be sure to have all discipline policies written out. This is usually best done in the employee manual. Written policies are easy to reference for both managers and employees.
Inform employees of their duties.Make all job descriptions and duties in the restaurant clear and transparent. This allows employees to know how the team works and what they should be doing each day. This can also help in avoiding troublesome behavior.
Document problem behavior.When problem behavior does occur, it is extremely important to document the behavior and any disciplinary actions taken. This provides a record of what went on and a reference for any policy breaches or behavior issues that may happen in the future.
Be consistent in judgment.In order to gain the most respect and trust from employees, managers or owners should be as consistent as possible when dealing with problem behavior. Even if one employee is more likeable than another, both should be treated the same in the case of a policy violation.
Consider a flexible policy.Although managers should always treat employees fairly and be consistent when rewarding or punishing, it can pay to be flexible. Many establishments implement “progressive discipline” policies that include several warnings before termination is considered. However, this kind of policy probably will not work for infractions such as theft or harassment.
Types of Discipline Policies and Procedures
Before You Discipline
Before doling out the discipline, seek to understand the problem and focus on the facts of the violation.
Be sure to ask the employee if he or she was aware that the misconduct could result in disciplinary action and try to get at the root of the problem.
Be consistent in your discipline policies, but be sure that the punishment is appropriate for the violation.
Restaurants should clearly outline their discipline policies in their employee handbooks and thoroughly explain the policies to all employees. Discipline can take many forms, such as the ones listed below:
Counseling and coaching are typically good techniques for addressing minor problems that come up, and for ongoing reminders about appropriate behavior.
Adopting a “Three strikes and you’re out” policy gives the employee three chances to improve problematic behavior before they are let go.
Progressive discipline policies can escalate from verbal warnings to termination:
Verbal warnings are best for relatively minor violations, or for first-time violations.
Written warnings are typically given after verbal warnings, or when the violation is serious enough for a written warning.
Suspensions result from very serious violations, or after a manager has given both verbal and written warnings.
Demotions typically happen when a manager determines that the employee is no longer able to perform the required tasks or responsibilities.
Termination should be the final disciplinary action, usually taking place after multiple warnings.
When we talk about employer attractiveness, we know that there are some companies out there that we would love to work and there are also companies that we would never imagine to work. So the question is how can we improve our employer attractiveness?
Competency model is a list of competencies that we believe someone should have to succeed on the job. So here we ask as a potential for another position what does somebody need to perform on the upcoming position. Performance management is the moment we sit with the manager and discuss how we did well or did not do well for the past year. Talent Review: We come up with a list of high potential names. Potential Assessment: We do some interviews and decide what are the weaknesses of these potentials and then we design a development plan for each individual. Training of the Job: According to the needs we do trainings accordingly, like PIC, Fire fighting etc… Stretch role assignment: a challenge for the potential to do to gain the confidence. Succession Planning: When we have someone as a backup to fill a position in case of something happens.
A quick view of the meanings.
These are the common competencies that people need to ask before rating somebody as a leader.
This is an evaluation rating form in order to be able to tell what areas the potential needs to develop and we make a final decision whether the person is suitable for this position or for another position, whom to select for this for a GM position or another position. We must keep in mind as well that not many people have all of the competencies of equal grade, someone is very strong in teamwork but not that strong in planning, by saying this we must find the right balance when we do the rating and final decision. We more thing to keep in mind is that when looking for high potential some people have the competency of a certain area but they do not use it, example I know how to teach but I don’t want to teach because is not what I would like to do so we must not consider this person as a high potential. The best way to do it is see whether people show interest, initiative and if they are already doing some of the competencies required.
Why do companies do this? The best way is to let people write down their own objectives, things that they want to achieve. The evaluation needs to be done monthly as a sit down written form. Once a year people don’t really remember what one did and it would not be a fair judgment. We need to let people know what they are doing constantly in order for them to improve and not wait till the end of the year.
The feedback needs to be given at the moment to better understand the issue. Its not easy to give negative feedback and it does not work as people won’t be honest, manager will overate or underrate. Sometimes manager are not there in a daily bases.
People can grow, learn or achieve in their life up to a level and the level differs from person to person. Some of us are limited in some areas and we cannot increase our knowledge or performance in that particular area above the level that serves as a limit. The person with high potential is a talented person in that area that can reach to a higher level than someone who is not talented in that area. If I think you are talented and you will achieve high levels then I support you but if I don’t see the talent I will not support you.
How to use the criteria? Let’s say we have two people in the store who joined the same time and one is doing what is required then that person is ok doing the job, average.
Person B is eager to take responsibility, motivated doing extra tasks, accepted by others, a leader, the others listen to this person. Who is the right one?
Let’s keep in mind that a person who learned fast in the past, developed fast in the past will do the same in the future… someone who learned slowly in the past that person will be a slow learner in the future.
What we need to understand here is that some employees underperform because the manager does not see the potential, highly gifted people don’t usually perform because they have ideas which the managers do not listen or understand. These employees we call high potential but low performance. They might have the wrong managers. B:The people who reached the high level we need to keep them at the same position as they do well there. A2 high potential.
The real challenge in the company is to retain the best people…. Every manager knows that they have some key people in the workplace that if they leave the team would really change. And in some cases it would be tragic or difficult for the team to recover. So even though this is very important we still need to do more in retaining our best people for whatever position.
So we are going to talk about turnover and how expensive is it to lose someone?
These are some of the common beliefs come from the managers but that does not mean they are all true.
People who join for money leave for money… to some extend this is true but not entirely…
People join companies and leave bosses…. This is true
Lets have a better understanding of the process of losing people and turover.
There is a difference in turnover, involuntary turnover means when an employee resigns against company’s wish.
Early turnover the employee don’t fit in the company.
Ask people what do they think the turnover % is in our company?
Who do you think leaves the company? Are these the strong people the weak people?
Why do low performance leave the company? Because they don’t feel like going to work, they haven’t adapted to the company. Conflict with your peers, someone has to do your work. For high performance is clear why they leave, because they have options/offers etc…
The question is how is the turnover with the high performance because we wouldn’t mind about the low performance rate as we don’t want them in the company anyways… Another area we need to look is our key functions turnover. So we want to focus what people we are loosing.
Question? How much does it cost to lose an employee?
We some direct costs that are visible and able to calculate but what we want to understand are the indirect costs of losing an employee as we can only estimate the costs. We lose the employee his goes to our competitor, you cannot calculate it… You lose the best employee in the team and the morale goes down and the rest of the team would think there is something better out there… so these are some of the costs that we cannot calculate…
Here is an estimated calculation of how much would it cost to lose an employee, but that would still vary whom do we lose, if a team player costs could be higher. The message here to understand how is affecting the costs and not the amount itself. We can never get the exact amount of lose an employee but we have to estimate.
In this chart we can see how much it would cost to lose an employee according to their position. Translated into annual salary.
What can we do to retain people? We need to understand the risk first what is likelihood that someone will leave and what is the impact if that person leaves the company, how would the company/team be affected?
How can we know if someone is likely to leave? These are some of the indicators.
Why do people leave? This is a hidden psychological contract. If people don’t feel they are getting these things then they have second thoughts.
What is important to you? People compare current job with offer and they decide. The most important thing at work that people look at the next job is their peers, so if you want to retain your people let them be friends.. The boss also is a very important factor if someone will stay or go… if you trust/love your boss chances are you will stay if you don’t trust your boss you won’t stay with the company. People join companies and leave bosses as they get disappointed.
Some of us have thought and planned to leave the company and here there is not much we can do to retain this person. We need to understand here that it is important to know why people are changing their job. If it is the current situation because they cannot stand their environment, job or etc…. we wouldn’t like to lose employees because of this reason…. So the point here is we cannot be perfect in our decisions or in offering everyone what they want… we just do our best we can to retain these good people. It’s all about increasing the right decisions and decreasing the wrong decisions. As part of HR exit interviews are taking place to find out the reasons and see what we can change.
Is this the right thing to do, does this really help? People tend to lie and we wont find out the truth.
This slide shows only the important things that matter to people and is the best way to do an exit interview.
This is what we need to do to retain our people. Find out if we have a target group a certain position, specific people? We need to narrow down the target group.
Change management means leading people towards the changes, create the environment for people to change, involve people to be part of the change.
Things change through time and it is very important for the company to not face any resistance during change. We change processes, policies, procedures etc… and people don’t want to change the way they do things. To change our mindset.
We need to switch from right to left and what does it mean for a company to change that way… how can we make people believe in it?
Lets see how people react to changes that they are not being involved, it means when bosses decide about the changes and they pass the message to their subordinates. In this chart we can see how people respond to changes. This is what happens when people are not being involved in decision making. The idea here is that when you tell people about a significant change people will be dysfunctional. So throughout this process people are not productive.