Professional Documents
Culture Documents
SYLLABUS
Manpower Planning, Job Analysis, Job Description, Scientific Recruitment and Selection Methods. Motivating Employees Motivational Strategies, Incentive Scheme, Job-enrichment, Empowerment Job satisfaction, Morale, Personnel Turnover. Performance Appraisal Systems MBO Approach, Performance Counseling, Career Planning. Training and Development Identification or Training Needs, Training Methods, Management Development Programmes.
REFERENCE TEXT
MANPOWER PLANNING
Company Strategy Job Analysis Performance Appraisal Company Databanks Training Employee Management and Development
If not, what type of people do we need, and how should we recruit them?
JOB ANALYSIS
Job analysis is a formal and systematic process used for obtaining information about the job. It is an investigation of duties and responsibilities necessary to do a job Determination of tasks which comprise the job and of skills, knowledge, abilities and responsibilities required of the worker for a successful performance and which differentiates one job from all others. Job Description
Job Analysis
Job Specification
Personal Observation Interview of Employee and Supervisors Put the worker at ease Make the purpose of interview clear Phrase question in such a way that the answer will be in YES or NO Summarize the information obtained before closing the interview Panel of Experts Diary Method Questionnaire Method
JOB DESCRIPTION
It defines the purpose and scope of a job. Describes what job is all about, what are job content, environment and conditions of employment. Contents: A job description usually covers the following information:
It is not easy to reduce all the essential components of the job in the form of a clear and precise document. Job description are sometimes not updated as the job duties change The can limit the scope of activities of the job holder, reducing organizational flexibility.
JOB SPECIFICATION
Job specification summarizes the characteristics needed for completing a job. It spells out the important attributes of a person in terms of education, experience, skills, knowledge and abilities to perform a particular job. This helps the organization to determine what kind of persons are needed to take up specific jobs. Job specifications can be classified into three categories: Essential Attributes Desirable Attributes Contra-Indicators
JOB EVALUATION
Job analysis also helps in finding the relative worth of a job based on criteria such as:
Degree of difficulty in the work Type of work done by the employee Skills and knowledge needed
This, in turn, assists in designing proper wage policies, with internal pay equity between jobs.
PROCESS OF HRP
Forecasting the demand for Human Resources Organisational Decisions Workforce Factors
Quality and Nature of your Employees (in relation to what you see as the changing needs of your organisation)
Trend Analysis
Ratio Analysis
A forecasting technique for determining future needs by using ratios between sales volume and no. of Employee needed.
When the economic conditions are relatively difficult, there will usually be an oversupply, or the no. of applicants will be much higher than the demand. In such a case the company will find it relatively easier to select new employees from the large no of applicants.
Company It will tend to be easier for company to find and recruit the best people if the company has a good Reputation reputation.
RECRUITMENT
DEFINITION
Recruitment is a process of locating and encouraging potential applicants to apply for existing or anticipated job openings.
Recruitment aims at Attracting a large no. of qualified applicants who are ready to take up the job if its offered Offering enough information for unqualified persons to self-select themselves out
Poor image
Unattractive jobs
Limited budgetary support Restrictive policies of government Compensation not matching as per the industry standard Economic Environment
Social Environment
METHODS OF RECRUITMENT
Methods of Recruitment
METHODS OF RECRUITMENT
Internal Method Promotions and Transfers Job Posting Employee Referrals
Applicants performance
Turnover
SELECTION
DEFINITION
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job, from the pool of qualified candidates.
How well an employee is matched to a job is very important because it directly affects the amount and quality of the employees work.
SELECTION PROCESS
Selection Interview
The quality of an employee selection test is determined by the three main factors:
Criterion Validity: A type of validity based on showing that scores on the test (predictors) are related to the job performance (criterion). Content Validity: Test that contains fair sample of tasks and skills actually needed for the job. Reliability: The consistency of scores obtained by same person when retested with identical or equivalent test.
SELECTION TESTING
Intelligence Test / Aptitude Test Personality Test Confidence, Emotional balance, behavioral pattern, interpersonal skills, motivation level etc. Simulation tests Assessment Centre Interview
TYPES OF INTERVIEW
Several types of interviews are commonly used depending on the nature and importance of the position to be filled: Non-directive / Unstructured Interview
Directive / Structured Interview Situational Interview Behavioural Interview STAR Technique Stress Interview
Panel Interview
INTERVIEWING MISTAKES
Not asking right question and hence not getting relevant responses Snap Judgments May allow ratings to be influenced by his own likes and dislikes May have forgotten the interviews content after its conclusion Unduly influenced by person origin, cultural background etc.
INTERVIEWING MISTAKES
Halo Affect Positive Horn Affect Negative Candidate order in which you interview also affects how you rate them. Non verbal behaviour Interviewer behaviour Have been under pressure to hire candidates at short notices
INDUCTION
Meaning: Induction means the task of introducing the new employees to the organization and is policies, procedures and rules. Objective: Remove fears Creates good impression Acts as a valuable source of information
INFORMATION TO BE PROVIDED
Explain about the company Show the department Introduce with the colleagues Introduction with the reporting heads Overview of the Job responsibilities, Seating place and relationship with other job Give the companys manual to the new recruits Company policies, rules and disciplinary procedure Give the details about pay, benefits, holidays, leave, etc. Idea about work culture Future training opportunities Career Path
Clarity of expectation Timely recognition and feedback Enhances employees effectiveness by helping to identify their strengths and weaknesses A quality relationship with the line manager where the individual feels that they are listened to and understood as an individual Improves performance and helps in achievement of goal
Performance Appraisal (PA) refers to all those procedures/tools that are used to evaluate employees Personality Performance Potential of employees PA is the method of evaluating the behaviour of the employees in the workplace, normally including both quantitative and qualitative aspect of the job How the employee is performing How the employee can develop others Planning and organising skills Initiative
Provide information about performance ranks Provide a basis for promotion and increments. Identify Training and Development needs Counseling Employees
Provide feedback
Critical Incidents
360 Degree Feedback Behaviorally Anchored Rating Scale MBO
CONFIDENTIAL REPORT
Descriptive report
Prepared at the end of the year Prepared by the employees immediate supervisor The report highlights the strengths and weaknesses of employees
ESSAY EVALUATION
The rater is asked to express the strong as well as weak points of employees behavior
Relation with co-workers and supervisors Planning, organizing and controlling ability Attitude and perception
ESSAY EVALUATION
Highly subjective Supervisor may write biased essay Difficult to find effective writers
A busy appraiser may write the essay hurriedly without assessing properly the actual performance of the worker
If the appraiser takes a long time it becomes uneconomical from the view point of the firm
According to this method the supervisor keeps a log of positive and negative examples (critical incidents) of sub-ordinatess work related behaviour
Negative incidents may be more noticeable than positive incidents. Supervisors have a tendency to unload a series of complaints about incidents. Results in very close supervision which may not be liked by the employee. The recording of incidents may be a chore for the manager concerned who may be too busy or forget to do it.
Internal Customers
Boss
Peers
Self
External Customers
Team Members
This is the oldest and most widely method used for performance appraisal. The appraiser has to rate the appraisee in different parameter on a rating scale. Job Knowledge as a parameter might be rated 1 (poorly informed about work duties) to 5 (has complete mastery of all phases of the job). Definition of parameter and definition of scale both are equally important
Graphic Rating Scale Employee Name................... Job title ................. Department .........................
Quantity of work: Volume of work under normal working conditions Quality of work: Neatness, thoroughness and accuracy of work Knowledge of job A clear understanding of the factors connected with the job
Unsatisfactory (1) Fair Satisfacto Good Out (2) ry (4) Standi (3) ng (5)
Graphic Rating Scale Employee Name................... Job title ................. Department .........................
Outstanding: Performance is exceptional in all areas and is recognizable as being far superior to others
Very Good: Performance is of high quality and is achieved on a consistent basis Good: Competent and dependable level of performance. Meets performance standards of the job
Graphic Rating Scale Employee Name................... Job title ................. Department .........................
Combination of Rating Scale and Critical Incidents Techniques of employees performance evaluation.
Supervisors.
Step II: Identify performance dimensions Technical competence, Relationship with customers, relationship with peers, meeting day to day deadline etc.
Step IV: Scale the Incidents: The second group then Assigns scale values to the incidents.
Step V: Producing final instrument. Choose about six or seven incidents as the dimensions behavioural anchors.
Increased acceptance by supervisors and superiors Job specific Identifies observable and measurable behaviour Reliable and valid method
Lack of result orientation Time consuming and expensive to create BARS Several appraisal forms for different types of Job
RANKING METHOD
Ranking of an employee in a work group is done against that of another employee. Employees are ranked according to their relative levels of job performance In practice, its is very difficult to compare individuals possessing varied behavioural traits. It does not tell how much better / worse an employee is when compared to another employee. No systematic procedure for ranking individuals in the organisation
Each worker is compared with all the other employees in the group. The comparison is done for every trait. Cant be applicable when the group is large.
As compared to A
B C D E _ + _ _ _ + _ _ + +
B +
C _
+
D +
_ +
E _
+ _ _
MBO emphasizes to set specific, measurable goals with each employee and then periodically discuss the employees progress towards these goals.
MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished.
Satisfactory and Promotable Satisfactory but Not Promotable Unsatisfactory but Correctable Unsatisfactory and Uncorrectable
PROVIDING FEEDBACK
Adequate Preparation Talk in terms of objective work data Dont get personal Encourage the person to talk Dont tiptoe around Proper Timing Help the appraisee Action Plan
Unclear Standards Judgement Errors Halo Effect Horn Effect Leniency Central Tendency Recency Effect Poor appraisal forms Lack of Rater preparedness
EMPLOYEE TYPE
Low potential Low Performance Low potential High Performance Low performance High Potential High performance High potential
CAREER PLANNING
Career Planning:
The deliberate process through which employees becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; acquires information about opportunities and choices; identifies career related goals; establishes action plan to attain specific goals
Decision 1: Is seniority or competence the rule? Decision 2: How should we measure competence? Decision 3: Is the process formal or informal? Decision 4: Vertical, Horizontal, or Other?
Decision 5: Transfers?
Individual: Accept responsibility for your own career Assess your interest, skills and values Seek out career information and resources Establish goals and career plans Utilize development opportunities Talk to manager about your career Follow through on realistic career plans
Manager:
Organisation:
Provide each employee with an individual budget Offer on-site or online career centers Encourage role reversal Establish a Corporate Campus
TRAINING
Any attempt to change an employees current and future performance by changing his knowledge, skills and attitude can be termed as training
TO TRAIN OR NOT
High
Problem: Systemic
Job Knowledge
Problem: Bad Fit Method Consider improper placement of employee in the position
Low Low
High
To
Costs
Short-term worker
Employee turnover
TRAINING CYCLE
Training Need Assessment
Evaluation
Implementation
Organisational Analysis Analysis of Organization's Objectives Resources utilization analysis Environmental Scanning Organisational Climate analysis Task or Role Analysis Performance Standards The task they have to discharge Person Analysis
IMPLEMENTATION
Selecting the Trainees Selecting the Trainer Selecting the Venue Developing Training Program
EVALUATION
Levels of evaluation
How did participants react? What did participants learn? How did participants behaviour change? Impact on Business Results?
COMPENSATION MANAGEMENT
REMUNERATION MODEL
Job Description Job Evaluation
Pay Survey
Job Hierarchy
Pricing Jobs
Internal equity External equity Individual equity Attract talent Retain talent Ensure equity Desired behaviour Control costs
Labour unions
Cost of living Industry standards Ability to pay Job requirements Compensation philosophy of the organisation
COMPONENTS OF REMUNERATION
Components of Remuneration are: Salary Incentives Fringe benefits Perquisites Flexible Benefits
COMPONENTS OF REMUNERATION
Salary: Direct remuneration received by employee for his/her job Incentives: Additional payment linked to productivity, achievements of targets or saving costs etc. Fringe benefits: Provided to the employees either having long-term impact like provident fund, gratuity, pension; or occurrence of certain events like medical benefits, accident relief, health and life insurance; Fringe benefits are taxable on the hands of employer
COMPONENTS OF REMUNERATION
Perquisites: These are normally provided to managerial personnel either to facilitate their job performance or to retain them in the organization. Such perquisites include company car, club membership, free residential accommodation, paid holiday trips, stock options, etc. Perquisites are taxable on the hands of employer Flexible Benefits: This type of benefits allows employees to chose benefits that suits their needs.
INCENTIVE PAYMENTS
Incentives are variable rewards granted to employees according to variations in their performance. Importance Greater Output Reduced supervision High Efficiency High Motivation Disadvantages Deteriorated Quality Jealousy feeling Unwanted Stock
IMPORTANCE
Image Building
Institutional effectiveness
Attract talent
Effective Compensation
Ensure Equity
Legal Compliance
Employee Management
CHALLENGES OF REMUNERATION
Skill based Pay Monetary Vs. Non Monetary Rewards
Salary Reviews
Remuneration
Below Market or Above Market Rates Comparable Worth
Pay Secrecy
COMPENSATION MATRIX
HIGH COMPENSATION LOW COMMITMENT HIGH COMPENSATION HIGH COMMITMENT
Hired Guns
LOW COMPENSATION LOW COMMITMENT
Professionals
LOW COMPENSATION HIGH COMMITMENT
Workers as commodity