HR Management : An Overview HR Planning and Recruitment Employee Selection Training and Development Performance Management Career Management

3 www.exploreHR.org

1. HR Management : An Overview

2. HR Planning and Recruitment

3. Employee Selection

4. Training and Development

5. Performance Management

6. Career Management

4 www.exploreHR.org Human Resource Management : An Overview 5 www.exploreHR.org Recruitment Selection Training Development Performance Management Reward Management Career Management 6 www.exploreHR.org Recruitment Selection Training Development Performance Management Reward Management Career Management HR STRATEGY Business Strategy Business Result 7 www.exploreHR.org Manpower Planning Employee Recruitment 8 www.exploreHR.org Company Strategy What staff do we need to do the job? What staff is available within our organization? Is there a match? If not, what type of people do we need, and how should we recruit them? Job Analysis • Performance appraisal • Company data banks • Training • Employee management and development What is impact on wage and salary program? 9 www.exploreHR.org The financial resources available to your organization Factors in Forecasting Personnel Requirements Projected turnover as a result of resignation and terminations Quality and nature of your employees in relation to what you see as the changing need of your organization 10 www.exploreHR.org Training Development 11 www.exploreHR.org Training Need Analysis Training Objectives Training Delivery Training Evaluation Training Process What are the training needs for this person andor job? Objective should be measurable and observable Techniques include on- the-job- training, action learning, etc. Measure reaction, learning, behavior, and results 12 www.exploreHR.org Task Analysis A detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted Competency Analysis Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention. 13 www.exploreHR.org Required competency level for certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program 14 www.exploreHR.org 1 2 3 4 5 Communication Skills Public Speaking Leadership Training Need Analysis Material Development Training Evaluation Communication Skills Interview Skills Analytical Thinking Understand Selection Tools Teamwork Customer Orientation Recruitment Supervisor Required Level Required Competency Position Training Development Manager Score Required Competency Type 15 www.exploreHR.org Position Competency Requirements Relevant Training Modules Leadership  Leadership I  Communication Skills I  The Art of Motivating Employees  Providing Effective Feedback SUPERVISOR Achievement Orientation  Goal Setting Technique  Work Motivation  Planning Organizing  Continuous Self Improevement Managerial competency 1 2 3 4 Leadership Required Level Actual Level Achievement Orientation Teamwork Planning Organizing Functional competency 1 2 3 4 Mechanical Engineering Mechanical Equipment Maintenance 16 www.exploreHR.org Training Matrix for Competency Development Communication Skills V Leadership V Teamwork V Achievement Orientation V Customer Focus V Job Functional Skills V Communication Skills V Leadership V Teamwork V Achievement Orientation V Customer Focus V Strategic Thinking V Problem Solving Decision Making V Job Functional Skills V Position Managerial Competency Supervisor Manager P ro du ct iv e C om m un ic at io n S er ie s O n B ec om in g E ff ec tiv e Le ad er 1 O n B ec om in g E ff ec tiv e Le ad er 2 S er vi ce E xc el le nc e fo r C us to m er P ro fe ss io na l S em in ar S er ie s A ch ie ve m en t M ot iv at io n T ra in in g C re at iv e P ro bl em S ol vi ng S tr at eg ic M an ag em en t B ui ld in g P ro du ct iv e T ea m w or k V = compulsory training Training Title 17 www.exploreHR.org Make the material meaningful Provide for transfer to learning Motivate the trainee Training Effectiveness 18 www.exploreHR.org Make the material meaningful • At the start of training, provide the trainees with a bird’s-eye view of the material to be presented. Knowing the overall picture facilitates learning. • Use a variety of familiar examples when presenting material • Organize the material so that it is presented in a logical manner and in meaningful units • Try to use terms and concepts that are already familiar to trainees • Use as many visual aids as possible 19 www.exploreHR.org Provide for transfer to learning • Maximize similarity between the training situation and the work situation • Provide adequate training practice • Identify each feature of the step in the process 20 www.exploreHR.org Motivate the trainee • People learn best by doing. Try to provide as much realistic practice as possible • Trainees learn best when correct response on their part are immediately reinforced. • Trainees learn best when they learn at their own pace. If possible, let trainees pace themselves. 21 www.exploreHR.org Formal course OFF THE JOB Simulation Wilderness Trip • Does not interfere with job • Provides for fact learning • Helps transfer of learning • Creates lifelike situations • Builds teams • Builds self-esteem 22 www.exploreHR.org Job instruction training ON THE JOB Apprenticeship training Job rotation Mentoring • Facilitates transfer of learning • Does not require separate facilities • Does not interfere with real job performance • Provides extensive training • Gives exposure to many jobs • Allows real learning • Is informal • Is integrated into job 23 www.exploreHR.org Level 1 - Reaction Level 2 - Learning Level 3 – Behavior Application Level 4 – Business Impact Four Levels of Training Effectiveness 24 www.exploreHR.org Test the trainees to determine if they learned the principles, skills, and facts they were to learn. Evaluate trainees’ reactions to the program. Did they like the program? Did they think it worthwhile? Level 1 - Reaction Level 2 - Learning 25 www.exploreHR.org What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employee drop? Did the reject rate improve? Was turnover reduced, and so forth. Ask whether the trainees’ behavior on the job changed because of the training program. For example, are employees in the store’s complaint department more courteous toward disgruntled customers than previously? Level 3 – Behavior Application Level 4 – Business Impact 26 www.exploreHR.org Employee Performance Management 27 www.exploreHR.org Performance Planning Setting Performance Targets Regular Review and Monitoring Feed back Corrective Action Performance Appraisal and Evaluation • Training Development Plan • SalaryBonus Adjustment • Career Development 28 www.exploreHR.org Performance appraisal elements has two main categories: 2. Performance Result: Hard or quantitative aspects of performance result

1. Competencies: It represents soft or qualitative