Human Resources 101

1. – KPA CONFIDENTIAL –
Human Resources 101
February 3, 2011

2. Questions
• If you have questions
during the presentation,
please submit them using
the “Questions” feature
• Questions will be
answered at the end of the
webinar or an emailed
response will be provided

3. Agenda
 HR Management : An Overview
 The Employee Lifecycle
Training and Development
Performance Management
Career Management
 Regulatory Updates

4. The Essential of Human Resources
Employee
Management
Business
Strategy
Compliance
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5. HR Strategy and Business Result
Recruitment &
Selection
Training &
Development
Performance
Management
Reward
Management
Career
Management
HR
STRATEGY
Business
Strategy
Business
Result

6. EEOC (Equal Opportunity Commission) reports indicate discrimination
charges increased significantly in 2010 over 2009 totals. Nearly 100,000
charges were filed last year with the EEOC, the most ever. The EEOC
filed 250 lawsuits and collected over $400 million in damages. The most
frequently-filed charges involved claims of retaliation (first time in the top
spot) and race. There also were significant percentage increases in the
categories of religion, disability and age discrimination charges.
The DOL estimates that more than 80% of companies are out of
compliance with federal and state wage and hour laws.
One in three companies has been hit with a wage-and-hour claim in the
past year (ETL, Inc)
Compliance with the Law Is Critical

7. Performance Management Has Biggest ROI
Companies with high levels of engagement (where 65
percent or more of employees are engaged) outperformed
the total stock market index even in volatile economic
conditions. During 2009, total shareholder return for these
companies was 19 percent higher than the average total
shareholder return. Companies with low engagement (where
less than 40 percent of employees are engaged) had a total
shareholder return that was 44 percent lower than the
average. The same study highlighted that employee
engagement had reached a 15 year low due to pressures of
current economic conditions, including an erosion of trust
between employees and employers. The Gallup Organization
reports that “actively disengaged employees erode an
organization's bottom line while breaking the spirits of
colleagues in the process. Within the U.S. workforce, Gallup
estimates this cost to be more than $300 billion in lost
productivity alone
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8. Employment Lifecycle
Recruitment &
Selection
Performance
Management
Reward
Management
Career
Management
Recruitment
On boarding
Performance
Management
Termination

9. Training
Need
Analysis
Training
Objectives
Training
Delivery
Training
Evaluation
Training Process
What are
the training
needs for
this person
and/or job?
Objective
should be
measurable
and
observable
Techniques
include on-
the-job-
training,
action
learning, etc.
Measure
reaction,
learning,
behavior,
and results

10. Assessing Training Needs
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.

11. Competency Analysis
Required
competency
level for certain
position
Competency
Gap
Competency
Assessment
Current
competency
level of the
employee
Training and
Development
Program

12. Type of Training Program
Formal course
Simulation
• Does not interfere with job
• Provides for fact learning
• Helps transfer of learning
• Creates lifelike situations

13. Type of Training Program
Job instruction
training
Apprenticeship
training
Job rotation
• 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

14. Evaluation of Training Effectiveness
Level 1 - Reaction
Level 2 - Learning
Level 3 – Behavior
Application
Level 4 – Business
Impact
Four Levels
of Training
Effectiveness

15. Evaluation of Training Effectiveness
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

16. Evaluation of Training Effectiveness
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

17. Why Performance Appraisal?
• Appraisal provide information upon which promotion and salary
decision can be made.
• Appraisal provide an opportunity for a manager and his/her
subordinates to sit down and review the subordinate’s work-related
behavior, and then develop a plan for corrective action.
• Appraisal provide a good opportunity to review the person’s career
plans in light of his/her exhibited strengths and weaknesses.

18. Performance Management Cycle
Performance
Planning
(Setting
Performance
Targets)
Regular
Review and
Monitoring
Feed back
Corrective
Action
Performance
Appraisal and
Evaluation
• Training &
Development
Plan
• Salary/Bonus
Adjustment
• Career
Development

19. Performance Management Cycle
Defining
Performance
Standard/ Targets
Appraising
Performance
Providing
Feedback for
Development
1. Defining the performance standards
means making sure that you and your
subordinate agree on his/her duties and
targets that you expect
2. Appraising performance means
comparing your subordinate’s actual
performance to the standard/targets set
in step one.
3. Providing feedback means discussing
plans for any development that is
required.

20. Problems in Performance Appraisal
Lack of
standards
Irrelevant or
subjective
standards
Poor measures
of performance
Poor feedback
to employee
Negative
communication
Failure to apply
evaluation data
Common Performance Evaluation Problems

21. Performance
appraisal
elements
has two main
categories: 2. Performance Result:
Hard or quantitative aspects
of performance (result)
1. Competencies: It
represents soft or qualitative
aspects of performance
(process)
Performance Appraisal Element

22. 1. Competencies Score
2. Performance Result
Score
Overall Score
Will determine the employee’s
career movement, and also
the reward to be earned
Performance Appraisal Element

23. Element # 1 : Competencies
Basic Intermediate Advanced Expert
Actively listens, and clarifies
understanding where required, in
order to learn from others.
Actively listens, and clarifies
understanding where required, in
order to learn from others.
Actively listens, and clarifies
understanding where required, in
order to learn from others.
Actively listens, and clarifies understanding
where required, in order to learn from others.
Empathy with audience and
formulates messages accordingly.
Empathise with audience and
formulates messages accordingly.
Empathise with audience and
formulates messages accordingly.
Empathise with audience and formulates
messages accordingly.
Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information.
Responds promptly to other team
members’ needs.
Balances complementary strengths
in teams and seeks diverse
contributions and perspectives.
Actively builds internal and external
networks.
Builds internal and external networks and uses
them to efficiently to create value.
Involves teams in decisions that
effect them.
Uses cross functional teams to draw
upon skills and knowledge
throughout the organization.
Uses cross functional teams to draw upon
skills and knowledge throughout the
organization.
Encourages co-operation rather than
competition within the team and with
key stakeholders.
Builds and maintains relationships
across The company.
Drives and leads key relationship groups
across The company.
Manages alliance relationships through
complex issues such as points of competing
interest.
Ensures events and systems, eg IT, for
collaboration are in place and used.
Draws upon the full range of relationships
(internal, external, cross The company) at
critical points in marketing and negotiations.
Competency : Collaboration

24. No. Main Performance Target Target to be
Achieved
1 Conduct an assessment of the All employees submit their performance assessment form
employee's performance on time
2 Improve the system for Target : completed 100 %
performance assessment in November 2008
3 Conduct training activities Target : to conduct 6 training modules
in one year
4 Carry out on the job training Target : 90 % of the total employees
activities who attend the training
experience an increase
in skill and knowledge
Element # 2 : Performance Results
Target should be measurable and specific

25. Career Planning and Development
Providing employees
the assistance to form
realistic career goals
and the opportunities
to realize them
Career
Planning &
Development

26. Entry Level
First Line
Middle
Management
Senior
Management
Top
Management
Join Company 22 years old
Supervisor/Ass. Manager 26 - 29 years old
Managers 29 - 35 years old
GM/Senior Managers 35 - 45 years old
CEO/BOD 45 - 55 years old
Typical Career movement

27. Career Stage
Trial Stage The period from about age 25 to 30 during
which the person determines whether or
not the chosen field is suitable and if it is
not, attempts to change it.
Stabilization
Stage
The period, roughly from age 30 to 40,
during which occupational goals are set
and more explicit career planning is made
to determine the sequence for
accomplishing goals

28. Mid career
Crisis Stage
The period occurring between the mid-
thirties and mid-forties during which people
often make a major reassessment of their
progress relative to their original career
ambitions and goals
Maintenance
Stage
The period form about ages 45 to 65 during
which the person secures his or her place
in the world of work
Career Stage

29. Decline Stage The period during which many people are
faced with the prospect of having to accept
reduced levels of power and responsibility.
Career Stage

30. Career Anchors
Career Anchor :
A concern or value that someone will not give up if
choice has to be made
Career anchors, as their name implies, are the
pivots around which a person’s career swings; a
person becomes conscious of them as a result of
learning about his or her talents and abilities.

31. Five Career Anchors
Technical/ Functional
Career Anchor
Managerial
Competence as a
Career Anchor
Creativity as a
Career Anchor
Autonomy and
Independence as
Career Anchor
Security as a Career
Anchor

32. Regulatory Updates
• The EEOC has published new regulations
interpreting the Genetic Information
Nondiscrimination Act (GINA) – are your
forms updated?
• FLSA – new regulations updating child
labor laws
• FLSA and nursing mothers – space and
time most be provided
• Social media –do you have a policy?
• Proposed new National Labor Relations
Board (NLRB) notice requiring employers
to advise employees about their rights
under the National Labor Relations Act
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33. Regulatory Updates
• Congress recently amended the Americans
with Disabilities Act (ADA) with the
Americans With Disabilities Act
Amendments Act (ADAAA). Under the
newly-amended law, it is easier for
employees to show a disability exists. This
year the EEOC will publish regulations that
will interpret the ADAAA. HR professionals
now must “re-learn” parts of what they
knew as the ADA. Congress wants
employers and litigation focused more on
what an employer did to help a disabled
employee, not on whether or not the
employee is actually disabled or covered
by the law.
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34. References/Recommended Further Readings
1. Gary Dessler, Human Resource Management, Prentice Hall.
http://www.amazon.com/Framework-Human-Resource-Management-
5th/dp/0136041531/ref=sr_1_6?ie=UTF8&s=books&qid=1219801564&sr
=1-6
2. Society for Human Resources Management (SHRM) www.shrm.org
3. KPA Monthly Newsletter, KPA Compliance Blog and KPA Webinars

35. Questions
• If you have questions
during the presentation,
please submit them using
the “Questions” feature
• Questions will be
answered at the end of the
webinar or an emailed
response will be provided

36. Questions and Answers
36– KPA CONFIDENTIAL –
QUESTIONS?

37. Contact Information
37– KPA CONFIDENTIAL –
The recorded webinar and presentation slides will be emailed to
you today including your local representative’s contact information.
www.kpaonline.com
kcarlson@kpaonline.com
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