1. MASTERS IN HUMAN RESOURCES
DEVELOPMENT & MANAGEMENT
SEMESTER–IV
Human Resource Planning 100 Marks Sem
IV
Dr. Prachi Murkute
2. 1. Human Resource Planning
The planning process. Indicators and trends.
Ascertaining demand and supply in human resource.
Causes of demand, forecasting techniques and human
resource requirements.
Estimation of internal supply and external supply.
Linking human resource planning with strategic human
resource management.
3. 2. Job Analysis
Job analysis and design.
Job analysis information and use.
Collection of job analysis information.
Application of job analysis information.
Factors influencing job design methods.
Job analysis techniques.
Assessing job analysis methods.
4. 3. Recruitment of Employees
Organizational and external factors affecting recruitment.
Sources of methods of recruitment.
Assessing recruitment methods.
Ethical issues in recruitment, e.g. Unfair discrimination,
data protection.
5. 4. Selection of Employees
Influences on recruitment and selection.
Selection as a process.
Validity and reliability of selection methods.
Ethical issues in the selection process, e.g. Equal
opportunity.
Methods for using information in selection decisions.
6. 5. Orientation and Placement of Employees
Orientation programmes and orientation follow-up.
Employee placement: promotions, transfers and
demotions.
Separations: attrition, layoffs and termination.
7. 6. Employment Tests
Concepts of Testing, Types of tests, Executive Talent
Search.
8. 7. Interviewing, Placement and Induction
Role of Interview, Forms, Steps in Interviewing,
Interview Skills, Interview Efficiency,
Training and Development of the Interviewer,
Campus Selection Interview.
Conference, Interview Technique used for global
sourcing.
Placement and Induction.
9. 8. HR Planning and Selection in the Modern
Business Environment:
Changing perspectives in the field of recruitment and
selection in the information age: e-recruitment and
selection.
11. Reference Books
Human Resource Planning – D.K Bhattacharya
Human Resource Planning – M.S Reddy
Planning & Managing Human Resources – William J
Rothwell, H.C Kazanas
Human Resource Planning – James W Walker
Human Resource Development – Uday Kumar Haldar –
Oxford Publications
12. UNIT 1. Human Resource Planning
The planning process. Indicators and trends.
Ascertaining demand and supply in human resource.
Causes of demand, forecasting techniques and human
resource requirements.
Estimation of internal supply and external supply.
Linking human resource planning with strategic human
resource management.
14. Human Resourse Management (HRM)
Human resources may be defined as
“The total knowledge, skills, creative abilities, talents
and aptitudes of an organization's workforce,
as well as
the values, attitudes, approaches and beliefs of the
individuals involved in the affairs of the organization”
16. HR Planning
HR Planning is the process of examining an organizations’
future human resource need.
It involves:
Identifying and acquiring the right number of people with the proper skills
Motivating them to achieve high performance
Creating interactive links between business objectives and resource
planning activities
17. 1. Need of HR Planning
Business Needs
Financial Feasibility
Future Plans
Brand Name
Appropriate current level
Is a full time employee
required?
Do we have a succession
plan for the replacement?
Does the vacancy create
career development
opportunities for existing
people?
18. Human Resource Planning (HR Planning) is both a process and a set of plans.
It is how organizations assess the future supply of and demand for human
resources.
An effective HR plan also provides mechanisms to eliminate any gaps that may
exist between supply and demand. Thus, HR planning determines the
members and types of employees to be recruited into the organization or
phased out of it.
Human Resource Planning
19. Technological forecasts
Economic forecasts
Market forecasts
Organizational planning
Investment planning
Annual operating plans
Technological forecasts
Economic forecasts
Market forecasts
Organizational planning
Investment planning
Annual operating plans
Annual employment
requirements
Numbers
Skills
Occupational categories
Annual employment
requirements
Numbers
Skills
Occupational categories
Existing employment
inventory
After application of
expected loss and
attrition rates
Existing employment
inventory
After application of
expected loss and
attrition rates
VariancesVariances EndEnd
If surplusIf surplus If shortageIf shortage
Decisions
Layoff,
retirement,
etc.
Decisions
Layoff,
retirement,
etc.
Decisions
Overtime,
recruitment,
etc.
Decisions
Overtime,
recruitment,
etc.
EndEnd EndEnd
Strategic Planning Human Resource Demand Human Resource Supply
Compared
with
If none
Action
Decisions
HRP Process
20. All effective HR planning shares certain features. It is generally agreed that HR
planning involves four distinct phases or stages:
Situation analysis or environmental scanningSituation analysis or environmental scanning
Forecasting demand for human resourcesForecasting demand for human resources
Analysis of the supply of human resourcesAnalysis of the supply of human resources
Development of plans for actionDevelopment of plans for action
The HRP Process – based on 4 stages
21. Why is HRP important ?
Even an imperfect forecast is better than none at all
Anticipating needs – prepare for the future gives you an edge
Address potential problems – avoid skill deficiencies
HRP ensures that the organization has:
Right Number
Right Kind
Right Place
Right Time
22. Job Analysis (JA)
Job analysis is primary tool in HRM
Job Analysis is a process to identify and determine in
detail the particular job duties and requirements and
the relative importance of these duties for a given job.
Job Analysis is a process where judgments are made
about data collected on a job.
A HR manager has to undertake job analysis so as to
put right man on right job.
23. Reasons For Conducting Job Analysis
Staffing – would be haphazard if recruiter did not know
qualifications needed for job
Training and Development – if specification lists a particular
knowledge, skill, or ability, and the person filling the position
does not possess all the necessary qualifications, training
and/or development is needed
Compensation and Benefits – value of job must be known
before dollar value can be placed on it
Safety and Health – helps identify safety and health
considerations
Employee and Labor Relations – lead to more objective
human resource decisions
Legal Considerations – having done job analysis
important for supporting legality of employment practices
24. Nature of jobs required in a concern.
Nature/ size of organizational structure.
Type of people required to fit that structure.
The relationship of the job with other jobs
Kind of qualifications and academic background required
for jobs.
Provision of physical condition to support the activities of
the concern. For example- separate cabins for
managers, special cabins for the supervisors, healthy
condition for workers, adequate store room for store
keeper.
The information collected under job analysis is :
25. Advantages of Job Analysis
Job analysis helps the personnel manager at the time of
recruitment and selection of right man on right job.
It helps him to understand extent and scope of training required in
that field.
It helps in evaluating the job in which the worth of the job has to
be evaluated.
In those instances where smooth work force is required in
concern.
When he has to avoid overlapping of authority- responsibility
relationship so that distortion in chain of command doesn’t exist.
It also helps to chalk out the compensation plans for the
employees.
It also helps the personnel manager to undertake performance
appraisal effectively in a concern.
26. Two outcomes of job analysis :
Job description (JD)
Job specification (JS)
27. Products of Job Analysis
1. Job Description –
Written summary of nature and
requirements of a job.
4-28
28. Job Description Contents
Date written
Job Status
Position Title
Job Summary
List of Duties and Responsibilities
4-29
29. Job Description Contents (continued)
Supervision – Received & Exercised
Principles Contacts
Required Meetings and Reports
Career Mobility
Competency Requirements**
Education and Experience Required** 4-30
30. Products of Job Analysis
2. Job Specification – Competency, educational, and
experience requirements also known as “KSAs”
Knowledge
Skills
Abilities
4-31
31. Contemporary Issues in Job Designing
Telecommuting / Work from Home:
Job Sharing:
Flexi-Working Hours
Alternative Work-Patterns:
Technostress:
Task Revision
Chapter 4 32
32. Telecommuting / Work from Home:
Telecommuting or work from home is considered as the best alternative of working
from the actual office.
The concept of virtual office is gaining more and more popularity because of ease
and convenience associated with it. By using computer networks, fax machines,
telephones and internet connection, employees can communicate and perform the
job from home.
It eliminates the need of coming to office everyday and offers employees the
convenience to work at the comfort of their home.
Chapter 4 33
33. Job Sharing:
It is the second most preferable alternative of traditional working
styles where two or more individuals share the responsibilities of a
full time job.
They divide the tasks, responsibilities and compensation according to
their mutual consent.
This option is generally used by women who are on maternity leave
or have family and kids to look after but want to continue their job.
These days, organizations are open to this kind of working style
where two or more individuals can share a job.
34
34. Flexi-Working Hours:
These days, organizations allow their employees to work according to the timings
that suit them best. There are 3-4 working schedules and individuals can choose
any one of them depending upon their availability.
Employees can work in early hours as well as night hours. This is good for those
individuals who have colleges or some other engagements during the day or
specific hours of the day.
The best part is that unlike telecommuting, flexi-timings give them chance to
communicate with other employees too.
Chapter 4 35
35. Alternative Work-Patterns:
Companies these days allow their employees to work
on alternate months or seasons.
Though the concept is not that common in India but can
be seen in European and American world of work.
They also have the option of working two to three full
days and can relax after that.
Chapter 4 36
36. Technostress:
Technostress is the latest technology to keep a check
on employees’ performance even when they choose to
work from home.
Because of the introduction of new machines, there
performance can be electronically monitored even
when they are not aware of it.
Chapter 4 37
37. Task Revision:
Task revision is nothing but modification of existing
work design by reducing or adding the new job duties
and responsibilities to a specific job.
Chapter 4 38
38. Methods of Collecting Job Data
Questionnaire:
Questionnaire method of job data collection is
desirable
Chapter 4 39
39. Checklists:
The checklist method of job data collection differs from the
questionnaire method in the sense that it contains a few subjective
questions in the form of yes or no.
The job holder is asked to tick the questions that are related to
his/her job. Checklist can be prepared on the basis of job informa-tion
obtained from various sources such as supervisors, industrial
engineers, and other people who are familiar with the particular job.
Chapter 4 40
40. Critical Incidents:
This method is based on the job holder’s past experiences
on the job.
The incidents so reported by the job holders are, then,
classified into various categories and analyzed in detail.
Here, the job analyst requires a high degree of skill to
analyze the incidents appropriately described by the job
holders. However, this method is also time-consuming one.
Chapter 4 41
41. Diaries or Log Records:
In this method, the job holder is asked to maintain a diary
recording in detail the job-related activities each day. If
done judiciously, this method provides accurate and
comprehensive information about the job.
This overcomes memory lapses on the part of the job
holder. As recording of activities may spread over several
days, the method, thus, becomes time-consuming one.
Chapter 4 42
42. Technical Conference Method:
In this method, a conference is organized for the supervisors who
possess extensive knowledge about job. They deliberate on various
aspects of the job. The job analyst obtains job information from the
discussion held among these experts/supervisors.
The method consumes less amount of time. However, the main
drawback of this method is that it lacks accuracy and authenticity as
the actual job holders are not involved in collecting job information.
Chapter 4 43
43. The problems that may crop up while conducting job
analysis are:
1. Lack of support from the top management.
2. Relying on one source and method of data collection.
3. Non-trained and non-motivated job holders who are the
actual source of job data.
4. Distorted information/data provided by the respondents
i.e., the job holders because of non- preparedness on their
part.
Chapter 4 44
46. Nature of Planning
1. Planning is a continuous process
2. Planning concerns all managers
3. Plans are arranged in a Hierarchy
4. Planning commits an organization into the future
47
48. Projecting Human Resource Supply
Assessment of current supply
Skills inventories
Analysis of human resource flows
4.6
49. HRP- HR Planning
Means-
Assessment of HR requirements
Time & stages of requirements
Right person ---Of Right type ---In Right number
Definition – HRP is defined as the process by which
management determines how an organization should
move from its current manpower position to its
desired manpower position.
HRP is also called manpower planning, personnel
planning or employment planning .
50. Human Resource Forecasting
HR Forecasting attempts to
determine the supply and
demand for various types of
human resources, and to
predict areas within the
organization where there will
be labor shortages or
surpluses.
There are three major
steps to forecasting:
1. Forecasting the demand
for labor
2. Determining labor supply
3. Determining labor
surpluses and shortages
51. HUMAN RESOURCE PLANNING
The process of analyzing and identifying the need for and
availability of Human Resources so that the Organization
can meet its objectives.
The Process of determining an Organization’s human
resources needs.
Or
52. PURPOSE OF HR PLANNING
To maximize the use of Human Resources and
ensure their ongoing development.
To secure the Production Capacity required to
support Organizational
objectives.
2
To synchronize human resources activities
with the organizational objectives.
3
To increase the organization’s productivity.4
1
53. HR PLANNING PROCESS
HR Strategies &
Plans
Organizational
Objectives &
Strategies
Scanning the
External
Environment
Analyze Internal
inventory of HR
Capabilities
Forecasting
Organizational
Need for People
Survey of People
Available
54. a.LINKING ORGANIZATIONAL STRATEGY
TO THE EMPLOYMENT PLANNING
Determining what business
in the organization will be
in.
Mission
Setting goals and ObjectivesObjective and Goal
Determining how goals and
objectives will be attained
Strategy
Determining what jobs need to
be done and by whom
Structure
Matching skills, knowledge, and
abilities to required jobs
People
56. HUMAN RESOUCE
PLANNING PROCESS Cont . . .
c.Internal Assessment of the Organizational Workforce :
Analyzing the jobs that will need to be done and the skills of people
currently available to do them is the next part of HR planning.
C. Internal Assessment
of the Organizational
Workforce
i. Auditing Jobs and
Skills
ii. Organizational
Capabilities Inventory
57. HUMAN RESOUCE
PLANNING PROCESS Cont . . .
D.Auditing Jobs and Skills :
Following questions are addressed during internal assessment
What jobs exist now?
How essential is each job?
How many individuals are performing each job?
What jobs will be needed in future?
58. E.Organizational Capabilities Inventory:
HUMAN RESOUCE
PLANNING PROCESS Cont . . .
By Utilizing different databases in an HRIS ,it is possible to identify the
employees SKA’S. planners can use these inventories to determine long
term needs for staffing and HR development.
Human Resource Information Systems (HRIS):
Database systems containing the records and qualifications of each
employee that can be accessed to facilitate employment planning
decisions.
59. Paper Bag Activity
You are required to bring following things for this activity:
a. 1 stapler and staple pins
b. 1 scissor
c. 1 roll of cello tape ( 3/4th or 1 inch width)
d. 1 ruler (12 inch and preferably steel)
e. 1 pen
f. Old newspapers
g. String for making holding space (can be colourful also or can be of jute) - 2 per bag (around 12 inches
each)
h. punch machine
i. card paper / ivory sheet - 2- A-4 size.
Chapter 4 60
61. Job Analysis
Determining and reporting information on the
nature of a job:
Tasks comprising the job; and knowledge, skills, and
abilities (KSAs), and responsibilities required of
jobholder.
End Product: a written Job Description.
4-62
62. Job Analysis
Job and its requirements (not
characteristics of person currently holding the
job) are studied.
Job Analysis is the beginning point of many
HR functions.
4-63
63. Job Analysis: Influencing HR Activities
Job Definition – JA results in description of
duties and responsibilities of job.
Job Redesign – JA often indicates when a job
needs to be redesigned.
4-64
64. Job Analysis: Influencing HR Activities
Recruitment
Selection and Placement
Orientation
Career Counseling
Training
Employee Safety
Performance Appraisal
Compensation
4-65
66. Products of Job Analysis
1. Job Description –
Written summary of nature and
requirements of a job.
4-67
67. Job Description Contents
Date written
Job Status
Position Title
Job Summary
List of Duties and Responsibilities
4-68
68. Job Description Contents (continued)
Supervision – Received & Exercised
Principles Contacts
Required Meetings and Reports
Career Mobility
Competency Requirements**
Education and Experience Required** 4-69
69. Products of Job Analysis
2. Job Specification – Competency, educational, and
experience requirements; also known as
“KSAs”
Knowledge
Skills
Abilities
4-70
70. Job Analysis Methods – 1. Observation
Simple JA method; used independently or
combined with other JA methods.
Motion Study (Methods Study)
Time Study
Work Sampling
4-71
72. Contemporary issues in Job Design
As we know, job design is a systematic organization of job-related
tasks, responsibilities, functions and duties. It is a continuous process
of integration of content related to job in order to achieve certain
objectives.
The process plays a vital role as it affects the productivity of
employees and organizations. However, there are a number of
existing issues emerged recently while designing the jobs in
organizations. These are alternative work patterns that are equally
effective in handling organization’s functions.
Chapter 4 73
73. Comtemprory Issues in Job Designing
Telecommuting / Work from Home:
Job Sharing:
Flexi-Working Hours
Alternative Work-Patterns:
Technostress:
Task Revision
Chapter 4 74
74. Telecommuting / Work from Home:
Telecommuting or work from home is considered as the best alternative of working
from the actual office.
The concept of virtual office is gaining more and more popularity because of ease
and convenience associated with it. By using computer networks, fax machines,
telephones and internet connection, employees can communicate and perform the
job from home.
It eliminates the need of coming to office everyday and offers employees the
convenience to work at the comfort of their home.
Chapter 4 75
75. Job Sharing:
It is the second most preferable alternative of traditional working
styles where two or more individuals share the responsibilities of a
full time job.
They divide the tasks, responsibilities and compensation according to
their mutual consent.
This option is generally used by women who are on maternity leave
or have family and kids to look after but want to continue their job.
These days, organizations are open to this kind of working style
where two or more individuals can share a job.
76
76. Flexi-Working Hours:
These days, organizations allow their employees to work according to the timings
that suit them best. There are 3-4 working schedules and individuals can choose
any one of them depending upon their availability.
Employees can work in early hours as well as night hours. This is good for those
individuals who have colleges or some other engagements during the day or
specific hours of the day.
The best part is that unlike telecommuting, flexi-timings give them chance to
communicate with other employees too.
Chapter 4 77
77. Alternative Work-Patterns:
Companies these days allow their employees to work
on alternate months or seasons.
Though the concept is not that common in India but can
be seen in European and American world of work.
They also have the option of working two to three full
days and can relax after that.
Chapter 4 78
78. Technostress:
Technostress is the latest technology to keep a check
on employees’ performance even when they choose to
work from home.
Because of the introduction of new machines, there
performance can be electronically monitored even
when they are not aware of it.
Chapter 4 79
79. Task Revision:
Task revision is nothing but modification of existing
work design by reducing or adding the new job duties
and responsibilities to a specific job.
Chapter 4 80
80. Methods of Collecting Job Data
Questionnaire:
Questionnaire method of job data collection is
desirable especially in the following two situa-
tions:
Chapter 4 81
81. Checklists:
The checklist method of job data collection differs from the
questionnaire method in the sense that it contains a few subjective
questions in the form of yes or no. The job holder is asked to tick the
questions that are related to his/her job. Checklist can be prepared
on the basis of job informa-tion obtained from various sources such
as supervisors, industrial engineers, and other people who are
familiar with the particular job.
Chapter 4 82
82. Critical Incidents:
This method is based on the job holder’s past experiences
on the job. They are asked to recapitu-late and describe the
past incidents related to their jobs. The incidents so
reported by the job holders are, then, classified into various
categories and analysed in detail. Yes, the job analyst
requires a high degree of skill to analyse the incidents
appropriately described by the job holders. However, this
method is also time-consuming one.
Chapter 4 83
83. Diaries or Log Records:
In this method, the job holder is asked to maintain a diary
recording in detail the job-related activities each day. If
done judiciously, this method provides accurate and
comprehensive information about the job. This overcomes
memory lapses on the part of the job holder. As recording
of activities may spread over several days, the method,
thus, becomes time-consuming one.
Chapter 4 84
84. Technical Conference Method:
In this method, a conference is organised for the supervisors who
possess extensive knowledge about job. They deliberate on various
aspects of the job. The job analyst obtains job information from the
discussion held among these experts/supervisors. The method
consumes less amount of time. However, the main drawback of this
method is that it lacks accuracy and authenticity as the actual job
holders are not involved in collecting job information.
Chapter 4 85
85. The problems that may crop up while conducting job
analysis are:
1. Lack of support from the top management.
2. Relying on one source and method of data collection.
3. Non-trained and non-motivated job holders who are the
actual source of job data.
4. Distorted information/data provided by the respondents
i.e., the job holders because of non- preparedness on their
part.
Chapter 4 86
86. JOB DESCRIPTION (JD)
Is an organized factual statement of job contents in the
form of duties and responsibilities of a specific job.
The preparation of job description is very important
before a vacancy is advertised.
It tells in brief the nature and type of job.
87. Job Description includes
Title/ Designation of job and location in the concern.
The nature of duties and operations to be performed in that job.
The nature of authority- responsibility relationships.
Necessary qualifications that are required for job.
Relationship of that job with other jobs in a concern.
The provision of physical and working condition or the work
environment required in performance of that job.
88. Advantages of Job Description
It helps the supervisors in assigning work to the
subordinates so that he can guide and monitor their
performances.
It helps in recruitment and selection procedures.
It assists in manpower planning.
It is also helpful in performance appraisal.
It is helpful in job evaluation in order to decide about
rate of remuneration for a specific job.
It also helps in chalking out training and development
programmes.
89. JOB SPECIFICATION
Is a statement which tells us minimum acceptable
human qualities which helps to perform a job.
Job specification translates the job description into
human qualifications so that a job can be performed in
a better manner.
Job specification helps in hiring an appropriate person
for an appropriate position.
90. Contents of Job Specification
Job title and designation
Educational qualifications for that title
Physical and other related attributes
Physique and mental health
Special attributes and abilities
Maturity and dependability
Relationship of that job with other jobs in a concern.
91. Advantages of Job Specification
It is helpful in preliminary screening in the selection
procedure.
It helps in giving due justification to each job.
It also helps in designing training and development
programmes.
It helps the supervisors for counseling and monitoring
performance of employees.
It helps in job evaluation.
It helps the management to take decisions regarding
promotion, transfers and giving extra benefits to the
employees.
92. Lastly -------Definitions
Job analysis - systematic process of determining the
skills, duties, and knowledge required for performing
jobs in an organization
Job description – document providing information
regarding tasks, duties, and responsibilities of job
Job specification – minimum qualifications to perform
a particular job
93. Tasks Responsibilities Duties
Job
Analysis
Job Descriptions
Job Specifications
Knowledge Skills Abilities
Human Resource Planning
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
Job Analysis: A Basic Human Resource Management Tool
96. Routine HR Functions
Manpower planning
Recruitment and Selection
Training & Development
Appraisals – Performance Management
Transfers / Promotions
Compensation and Benefits
97. HR Process Mapping
Business
Planning
HR Policy HR
Planning
Recruitment
Selection
Performance
Management
Compensation
Management
Talent
Management
Training
Development
HR Systems
Data Mgmt
Employee
Relations
Occupational
Health and Safety
99. Recruitment: Overall process of defining jobs
profiles and inviting applicants.
Selection: Specific process of narrowing the
focus and selecting the perfect fit
Definitions
101. Manpower Planning
Why does the position exist?
Temporary Replacement
Permanent Replacement
Creation of new position
102. Manpower Planning
Do we need to review the position?
Current and Ongoing need
Sufficient budget
Is the position description current
Appropriate current level
Is a full time employee required?
103. Manpower Planning
What about existing staff?
Do we have a succession plan for the replacement?
Does the vacancy create career development
opportunities for existing people?
104. Recruitment and Selection process
Business Plan
Related HR Plan
Competencies
People
Compensation and Benefits
Numbers
Current : Budgeted and Actual
Future : Short Term and Long Term
Three Conditions
Current = Future
Maintenance B = A
Vacancy Filling B > A
Current > Future
Redundancy Planning
Current < Future
Recruitment Plan
105. Recruitment and Selection process
Recruitment Plan
Position Description/Specifications
Person Specifications
Method of Recruitment
Internal
Reference/Promotions/Transfers
External
Advertisement
Where to advertise
Writing an advertisement
Consultants
Retainer
Multiple
Internet
Receiving Applications and Screening/Filing
106. Recruitment and Selection process
Screening /Short-listing
Coding
Computer aided screening
Selection Tools
Written Tests
Group Discussions
Interviews
Assessment Centres
Reference Checks
Offer
Joining
107. Process Key Parameters
Process must be
Equitable
Objective
Open to scrutiny
Transparent
Merit based
Confidential
108. Common Hiring Mistakes
Relying on an interview to evaluate a candidate
Using successful people as model
Using too many criteria
Evaluating”personality” not job skills
Using yourself as an example
Not using statistically validated data
111. An objective is a simple statement of an end result to
be achieved within a specified time frame.
It should be short, clear and specific.
It can also be in the form of an activity as it may not
always be possible to quantify the end results.
Objective setting
112. Gives direction to job.
Helps focus on important job areas.
Assists review and change in job emphasis.
Provides a basis for appraisal, counselling and
feedback.
Increases mutual job understanding with superior.
Why objective setting?
113. Are significantly important areas of job.
When performed well, improves overall results.
Are maximum payoff job areas.
Represent the work which account for 80% of results.
Objectives
114. Targets – are specific conditions to be
achieved/indicates how much of what and by when
Activities – action steps which lead to the end results /
used when targets are not quantifiable / indicate what
by when
Objectives
115. What is the job ?
What are the end results expected ?
What policies / procedures / work methods are impeding
performance ?
What changes are needed for better results ?
How can work assignments be regrouped/altered to improve
schedule ?
What problems need to be overcome next year ?
Process of Goal Setting
116. Objectives vs targets
Focus on imp. Areas
Related to job description
Signposts
Direction of work
Optimum number 6
Measures imp. Results
Related to objectives
Milestones/Pathways
Specific condition
One or more for each
objective
117. Observable
Basis for appraisal
Jointly evolved
Extra effort
Clear/consistent with dept. objective
Time bound
Initiative
Verifiable
End result- emphasis on
Satisfying
Criteria for objectives
118. S - Specific
M - Measurable
A - Attainable
R - Relevant
T - Time-bound
Objectives
119. Establishing specific goals to support stated purpose.
Determining the importance of these goals.
Making plans for action.
Arriving at performance standards and measurement
criteria.
Stating anticipated problems.
Process
120. Weighing the resources required to carry out the
planned action.
Providing for interaction of organization and individual
goals.
Following up with actual performance measurement
and evaluation.
Process…
121. HRs role in Performance Management
Delivering time-lines
Ensuring timely adherence
Auditing the objectives jointly with line managers
Ensuring objectives are in line with organisational goals
Requesting modification if required
122. Competency
It is derived from the Latin word ‘Competere’, which
means to be suitable.
The concept was originally developed in Psychology
denoting Individual’s ability to respond to demand placed
on them by the environment.
123. Competencies defined
A collection of characteristics (i.e. skills, knowledge and self-concept, traits,
behaviour, motivation, etc.), that enables us to successfully complete a
given task.
Self-conceptSelf-concept
(Attitude)(Attitude)
SkillsSkills KnowledgeKnowledge
125. Competencies in the Corporate World
Communication
Critical Thinking
Ethics / Social Responsibility
Information Technology
Interpersonal Diversity
Leadership
Managing Change
Self-managed Learning
Teamwork
Technical know-how
126. Emotional Competency Framework
Personal Competence Social Competence
Self Awareness:
Knowledge of one’s self-concept
and values
Empathy:
Awareness of others’ feelings and
emotions
Self Regulation:
Management of one’s impulses
and emotions
Social Skills:
Adeptness at inducing desired
responses in others
Motivation:
Self-guidance and direction
* from Working With Emotional Intelligence, by Daniel Goleman
128. Why use competencies
Competencies
help individuals and organisations to improve their
performance and deliver results
can be quantified and communicated
can be taught, learned, measured and monitored
129. Benefits of competency-modeling
Integrates fragmented management and practices
Links individual or group performance to strategic direction
Helps develop high value activities for the organisation
Focusing on what people do, not what they are
Leads to organisational flexibility and stability
Leads to competitive advantage
Is participatory and involving
Is objective; therefore, can be geared to possible change in business future
and to ensure relevance
130. Benefits of competency-modeling – HR Delivery
Matching of Individuals and Jobs
Employee Selection
Training and Development
Professional and Personal Development
Performance Measurement
Succession Planning
131. Who Identifies competencies?
Competencies can be identified by one of more of the following category of
people:
Experts
HR Specialists
Job analysts
Psychologists
Industrial Engineers etc.
in consultation with: Line Managers, Current & Past Role holders,
Supervising Seniors, Reporting and Reviewing Officers, Internal Customers,
Subordinates of the role holders and Other role set members of the role
(those who have expectations from the role holder and who interact with
him/her).
132. What Methodology is used?
The following methods are used in combination for competency
mapping:
Interviews
Group work
Task Forces
Task Analysis workshops
Questionnaire
Use of Job descriptions
Performance Appraisal Formats etc.
133. How are they Identified?
The process of identification is not very complex. One of the
methods is given below:
1. Simply ask each person who is currently performing the role
to list the tasks to be performed by him one by one, and identify
the Knowledge, Attitudes, and Skills required to perform each of
these.
Consolidate the list.
Present it to a role set group or a special task force constituted
for that role.
Edit and Finalize.
134. What Language to Use?
Use Technical language for technical competencies. For
example: knowledge of hydraulics.
Use business language for business competencies. Example:
Knowledge of markets for watch business or Strategic thinking.
Use your own language or standard terms for Behavior
competencies. Example: Ability to Negotiate, Interpersonal
sensitivity, Sales techniques. Too technical and conceptual
knowledge align to the organization and people may create
more problems than help
135. HRD Audit
HRD audit is a comprehensive evaluation of the current HRD
strategies, structure, systems, styles and skills in the context of
the short- and long-terms business plans of a company. It
attempts to find out the future HRD needs of the company after
assessing the current HRD activities and inputs and thus
proving to be an effective tool for the organization development
process.
136. How is Human Resource Analysis Done?
Human Resource Audit
Purpose:
To identify the size, skills and structure surrounding
current employees and
to identify future human resource needs of the
organization
Question Answered:
Are the human resources a strength or a
weakness?
137. The Audit: Principles
Obtain some basic information on the people and
policies involved in the organization
Explore in detail the role and contribution of the human
resources management function in the development of
strategy
138. The Audit: Contents
People in the Organization
Role and Contribution of HR strategy
139. HR Audit: People in the organization
Employee numbers and turnover
Organization structure
Structures for controlling the
organization
Use of special teams, e.g. for
Innovation
Level of skills and capabilities
required
Morale and rewards
Employee and industrial
relations
Selection, training and development
Staffing levels
Capital investment/employee
Role of quality and personal service
in delivering the products or services
of the organization
Role of professional advice in
delivering the product or service
140. Role & Contribution of HR Strategy
Relationship with strategy
Key characteristics of HR strategy
Consistency of strategy across different levels
Responsiveness of HR strategy in leading change in
the organization
Role of HR strategy in leading change in the
organization
Monitoring and review of HR strategy
Time horizon for operation of HR strategy
141. What the Audit Achieves
Provides information that is useful in deciding how
feasible a strategy is
Identifies any human resource “gaps” (human
resources necessary for a proposed strategy minus the
current state of human resources)
Allows the organization to “benchmark” their
performance against other organizations (benchmark is
a process of comparison)
142. Human Resources as a CSF
Critical Success Factor (CSF) = a reason why one
organization is superior to another
HR can be a CSF if employees have unique skills
143. The HR audit is based on the following premise
The Vision and Mission of the Organization:
The Audit consultants are able to formulate their strategies
based on these objectives. They also analyze the
competencies that the organization will need to achieve
these targets whether long term or short term.
The consultant breaks down these organization level
competencies to individual skills to be developed at various
levels. These competencies may deal with various aspects
like technical, conceptual or people management skills
144. Current competencies available in the company
This is generally done through examining the details of the
employees like their qualifications, job descriptions, training
undertaken, thus basically trying to identify the skill level of the
employees at various levels.
Organization process documents like performance appraisal
feedback and training need identification provide additional
information on this.
Departmental heads and other employees provide insights
into the competency and other skill requirements.
145. Available HRD systems that help build the competency levels required
achieving the long-term goals or the short-term goals.
These provide details for the HRD Systems maturity
score in the HR scorecard.
The existing HR processes tell the auditors the maturity
level of the process that is studied in detail to ensure
the availability, utilization and development of skills in
the organization.
146. Effectiveness of the HR systems and process
The presence of the HRD systems is not sufficient to achieve
success. These processes also need to be efficient. Example:
An organization may have an excellent Exit interview system in
place. But if the feedbacks from the Exit interviews are not
utilized for improving organization systems then the Exit
interview process is of no use and becomes redundant over a
period of time.
The exit interview should give inputs for training needs or
improving people management skills or compensation policies
in some cases.
147. Ability of the existing HR structure in managing the HR
process and policies
The consultants identify whether the current HR
structure is sufficient to handle the pressure of the
future needs of the company. To implement any OD
intervention or handle any Change management
exercise the HR task force has to be at its best with all
the required tools of competencies and skills.
148. Leadership styles of the Management team
The senior manager leadership style is very important
for any change process and implementing the HR
audit. It is necessary that their management style
facilitate in creating a learning organization. The
leadership styles define the culture of the organization
149. The HR audit process
Auditing a human resource department is a systematic
process that involves at least two steps:
Gathering information to determine compliance, effectiveness, costs
and efficiencies.
Evaluating the information and preparing a written report, with an
action plan based on exposures, priorities and a timeline for
instituting changes. In order to reduce exposure to legal liability,
some changes will need to be implemented immediately, while others
can be completed in three to six months.
150. Immediate benefits of an HR audit
Very typically, small to medium-size companies realize
almost instant cost savings once an audit is complete
and changes are implemented. For example:
Correcting benefit premium errors and overpayments can
generate many thousands of dollars in savings.
Examining the effectiveness of recruitment
151. A small or medium-size firm also may benefit from using an HR
audit to:
Study retention and turnover, employing a neutral party to solicit honest
feedback from employees, and allowing the company to develop an
action plan.
Examine the company's foundation for its compensation philosophies
and develop an objective method of grading jobs, with new ranges that
are market-competitive and internally equitable.
Improve employee communication and ensure that the HR department is
accessible.
Identify opportunities to outsource areas within human resources that
offer more value to the company
155. A Challenging Situation
Employee faith and loyalty in organizations dropping!
40% of employees feel unappreciated
1 in 3 workers are unhappy and not engaged
“not feeling appreciated” may be the #1 reason people leave a
job
61% of employees received no meaningful praise in the past
year
156. 78% of employees feel it is very important to be
recognized by their manager
“I now perceive one immense omission in my
psychology – the deepest principle of human nature is the
craving to be appreciated.”
William James
“I can live for two months on a good compliment!”
Mark
Twain
Who needs appreciation?
157. Informal Recognition: Building A Culture
Understand organizational goals/values
Determine the goals of the recognition initiative
Know your staff better
“How to do it”– every day
Look for recognition opportunities
“Thanks”, praise and feedback
158. Organisation’s Goals / Values
What values and goals does the organization want to promote?
Relative importance?
Relative impact?
What specific values and goals will be addressed with
recognition efforts?
159. Potential Initiative Goals
Create a positive work environment 80%
Create a culture 76%
Motivate high performance 75%
Reinforce desired behaviors 75%
Increase morale 71%
Support organizational values/goals 66%
Increase retention 51%
Encourage loyalty 40%
Others – communication, teambuilding, focus
NAER 2003 Recognition Survey
160. Recognition Follies
better people skills technical achievements
If we want Why do we often recognize
innovative thinking
employee development
Remember you get what you recognize!
“no mistakes”
tight control over
resources
161. Potential Benefits
Positive workplace…
Support of organization’s
goals…
Increased retention
Higher performance
More innovation/better
economics
162. Potential Benefits
Positive workplace…
Support organization’s
goals…
Increased retention
Higher performance
More innovation/better
economics
Increased self-esteem
An employee who feels
more valued
A more committed,
engaged analyst
Strengthened bond
between the analyst and
manager
A more focused manager
163. Know Your Analysts
What are their professional and personal goals?
What do they value?
Fit the recognition to their values
How do they want to be recognized?
164. Getting to know what your people want
Challenging, interesting work
A collegial work environment
Work that supports growth and personal achievement
Good communications and supportive relationships
Recognition for new promising ideas
Support for risk taking
Clearly integrated technical/business goals
165. “Good Recognition”
As immediate as possible
Specific
What did you see
How did it impact the situation or the organization
In a form meaningful to the employee
Provided in a way meaningful to the employee
Recognizes work in progress/efforts as well
Recognizes everyone including high performers
166. Effective Ways to Recognize
“Thanks!” including feedback
Employee involvement
Responsibility and authority
Employee development
The work itself
Attention
Professional recognition
167. Highly Valued Forms of Recognition
4. More authority
3. More responsibility
2. Personal praise
1. Manager’s support and involvement
168. Employee Involvement
Ask for their opinions and ideas
Implement their ideas whenever possible
Include them in planning and decision making
Provide as much information as possible
Let them represent the lab
Suggest participation on special teams and committees
169. Responsibility/Authority
More freedom to work independently
More opportunities to self-manage
Higher levels of responsibility
Empowerment to make more decisions
Ability/responsibility to improve processes
170. Employee Development
Provide opportunities to fulfill their own goals – not just follow
organizational dictates
Freedom to work more independently
Formal training opportunities
In or out-of-house
Let them use the new skills immediately
Let them brief others
Recognize individual talents when assigning work
172. Recognition Using Feedback
Feedback is a powerful form of praise
Addresses important values of challenging work and excellent
performance
Shows your concern and interest
Positive AND constructive messages
“…can’t have one without the other”
Enhances intrinsic motivation
A positive cycle of excellent work leading to higher motivation from the
work leading to higher performance….
173. ALMA Roundtable – Insights
“Thanks” is highly effective if reinforced over time
Recognition must be sincere, timely, appropriate
Tailor the recognition/reward
The more personal the better
Show appreciation in various ways
Personal notes
Pass along or post messages of appreciation
Post successes
“Recognition/rewards are not motivators, but they keep motivated people
from becoming de-motivated”
174. Potential Obstacles?
Managerial behavior
Mismatch with environment/culture
Expectancy/reinforcement theory
Recognizing the wrong behavior or value
Intrinsic motivation – the Pareto 20%
175. Measuring Success
1. Response to surveys
2. Performance development meetings
3. Retention rates
4. Exit interviews
#3 and #4 – highly accurate data, too late and likely
“NO”
ALMA Roundtable 2005
176. Why Do Rewards Fail?
Often punish/undermine relationships
Undermine interest in the task itself
Reduce risk taking
Undermine attempts to solve problems
Alfie Kohn
Out with carrot & stick psychology!
177. Choice, Collaboration & Content
Choice – participative management style
Collaboration – opportunity to interact with analysts of similar skills
and work ethic
Content
What work they perform
How they perform their work
Environment
These suggestions on recognition directly address Kohn’s
concerns, fit with his suggestions and should lead to more-satisfied
analysts.
178. A Closing Thought
“…the best success we can have in getting managers and
supervisors to recognize employees more often is less a
function of awareness of the importance of recognition and the
skills of providing recognition and more a function of getting
managers to personally experience the power of recognition.”
Bob Nelson
The first step in human resource planning is forecasting.
The primary goal is to predict which areas of the organization will experience labor shortages or surpluses.
Identifying the competencies that will help us anticipate new ways of perceiving and thinking about complex problems should be our foundation as we strive for relevance, usefulness and quality in our educational programs.
Gallop - correlation between recognition efforts and productivity, financial performance, and improved safety records
as many goals as there are organizations – another is increase teamwork
Several FOCUS efforts of employees There is a reference – change VALUES not behaviors
This is really getting to know your staff - step #3 need to talk about org’s values and goals first
Likely add a duplicate slide after recognition follies starting with intrinsic motivation?
RR-17 field of wheat analogy?
Others you might use – customer surveys, productivity, progress toward organization’s goals/values