This document discusses human resource development (HRD). It defines HRD as activities designed by an organization to provide members with skills to meet current and future job demands. HRD emerged as employee needs extended beyond training to include coaching, group work, and problem solving. HRD is one function within human resource management (HRM) which encompasses functions like planning, staffing, compensation, and employee relations. Key HRD functions include training and development, organizational development, and career development. The document outlines frameworks for strategic HRD and the HRD process.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It describes the emergence of HRD beyond just training, to include coaching, group work, and problem solving.
The relationship between HRM and HRD is explored, with HRD defined as one function of HRM. Primary HRM functions include planning, staffing, compensation, and development. Secondary functions involve job design and performance management. Specific HRD functions involve training, organizational development, and career development.
The strategic role of HR and HRD is discussed in terms of viewing employees as assets, driving business strategy, and spanning organizational functions. Finally
Human Resource Development (HRD) involves organized learning activities within an organization to improve job performance, personal growth, and the organization. The objectives of HRD include continuously developing human resources for better performance, providing development opportunities for employees, and meeting training needs. HRD functions encompass providing skills training, identifying training needs, competency mapping, and organizational development activities. HRD is needed due to business, technological, organizational, social, and legal changes that generate new training demands and skill requirements.
HRM plays a key role in organizational effectiveness. It is responsible for implementing people practices like recruitment, learning and development, and performance management to build workforce capabilities. This includes employee engagement, competencies, and leadership. HRM also contributes to the organization's key performance drivers and objectives by developing high-quality internal processes and resources to help the organization achieve its strategic goals. Measuring organizational effectiveness requires considering multiple perspectives like whether goals are met, resources obtained, and stakeholders satisfied. HRM is central to organizational effectiveness as it is responsible for advising on and executing initiatives to reduce issues like high turnover and ensure business continuity.
Human Resources Management notes-Unitt-I-BBA-III-SEM-Osmania UniversityBalasri Kamarapu
This document provides an overview of human resource management. It discusses managerial functions like planning, organizing, directing, and controlling. It also outlines operative HR functions such as recruitment, training, remuneration, motivation, and separation. Additionally, it compares personnel management and HRM, discusses strategic HRM and the roles of HR managers, and examines the impact of globalization on HR policies and practices.
This document discusses human resource management and human resource development. It begins by defining HRM and HRD, noting that HRD is a function within HRM. It then covers HRM practices, the impact and role of HRM, responsibilities of HR departments, and supervisors' involvement in HRM. The document also discusses high-performance work systems and how strategic business issues affect HRM. Finally, it examines the changing nature of employment relationships and covers various HRD functions like training, organizational development, and career development. It concludes by looking at challenges for HRD like a changing workforce, competing globally, eliminating skills gaps, and the need for lifelong and organizational learning.
Human resource development (HRD) involves planned activities designed to provide organizational members with necessary skills. It evolved from apprenticeship programs, vocational education, and factory schools. HRD aims to develop employees through training, organizational development, and career development. Effective HRD follows a process of needs assessment, design, implementation, and evaluation.
Human resource development (HRD) involves systematic activities designed to provide organizational members with the necessary skills to meet current and future job demands. The objectives of HRD include continuously developing human resources for better performance, providing employees opportunities for development at different levels, and preparing new employees to competently perform their work with excellence. HRD also aims to assist customers in better utilizing equipment through employee training and promote a culture of innovation, respect, and personal growth.
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and environments. HRD involves developing employee skills and aligning HR practices with business strategies. The goal is to build human capital and develop the workforce so that both employees and the organization can achieve their goals. HRD activities include training, coaching, performance management and organization development.
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and environments. HRD involves developing employee skills, knowledge, and abilities through training programs, career development opportunities, and performance management. The goal of HRD is to build a superior workforce to help both employees and the organization achieve their work goals and serve customers.
The document provides an introduction to human resource development (HRD). It discusses why HRD is essential due to changing organizational needs and environments. HRD involves developing employee skills and aligning HR practices with business strategies. The goal is to build human capital and develop the workforce so that both employees and the organization can achieve their goals. HRD activities include training, career development, coaching, and organizational development.
The case discusses improvements to safety management at Oneida Silversmiths. Oneida adopted an organizational approach to safety that included establishing safety committees, conducting risk assessments, implementing training programs, and tracking safety metrics. This systematic approach led to significant reductions in injuries, from 7.3 injuries per 100 workers to 1, and reductions in lost time incidents from 137 to fewer than 50 per year. The improved safety management contributed to higher efficiency, lower costs from fewer accidents, and an improved public image for Oneida.
Strategic human resource management involves aligning HRM policies and programs with organizational strategy to produce the competencies and behaviors needed to achieve strategic goals. It is important to integrate HRM into the strategic planning process from the start. HRM can contribute to growth, profits, and survival through strategic planning that identifies strengths, weaknesses, opportunities, and threats. Both internal factors like organizational culture and goals, as well as external factors like economic conditions and laws influence HRM programs.
Strategic human resource management involves aligning HRM policies and programs with organizational strategy to produce the competencies and behaviors needed to achieve strategic goals. It is important to integrate HRM into the strategic planning process from the start. HRM can contribute significantly if it takes a strategic approach with a long term focus and considers both internal factors like organizational culture and goals as well as external factors like economic conditions and government regulations. The ARDM model provides a framework for acquiring, rewarding, developing and maintaining employees in a way that matches people to activities and accomplishes organizational objectives.
Changing role of hrd within organisationsBibin Ssb
HRD aims to continuously develop employee competencies to achieve organizational goals. It maximizes similarity between individual and organizational goals to develop an organizational culture of collaboration. HRD covers all employee levels and categories through a continuous, planned process of improving skills, knowledge, values and commitment based on present and future job requirements. It helps management develop strategic plans, streamline practices, strengthen recruitment and training, increase focus on competencies, and strengthen accountability. A learning organization facilitates organizational learning through a supportive environment, concrete learning processes, and leadership that reinforces learning. The role of HRD is changing to support the business, learning, knowledge sharing, training coordination, and developing new HRD practices.
The document discusses strategic human resource development (HRD) and its importance in organizations. It provides an overview of key topics related to HRD including learning and training, organizational development, and the components and goals of HRD. It also discusses how strategic HRD is aligned with organizational strategies and can help improve performance by developing employee skills and knowledge to support business goals. Barriers to strategic HRD implementation include a lack of incentives for organizations and individuals to invest in development and a short-term focus instead of strategic, long-term thinking.
Effects Of Hr Practices On Organizational PerformancePatricia Johnson
The document discusses how effective human resource practices can benefit an organization, noting that recruitment and selection, employee relations, and compensation and benefits are key HR disciplines where best practices can provide the highest return on investment. It also defines human resource management as the logic, systems, strategies, and practices related to managing an organization's employees in a way that engages, develops, motivates, and retains a high-performing workforce to achieve organizational success. The document appears to analyze HR practices at Nestle Bangladesh Ltd.
Human resource planning is a process that ensures an organization has the right number and type of employees with the necessary skills to achieve its strategic objectives. It involves assessing current workforce needs, projecting future demand and supply of labor, and developing strategies to address shortages or surpluses. Key aspects of HR planning include succession planning, developing forecasts of labor needs, and predicting internal and external labor supply. HR planning is linked to the organization's overall strategic planning process. Job analysis is a systematic process that defines the tasks, responsibilities, skills and working conditions of a specific job.
This document discusses different leadership styles including autocratic, bureaucratic, democratic, coercive, transactional, transformational, and laissez-faire. It provides descriptions of each style, when each style may be most effective to use, and examples of leaders who embody each style. Additionally, it briefly references other leadership theories including Theory X and Y as well as Hersey-Blanchard's Situational Leadership theory. The overall document aims to define and compare different leadership approaches.
This document provides guidance on planning effective training programs. It discusses assessing needs, designing objectives and outcomes, developing content and activities, implementing engagement strategies, and evaluating impact. Key points include:
- Training objectives should be specific, measurable, achievable, realistic and time-bound (SMART) to clearly define expected outcomes.
- Needs assessment identifies gaps in knowledge and skills to address. Pre- and post-training evaluations measure effectiveness.
- Lesson plans map the design, including introduction, activities, and assessment of learning objectives.
- Engaging learners through interaction, examples, and questioning helps apply material in a job context. Feedback further improves training quality.
The document provides guidelines for conducting negotiations. It discusses preparation, such as assessing the negotiation situation and styles, identifying interests, and determining targets and alternatives. When negotiating, establish confidence, recognize tactics, and be willing to take risks. Various tactics are described for opening, making concessions, building agreement, and closing a deal. Getting commitment through rituals and accountability is important after reaching an agreement.
Management theories have evolved over time from classical, human relations, and quantitative approaches to modern approaches. The classical approach focused on developing universal principles, scientific management, and bureaucratic organizations. The human relations approach established that human/social factors are important based on the Hawthorne Studies. Modern approaches recognize that no single theory applies to all situations and emphasize contingency thinking based on analyzing each unique situation.
The document discusses different organizational structures and their effects on employee behavior. It describes a functional structure as having a top-down hierarchy with standardized jobs and rules that promote efficiency but inhibit creativity. A team structure decentralizes authority and promotes initiative, creativity, and job satisfaction. A divisional structure segments the company into independent business units, while a matrix structure combines functional and divisional approaches. Conflicts can arise from insular behavior between departments with different interests.
The document discusses various aspects of workplace conflict such as definitions, causes, types, and models for managing conflict. It describes different types of conflict including intra-individual, interpersonal, inter-group, and organizational. Several conflict management styles are presented including avoiding, accommodating, compromising, and collaborating. Transactional analysis concepts like ego states, life positions, and stroking are introduced for understanding interpersonal dynamics. Assertiveness is discussed as an important skill for effective conflict resolution.
Human Resource Management involves functions like recruitment, selection, training and development that deal with an organization's human resources or people dimension. The scope of HRM spans from the entry to exit of employees.
Some key functions and objectives of HRM include supplying competent and willing employees to the organization, being socially responsible and compliant with legal regulations, ensuring organizational effectiveness through strategic planning and employee development, and supporting employees' careers and training. Many companies now outsource various HR activities like recruitment and training.
The context of HRM includes external factors like political, legal and economic conditions, as well as internal factors within the organization like its culture, unions and professional bodies. Analyzing these contexts helps HR adopt a proactive approach
This document discusses organizational change and development. It begins by defining organizational change as a modification to an organization's structure, processes, or products that significantly impacts work and staff. Changes can include alterations to structure, operations, roles, or working conditions/environment. Forces driving change include both external factors like technology and internal factors like managerial changes. The document then examines the process of change management and types of changes. It also discusses sources of individual and organizational resistance to change and tactics for managing resistance like communication, participation, and negotiation. Finally, it provides an overview of organizational development as a planned educational strategy for change using sensitivity training and collaboration between internal/external change agents.
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2. 2
Definition of HRD
A set of systematic and planned activities designed
by an organization to provide its members with the
necessary skills to meet current and future job
demands.
3. 3
Emergence of HRD
Employee needs extend beyond the training
classroom
Includes coaching, group work, and problem solving
Need for basic employee development
Need for structured career development
4. 4
Relationship Between HRM and HRD
Human resource management (HRM) encompasses
many functions
Human resource development (HRD) is just one of
the functions within HRM
5. 5
Primary Functions of HRM
Human resource planning
Equal employment opportunity
Staffing (recruitment and selection)
Compensation and benefits
Employee and labor relations
Health, safety, and security
Human resource development
6. 6
Secondary HRM Functions
Organization and job design
Performance management/ performance appraisal
systems
Research and information systems
8. 8
Training and Development (T&D)
Training – improving the knowledge, skills and
attitudes of employees for the short-term,
particular to a specific job or task – e.g.,
Employee orientation
Skills & technical training
Coaching
Counseling
9. 9
Training and Development (T&D)
Development – preparing for future responsibilities,
while increasing the capacity to perform at a
current job
Management training
Supervisor development
10. 10
Organizational Development
The process of improving an organization’s
effectiveness and member’s well-being through the
application of behavioral science concepts
Focuses on both macro- and micro-levels
HRD plays the role of a change agent
11. 11
Career Development
Ongoing process by which individuals progress
through series of changes until they achieve their
personal level of maximum achievement.
Career planning
Career management
13. 13
Critical HRD Issues
Strategic management and HRD
The supervisor’s role in HRD
Organizational structure of HRD
14. 14
Strategic Management & HRD
Strategic management aims to ensure
organizational effectiveness for the foreseeable
future – e.g., maximizing profits in the next 3 to 5
years
HRD aims to get managers and workers ready for
new products, procedures, and materials
15. 15
Supervisor’s Role in HRD
Implements HRD programs and procedures
On-the-job training (OJT)
Coaching/mentoring/counseling
Career and employee development
A “front-line participant” in HRD
16. 16
Organizational Structure of HRD
Departments
Depends on company size, industry and maturity
No single structure used
Depends in large part on how well the HRD
manager becomes an institutional part of the
company – i.e., a revenue contributor, not just a
revenue user
17. 17
Sample HRD Jobs/Roles
Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist
Instructor/Facilitator
Individual Development and Career Counselor
Performance Consultant (Coach)
Researcher
18. 18
HR’s strategic role
Employees as organisation’s assets
Driving business strategy
Spanning organizational functions
HRD Deliverables:
Performance
Capacity Building
Problem solving/consulting
Org. change and development
19. 19
Strategic HRD
Integration of HRD with strategy formulation and
implementation
Long-term view of HR policy
Horizontal integration among HR functions
Vertical integration with corporate strategy
SHR as core competitive advantage
20. 20
Firm Capitals
Human Capital
Knowledge, skills, abilities of individuals
Social Capital
Relationships in social networks
Structural, cognitive, relational dimensions
Intellectual capital
Knowledge and knowing capability of social
collectivities
Procedural/declarative; tacit/explicit; individual/social
Value and Uniqueness of capitals
21. 21
Multiple Roles for HR (Ulrich, 1997)
Future/Strategic Focus
Day-to-day/Operational Focus
Processes People
Mgmt of SHR Mgmt of Trans-
Formation/Change
Mgmt of Firm
Infrastructure
Mgmt of Employee
Contributions
22. 22
Definition of HR Roles
Role/Cell Deliverable/
Outcome
Metaphor Core Activity
Mgmt of SHR Executing corp.
strategy
Strategic Partner Aligning HR and bus.
Strategy
Mgmt of Firm
Infrastructure
Building an efficient
infrastructure
Administrative
Expert
Reengineering org.
Processes
Mgmt of Employee
Contributions
Increasing employee
commitment and
capability
Employee Champion Providing resources
to employees
Mgmt of
Transformation/Cha
nge
Organizational
renewal
Change Agent Managing
transformation and
change,
23. 23
Importance of Human Resources
Human resources are an important part of the
value chain
They can be unique, and thus a source of core
competence in an organization
If a core competence is related to HR, then HR can
contribute to competitive advantage
24. 24
Strategic Analysis of HR: Purpose
People related strategies may be important to new
strategy (for example, a change in the way the
organization does business)
In today’s technologically complex business world,
analysis of existing human resources is important in
order to determine what options are available
The network of people within an organization and
their relationships with people can be an important
part of strategy
25. 25
HR and Sustainable Competitive Advantage
In some industries, people are the most important
factor in success
- advertising and creative development
- leisure and tourism
- management consulting
- hospitals and medical professions
The adaptability of people to changing environments
is an important skill
“The ability to learn faster than your competitors
may be the only sustainable advantage” – Arie De
Geus, former head of planning at Royal Dutch Shell
26. 26
Challenges for HRD
Changing workforce demographics
Competing in global economy
Eliminating the skills gap
Need for lifelong learning
Need for organizational learning
27. 27
Competing in the Global Economy
New technologies
Need for more skilled and educated workers
Cultural sensitivity required
Team involvement
Problem solving
Better communications skills
28. 28
Need for Lifelong Learning
Organizations change
Technologies change
Products change
Processes change
PEOPLE must change!!
30. 30
Need for Organizational Learning
Organizations must be able to learn, adapt, and
change
Principles:
Systems thinking
Personal mastery
Mental models
Shared visions
Team learning
31. 31
Senge suggests top managers follow several steps to build in
learning:
Personal Mastery: managers empower employees and allow them to
create and explore.
Mental Models: challenge employees to find new, better methods to
perform a task.
Team Learning: is more important than individual learning since most
decisions are made in groups.
Build a Shared Vision: people share a common mental model of the
firm to evaluate opportunities.
Systems Thinking: know that actions in one area of the firm impacts all
others.
Creating a Learning Organization
32. 32
A Framework for the HRD Process
HRD efforts should use the following four phases
(or stages):
Needs assessment
Design
Implementation
Evaluation
37. 37
Evaluation Phase
Determining program effectiveness – e.g.,
Keep or change providers?
Offer it again?
What are the true costs?
Can we do it another way?
39. 39
Motivation
The force within us that activates our behavior.
It is a function of three distinct components,
Intensity, Direction, and Persistence.
Intensity Persistence
Direction
Motivation
40. 40
Motivation - Intensity
Intensity refers to the amount of mental and
physical effort put forth by the person.
Persistence
Direction
Motivation
Intensity
41. 41
Motivation - Direction
The extent to which an individual determines
and chooses efforts focused on a particular
goal.
Intensity Persistence
Direction
Motivation
42. 42
Motivation - Persistence
The extent to which the goal-directed effort is
put forth over time.
Intensity Persistence
Direction
Motivation
43. 43
Motivation: Intrinsic vs. Extrinsic
Intrinsic
When doing the job is
inherently motivating
Extrinsic
When rewards such as pay
and formal recognition
act as motivators
44. 44
Two Basic Categories of Rewards
Compensation Rewards:
Those given in return for acceptable
performance or effort. They can include
nonfinancial compensation.
Non-Compensation Rewards:
Those beneficial factors related to the work
situation and well-being of each person.
45. 45
Types of Rewards
Intrinsic Extrinsic
Motivation
Pay
Promotion
Sense of
Accomplishment
Personal Growth
Opportunities
Recognition
Job
security
46. 46
Financial Compensation: Straight Salary
Advantages
- Salaries are simple to administer
- Planned earnings are easy to project.
- Salaries are useful when substantial
development work is required.
Disadvantages
- Salaries offer little incentive for better
performance.
- Salaries represent fixed overhead.
47. 47
Financial Compensation: Pay for Performance
Reward Systems in most cases should be consistent
with other HR systems.
The Reward System is a key driver of:
HR Strategy
Business Strategy
Organization Culture
48. 48
Need for Consistency with Other HR Systems
Culture
Performance
Management
Employment
Training
Labor
Relations
Rewards
Overtime
pay rules
in
contract
Sign-on Bonus
Merit Pay
Merit pay
reinforces
performance
culture
Skill-based pay
49. 49
Financial Compensation: Performance Bonuses
Advantages
- Organization can direct emphasis to what it
considers important.
- Bonuses are particularly useful for tying rewards
to accomplishment of objectives.
Disadvantages
- It may be difficult to determine a formula for
calculating bonus achievement if the objective
is expressed in subjective terms.
50. 50
Non-financial Compensation
Opportunity for Promotion:
The ability to move up in an organization along
one or more career paths
Sense of Accomplishment:
The internal sense of satisfaction from
successful performance
51. 51
Non-financial Compensation
Opportunity for Personal Growth:
Access to programs that allow for personal
development (e.g., tuition reimbursement,
leadership development seminars)
Recognition:
The informal or formal acknowledgement of a
desired accomplishment
Job Security:
A sense of being a desired employee that comes
from consistent exceptional performance
52. 52
Understanding Reward & Recognition
Definitions:
A reward is an item or experience with monetary value that
is provided for a desired behavior or performance, often
with accompanying recognition
Recognition is a positive consequence provided to a person
for a behavior or a result in the form of acknowledgement,
approval or the expression of gratitude
“Recognition” is more of an activity or an association (a
social or interpersonal activity) while a “Reward” is more of
a thing (Money, Merchandise, Trophy, Travel etc)
53. 53
Why Reward & Recognise employees
By valuating and recognizing people, you harness the power
of motivation, which is the single most powerful strategy
used to promote performance and positive behaviors
Drives Stretch in Performance
Enhances aspirations and creates Motivation
Feeling Valued
Builds Self Esteem and sense of Belonging
Improves Individual Attitudes
54. 54
Reward is a Right; Recognition is a Gift…..
* Gerald Ledford Jr. and Peter LeBlanc, World at Work 9, no.3 (Q3 2000):1-11
Rewards at work
Direct Financial (pay)
Indirect Financial (benefits)
Work Content (work)
Careers (development)
Affiliation (feeling of
belonging)
Study results: Surprisingly,
all 5 types of rewards were
considered equally
important….
Recognition
Praise
Time
Toys, Trophies & Trinkets
Fun, Freedom & Food
Small Money
Others
Common thread – Genuine,
positive, emotion
55. 55
What is Recognition?
“Recognition is any thought, word, or deed towards making
someone feel appreciated for who they are and recognized
for what they do.” 1
“Recognition can be a strategic tool for shaping behavior and
moving an organization in a desired direction.” 2
“Recognition is something a manager should be doing all the
time—it’s a running dialogue with people.” 3
1 “Making Recognition a Daily Event” by Roy Saunderson, Recognition Management Institute
2 “A Culture of Recognition; Building a System to Celebrate Great Performance” by Rhonda
Sunnarborg, BI Business Improvement Series
3 Ron Zemke, Training magazine
56. 56
Why Focus on Recognition?
Employees identify recognition as one of the most effective
motivators1
Even small increases in supportive practices are associated
with decreased turnover and increased sales/profitability2
Employees who feel that their organization values them are
more likely to value their customers2
Appreciation and/or praise are among the top three drivers of
employee motivation and engagement across a variety of
industries and companies3
1 The Conference Board, 1999 HR Executive Review:
Employee Recognition Programs
2 Pfeffer 2001 study
3 Hewitt Associates
57. 57
Exercise
You are the HR Manager of an FMCG organisation
which has 400 employees at their HO.
You have been asked to develop an R&R program
for your organisation to keep employees engaged
and motivation levels high.
A separate budget would be provided for the R&R
activities.
You and you team has to design a program and
present it to your leadership team.
59. 60
What is Diversity?
In simple terms, diversity is "otherness," or those
human qualities that are different from our own
and outside the groups in which we belong. There
are various qualities that differentiate one
individual from the next.
60. 61
Elements of Diversity
Age
Gender
Ethnicity
Race
Physical Ability
Sexual Orientation
Physical Characteristics
Income
Education
Marital Status
Religious Beliefs
Geographic Location
Parental Status
Personality Type
62. 63
Principles of Diversity Management
Establish a business strategy for effectively
managing a diverse workforce
Create a positive work environment
Promote personal and professional development
Empower all people to reach their full potential
Remove barriers that hinder progress
Ensure equal opportunities and prevent
discrimination
63. 64
Creating an Organization That Can Manage Diversity
Organizational vision
Top management commitment
Auditing and assessment of needs
Clarity of objectives
Clear accountability
Effective communication
Coordination of activity
Evaluation
64. 65
Techniques for Managing Diversity
Managing diversity training programs
Core groups
Multicultural teams
Senior managers of diversity
Targeted recruitment and selection programs
65. 66
Techniques for Managing Diversity
Compensation and reward programs tied to
achieving diversity goals
Language training
Mentoring programs
Cultural advisory groups
Corporate social activities that celebrate
diversity
66. 67
Managing diversity effectively
Greater range of perspectives, ideas, and
creativity.
Better problem definition, generation of
alternatives, and decisions.
Greater potential of developing a high
performance team.
Greater resilience in dealing with escalating
demands.
67. 68
Mismanaging diversity
Disrupts development of trust, constructive
working relationships, arriving at consensus &
agreement.
Stereotyping of other members and sub grouping
along cultural lines.
Misunderstanding and disruptive communication.
Low levels of efficiency, effectiveness &
productivity
68. 69
Unintended Results of Managing Diversity
Programs that focus on encouraging certain groups
may create feelings of unfairness or exclusion in
others
Giving preferential treatment to certain groups may
stigmatize their members
Increasing diversity without recognition and
rewards for the new members can create
organizational tension
69. 71
Implications for Managers
Managing a diverse workforce is an important
part of an international manager’s job
Must understand the impact of diversity and
know how to utilize
Realize different cultures view diversity
differently and consider impact on manager
70. 72
Potential Benefits of an Effective Diversity
Management Program
Improve organizational performance
Help prevent unlawful discrimination or harassment incidents
Improve workplace relations
Build more effective work teams
Improve organizational problem solving
Improve customer service
Enhanced recruitment efforts
72. 74
Possible barriers in the organization that
prevent a more balanced workforce?
Limiting area of consideration
Lack of diversity at the senior ranks
Categorizing people into certain positions
Always recruiting from same source
Grooming/developing only one person
74. 76
The Value of Mentoring
Without regard to race, gender, religion,
national origin ….
Inconvenience yourself to show someone
else the way
Unleash someone else’s potential
75. 77
Professional Development
Identify training and development needs for all
employees
Utilize Individual Development Plans
Rotational & Developmental Assignments
Rotate “acting” supervisor
76. 78
Diversity management is about full utilization of
people with different backgrounds and
experiences.
Effective diversity management strategy has a
positive effect on cost reduction, creativity,
problem solving, and organizational flexibility
78. 80
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?
79. 81
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
81. 83
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
82. 84
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
83. 85
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)
84. 86
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
86. 88
Coaching and Mentoring
These definitions indicate some overlap and
some differences between Mentoring and
Coaching. Mentoring is often seen as a longer
term process, for example offering support
during a career change such as induction or
becoming a senior manager.
87. 89
Mentoring
Mentoring is usually concerned with supporting
practitioners whilst they make a significant career
transition.
Mentoring in intended to be supportive of the
individual and occurs ‘at need’. Here the emphasis
is on ready and confidential access to a ‘critical
friend’ who can be used as a sounding board and
who offers a free form of advice.
88. 90
Coaching
Coaching is normally used to support the process of
reviewing established or emerging practices. It is
focused on innovation, change or specific skills.
Coaching is conceived as a more structured
learning process aimed at explicit professional
development in an agreed area of performance.
90. 92
If writers are more aware of their own writing
processes and what helps and hinders their writing
then they are more likely both to become more
confident writers and are able to support others in
their writing too. The same principles apply to leaders
and managers. The Mentor/Coach needs to be aware
of the ways in which Mentees/Coachees can focus on
themselves as learners.
The learner (the personal dimension)
91. 93
The learning (the transformational dimension)
In Mentoring and Coaching transformation or change comes about
through the learning conversation. The conversation enables the
process of Mentoring/Coaching in which there needs to be an
explicit focus on learning. Dennison and Kirk’s cycle of learning
(1990) is useful for this purpose.
This model can be
applied to developing
leaders and
managers ie:
understanding
themselves before
understanding
others!
92. 94
What Mentoring and Coaching is not
Mentoring and Coaching is not counseling although
some counseling skills may be used by the
Mentor/Coach. Learning conversations do not focus
on personal problems.
Neither is the learning conversation therapy
although the outcome of the conversation may
leave the person feeling up-lifted and may feel
their emotions have changed. But learning is
always the focus.
94. 96
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.
Any underlying characteristic required
performing a given task, activity, or role
successfully can be considered as
competency.
95. 97
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-concept
(Attitude)
Skills Knowledge
96. 98
Iceberg Model of Competencies
•Self-Image = attitudes and
values
•Traits = why and how we
behave a certain way
•Motives = what drives us, i.e.,
the need to seek achievement,
power/influence, affliliation
•Skills = a learned ability
•Knowledge = acquiring
information in a particular field
97. 100
Competencies in the Corporate World
Communication – without offending others
Critical Thinking – Seeing the Big picture
Ethics / Social Responsibility – Ethical behaviour
Information Technology – creativity optimization
Interpersonal Diversity – Being non-judgmental
Leadership
Managing Change
Self-managed Learning – self motivated
Teamwork – collaboration & impact of self
Technical know-how
98. 101
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
100. 103
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
101. 104
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
102. 105
Benefits of competency-modeling – HR Delivery
Matching of Individuals and Jobs
Employee Selection
Training and Development
Professional and Personal Development
Performance Measurement
Succession Planning
103. 106
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).
104. 107
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.
105. 108
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.
106. 109
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
108. 111
Assessment Centre
Assessment centers typically involve the
participants completing a range of exercises which
simulate the activities carried out in the target
job.
Various combinations of these exercises and
sometimes other assessment methods like
psychometric testing and interviews are used to
assess particular competencies in individuals.
109. 112
The theory behind this is that if one wishes to
predict future job performance then the best way of
doing this is to get the individual to carry out a set
of tasks which accurately sample those required in
the job and are as similar to them as possible.
The particular competencies used will depend upon
the target job but one will often find competencies
such as relating to people; resistance to stress;
planning and organising; motivation; adaptability
and flexibility; problem solving; leadership;
communication; decision making and initiative.
110. 113
AC Vs DC
Assessment centres usually –
have a pass/fail criteria
are geared towards filing a job vacancy
address an immediate organisational need
have fewer assessors and more participants
involve line managers as assessors
have less emphasis placed on self-
assessment
focus on what the candidate can do now
are geared to meet the needs of the
organisation
assign the role of judge to assessors
place emphasis on selection with little or
no developmental feedback and follow up
give feedback at a later date
involve the organisation having control over
the information obtained
have very little pre-centre briefing
tend to be used with external candidates
Development centres usually –
do not have a pass/fail criteria
are geared towards developing the
individual
address a longer term need
have a 1:1 ratio of assessor to participant
do not have line managers as assessors
have a greater emphasis placed on self-
assessment
focus on potential
are geared to meet needs of the individual
as well as the organisation
assign the role of facilitator to assessors
place emphasis on developmental feedback
and follow up with little or no selection
function
give feedback immediately
involve the individual having control over
the information obtained
have a substantial pre-centre briefing
tend to be used with internal candidates
111. 114
Types of Exercises
Group Discussions
In these, candidates are brought together as a
committee or project team with one or a number of
items to make a recommendation on. Candidates may
be assigned specific roles to play in the group or it may
be structured in such a way that all the candidates
have the same basic information. With this type of
exercise, and in common with other types of exercise,
it is of great benefit to ensure that you understand and
follow the instructions for the exercise.
112. 115
Types of Exercises
In Tray
This type of exercise is normally undertaken by candidates
individually. The materials comprise a bundle of
correspondence and the candidate is placed in the role of
somebody, generally, who assumed a new position or replaced
their predecessor at short notice and have been asked to deal
with their accumulated correspondence. Generally the only
evidence that the assessors have to work with are the
annotations which the candidates have made on the articles of
mail. It is important when undertaking such an exercise to
make sure that the items are not just dealt with, but that
clearly mark on the items any thoughts that you have about
them or any other actions that you would wish to put in train.
113. 116
Interview Simulations / Role Plays
In these exercises candidates meet individually with a role player or
resource person.
Their brief is either to gather information to form a view and make a
decision, or alternatively, to engage in discussion with the resource
person to come to a resolution on an aspect or issue of dispute.
Typically, candidates will be allowed 15 -30 minutes to prepare for
such a meeting and will be given a short, general brief on the
objective for the meeting.
In undertaking such an exercise you should consider carefully how you
want to spend the time in the meeting and plan accordingly. Although
the assessment is made mainly on the conduct of the meeting itself,
consideration will also be given to preparatory notes, thus it is useful
for any meeting plan or objectives that you set yourself for the
meeting to be clearly set out in your preparatory notes.
114. 117
In this type of exercise the candidate is presented with the
task of making a decision about a particular business case.
They are provided with a large amount of factual
information which is generally ambiguous and, in some
cases, contradictory.
Candidates generally work independently on such an
exercise and their recommendation or decision is usually to
be communicated in the form of a brief written report
and/or a presentation made to the assessors. As with the
other exercises it is important with this kind of exercise to
ensure that your thought processes are clearly articulated
and available for the scrutiny of the assessors. Of
paramount importance, if the brief requires a decision to
be made, ensure that a decision is made and articulated.
Case Studies / Analysis Exercises
115. 118
The above is meant as an illustrated list of the types of
exercises that may be encountered in an assessment
centre. Variations and permutations are almost infinite.
It is, however, worth remembering that there is a large
body of academic research which suggests that the
assessment centre is probably one of the most valid
predictors of performance in a job and, if correctly
structured, is probably one of the fairest and most
objective means of gathering information upon which a
selection decision can be based. From the candidate's
perspective it is important to be natural and to be oneself
when faced with an assessment centre, remembering
always that you can only be assessed on what you have
done and what the assessors can observe
116. 119
Exercise categorisation
Level 1: Administrative - suitable for a wide range of roles
including: secretarial and clerical staff, call centre staff,
frontline customer service roles
Level 2: Graduate - ideal for roles where there is no
requirement for significant organisational experience
Level 3: First line manager - primarily for new or junior
managers, or managers with little experience of people
management
Level 4: Middle manager - for experienced managers, including
familiarity with people management
Level 5: Executive - targeted at senior managers with
significant experience
117. 120
Design an Assessment Centre
Design of an assessment centre should reflect:
the ethos of the organisation
the actual skills required to carry out the job
potential sources of recruits
the extent to which recruitment is devolved to line
managers
the HR strategy.
118. 121
Design Criteria
The essential design criteria should include:
duration of the centre (one day might be insufficient
for more senior posts)
location (reality or ideal surroundings and
accessibility for candidates with disabilities)
number of candidates brought together (five may be
too few for comfort under observation and more than
eight gives problems in sharing the assessed time)
candidate background and comparability of past
experience
number, mix, and experience of assessors.
119. 122
Design Criteria
Essential and desired skills /competencies to be
matched to the techniques and tasks which test
them
Group exercises should be as real as possible
The tasks might need to encourage competitiveness
/collaboration
120. 123
Observers
There should be a number of senior observers/selectors
to ensure greater objectivity through a range of views.
Selectors must be trained to observe, record, classify
and rate behaviour and seek evidence accurately and
objectively against the job description and person
specification.
Selectors preferably should also have had some training
on interviewing skills and in managing diversity, and
have good listening skills.
Assessors might also be used to observe and comment
on behaviour although they do not necessarlity take
part in final selection decisions
122. 125
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
123. 126
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 ?
124. 127
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
125. 128
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
126. 129
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
127. 130
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
Objectives v/s Targets
128. 131
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
129. 132
S - Specific
M - Measurable
A - Attainable
R - Relevant
T - Time-bound
Objectives should be
130. 133
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
131. 134
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..
132. 135
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