hr management in practice

99
-Eman Elbana -Mohamed Yasser HR Management in Practice Presented by

Upload: mohamed-yasser

Post on 11-Aug-2014

1.772 views

Category:

Business


72 download

DESCRIPTION

Learn How To Practice HR Management Different Functions to Hire, Retain & Develop Best Talents in the Market. Components: - HR Purpose & Major Functions - Recruitment & Selection - Training & Development - Performance Management

TRANSCRIPT

Page 1: HR Management in Practice

-Eman Elbana -Mohamed Yasser

HR Management in Practice

Presented by

Page 2: HR Management in Practice

What is the purpose of HR function?

The popular purpose is:

Page 3: HR Management in Practice

What is the purpose of HR function?

The real purpose is:

A Supportive Function To:Hire, Retain, Develop the best talents to achieve organization’s goals.

Page 4: HR Management in Practice

•Personnel •Human Resources•Human Capital • Talent management

The Evolution of HR:

Page 5: HR Management in Practice

The Major Functions of HR:

What are the main responsibilities of HR?

Page 6: HR Management in Practice

The Major Functions of HR:

Page 7: HR Management in Practice

Recruitment & Selection:

-Personnel Planning-Job Analysis & Description-Recruitment-Selection

Page 8: HR Management in Practice

Training & Development:

-Training Process-Career Management

Page 9: HR Management in Practice

Performance Management:

Page 10: HR Management in Practice

Compensation & Benefits:

- Salary survey-Job evaluation -Grading System-Paying Salaries

Page 11: HR Management in Practice

Personnel & Employee Relations:

Page 12: HR Management in Practice

HR Needed Qualifications:

Page 13: HR Management in Practice

How To Be The Best?

-Stay Updated. -Stay Connected.-Stay Focused.-Plan Big, Achieve More.

Page 14: HR Management in Practice

How To get a job in HR?

-Network. -Network .-Network.-Show Your Value.

Page 15: HR Management in Practice

Don’t be afraid to Try HR.

Page 16: HR Management in Practice

Recruitment & SelectionHow To Recruit Top Talents ..

Presented by: Eman Elbana

Page 17: HR Management in Practice

Agenda• Learn• Enjoy

Page 18: HR Management in Practice

“Take our 20 best people away and I will tell you that Microsoft would become an unimportant company”

-Bill Gates

Page 19: HR Management in Practice

By the end of this module, YOU shall be able to:

Know how to recruit these 20 people

Page 20: HR Management in Practice

By the end of this module, YOU shall be able to:

Define the Recruitment and identify it’s process Define Job Analysis, its elements and uses Identify Methods for gathering Job Analysis Information Identify the types of Recruitment (advantages and disadvantages) Identify the Recruitment channels and process Identify purposes of Interview and the main types of selection interviews List and explain main errors that can undermine an interview’s usefulness Establish hiring criteria and build a competency model Deal with different mentalities Conduct an effective Interview (Prepare – Start – Manage – Close) Finish the Recruitment

Page 21: HR Management in Practice

Road Map

S Main Topics

1

Main Introduction

Personnel planning

Job analysis

2 Recruitment

3 Selection

Page 22: HR Management in Practice

What is Recruitment?

• The process of finding and hiring the best-qualified employees who have the skills to fulfill the organization’s needs.

• Simply … try to get the right person for the right job.

Page 23: HR Management in Practice

Important DefinitionsEmployment or personnel planning

The process of deciding what positions the firm will have to fill, and how to fill them.

Succession planningThe process of deciding how to fill the company’s most important

executive.

SourcingSourcing is the stage which encompasses candidate attraction.

SelectionA process involving a range of techniques & methods designed to help match, assess and select the most appropriate individual based on their

skills, knowledge and experience.

Page 24: HR Management in Practice

The Recruitment & Selection process

Page 25: HR Management in Practice

Job Analysis

Job description

Job specification Job analysis

Job requirements

Job competencies

• Knowledge, Skills and Abilities ( KSA)

• Duties, Tasks, and Responsibilities (DTR)

Page 26: HR Management in Practice

Job analysis

Recruiting and Selection Decisions

Training Requirements

Performance Appraisal

Job Evaluation-wage & Salary Decisions

(Comp & Ben)

Job description & job specification

Job analysis uses:

Page 27: HR Management in Practice

Qualitative methods for collecting Job Analysis Info.

Qualitative Methods

for Collecting

Job Analysis

Info.

Interviews

Observations

Diaries/Logs

Questionnaires

Page 28: HR Management in Practice

Road Map

S Main Topics

1

Main Introduction

Personnel planning

Job analysis

2 Recruitment

3 Selection

Page 29: HR Management in Practice

Types of Recruitment

Internal External

Page 30: HR Management in Practice

Advantages Vs. DisadvantagesTypes of

Recruitment Advantages Disadvantages

Internal

•Less cost and less time•Less training and orientation required•More accurate view of candidate’s skills•Candidates have a stronger commitment to the company “Motivate other employees”

•Other positions will be vacant•Failed applicants become discontented

External•Builds teams of HR experts•expand the pool of qualified candidates

•Cost to hire is high•More time consuming•More training and orientation required

Page 31: HR Management in Practice

6

Recruitment Channels

1

5

Advertising – (AIDA)

Website & Social Media

Campus Booth – Opening

Head Hunt

Outsourcing

Referrals4

3

2

Page 32: HR Management in Practice

AIDA Attention-Interest-Desire-Action.

1) Unique Job title

Page 33: HR Management in Practice

2) Company description

3) Job description & requirements

4) Call to action

Page 34: HR Management in Practice

Road Map

S Main Topics

1

Main Introduction

Personnel planning

Job analysis

2 Recruitment

3 Selection

Page 35: HR Management in Practice

Assessment Center | Selection process

Screening Applications | Resumes

Testing

Interviewing Candidates

Checking References and Background

SELECT

Page 36: HR Management in Practice

Recruiting yield pyramid

16% ● ● ● ● ● ●

75% ● ● ● ●

67% ● ● ●

50% ● ●

Recruiting yield pyramid The historical arithmetic relationships between recruitment leads and

invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.

Page 37: HR Management in Practice

Purpose of Interview• Selection Interview (evaluate candidates & market your

company)• Appraisal Interview• Exit Interview

Interviews formats• Structured • Unstructured

Page 38: HR Management in Practice

Types of Interview

Types of Interviews

One to one Interview

Panel Interview

Mass Interview

Case study Interview

On-Job Interview

Page 39: HR Management in Practice

Competency Model• Competencies Demonstrable characteristics of a person that enable performance of a

job.

• Definition Choose one definition for every competency.

• Behavioral Indicators “BIs” A behavioral indicator is used to provide an objective description of

the behavior that you might view from the candidate that provides evidence that they either have or do not have the competence that you are assessing.

• Assessment cases “Questions” You ask questions that elicit facts you want to know instead of

opinions to provide a comprehensive picture of the interviewee.

Page 40: HR Management in Practice

Types of Competencies• General Competencies (core) ……….… Activity• Technical Competencies (Functional) … Committee• Leadership Competencies ……………... Head of Committee

STAR technique• Situation• Task• Action• Result

Page 41: HR Management in Practice

Interview’s Questions

Situational interview

Behavioral interview

Job-related interview

Types of Questions asked

Stress interview

Page 42: HR Management in Practice

Iceberg Model Of Competencies

Page 43: HR Management in Practice

How to deal with different mentalities?

• Talkative (summaries what he said to stop him politely) • Aggressive (be cool with him and try to make him came

down and smile)• Silent (motivate him to speak)• Funny (use booker face)• Ego (ask him advanced questions and let him speak about his

disadvantages or you get it)• Liar (lying signs + STAR technique)

Page 44: HR Management in Practice

How to detect Lies?

Page 45: HR Management in Practice

How to tell the applicant about his Interview on phone?

• Say Hi• Introduce yourself• Tell him, his application is accepted• Tell him the time and place of the Interview• Ask him to bring a personal photo• Ask him if he has any questions• Summarize what you said again

Page 46: HR Management in Practice

How to prepare for the Interview?• Review the job description and competency based on interview.• Review your question bank and interview guide.• Review well the applicant Resume / application. • Have a paper and pencil to take notes.• Give yourself enough time between interviews. • Have a room conducive to an formal interview. • Go to get the person. • Shake hands.

Page 47: HR Management in Practice

How to start the interview?• Smile.• Begin with ice breaking.• Introduce yourself.• Start with general questions.• Ask the interviewee to tell you more about him self.

Page 48: HR Management in Practice

How to manage the interview?• Maintain eye contact• Take notes about every thing the interviewee says• Speak 30% of the interview and let the 70% for interviewee• Notice interviewee self confidence.• Focus on every word in the application and ask him about it.• Ask questions directly and in sequence from what he say.• Use STAR technique to evaluate the interviewee’s responses

and actions.• Do not help or motivate.• Control the interview and handle different mentalities.• Take care of your body language.

Page 49: HR Management in Practice

How to close the interview?• Thank the interviewee for his time.• Tell him about the result announcing time and way.• Ask him if he has any question about the interview and give him 2 min. to say

anything he didn’t mention during the interview.• Ask interviewee to evaluate the interview and evaluate you and himself during

the interview.• Thank him with smile and say nice to meet you.

Page 50: HR Management in Practice

Interview Result

1) You will call him and say “congrats” … You accepted to be one of us.

2) Start the Induction Program.

Accepted Not Accepted

1) You will send a rejection letter via E-mail.

2) Ask him to follow your organization on the social media and apply at the next recruitment.

Page 51: HR Management in Practice

Training & DevelopmentHow to Plan, Design & Implement a full training

program for your employees.

Page 52: HR Management in Practice

Start Training Using ADDIE Model

Page 53: HR Management in Practice

Analysis

A

3 Levels Of Analysis:1.Organizational TNA

2.Task TNA

3.Individual TNA

Page 54: HR Management in Practice

1.Organizational TNA

Page 55: HR Management in Practice

• It compares job requirements with employees’ KSA to identify areas requiring improvement.

2.Task TNA

Page 56: HR Management in Practice

• It focuses on individual employee performance to determine areas requiring training or development

3.Individual TNA

Page 57: HR Management in Practice

Design

D

1-Defining goals 2- Setting objectives 3- Defining the target audience 4- Selecting an instructional designer

Page 58: HR Management in Practice

Goals

Page 59: HR Management in Practice

Objectives

Page 60: HR Management in Practice

Audience

Page 61: HR Management in Practice

In House Off The Shelfinstructional design

Page 62: HR Management in Practice

Development

D

1-Types of training programs: •Orientation (induction) •Skill development

2-Delivery methods: •Classroom training •Self-directed study •E-learning •Blended learning •On-the-Job training

Page 63: HR Management in Practice

1. Orientation (optionally followed by induction)• Orientation is an initial phase whereby new employees acquire

general knowledge about organizational goals, strategies, benefits, job responsibilities and company policies.

Page 64: HR Management in Practice

2-Skill and knowledge development:• Employee skill and knowledge development is an ongoing challenge.• Most people can expect their job descriptions to change as

organizations realign strategies to maintain a competitive advantage

Page 65: HR Management in Practice

2-Delivery methods:

• Classroom training

Page 66: HR Management in Practice

2-Delivery methods:

•Self-directed study

Page 67: HR Management in Practice

2-Delivery methods:

•E-learning

Page 68: HR Management in Practice

2-Delivery methods:

•Blended learning

Page 69: HR Management in Practice

2-Delivery methods:

•On-the-Job training

Page 70: HR Management in Practice

Implementation

I

1. Scheduling the program –Selecting a facilitator –Selecting a facility (location) –Environmental considerations –Space requirements –Seating arrangements 2. Announcing and implement the program

Page 71: HR Management in Practice

1. Scheduling the program

–Selecting a facilitator

Page 72: HR Management in Practice

1. Scheduling the program

–Selecting a facility (location)

Page 73: HR Management in Practice

• The effective way to increase interest in an upcoming training program is to launch an internal marketing campaign.

1. Scheduling the program

-Environment considerations

Page 74: HR Management in Practice

1. Scheduling the program

–Space requirements

Page 75: HR Management in Practice

1. Scheduling the program

–Seating arrangements

Page 76: HR Management in Practice
Page 77: HR Management in Practice

Few considerations for comfortable classrooms are good seating, acoustics, vision site-line, room design, lighting, temperature, ventilation and media equipment. Breaks should be carefully planned to keep participants refreshed and alert

3. Announcing and implement the program

Page 78: HR Management in Practice
Page 79: HR Management in Practice

EvaluationE

Page 80: HR Management in Practice

Performance Management Ensure Employees Activities & Outputs aligned

with organization goals

Page 81: HR Management in Practice
Page 82: HR Management in Practice
Page 83: HR Management in Practice

1.Setting performance expectations & Standers (Values, Goals, employee objectives, targets, tasks, activities, behavior, ..etc)

2. performance appraisal

3.Feedback & Rewarding (maintaining a dialogue between supervisor and employee to keep performance on track)

performance management phases:

Page 84: HR Management in Practice

1.Setting performance expectations (Values, Goals, employee objectives, targets, tasks, behavior, ..etc)

Values: are principles, standards or qualities considered worthwhile and desirable (they are usually expressed in the mission statement)

Goals are the means and measures that reflect the success of the organization. Organizations’ Goals (Strategic Goals) are developed, set and achieved to ensure attaining the mission and vision.

Page 85: HR Management in Practice

Values Examples:

Highly regarded values include :•Putting the customer first (internal/external)•Treating employees as well as treating customers•Conducting business fairly and honestly•Demonstrating creativity and innovation•Utilizing teamwork to achieve goals

Page 86: HR Management in Practice

Results (WHAT) What does the organization want employees to

produce?

Behavior (HOW) How does the organization want employees to

perform?

1.Setting performance Standards:(Values, Goals, employee objectives, targets, tasks, behavior, ..etc)

Page 87: HR Management in Practice

Results (WHAT):•Using the S.M.A.R.T. model when writing objectives is a good example of setting results standards.SpecificMeasurableAchievable (Action oriented)RealisticTime bound

Page 88: HR Management in Practice

Competency Points Behavior Standard

Team Work

1Establishes and maintains good working relationships; is co-operative and helpswhen needed

1 Actively contributes; gets involved; volunteers

1 Respects the effort and time of others; is punctual for meetings

1 Shares own knowledge and expertise to help others

1 Listens to colleagues and recognizes their knowledge and skill

Behavior (HOW):

Page 89: HR Management in Practice

Role Profile:

The role profile (needed behaviors to perform

the job duties) should be part of the job description.

•Employee competencies are then compared to the role profile of the job.

Page 90: HR Management in Practice

2. performance appraisal

Page 91: HR Management in Practice
Page 92: HR Management in Practice

Performance appraisals accomplish three purposes: 1.Provide feedback and counseling 2.Help in allocating rewards & opportunities 3.Help in determining employees’ aspirations and planning development needs.

Page 93: HR Management in Practice

3.Feedback & Rewarding

Page 94: HR Management in Practice

1- Maslow’s Hierarchy of Needs

2- Herzberg’s Hygiene–Motivator theory

3- Vroom’s Expectancy Theory

Theories of motivation

Page 95: HR Management in Practice

1- Maslow’s Hierarchy of Needs

Page 96: HR Management in Practice

2- Herzberg’s Hygiene–Motivator theory

Page 97: HR Management in Practice

3- Vroom’s Expectancy Theory

Motivation =

Page 98: HR Management in Practice

Hope this presentation Was Beneficial to All of You

العلم تعلم من خيركمانفعنا اللهم وعلمه

علما وزدنا علمتنا بما

Page 99: HR Management in Practice

Mohamed YasserHR Generalist | Talent Branding consultant| I Help Talented People Shine, Discover & Show Their Brand Value.

Find More About Me:

Eman ElbanaTalent Management & HR Head | Freelance Recruiter | Trainer | I enjoy helping youth showing up their talent to make their community a better place.

Find More About Me:Mobile: 01062959003Email: [email protected]

Presented By