minimum standards for laboratories in sadc regions standards for laboratories in sadc regions...
TRANSCRIPT
Minimum Standards
for Laboratories in
SADC Regions
Participant Guide
Day 5 Introduction to
Human Resource Management
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Table of Contents 1. Learner Information .................................................................................................... 6
2. About this Course ...................................................................................................... 7
3. Learning Styles .......................................................................................................... 8
4. Keys to Icons ........................................................................................................... 10
5. Course Agenda ...................................................................................................... 111
6. Introduction to Human Resource Management ....................................................... 13 Module Objectives .......................................................................................................................... 133
Activity…………………………………………………………………………………………………...…..15
SADC Minimum HR Standards for NRL ......................................................................................... 166 SADC Minimum HR Standards for NRL (continued…) .................................................................. 177 SADC Minimum HR Standards for NRL (continued…) .................................................................. 188 SADC Minimum HR Standards for NRL (continued…) .................................................................. 199 SADC Minimum HR Standards for NRL (continued…) .................................................................... 20 SADC Minimum HR Standards for NRL (continued…) .................................................................. 211 SADC Minimum HR Standards for NRL (continued…) .................................................................. 222 SADC Minimum HR Standards for NRL (continued…) .................................................................. 233
Introduction………………………………………………………………………………………………….24
HR Strategy……………………………………………………………………………...………………….25
HR Strategy and Business Result .................................................................................................... 32 HR Strategy ...................................................................................................................................... 34 Strategic Direction .......................................................................................................................... 377 HR Management System ............................................................................................................... 399 HR Policies ..................................................................................................................................... 422 Monitor & Update Strategy, Plans and Policies: ............................................................................ 487
7. Recruitment & Selection ........................................................................................ 499 Generating Required Human Resources ......................................................................................... 49 Technique to Determine Number of Recruits ................................................................................... 52 Recruitment from External Resources ........................................................................................... 533 Recruitment from External Resources (continued…) ...................................................................... 54 Employee Selection .......................................................................................................................... 60
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Some Types of Selection Test ......................................................................................................... 60 Personality Test ................................................................................................................................ 62 Advantages & Disadvantages of Personality Test ........................................................................... 63 Interview ......................................................................................................................................... 624 Advantages of Interview ................................................................................................................... 63 Disadvantages of Interview .............................................................................................................. 64
Laboratory Personnel…………………………………………………………………..………………….67
Manage new Hire / Re-hire ............................................................................................................ 658 Manage employee orientation and deployment ............................................................................. 699
Job Descriptions and competency………………………………………………………………………..71
Training Process .............................................................................................................................. 74 Training Process (continued…) ........................................................................................................ 76 Assessing Training Needs................................................................................................................ 77 Competency Analysis ....................................................................................................................... 79 Competency Profile Per Position ..................................................................................................... 80 Training Matrix for Competency Development ................................................................................. 81 Training Objectives ........................................................................................................................... 82 Enhance Training Effectiveness ....................................................................................................... 85 Enhance Training Effectiveness (continued…) ................................................................................ 86 Enhance Training Effectiveness (continued…) ................................................................................ 87 Type of Training Program................................................................................................................. 88 Type of Training Program (continued…) .......................................................................................... 89 Evaluation of Training Effectiveness ................................................................................................ 90 Evaluation of Training Effectiveness (continued…) ......................................................................... 91 Evaluation of Training Effectiveness (continued…) ......................................................................... 92
8. Employee Performance Management ...................................................................... 93 Why Performance Appraisal? .......................................................................................................... 95 Performance Management Cycle ..................................................................................................... 98 Performance Management Cycle (continued…) .............................................................................. 99 Assessing Competence and Performance ..................................................................................... 100 Problems in Performance Appraisal ............................................................................................... 101 Performance Appraisal Element .................................................................................................... 102 Performance Appraisal Element (continued…) .............................................................................. 103 Element # 1: Competencies ........................................................................................................... 104 Element # 2: Performance Results ................................................................................................ 105
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9. Employee Career Management ............................................................................. 107 Career Planning and Development ................................................................................................ 111 Career Stage .................................................................................................................................. 112 Career Stage (continued…) ........................................................................................................... 113 Career Anchors .............................................................................................................................. 114 Five Career Anchors ...................................................................................................................... 115 Five Career Anchors (continued…) ................................................................................................ 116 Five Career Anchors (continued…) ................................................................................................ 117 Five Career Anchors (continued…) ................................................................................................ 118 Five Career Anchors (continued…) ................................................................................................ 119 Five Career Anchors (continued…) ............................................................................................12020 Career Management and the First Assignment .........................................................................12121 Reward and Retain Employees ...................................................................................................... 122 Reward and Retain Employees (continued…) ............................................................................... 124 Objectives of Reward Management ............................................................................................... 126 Basic Types of Rewards................................................................................................................. 127 Rewards by Individual, Team & Organisation ................................................................................ 128 Benefits & Rewards for Employees and Organisation ................................................................... 129 Retaining the High Performers ...................................................................................................13131 Retaining the High Performers (continued…) ................................................................................ 132 Retaining the High Performers (continued…) ................................................................................ 133 Retaining the High Performers ....................................................................................................... 134 Manage & Administer Benefits ....................................................................................................... 135 Manage Employee Information and Analytics ................................................................................ 136 Manage Employee Communication ............................................................................................... 137 Manage Employee Communication (continued…) ...................................................................... 1388 Manage Employee Communication (continued…) ...................................................................... 1399
10. Summary ............................................................................................................... 143
11. References and Links .......................................................................................... 1455
12. Daily Wrap Up ...................................................................................................... 1466
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Learner Information
Details Please Complete details Name of Learner
Participant‘s Country
Job Title
Facilitators: Introduction to Human Resource Management
Mmalefu Manoto
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About this Course
The National Health Laboratory Services welcomes you to the Minimum Standards for National Reference Laboratories in SADC Regions course. In this course the participant will learn about the different Learning Styles, understand the Key Icons used in the manual and will be taken through the training material developed for Day 4 of this course on Minimum Standards required to run an effective National Reference Laboratory. The Course includes discussions, activities and workshop sessions. At the end of the course, participants are required to write a Summative Assessment. The Modules covered in Day 5 are as follows:
1. Introduction to Human Resource Management
This guide covers Introduction to Human Resource Management
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Learning Styles
What are learning styles?
Learning styles are simply different approaches or ways of learning.
The different types of learning styles are as follows:
Visual Learners: learn through seeing...
These learners need to see the teacher's body language and facial expression to fully understand the content of a lesson. They tend to prefer sitting at the front of the classroom to avoid visual obstructions (e.g. people's heads). They may think in pictures and learn best from visual displays including: diagrams, illustrated text books, overhead transparencies, videos, flipcharts and hand-outs. During a lecture or classroom discussion, visual learners often prefer to take detailed notes to absorb the information. Auditory Learners: learn through listening...
They learn best through verbal lectures, discussions, talking things through and listening to what others have to say. Auditory learners interpret the underlying meanings of speech through listening to tone of voice, pitch, speed and other nuances. Written information may have little meaning until it is heard. These learners often benefit from reading text aloud and using a tape recorder.
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Tactile/Kinesthetic Learners: learn through moving, doing and touching...
Tactile/Kinesthetic persons learn best through a hands-on approach, actively exploring the physical world around them. They may find it hard to sit still for long periods and may become distracted by their need for activity and exploration.
Read / Write Learners: learn through reading and writing...
Read / Write persons prefer to learn and memorize through reading and writing things down.
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Keys to Icons
The following icons are used throughout the study guide to indicate specific functions:
ACTIVITY
Written activities to be completed
DISCUSSION
Take part in the discussion
IMPORTANT / TAKE NOTE
This icon indicates information of particular importance
Notes
The participant should write notes, should he/she wish to do so
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Course Agenda
Agenda for Day 5.
Day 5
Introduction to Human Resource Management
Times Topic Duration Presenter 08:00 Registration 15 minutes 08:15 Day 4 Questions 15 minutes 08:30 Introduction to Human Resource
Management Principles 2 hours Mmalefu Manoto
10:30 Tea 15 minutes 10:45 Introduction to Human Resource
Management Principles (continued) 1 hour 30 minutes Mmalefu Manoto
12:00 Lunch 1 hour 12:45 Quality Management - Overview to a
Laboratory Quality Management System 2 hour 30 minutes
15:15 Tea 15 minutes 15:30 Final Wrap Up, Complete evaluation
forms,the way forward & handing out Certificates of Attendance
1 hour 30 minutes Thinyane Molelle
17:00 Course Ended
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SPECIALIST TALK
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Introduction to Human Resource Management Module Objectives
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SADC Minimum HR Standards for NRL
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SADC Minimum HR Standards for NRL (continued…)
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SADC Minimum HR Standards for NRL (continued…)
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SADC Minimum HR Standards for NRL (continued…)
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SADC Minimum HR Standards for NRL (continued…)
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SADC Minimum HR Standards for NRL (continued…)
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SADC Minimum HR Standards for NRL (continued…)
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SADC Minimum HR Standards for NRL (continued…)
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HR Strategy and Business Result
A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments.
In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that:-
It has the right people in place It has the right mix of skills Employees display the right attitudes and behaviours, and Employees are developed in the right way.
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HR Strategy
There is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organisation to another. This is an example of an HR Strategic Management. This approach identifies six specific steps in developing an HR Strategy:-
1. Setting the strategic direction 2. Designing the Human Resource Management System 3. Planning the total workforce 4. Generating the required human resources 5. Investing in human resource development and performance 6. Assessing and sustaining organisational competence and performance
The six broad interconnected components of this system consist of three planning steps and three execution steps.
The top three components represent the need for planning. Organizations must determine their strategic direction and the outcomes they seek. This is usually accomplished with some form of strategic planning. Classic strategic planning is a formal, top-down, staff-driven process.
Once strategic planning is under way, a process must be undertaken by the organization to design and align its HRM policies and practices to provide for organizational success.
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The remaining step in planning is to determine the quality and quantity of human resources the organization needs for its total force.
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According to the suggested HR standards, below are the activities that should be performed for the Develop human resources strategy process:
Process Group Develop and manage human resources (HR) planning, policies, and strategies
Process Develop human resources strategy Activity Identify strategic HR needs Activity Define HR and business function roles and accountability Activity Determine HR costs Activity Establish HR measures Activity Communicate HR strategies Activity Develop strategy for HR systems/technologies/tools
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Strategic Direction
This process focuses on aligning human resource policies to support the accomplishment of the Company's mission, vision, goals and strategies. The business' goals sit at the heart of any HR strategy and in order to align business and HR you need to answer one key question, "Can your organisation's internal capability deliver the organisation‘s business goals?"
Many organisations cite their people as their primary source of competitive advantage. Successful companies continuously identify and adopt innovative human resource management policies and practices to sustain that advantage. More importantly, they structure work and design training, performance management, pay, and reward policies to help members of the organisation succeed in achieving desired organisational outcomes. The set of policies and practices that collectively make up a company's HRM system is the critical management tool for communicating and reinforcing the leaders' strategic intent.
Recommended actions:-
Conduct an external environmental scan and evaluate its impact on the organisation
Identify the organisation's vision, mission and guiding principles
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Identify the mission's outcomes and strategic goals Consult all relevant stakeholders Evaluate the impact of legislation on the organisation
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HR Management System
This stage focuses on the selection, design and alignment of HRM plans, policies and practices.
Particular HRM policies and practices may be necessary to support strategic organisational objectives, such as improving the retention of women in the organisation or promoting diversity, especially the representation of designated groups amongst senior management.
A good approach in selecting the appropriate HRM policies, procedures and practices is to identify the appropriate HRM practices which support the organisation's strategic intent as it relates to recruitment, training, career planning and reward management.
Recommended actions:-
Identify appropriate human resource plans, policies and practices needed to support organisational objectives
Identify relevant human resource best practices Conduct an employment systems review
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According to the suggested HR standards, below are the activities that should be performed for the Develop human resources strategy process:
Process Group Develop and manage human resources (HR) planning, policies, and strategies
Process Develop and implement workforce strategy and policies Activity Gather skill requirements according to corporate strategy and market
environment Activity Plan employee resourcing requirements per unit/organization Activity Develop compensation plan Activity Develop succession plan Activity Develop employee diversity plan Activity Develop other HR programs Activity Develop HR policies Activity Administer HR policies Activity Plan employee benefits Activity Develop work force strategy models
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HR Policies
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Human resource policies are systems of codified decisions, established by an organisation, to support administrative personnel functions, performance management, employee relations and resource planning
Each company has a different set of circumstances, and so develops an individual set of human resource policies.
The establishment of policies can help an organization demonstrate, both internally and externally, that it meets requirements for diversity, ethics and training as well as its commitments in relation to regulation and corporate governance of its employees. For example, in order to dismiss an employee in accordance with employment law requirements, amongst other considerations, it will normally be necessary to meet provisions within employment contracts and collective bargaining agreements. The establishment of an HR Policy which sets out obligations, standards of behavior and document disciplinary procedures, is now the standard approach to meeting these obligations.
HR policies can also be very effective at supporting and building the desired organizational culture. For example recruitment and retention policies might outline the way the organization values a flexible workforce, compensation policies might support this by offering a 48/52 pay option where employees can take an extra four weeks holidays per year and receive less pay across the year.
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The development of a workforce plan is a critical component of any human resource strategy and one of the expected outcomes of human resource practitioner‘s activities.
Workforce planning is a systematic process of identifying the workforce competencies required to meet the company's strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organisation‘s mission, strategic plan, budgetary resources, and a set of desired workforce competencies. Workforce planning is a systematic process that is integrated, methodical, and ongoing. It identifies the human capital required to meet organisational goals, which consists of determining the number and skills of the workers required and where and when they will be needed. Finally workforce planning entails developing the strategies to meet these requirements, which involves identifying actions that must be taken to attract (and retain) the number and types of workers the organisation needs.
Workforce planning can be conducted for a department, division or for the organisation as a whole. Whatever the level or approach being adopted, it must nevertheless be integrated with broad-based management strategies.
In addition to workforce planning, ensure that organisational structure and jobs ensure the efficient delivery of services and effective management of the organisation as a whole.
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Recommended actions:-
Determine the appropriate organisational structure to support the strategic objectives
Structure jobs (competencies, tasks and activities) around key activities Develop a workforce plan designed to support the organisations strategic
objectives Compile workforce profiles, identifying designated groups, an inventory of current
workforce competencies, competencies required in the future and identified gaps in competencies
When planning for Manpower, several questions need to be asked and answered, such as: Manpower Planning & Company Strategy: What staff do we need to do the job? What staff is available within our organisation? Is there a match? If not, what type of people do we need, and how should we recruit them? Job Analysis Performance appraisal, Company data banks, Training Employee management and development When HR planning, what is the impact on the existing wage and salary program?
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Monitor & Update Strategy, Plans and Policies:
The following activities are suggested for the process: Monitor & Update
strategy, plans and policies:
Measure realization of objectives
Measure contribution to business strategy
Communicate plans and provide updates to stakeholders
Review and revise HR plans
It is important to review and update all HR plans, policies and procedures
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Recruitment & Selection
Generating Required Human Resources
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Recruitment & Selection (Continued…)
This process focuses on recruiting, hiring, classifying, training and assigning employees based on the strategic imperatives of the organisation's workforce plan.
A comprehensive workplace skills plan will identify appropriate training priorities based on the organisations workforce needs now and in the future. New recruitment practices may need to be adopted to increase the representation of designated groups, or securing essential skills in the organisation. A comprehensive "learnership strategy" may assist in developing future workforce needs, identified either in terms of the organisations workforce plan or required in terms of industry black economic empowerment charters.
Recommended actions:-
Evaluate recruitment and selection practices in light of the organisation‘s strategic objectives
Develop and implement a comprehensive workplace skills plan (with a thorough training needs analysis)
Implement a learnership strategy Adopt or clarify occupational levels and category classifications
According to the suggested HR standards, below are the activities that should be performed for the Manage employee requisitions:
Process Group Recruit, source, and select employees
Process Manage employee requisitions Activity Align staffing plan to work force plan and business unit
strategies/resource needs Activity Develop and open job requisitions Activity Develop job descriptions Activity Post requisitions Activity Manage internal/external job posting Web sites Activity Modify requisitions Activity Notify hiring manager Activity Manage requisition dates
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Technique to Determine Number of Recruits
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Recruitment from External Resources
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Recruitment from External Resources (continued…)
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Recruitment Sources:
Advertising (newspaper, magazine, internet) College / University Recruitment Recruitment Agent
According to the suggested HR standards, below are the activities that should be performed for the Recruit/Source candidates process:
Process Group Recruit, source, and select employees
Process Recruit/Source candidates Activity Determine recruitment methods and channels Activity Perform recruiting activities/events Activity Manage recruitment vendors Activity Manage employee referral programs Activity Manage recruitment channels
It is important for an organisation to develop good working relationships with recruitment vendors. Using job descriptions and sharing these with, for example, recruitment agencies, enables an agency to identify the right candidate. Working with universities in building good curricula for lab technicians, laboratory quality managers and so on.
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Employee Selection Some Types of Selection Test
According to the suggested HR standards, below are the activities that should be performed for the Screen and select candidates process:
Process Group Recruit, source, and select employees
Process Screen and select candidates Activity Identify and deploy candidate selection tools Activity Interview candidates Activity Test candidates Activity Select and reject candidates Activity Obtain candidate background information
The Personality Test and Interview and two types of selection tests.
The most commonly used test is the Interview.
It is advisable that when performing an interview, a set of questions has already been set out by the interviewers. It is also important that CVs for all possible candidates are thoroughly screened and reviewed.
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Personality Test
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Advantages & Disadvantages of Personality Test
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Interview
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Advantages of Interview
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Disadvantages of Interview
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Manage new Hire / Re-hire
Once the ideal candidate for the position has been selected, the following takes place:
Draw up and make offer Negotiate offer Hire candidate
The HR Department is responsible for administrative processes which include:
Create applicant record Manage/Track applicant data Archive and retain records of non-hires
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Manage employee orientation and deployment
It is advisable that an organisation has an on-boarding program.
Create/Maintain employee on-boarding program Evaluate the effectiveness of employee on-boarding program Execute on-boarding program
When a new staff member joins the laboratory, specific steps should be followed:
Orientation
Personnel policies
Job descriptions
Policies and Procedures
Initial competency assessment
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Job descriptions
HR department must ensure that each post in a laboratory has a detailed job description.
Job descriptions will assist in the recruiting and selection process as the organisation will know exactly the specifications required to hire new staff. Job descriptions also assist in outlining training that is required for new and existing staff.
Job descriptions should:
Lay out all activities and tasks that should be performed;
Specify responsibilities (policies and activities);
Reflect the employee‘s background and training;
Be kept current and be available for all people working in the laboratory.
Job descriptions should be competency-based and specify any skills needed.
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Training Process
As part of the on-boarding program, it is important to have a training process in place, not only for new staff, but also existing staff. Assessments should be carried out on a regular basis.
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Training Process (continued…)
The purpose of a training needs assessment is to identify performance requirements and the knowledge, skills, and abilities needed by an organisation‘s workforce to achieve the requirements. An effective training needs assessment will help direct resources to areas of greatest demand.
The assessment should address resources needed to fulfill organisational mission, improve productivity, and provide quality products and services. A needs assessment is the process of identifying the "gap" between performance required and current performance. When a difference exists, it explores the causes and reasons for the gap and methods for closing or eliminating the gap. A complete needs assessment also considers the consequences for ignoring the gaps.
There are three levels of a training needs assessment:
Organisational assessment Task assessment Individual assessment
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Assessing Training Needs
There are three levels of a training needs assessment:
Organisational assessment evaluates the level of organisational performance. An assessment of this type will determine what skills, knowledge, and abilities an agency needs. It determines what is required to alleviate the problems and weaknesses of the organisation as well as to enhance strengths and competencies. Organisational assessment takes into consideration various additional factors, including changing demographics, political trends, technology, and the economy.
Task assessment is a detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted
Individual assessment analyses how well an individual employee is doing a job and determines the individual's capacity to do new or different work. Individual assessment provides information on which employees need training and what kind.
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Competency Analysis
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Competency Profile Per Position
Good practice in HR is to have a competency profile per position, as shown in the slide above. This assists in clearly identifying the skills required as well as the training that may be needed.
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Training Matrix for Competency Development
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Training Objectives
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Specific: A specific goal has a much greater chance of being accomplished than a general goal. To set a specific goal you must answer the six ―W‖ questions:
Who: Who is involved? What: What do I want to accomplish? Where: Identify a location. When: Establish a time frame. Which: Identify requirements and constraints. Why: Specific reasons, purpose or benefits of accomplishing the goal.
EXAMPLE: A general goal would be, ―Get in shape.‖ But a specific goal would say, ―Join a health club and workout 3 days a week.‖
Measurable - Establish concrete criteria for measuring progress toward the attainment of each goal you set. When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goal.
To determine if your goal is measurable, ask questions such as……
How much? How many? How will I know when it is accomplished?
Attainable – When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals.
You can attain most any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them. When you list your goals you build your self-image. You see yourself as worthy of these goals, and develop the traits and personality that allow you to possess them.
Realistic- To be realistic, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress.
A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because they were a labor of love.
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Timely – A goal should be grounded within a time frame. With no time frame tied to it there‘s no sense of urgency. If you want to lose 10 lbs, when do you want to lose it by? ―Someday‖ won‘t work. But if you anchor it within a timeframe, ―by May 1st‖, then you‘ve set your unconscious mind into motion to begin working on the goal. Your goal is probably realistic if you truly believe that it can be accomplished. Additional ways to know if your goal is realistic is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish this goal.
T can also stand for Tangible – A goal is tangible when you can experience it with one of the senses, that is, taste, touch, smell, sight or hearing.
When your goal is tangible you have a better chance of making it specific and measurable and thus attainable.
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Enhance Training Effectiveness
To ensure training effectiveness the following needs to take place:
Make the material meaningful Provide transfer to learning Motivate the trainee
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Enhance Training Effectiveness (continued…)
At the start of training, provide the trainees with a bird‘s-eye view of the material to
be presented. Knowing the overall picture facilitates learning. Use a variety of familiar examples when presenting material Organize the material so that it is presented in a logical manner and in meaningful
units Try to use terms and concepts that are already familiar to trainees Use as many visual aids as possible
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Enhance Training Effectiveness (continued…)
Provide for transfer to learning
Maximize similarity between the training situation and the work situation Provide adequate training practice Identify each feature of the step in the process
Motivate the trainee
People learn best by doing. Try to provide as much realistic practice as possible Trainees learn best when correct response on their part are immediately
reinforced. Trainees learn best when they learn at their own pace. If possible, let trainees
pace themselves.
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Type of Training Program
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Type of Training Program (continued…)
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Evaluation of Training Effectiveness
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Evaluation of Training Effectiveness (continued…)
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Evaluation of Training Effectiveness (continued…)
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Employee Performance Management
Career planning, performance appraisals, reward management and employee development must be re-appraised in light of the vision, characteristics and mission outcomes as reflected in the HRM plans, policies, and practices.
Development responses will aim to increase business skills, the application of business skills (sometimes called competencies) and the behavioural elements - all of which contribute to an organisation's effective performance. New concepts such as lifelong learning and recognising prior learning should form an integral component of the process of investing in employees.
Clearly, where a workforce planning exercise reveals that there is little projected growth in the workforce or that promotional or career development opportunities are limited, strategies aimed at employee retention will be very different from organisations which are experiencing considerable growth and expansion.
Investment initiatives for the individual, team and organisation are all geared to achieve high levels of organisational performance. It is important that at an individual level, particularly for senior staff, that they feel their development needs are agreed and that they are provided with the skills to do their jobs. At a team level, it defines the individuals' ability to work flexibly with others and align individual and team skills and activities to business goals - all of which ensures that the organisation is equipped to achieve its goals.
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Reward strategies aim to align the performance of the organisation with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organisation's ability to pay.
Recommended actions:-
Identify appropriate policies, procedures and practices in respect of
Career pathing Performance appraisals Employee development and learning Reward Management (compensation and benefits) Promotions and job assignments
According to the suggested HR standards, below are the activities that should be performed for the Manage employee performance process:
Process Manage employee performance Activity Define performance objectives Activity Review, appraise, and manage employee performance Activity Evaluate and review performance program
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Why Performance Appraisal?
In today's workplace, performance improvement and the role of performance management is becoming more and more important due to increasing business pressures and organisations are now required to become even more effective and efficient, execute better on business strategy, and do more with less in order to remain competitive.
While human resources professionals clearly understand the importance of optimal performance management, they often face significant internal obstacles. When someone mentions performance management or reviews at your organisation, what is the typical response? Do employees and managers alike cringe? Do they avoid performance management related tasks? Do visions of tracking down incomplete appraisal forms come to mind?
It is important to take steps to successfully address this negative view of performance management.
Frequently when performance management is mentioned, people think of the employee performance appraisal or review. Performance management, however, involves so much more. Properly constructed appraisals should represent a summary of an ongoing, year-round dialogue. Focusing only on an annual appraisal form leads to misunderstanding and under appreciation of the benefits of performance management.
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An effective performance management process enables managers to evaluate and measure individual performance and optimize productivity by:
Aligning individual employee's day-to-day actions with strategic business objectives
Providing visibility and clarifying accountability related to performance expectations
Documenting individual performance to support compensation and career planning decisions
Establishing focus for skill development and learning activity choices Creating documentation for legal purposes, to support decisions and reduce
disputes
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Performance appraisals are carried out to measure an employee‘s overall performance and should be done periodically.
Performance appraisal elements include the following:
Technical competency Efficiency Adherence to policies Observance of safety rules Communication skills Customer service Punctuality Professional behavior
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Performance Management Cycle
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Performance Management Cycle (continued…)
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Assessing Competence and Performance
Few organizations effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organisational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution. Lack of standards, poor feedback to employees, subjective or irrelevant standards, negative communication and failure to apply evaluation data are also possible causes of failing to assess performance correctly. Implementing clear quantifiable measures, identifying milestones in the achievement of specific organisational goals, and using concepts such as a "balanced scorecard" will articulate the results of the HR Strategic Plan in measurable terms. Regular evaluation of the plan will also assist in fine-tuning the HR strategic plan itself.
Recommended actions:-
Evaluate organisation culture and climate Implement succession planning Evaluate HR strategy using quantifiable measures, e.g. balanced scorecard Revise and adapt HR strategy
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Problems in Performance Appraisal
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Performance Appraisal Element
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Performance Appraisal Element (continued…)
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Element # 1: Competencies
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Element # 2: Performance Results
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Employee Career Management
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According to the suggested HR standards, below are the activities that should be performed for the Manage employee development process and Develop and train employees process:
Process Manage employee development Activity Define employee development guidelines Activity Develop employee career plans Activity Manage employee skills development Process Develop and train employees Activity Align employee and organization development needs Activity Align learning programs with competencies Activity Establish training needs by analysis of required and available skills Activity Develop, conduct, and manage employee and/or management
training programs
An important aspect of management that is often neglected is development planning, that is helping your employees to shape the future direction of their careers. For a variety of reasons, this valuable activity is often ignored or handled as a bureaucratic exercise or an afterthought. Companies pay a high price: the loss of top talent.
An article, ―Why Top Young Managers Are in a Nonstop Job Hunt‖ by Monika Hamori, Jie Cao and Burak Koyuncu, described a study based on analysis of international databases of over 1,200 young high achievers, and concluded that many of the best and the brightest are not receiving the career development support they desire. The article stated:
―Dissatisfaction with some employee-development efforts appears to fuel many early exits. We asked young managers what their employers do to help them grow in their jobs and what they’d like their employers to do, and found some large gaps. Workers reported that companies generally satisfy their needs for on-the-job development and that they value these opportunities, which include high-visibility positions and significant increases in responsibility. But they’re not getting much in the way of formal development, such as training, mentoring and coaching – things they also value highly.‖
Why development planning makes good business sense.
People care if you take a genuine interest in their future. Emphasis here on ―genuine.‖ Development planning should be something a manager takes a real personal interest in – not just because it is an HR-driven mandate.
It helps builds loyalty, and loyalty increases productivity. The logical outcome to point #1. Taking an honest interest in someone builds loyalty. Loyal employees are more engaged. Engaged employees are more productive.
Good talented people naturally want to advance, and appreciate meaningful support in the process. Capable ambitious employees want training, mentoring and
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coaching. They want to gain skills. They want to become more resourceful and valuable to an organisation. If a company doesn‘t provide development opportunities, enterprising employees will go elsewhere for it.
Development planning at its core is mostly a matter of good managers taking the person-to-person time to understand their employees, recognizing their skills and needs and guiding them to fill in the gaps. If it‘s done well, the payoff can be substantial in terms of long-term loyalty. If it‘s not, the costs can be substantial in terms of long-term talent.
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Career Planning and Development
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Career Stage
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Career Stage (continued…)
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Career Anchors
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Five Career Anchors
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Five Career Anchors (continued…)
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Five Career Anchors (continued…)
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Five Career Anchors (continued…)
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Five Career Anchors (continued…)
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Five Career Anchors (continued…)
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Career Management and the First Assignment
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Reward and Retain Employees
Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organisation. Pay is an important feature of human resource management - after all, it is the main reason why people work. The reward or compensation people receive for their contribution to an organisation includes monetary and non-monetary components. Remuneration does not simply compensate employees for their efforts - it also has an impact on the recruitment and retention of talented people. According to the suggested HR standards, below are the activities that should be performed for the Develop and manage reward, recognition, and motivation programs process:
Process Group Reward and retain employees
Process Develop and manage reward, recognition, and motivation programs
Activity Develop salary/compensation structure and plan Activity Develop benefits and reward plan Activity Perform competitive analysis of benefit and rewards Activity Identify compensation requirements based on financial, benefits, and
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HR policies Activity Administer compensation and rewards to employees Activity Reward and motivate employees Activity Deliver programs to support work/life balance for employees
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Reward and Retain Employees (continued…)
Reward and recognition can have a far-reaching effect on who stays and who
goes, who steps up in an organisation, how motivated employees are and how productive the workforce is across the organisation.
The first reward most people think of is salary — the most central and visible element of a total compensation package. From a strategic standpoint, salary-related issues include:
Are your organization‘s salaries aligned with industry standards?
(Benchmarking can help with the answer.)
Internally, what is happening with salaries across various departments in your company?
What effect do hiring sources or tenure within the organization have on salaries?
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Objectives of Reward Management
Objectives of Reward Management
Support the organisation‘s strategy Recruit & retain Motivate employees Internal & external equity Strengthen psychological contract Financially sustainable Comply with legislation Efficiently administered
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Basic Types of Rewards
Basic Types of Reward
Extrinsic rewards Satisfy basic needs: survival, security Pay, conditions, treatment
Intrinsic rewards
Satisfy higher needs: esteem, development
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Rewards by Individual, Team & Organisation
Rewards by Individual, Team, Organisation
Individual: base pay, incentives, benefits rewards attendance, performance, competence
Team
Team bonus, rewards group cooperation
Organisation Profit-sharing, shares, gain-sharing
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Benefits & Rewards for Employees and Organisation
Benefits are as critical as salary. Workers want to see options such as health savings accounts, and they want a plan that fits their needs. Younger workers may want a higher deductible; older workers may want additional coverage for dependents. The problem: Employees expect a variety of plans, yet companies are under growing pressure to keep costs as low as possible. Many companies are finding that a proactive communication strategy — telling employees how much the organization contributes to benefits — is one way to increase satisfaction. Another important strategy is customizing rewards. For many younger workers, training is a key motivator, whether it‘s in the form of a class, a stretch assignment, or a job rotation. Older workers may also value training as a means to keep work interesting. It‘s a win-win for companies and employees — as these workers build their skill sets, the organization strengthens its succession planning.
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Retaining the High Performers
All organisations have superstar performers. The questions to ask are: How do you keep them? And even broader than that, how do you prevent mass exodus of employees?
Strategies that can drive retention include: Work-life balance, Goal-setting, Performance reviews, and Compensation management.
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Retaining the High Performers (continued…)
Work-life Balance As competition for the best employees intensifies, one compelling strategy is to encourage work-life balance. Does your company offer flexibility when it comes to time off and scheduling? How do you stack up against competitors? Does support exist in some areas of the organization, but not others? Workers of all ages — men and women — appreciate the flexibility to arrange their schedules so they can attend to important matters outside of work. And when entertaining other job options, employees may ask, ―Will I enjoy the same work flexibility at another company?‖ If the answer is no, this is a compelling advantage for your organization.
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Retaining the High Performers (continued…)
We have looked at goal setting, but let us review:
Goal-setting Goal-setting is another contributor to job satisfaction. Goals need to be well defined. If employees feel they are playing an essential role in the company‘s future that creates a reason to stay. Goal-setting has broader implications as well. Do managers communicate clearly in your organization? Do employees understand how their work helps the organization reach its objectives? What more can be done to draw a clear line between corporate accomplishments, department targets, and individual goals? Manager feedback and communication is critical in retaining employees — and discussions about goal-setting help foster this two-way communication. They also help employees feel more confident in the direction of their day-to-day work, another element that strengthens retention.
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Retaining the High Performers
Performance and Compensation Reviews These questions lead to another critical tool for retention: the performance review. During this discussion, goals can be clarified and managers can better understand which rewards will motivate their staff members. Strategically, it‘s important to capture the outcome of performance reviews, since this can give the organisation a deep view of its talent. The structure for rating performance does not need to be complex — the key is to collect information regularly. Over time, you can build a deep picture of your workforce, and use the information to make strategic decisions about hiring. Compensation is another essential strategic concern. Many factors come into play when you examine your overall compensation program. Is it competitive in each segment and location of the business? Does the structure allow you to appropriately reward top performers? Is it flexible enough to meet the needs of different workers (i.e. technical employees vs. administrative staff)?
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Manage & Administer Benefits
The final slides of this presentation relate to the Administrative portion of HR.
Activities to be performed are:
Deliver employee benefits program
Administer benefit enrollment
Process claims
Perform benefit reconciliation
Manage employee assistance and retention
Administer payroll
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Manage Employee Information and Analytics
There are several processes involved in managing employee information.
Manage reporting processes
Manage employee inquiry process
Manage and maintain employee data
Manage human resource information systems (HRIS)
Develop and manage employee metrics
Develop and manage time and attendance systems
Review retention and motivation indicators
Manage/Collect employee suggestions and perform employee research
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Manage Employee Communication
The final step is to manage employee communication.
Develop employee communication plan Deliver employee communications
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Manage Employee Communication (continued…)
Where are you now?
Before starting to develop any form of strategy for improvement it is important to know ‗where you are now‘ or your starting point. The use of organizational diagnostics in the form of an audit is a useful place to start. This audit should be companywide and differentiate divisions and levels – as identifying blockages is important. The audit should help answer a number of important questions including:
Are employees receiving accurate information? How are employees receiving regular information? Are messages consistent across the company? Do employees understand both the goals and the results of communications?
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Manage Employee Communication (continued…)
An effective approach to developing an internal communication plan starts not with what we need to do, but why we need to do it.
A common mistake that is made is that many communications strategies tell what is happening, but not why. This is a fundamental flaw.
One of the key principles of effective internal communication is not just to tell people the what, it is critical to tell them why something is happening in the way it is. If your people don‘t understand the problem that you are attempting to solve, they won‘t feel any ownership of the solution you are proposing, and as a result not be proactive in the solution, undermining your attempts at progress.
An effective approach in the development of the communications strategy is to identify:
What are the goals, ambitions and it strategic aspirations for the future? What do the people in the organization need to think, feel and do in order to make
those goals a reality? Where are employees now, and what needs to change in their current perceptions,
attitudes, or access to basic information? What‘s the role of the internal communication function in helping close the gap of
what we want for the future, and what we‘ve got today?
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What are the roles and responsibilities of leaders, managers, employees and communication professionals?
What are the communication activities we‘re going to need – and who will be responsible for what?
What‘s the resource levels we need?
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Summary
Let us sum up what has been covered in the module Introduction to HR Management
While HR strategies must be developed to support the achievement of the organisation's objectives, it is a two-way process. HR strategies can themselves be critical inputs in determining the strategic initiatives for the organisation.
A fatal error, however, is to develop and implement HR strategies without having regard for the goals and objectives which the organisation has explicitly or implicitly identified.
A common mistake is the development of workplace skills plans which are not linked to any strategic goals or objectives or which have no affirmative action components.
Similarly, the isolated identification of affirmative action numerical targets without first conducting a workforce and succession planning exercise is in most instances, simply meaningless.
An effective approach to developing an internal communication plan starts not with what we need to do, but why we need to do it.
Effective internal communication is a means to an end, not an end in itself. For your people to be fully engaged in their work and the organisation you need to clearly demonstrate show the link between business problems and internal communication as a possible solution.
Goals need to be well defined. If employees feel they are playing an essential role in the company‘s future that creates a reason to stay.
It is important to capture the outcome of performance reviews, since this can give the organisation a deep view of its talent.
The structure for rating performance does not need to be complex — the key is to collect information regularly.
Benefits are as critical as salary. Workers want to see options such as health savings accounts, and they want a plan that fits their needs.
Reward and recognition can have a far-reaching effect on who stays and who goes, who steps up in an organisation, how motivated employees are and how productive the workforce is across the organisation.
Employee career development planning helps build loyalty and loyalty increases productivity.
Defining the performance standards means making sure that you and your subordinate agree on his/her duties and targets that you expect
Recruitment and selection focus on recruiting, hiring, classifying, training and assigning employees based on the strategic imperatives of the organisation's workforce plan.
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The establishment of policies can help an organisation demonstrate, both internally and externally, that it meets.
A good approach in selecting the appropriate HRM policies, procedures and practices is to identify the appropriate HRM practices which support the organisation's strategic intent as it relates to recruitment, training, career planning and reward management.
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References and Links
REFERENCES
Gary Dessler, Human resource Management, Prentice Hall Susan Jackson and Randall Schuler, Managing Human Resource : A Partnership
Perspective, South-Western College Publishing A Strategic Human Resource Management System for the 21st Century. Naval
Personnel Task Force, US Department of Navy, September 2000 Developing a Human Resources Strategy A good practice guide. South East
Employers, June 1999 The Human Resources Standards Generating Body has developed a specific Unit
Standard addressing the development of a Strategic Human Resource Plan, entitled "Contribute input into the human resources management strategic plan".
LINKS
https://rapidbi.com/howtowriteaninternalcommunicationsplanandstrategy/
https://Recruit, Reward, Retain: A Look at Strategic and Operational Issues in Building the Right Workforce/
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Daily Wrap Up
This is the end of module Introduction to HR Management.
Participants are now able to: Discuss Principles of the principles of HR Management Describe the HR Management Overview Discuss HR Planning and Recruitment Discuss Employee Selection Describe the Training and Development process Discuss Performance Management Discuss Career Management Discuss how to reward and retain employees Describe the approach to setting up a communication plan
Are there any questions?
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