Flexible working hours - overview A system of flexible working hours gives employees some choice over the actual

times they work their contracted hours. Such a system can be a good way of recruiting and retaining staff since it provides an opportunity for employees to work hours consistent with their other commitments (e.g. child care). Most flexible working hours schemes have a period during the day when employees must be present. This is known as "core time". A typical core time would be 10 00 a.m. to 4.00 p.m. Other than the core time, employees may choose when they start and finish work within flexible bands at the beginning and end of each day. These bands are typically 08:0010:00 and 16:00 18:000. However, there is wide scope for variation depending on the core time, the hours the work place is open and the nature of the business. Some schemes also have a flexible band during the middle of the day so that employees have some choice over the time they take their lunch break. Contracted hours (the total hours an employee must work according to their employment contract) are achieved by employees working the core time plus hours of their choice during the flexible bands over an agreed period. This period is known as the accounting period and is typically four weeks long. Some schemes allow for an excess or deficit (within set limits) to be carried over to the next accounting period. Hours are credited for absences such as sickness or holidays. How to introduce a flexible working hours scheme The introduction of a flexible working hours scheme requires care and needs to be carefully planned by all those likely to be affected. Experience suggests that a joint "working party" comprising representatives of management and employees is usually the best approach and any recognised trade union should be fully involved. The working party should consider: Whether the scheme is to be voluntary or compulsory What type of recording system should be used (eg manual, clocking or computerised) How flexibility should be built into the bands How sickness, absence and late attendance should be treated Arrangements for managing and monitoring the scheme (e.g. monitoring the effect on production or customer service levels) When the details have been agreed there should be a trial period of, perhaps, three months to help identify and eliminate any problems.

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Advantages of flexible working hours Employees have greater freedom Can make traveling easier (e.g. avoiding commuting during the normal rush-hour) Improved morale and reducing absence and lateness Reduction in overtime and less lost time since long lunch breaks or late arrivals are not recorded as time worked Disadvantages of flexible working hours Costs involved in administering the scheme If the premises are open longer, there may be increased costs for lighting and heating Employees will not be in work at certain times and therefore it may not be suitable for organisations where continuous cover is necessary. Difference between HRM & HRD 1. HRD is a sub section of HRM, i.e. HRD is a section with the department of HRM. 2. HRM deals with all aspects of the human resources function while HRD only deals with the development part. 3. HRM is concerned with recruitment, rewards among others while HRD is concerned with employee skills development. 4. HRM functions are mostly formal while HRD functions can be informal like mentorships. 5. HRM is a subset of the entire management processes of an organization. HRD is a subset of HRM. 6. Scope of HRM is wider. Scope of HRD as compared to HRM is narrower. 7. HRM manages and develops the human elements of an organization in its entirety on longer term basis. HRD focuses on those learning experiences which are organized for a specific period to bring about the desired behavioral changes. 8. HRM emphasizes that employees, their abilities and their attitudes constitute an important organizational resource that should be used effectively and efficiently to achieve organizational as well as employees' goals. HRD emphasizes mainly on training and development of employees. 9. HRM takes decisions on HRD plans. HRD thus depends on the decisions of HRM. HRM at its center has HRD. HRD's cooperation is important for overall success of HRM. HRD has to work within the realm of HRM and therefore, it's objectives should be in tandem with the broader objectives of HRM. Thus, HRM and HRD are interdependent. 10. HRM takes care of all the human needs and tries to satisfy these needs so that the employees are motivated from all the angles to contribute their best to achieve
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organizational goals. HRD focuses on upgrading the skills and competencies of the employees in order to improve the performance of the employees on the job. HOW TO MEASURE EMPLOYEE PERFORMANCE

The most difficult part of the performance appraisal process is to accurately and objectively measure the employee performance. Measuring the performance covers the evaluation of the main tasks completed and the accomplishments of the employee in a given time period in comparison with the goals set at the beginning of the period. Measuring also encompasses the quality of the accomplishments, the compliance with the desired standards, the costs involved and the time taken in achieving the results. Measuring employee performance is the basis of the Performance appraisal processes and performance management. Accurate and efficient performance measurement not only forms the basis of an accurate performance review but also gives way to judging and measuring employee potential.

For the purpose of measuring employee performance, different input forms can be used for taking the feedback from the various sources like the superior, peers, customers, vendors and the employee himself. All the perspectives thus received should be combined in the appropriate manner and to get an overall, complete view of the employees performance. Observation can also be exercised by the superior to obtain information. Some suggestions and tips for measuring employee performance are:

Clearly define and develop the employee plans of action (performance) with their role, duties and responsibilities.

Organizational outcomes or the achievement of organizational goals should also be kept in mind.

Focus on accomplishments and results rather than on activities. Also take note of the skills, knowledge and competencies and behaviors of the employees that help the organisation to achieve its goals.

If possible, collect the feedback about the performance of the employees through multipoint feedback and self-assessments.

Financial measures like the return on investment, the market share, the profit generated by the performance of the team should also be considered.

For an organisation to be an effective organisation and to achieve its goals, it is very important to monitor or measure its and its employee performance on a regular basis. Effective monitoring and measuring also includes providing timely feedback and reviews to employees for their work and performance according to the pre-determined goals and standards and solving the problems faced. Timely recognition of the accomplishments also motivates the employees and help to improve the performance.

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Measuring the performance of the employees based only on one or some factors can provide with inaccurate results and leave a bad impression on the employees as well as the organisation. For example: By measuring only the activities in employees performance, an organization might rate most of its employees as outstanding, even when the organisation as a whole might have failed to meet its goals and objectives. Therefore, a balanced set of measures (commonly known as balanced scorecard) should be used for measuring the performance of the employee. Differentiate Goal is a state of affairs, or a state of concrete activity, which an organization or system wishes to achieve or obtain. Objective is the plan, to involve and implement specific actions which must be taken to close the gap between the current realities and the ideal state. Mission is the process of defining objectives and developing strategies to reach those objectives. Vision involves the foresight needed to acquire the necessary expertise to organize existing resources, to accomplish the desired results. Vision is your aspiration for your life and the world. Mission is how YOU can help fulfill this aspiration. Goals are end results that you want to achieve. Objectives are sub goals with measurable outcomes that are expected to get you to your goals. Activities/Tasks are actions you take to support your goals and objectives. Heres an attempt at an example to demonstrate the use of these terms. Mission - To make the XYZ company largest seller of premium candy Objectives/Goals - Achieve share of market leadership in the premium candy segment. - Be known as the most expensive candy, but worth it. Strategy - Convince consumers that XYZ candy is the best premium candy by associating with high-end people and entities. Execution - TV and Print ads using wealthy celebrity endorsers. Tactics - Sample XYZ candy in high-end department stores - Put XYZ candy on the pillows of beds in high-end hotels

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