Evaluating Personnel Personnel evaluation can be irritating or irrelevant.

A "satisfactory" evaluation in a service environment depends on an agreement between employer and employee about what the service relationship should be. People are most crucial element in a service organization. The employer has a right to expect that employees will perform to the standards of the job description. The employee has a right to expect fair treatment, that is, equitable treatment compared to comparable work/salary/benefits that others have. A job should be realistic, that is, one that can be performed satisfactorily with a reasonable amount of effort and with a reasonable chance of success. If job can't be completed, saying "do the best you can" is meaningless. Redesign job so that it can be completed through reducation in input, modification of technique, reduction of standards, or the like. Subordinates want to be evaluated and they understand the need to be evaluated. The following five points are good management practice in respect to supervising staff:

JOB DESIGN The job description should cover 80% of what really occurs. If "other tasks that may be assigned" comprises more than half the work, it's time to rewrite the job description. Both employer and employee should be involved in writing the job description and should accure that it accurately and completely describes the position. The description should include what an employee can reasonably accomplish plus the the resources (material, money, time) to accomplish it. DELEGATION Once the employee knows the job, has the training and resources to accomplish the tasks, leave him/her alone. Judge by results not by method. If employer describes not only what is to be done but how, it is assigning not delegating. Employee may consider it intrusive and indicative of lack of trust. MENTORING This is the provision of support for the job, sometimes called role modeling. Employees should feel free to ask questions in the confidence that help will be given if requested. If people aren't comfortable in asking for help, they will guess which can result in disaster. PERFORMANCE EVALUATION Most people want to be told how they are doing but not in a meaningless, manipulative way. Every job needs a clear standard of acceptable performance which should be used in regular performance evaluations. Good performance evaluation depends on agreement on o what is job o that job can be done o what method will be used to demonstrate that job has been completely satisfactorily. If there has been ongoing performance evaluation against an accurate job description according to agreed on performance standards, then the "formal" evaluation only documents what both already know. So first 10-15 minutes can be "summing up" and

remainding 45-50 minutes can be spent on considering the future (really two futures: the library's and the employee's which may converge or diverge.

REWARD MECHANISMS "Praise in public; criticize in private" is an excellent rule. Pay and promotion are what most people think of first in rewarding employees. Feedback and recognition, task identity and task significance, achievement of goals are often equally or more highly motivating.

Herb White, to whom I am indebted for many of these thoughts says: Management must evaluate the needs of subordinates against the needs of the organization we are responsible for and look for ways to make the two fit or agree that they don't. ... As good managers,

we give people doable jobs. make sure they understand them. leave them alone to do them. help them if they ask us. evaluate what they did. seek correction and direction. reward and punish. seek ways to balance organization needs against personal needs.

Role of Manpower Planning in Business:

Manpower planning is certainly a very important part of an organization. Effective manpower planning provides adequate lead-time for the procurement and training of employees, thus, saving time and money. Important company projects and expansion programmes may be delayed if adequate manpower planning and management is not available. Thus, careful manpower planning is extremely important. The benefits of manpower planning are as follows:

Benefits of Manpower Planning:

a. It helps senior management forecast the upcoming surplus and/or shortage of the workforce, hence, results in reduced labor costs. b. It helps in planning employee development that fosters best use of workers' skills within the organization. c. Training programmess become more effective as gaps in the existing manpower surface. d. Business planning process is improved. e. Managerial succession plans can be formulated as part of replacement planning processes, which is required with formulating job change plans with managers. Furthermore, this exercise provides lead-time for identifying and developing managers to climb the corporate ladder. f. Manpower management becomes an important part throughout the organization. g. Alternate manpower actions and policies can be evaluated.

Job Analysis
Rahul's Noteblog Notes on Personnel Management Job Analysis

What is Job Analysis?

The systematic study of a job to provide information which will enable those planning examinations or other selection devices to determine the knowledge, skills and abilities required for successful performance on the job.

Meaning and Scope of Personnel Management In the words of Thomas G. Spates Personnel administration is a code of the ways of organising and treating individuals at work so that they will each get the greatest possible realisation of their intrinsic abilities thus attaining maximum efficiency for themselves and their group, and thereby giving to the enterprise of which they are a part its determining competitive advantage and its optimum results.

An analysis of this definition gives us the following salient features of Personnel Management. 1. There are certain specific and guiding principles of personnel administration which gives us a set of techniques of handling men at work and also a point of view. 2. Good personnel administration helps individuals to utilise their capacities to the full and to attain not only maximum individual satisfaction from their work but also satisfactions as part of a work group. In other words, personnel development is the aim. 3. If people are skilfully handled both as individuals and as group members, they will respond by giving their best work to the organisation of which they are a part. This means that democracy is stronger and more effective than authoritarianism and that, where men and women are free they will be happier and work more effectively than if they are regimented. One of the greatest rewards of personnel management is in the realisation and demonstration of this. If follows that personnel management is basic function of management which means getting effective results with people. It permeates all levels of management, since each executive must depend upon his subordinates for good results, and the foremen or first-line supervisors must build an defective work team of people whose performance will meet or exceed expected standards personnel Management touches all types of management and sales management. Unless these ha to secure the co-operation of other people whom they have employed to assist them. In short, every member of the management group, from the top to down, is a personnel manager, so to speak, in the vital sense, as the seeks to get effective long-run results trough the efforts of the people who look to him for direction and leadership. This does not, however, mean that an organisation can dispense with an officially designated personnel manager. In every organisation there should be some one who is primarily concerned with helping to develop in operating officials the point of view and skill of personnel administration. Personnel management is not restricted to factories and wage earners. It is also important in offices, sales departments, laboratories, and in the ranks of management itself, where top officials must win the co-operation of their subordinates. Nor is god personnel management something needed, by private industry along. industries in Public sector, non-profit institutions, Government, and the armed services require personnel officer. We are not in position to formulate a workable definition of Personnel Administration or Management. Personnel administration is a method of developing the potentialities of employees so that they will get maximum satisfaction out of their work and give their best efforts to the organisation. It is that activity in an enterprise which strives to mould human resources into an effective organisation, provides opportunities for maximum individual contributions under desirable working conditions, promotes individual development, and

encourages mutual confidence and understanding between employees and the employer as well as between employees. The functions of the personnel manger are very important. If a personnel manage is to help solve personnel problems, his position in the orgnaisation must be properly determined. It should also be remembered that the personnel manager cannot by himself, solve personnel problems; he can help operating on line manager to do so. He is a staff officer whose function is to provide specialised services to the line officers and advise and counsel them on personnel problems. He is an deponent people. He cannot establish policies an make divisions himself, he has to advise the line manger, the final decision resting with the later. This shows the the personnel manger in a sound company organisation is clearly a staff official. He should, as already indicated, report directly to the chief executive of the organisation. He has no right to issue orders to members of line organisation or to employees except with in his own, i.e., (personnel department), even when personnel matters are involved. He should just advise the chief and other executives on good personnel policies on their consistent, uniform application throughout the organisation. He may, of course, initiate the there is a difference of opinion about personnel matters between him and the line officers an supervisory, he should report the disagreements to the chief executive. In this way, he will be performing a control or inspection function for the chief executive, who is obviously concerned with the consistent observance of company policies and good personnel practices. But, if he is to win the confidence and co-operation of lower line manger, he must exercise this control function sparingly. Persuasion is his tool, an his personality should prompt other officials to work with instead of against him. He should be a source of help and not of threat. His task is t educate the lower line officials to develop the skills to handle future personnel problems, and so develop the full responsibility for personnel administration in the line organisation. The relationship between the personnel department and line organisation may be summarised a follows: the activities of personnel department are directed towards making line control of the human element stronger an more effective-not towards usurping that control....IN short, the personnel staff recommends, co-operates and counsels, while line management actually adopts and applies the policies, techniques ans procedures in its Operations......No matter how excellent the plan on which the activities of he personnel staff are based, no matter how capable they are, the personnel programme cannot be successful unless the line organisation is doing a good personnel job at workbench. Therein lies the major clue to the proper relationship between the line and staff orgnaisation in the matter of personnel policy and practice.