Beruflich Dokumente
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Organizing
Staffing
Directing
Communicate
Co-ordinate
Reporting
Budgeting
(POSDCORB)
Punitive
Lab off
OF
PEPLE
ISSUES
Preventive
Per.Off.
Predictive
HR Off.
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Strategic Planning
Manpower Review
Organizational Planning
Demand Forecast
Recruitment /
Selection
EEO/ Affirmative
Action
Compensation
Training &
Development
Management Action
Evaluation & Control
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Job Study
Work Study
Time Study
Method
Study
Motion Study
Interviews
Critical
Event
Observation
JOB
ANLYSIS
Job
Description
Job
Specification
Activity
Working Condition
Supr. Given /Recd
Decision
Co-ordn efforts
Impact on business
PS
QLN & EXP
Essential - Pref.
Other Proficiencies
JOB
Evaluation
Ranking
Grading
Factor
comparison
Competenc
y mapping
AC/DC
Periodic
revisits
Customized
tools/SW
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Position requirement
Source/Screen/shortlist/process-filters
HR co-ordinator
Selection Test/GD/Interview
(BASK-aspects of competencies)
Probation
Performance
Working conditions
KRAs
External variables
Technology
& Related redundancy
Confirm- Develop
Exit-Retirement-Separation
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Sourcing Strategy
Process calibration
Shortlisting filters tests-SW toolsTracking.
Competency Mapping and aligned
processes.
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C Versatile
Enabling.
Appreciative.
Focus on discovering & sharing the
interviewees excitement/experiences.
Concentrating on his / her strengths.
Sharing control with candidate.
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Is it Know How ?
Is it Skill/Dexterity ?
Is it Attitude/Values ?
V
Post
Interview
IV
comprehen
ding and
Closure and
commentin getting
III
g the
interviewed Core of
findings
the process
Questions
II
probes
Opening,se
& findingstting the
tone and
enabling
Being
organised
I
Planning
for the
interview
Review cv
frame
questions
relate to
Training
Training Need
Need Identification
Identification
Performance Gaps
Self Evaluation
New Skill Requirement (HOD/Change Needs)
Critical Events
Competency Mapping
Business Plans / Planned Change (OD)
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Training
Short Term
Unit
Specific
Quantity
Past/current
Skills/knowledge
Remedy based
Reactive
Hard
Cost
Responsive
Behavioral
Measurable
Objective
Development
Long Term
Ongoing
General
Quality
Current/future
Attitude/culture
Strategic Planning
Proactive
Soft
Human Factor
Anticipatory
Educational
Intangible
Subjective
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Organization Wide
NEEDS
Work Group
Specific
Individual
Strategic Business
Plan Diagnostic studies
1. Problem Diagnosis
2. Acting Business
Group Task specific need
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L&D
Training
Skill enhancement
IDP........
OD
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Start
Program Conduct
Set objectives
Review /
Reinforce
Feedback
Analyze content
Analyze audience
Revise
Define the environment in which
learning can happen
Select media
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Individual needs
will be determined
by:
Strategic plans
based on:
Human Resource
plans based on:
Job analyses
which forms the
basis for:
Performance
reviews which
assist towards:
Its mission
statement
Workforce
availability
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Urgent Material
Define Syllabus
Nice To Do
Should Do
Stage by Stage
1. Analyse Mtrl.
2. Sequence
3. Presentation
Must Do
Clearly stated
deliverable + 4 qdrs
Action Plan
Feed Back
Dev. Measures on Job
Proficiency
Reinforce/Review progm.
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AC R
Annual Ritual
MBO
Periodic
ACR + MBO
Open / Two Way
360 FB
0
Autocratic
Delivery Focus
On Going
Review & Coaching
Management by con
Online to ongoing
Control
Paper
filling
Judgment of
behavior
Collective
Wisdom
Evolution
Developing
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Commitment Model
Administrative System
Business Tool
Performance Appraisal
Event
Communication Process
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1
Performance Planning
-Goals
- Standards 30%
2
Ongoing coaching and
interim reviews
- Observation
- Feedback 65%
3
Performance review
-Rate
- Review
- Reward 5%
Evaluate Appraise Manage - Development www.spkamath.com
Corporate/Organizational
Results
Unit
Results
Individual
Results
Individual
Behaviors
Behavioral
Measures
Quantitative
Measures
Quantitative
Measures
Smart
Goals
How should PERFORMANCE be measured?
Quality-Cost-Delivery/Sch Adher.-Morale
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pecific&Articulate
easurable (MOPs)
chievable&agreeable
esource Defined &Realistic
ime Defined
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ACCURATE
Discuss only job-related
performance.
Use direct observations
rather than relying on
hearsay reports from
others.
TIMELY
Discuss facts about
performance nearest to
the event.
SPECIFIC
Describe specific
performance rather than
making broad statements.
CONSISTENT
Discuss both positive and
negative performance
rather than emphasizing
either.
Do not single out a specific
employee for more or less
feedback.
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HALO EFFECT:
Do not let outstanding or totally unsatisfactory performance
in one area influence your ratings in another.
CONTRAST ERROR:
Tendency to compare an employee to other employees
rather than to the performance standards.
RECENCY EFFECT
Recent Event impact
on overall ratings
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Across Rates
Leniency
Strictness
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Supervisor
Direct
Reportee
Self / Peers
Customer
Internal / External
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Overview of Building a
Balanced Scorecard
Creating the Balanced Scorecard
Use strategy to
identify the
objectives
1. Business Strategy
Start with the Business
Strategy, which should be a
bold, future-oriented statement
2. Business Objectives
Use progress
against objectives
to confirm strategy
Use objectives to
identify the
measures that
will be used
3. Measures &
Metrics
Use measures/
metrics to evaluate
progress against
objectives
Develop specific
measures and metrics to
track progress
Use scorecard to
determine if targets
are met and the
right measures are
being measured
Use measures
to build the
balanced
scorecard
4. Implement
Gather measures, create the
balanced scorecard and use
it to make decisions.
Incorporate a continuous
improvement philosophy in
the process
Financial
Perspective
How do we
look to
shareholders?
Customer
Perspective
How do
customers see
us?
Vision
and
Strategy
Innovation &
Learning
Perspective
Can we continue to
improve our
employees skills and
create value for our
clients?
Internal Business
Process
Perspective
What must we
excel at?
Develop key business objectives that will help you to attain your strategy.
Objectives
Financial Perspective
1.
2.
3.
4.
5.
6.
Customer Perspective
1.
2
3.
4.
5.
Vision
and
Strategy
1.
2.
3.
4.
5.
Living wage
Fair wage Ensures a standard of Living
Need based minimum wage
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Government
& its approach
Cost of Living
Business
Health Ability
Region
Cum
Industry
Job Worth
Productivity
Op effy.
Pay for
Performance
Company
Philosophy
Various
Legislations
Seasonal Need
Or Market
Equity
Piece Rate
Unions
Time Rate
Outsourcing Cost
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What is Compensation?
All forms of pay or reward going to employees and arising
from their employment.
Key equity/fairness to both parties earnings to enhance in
accordance with contribution.
If the love for money is the root of all evil, why are rich people
so happy?
Money ceases to be a motivator after a point in time- Paradox
no body has seen that point!
Objective of a good compensation administration programme
is intended to attract employees and retain valued employees;
motivate employees to be more productive; facilitate
organizational goals; and enable Wage & Salary administration
with in legal parameters
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Salary
Survey
Benchmark
Job
Region Cum
-Industry
Identification of
Key job
anchors
Job Evaluation
Ranking
Grading
Factor Comparison
Evaluator's wisdom
On compensable
factors & Job
Job descp. /
Job Spec.
Job Analysis
BASIC PAY
Pensionable/Impacting Social cost/Basis for Increment
Frame work IT / Labour Laws-Job worth evaluated
ALLOWANCES
Purpose Oriented (Leased house company owned assets etc.)
Location specific nuances Hardship, High cost location etc
Linking factor
FRINGE BENEFITS AND PERKS
Cash in hand (no social costs)
Flexible to change
Reimbursement Cafeteria Standard of Life
Risk In the eye of taxman-Auditor-Co. Values
CHOOSE YOUR OWN STRUCTURE @ CTC
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Compensation Planning
-Salary Non Bargain-able
-Wages Bargain-able
Basic Philosophy
Aligned to the business and
Share holder values
3
Ongoing Surveys
review
External and Internal
Factors of Influence
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The Software
Norms and ground rules
Internal communication (top dn & Bottom up)
External Resource Management & Legality
Informal message system and opinion makers
Cliques and opposition - grapevine
Leadership training and MAT training
Sacred cow? To be part of the history? Or
make history!
Your Strategy should manifest your values
Know your Company values
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Result @
INCENTIVE
Men
Material
Money
Market
MFG Process
What MOPs
What Terms
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Incentive Schemes
What stage of Business Cycle?
How clear MOPs exist?
Radical market/External change if any
Alteration automatic
(irreversible)
Is it sustainable or short lived pleasantry
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They can:
Reciprocate and respect
you
Own up and support the
organization
Adhere to set norms
Be a part of new
initiatives
Be our communication
bridge
Dealt by you and not a
specialist
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Empathy
Glocal
TU also know
Its limit
Pro-act
ER Realities
Do and appear to
Be doing as well
Informal
Comm.
channels
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Organization Development - OD
TQM TPM TEI WPIM-TOC
Balance Score Card
Knowledge Management process
Perpetual Settlements
Stress Management Practices
Corporate Social Responsibility
programmes
8. Village adoption and Social activities
9. Down Sizing-Right Sizing-Deconstruction
and Re-construction
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Legal Frame
Work Humane
Process
Separation
VRS Admn.
Identification of
Prospects
IT Clearance
ID Application
Strategic Business
Plan
Planning
Timing
Teaming
What is reasonable
the party in pain
knows better
Reduced bleeding-ROI
Outplacement cost
Replacement cost
Improve Job
by
II
Improve Person
by
- Changing his attitude
- Job rotation
- Appropriate placement
- Suitable training
- Counselling
i s fa
Performance
III
Motivate
by
- Leadership
- Goal orientation
- Concern for employee
- Utilization of potential
- Appreciation
- Recognition
Contd.
Sat
- Redesigning it
- Enriching it
- Enlarging it
&
also look to the general
working atmosphere &
conditions
cto
ry
Do potential
appraisal
IV
Measure performance
by
Performance appraisal
U
ns
at
i sf
ac
to
ry
VI
Supervisor should
review his Motivating
skills and
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VII
Employee capable
of higher
responsibilities
V
Do potential
appraisal
XI
X
VIII
Employee not
capable of higher
Responsibilities
Plan soft landing
Company
- Grows
- Customer service
improves
JOB
Satisfaction
XII
IX
Individual
- Grows
- Improvement
in Quality of
working life