Human Resource Management

To facilitate the alignment of human capital with organizational goals Ensuring that performance management systems & staffing are aimed at achieving the organizations objectives. HR MISSION HR MISSION

3 Cs of HRD All 3 C’s are needed for the organization to succeed. Commitment Tasks may not be done at all or done at a slow pace that they lose relevance Culture This is the sustaining force and spirit for the organization to live Competencies Tasks to be completed cost effectively, with optimal efficiency

HRM aims at… Ensuring availability of dedicated workforce Motivate human resource Maintain high morale Develop potential Integration of objectives Maintain desirable working relationships Attainment of social objectives

HUMAN RESOURCES- THE BUILDING BLOCKS

HRD Systems Component Systems of HRD Career Systems Manpower Planning Potential appraisal Promotions Career planning&Devpt Work Planning System Role Analysis Goal Setting Performance appraisal People utilization Development System Training & Learning Performance coaching Mentoring Other devpt activity Self renewal system Role efficacy Team building Feedback mechanisms Culture Subsystem HRD climate Values Quality Orientation Reward & Recognition Information Communication Empowerment

HUMAN RESOURSE PLANNING  Is a process of systematically forecasting the future demand and supply for employees and the deployment of their skills within the strategic objectives of the organisation

Training & Development  Training: teach employees how to perform current jobs.  Help employees acquire skills to perform effectively.  Development: build employee’s skills to enable them to take on new duties.  Training used more often at lower levels of firm, development is common with managers.  A Needs Assessment should be taken first to determine who needs which program and what topics should be stressed.

Types of Training TrainingTrainingDevelopmentDevelopment Apprentice-shipsApprentice-ships On-the-jobTrainingOn-the-jobTraining ClassroomInstructionClassroomInstruction On-the-jobTrainingOn-the-jobTraining ClassroomInstructionClassroomInstruction FormalEducationFormalEducationVariedworkexperiencesVariedworkexperiencesNeedsAssessmentNeedsAssessment Figure 10.4

Who Appraises Performance? SupervisorsSupervisors PeersPeers Customers & Clients Clients SubordinatesSubordinates SelfSelf Sources of performanceappraisals performanceappraisals

Who Appraises Performance?  Self: self appraisals can supplement manager view.  Peer appraisal: coworker provides appraisal; common in team settings.  360 Degree: provides appraisal from a variety of people able to evaluate a manager:  Peers, customers, superiors, self.  Need to be alert to bias from some evaluators.  Effective feedback: appraisals must provide feedback:  Formal appraisals: conducted at set times of the year  Provides valuable, but infrequent feedback.  Informal appraisals: manager provides frequent feedback informally.

Effective Feedback: 1. Be specific and focus on correctable behavior. Provide a suggested improvement. 2. Focus on problem-solving and improvement, not criticism. 3. Express confidence in worker’s ability to improve. 4. Use formal and informal feedback. 5. Treat subordinates with respect and praise achievements. 6. Set a timetable for agreed changes.

CAREER PLAN planned, consciously developed and carefully monitored Career should be properly planned, consciously developed and carefully monitored as you progress through life

Components and Process of Career Planning

How Do You Plan your Career…..??