Human Resources Management Fundamentals of Human Resources Management

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Training Agenda HR Management : An Overview HR Planning and Recruitment Employee Selection Training and Development Performance Management Career Management

Human Resource Management : An Overview

HR Management Cycle Performance Training & Recruitment & Management Selection Training & Development Performance Management Reward Management Career Management

HR Strategy and Business Result Recruitment & Selection Training & Development Performance Management Business Result Business Strategy HR STRATEGY Reward Management Career Management

Manpower Planning & Employee Recruitment

Manpower Planning Company Strategy Job Analysis What staff do we need to do the job? What staff is available within our organization? Performance appraisal Company data banks Training Employee management and development Is there a match? What is impact on wage and salary program? If not, what type of people do we need, and how should we recruit them?

Factors in Forecasting Personnel Requirements Manpower Planning Factors in Forecasting Personnel Requirements Quality and nature of your employees (in relation to what you see as the changing need of your organization) Projected turnover (as a result of resignation and terminations) The financial resources available to your organization

Training & Development

Training Process Training Need Analysis Training Evaluation Training Objectives Training Delivery What are the training needs for this person and/or job? Objective should be measurable and observable Techniques include on-the-job-training, action learning, etc. Measure reaction, learning, behavior, and results

Assessing Training Needs A detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted Task Analysis Competency Analysis Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention.

Training and Development Program Competency Assessment Competency Analysis Current competency level of the employee Competency Gap Required competency level for certain position Training and Development Program Competency Assessment

Competency Profile Per Position Score Required Competency Type

Competency Profile Per Position

Training Matrix for Competency Development Training Title V = compulsory training

Enhance Training Effectiveness Make the material meaningful Provide for transfer to learning Training Effectiveness Motivate the trainee

Make the material meaningful Enhance Training Effectiveness 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 Make the material meaningful

Provide for transfer to learning Enhance Training Effectiveness Maximize similarity between the training situation and the work situation Provide adequate training practice Identify each feature of the step in the process Provide for transfer to learning

Enhance Training Effectiveness 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. Motivate the trainee

Type of Training Program OFF THE JOB Formal course Does not interfere with job Provides for fact learning Simulation Helps transfer of learning Creates lifelike situations Wilderness Trip Builds teams Builds self-esteem

Job instruction training Apprenticeship training Type of Training Program ON THE JOB Job instruction training Facilitates transfer of learning Does not require separate facilities Apprenticeship training Does not interfere with real job performance Provides extensive training Job rotation Gives exposure to many jobs Allows real learning Mentoring Is informal Is integrated into job

of Training Effectiveness Evaluation of Training Effectiveness Level 1 - Reaction Level 2 - Learning Four Levels of Training Effectiveness Level 3 – Behavior Application Level 4 – Business Impact

Evaluation of Training Effectiveness Evaluate trainees’ reactions to the program. Did they like the program? Did they think it worthwhile? Level 1 - Reaction Test the trainees to determine if they learned the principles, skills, and facts they were to learn. Level 2 - Learning

Level 3 – Behavior Application Level 4 – Business Impact Evaluation of Training Effectiveness Ask whether the trainees’ behavior on the job changed because of the training program. For example, are employees in the store’s complaint department more courteous toward disgruntled customers than previously? Level 3 – Behavior Application What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employee drop? Did the reject rate improve? Was turnover reduced, and so forth. Level 4 – Business Impact

Employee Performance Management

Performance Management Cycle Performance Planning (Setting Performance Targets) Regular Review and Monitoring Feed back Corrective Action Training & Development Plan Salary/Bonus Adjustment Career Development Performance Appraisal and Evaluation

Performance Appraisal Element 1. Competencies: It represents soft or qualitative aspects of performance (process) Performance appraisal elements has two main categories: 2. Performance Result: Hard or quantitative aspects of performance (result)

2. Performance Result Score Performance Appraisal Element Competencies Score Overall Score 2. Performance Result Score Will determine the employee’s career movement, and also the reward to be earned

Element # 1 : Competencies Competency : Collaboration Basic Intermediate Advanced Expert Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Shares resources and information. Responds promptly to other team members’ needs. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Actively builds internal and external networks. Builds internal and external networks and uses them to efficiently to create value. Involves teams in decisions that effect them. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Encourages co-operation rather than competition within the team and with key stakeholders. Builds and maintains relationships across The company. Drives and leads key relationship groups across The company. Manages alliance relationships through complex issues such as points of competing interest. Ensures events and systems, eg IT, for collaboration are in place and used. Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations.

Element # 2 : Performance Results Target should be measurable and specific

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