Developing Effectiveness in HR

Luzminda A. MalcampoRitchel M. Molero

Jesette Caroline S. SalasJoseph Mark C. Salas

Lynette B. Ysalina

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The effectiveness and success of an organization lies on the people who form and work within the organization.

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It follows therefore that the employees in an organization need to acquire the relevant skills and knowledge to be able to perform their duties and make meaningful contributions to the success of the organizational goals.

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• Employee Orientation• Training

&Development

• Job versus Career• Career

Management

• Appraising Performance• Improving Performance

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Effectively orienting new employees to the workplace and to their positions is critical in establishing successful, productive working relationships.

The act of welcoming recruits into the organization.

It is a make or break period for the newly hired employee

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1. To reduce start-up costs; 2. To reduce anxiety;  3. To reduce employee turnover ; 4. To save time for supervisor & co-workers; 

and5. To develop realistic job expectations,

positive attitudes and job  satisfaction.

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An effective orientation will:

Foster an understanding of the business culture, its values, and its diversity;

Help the new employee make a successful adjustments to the new job;

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An effective orientation will:

Help the new employee achieve objectives and shorten the learning curve

Help the new employee develop a positive working relationship by building a foundation of knowledge about the company.

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Pre-Employmen

tPrior to the

employees first day

Job Orientation

First week on the job

Learning the

RoutinesFirst Few months

Mastering the Role

Six months & beyond

1. Overview Orientation2. Job-specific Orientation

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Specific Informati

on

Benefits Informati

on

Objectives and

Operations

• Company VMV & History

• Business facts• Navigating in the

business environment

• Etc.• Health

Insurance Options

• Retirement Planning

• Etc.

• Specific responsibilities

• Day-to-day job information

• Individual performance expectations

• Etc.

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1. All effective programs view orientations as an ongoing process, not just a one-day program;

2. Because orientation is an ongoing process, information is given to new employee closest to the time it is needed;

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3. Successful orientation programs shared their “corporate culture”;

4. The employee’s first day is truly welcoming and helps the employee feel useful and productive;

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5. The benefits of orientation are clear and visible to both the new employee and the organization;

6. The supervisor’s role is clear and well executed with the HRD’s assistance;

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7. Orientation objectives in successful organizations are measurable and focus on specific knowledge, skill acquisition, and influencing attitudes;

8. Adult learning concepts are known and used to guide orientation;

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9. Many NEO programs use guest speakers (live or on video tape); and

10. The NEO process is evaluated by participants, supervisors and the HRD from bottom line results

- Mark Twain

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It is a systematic development of:

Knowledge;

Skills; and

Attitudes

required by employees to perform

adequately on a given task.

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To increase employee efficiency, professional growth, smooth and more effective organization’s operations.

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Research shows that productivity increases while training takes place.

Staff who receive formal training can be 230% more productive than untrained colleagues who are working in the same role

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Improved Quality & Productivi

ty

Staff Retenti

on

Training

& Dev’t

.The

Flow-on Effect

Company Competi-tiveness

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On-the-Job Training/Coaching

Induction/Orientation

Apprenticeship

Demonstration

Vestibule

Formal Training

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Development

Under-study

Job-rotation

Self-development

/ Self-assessment

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Administrative Approach;

Welfare Approach;

Political Approach;

Organizational Development Approach; and

Systematic or Need-Based Training

Approach

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Increase productivity; Improve the quality of work and raise morale;

Develop new skills, knowledge, understanding, and attitudes;

Use new tools, machines, processes, methods or modifications correctly;

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Reduce waste, accidents, turnovers, tardiness, absenteeism, and other overhead costs;

Fight obsolescence in skills, technologies, methods, products, markets, capital management, etc;

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Implement new or changed policies or regulations;

Bring incumbents to that level of performance which meets the standard performance for the job;

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Develop replacements, prepare people for advancement, improve manpower deployment, and ensure continuity to leadership; and

Ensure the survival and growth of the organization.

- Maxim Gorky

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Talent management

Cost management

Globalization

Engagement

Career is the pattern of work-related experiences and activities over the span of a person’s life

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Job • Each job is a tool to

provide income to reach financial goals;

• Having a job rarely involves any planning;

Care

er • A career is a

vocation in which talents and skills are expressed throughout a lifetime;

• A career always requires careful career planning and preparation;

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Job • A job becomes less

satisfying over time especially if your true gifts and abilities are not utilized;

• In a job one works to live

Care

er • A career allows you

to cultivate and focus your passion and interests;

• In a career one lives to work

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Job • Most people

choose jobs and work environments that fit lifestyle choices; C

are

er • Careers are chosen

to leverage education and experience for advancement and progression;

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Job • A job offers

stability and security;

• A job represents routine, low risk and stability

Care

er • A career stimulates

talents in a way that aligns with personal aspirations;

• A career embodies flexibility, risk and opportunity

Establishment

AdvancementMaintenance

Retirement

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Baby Boomers

Middlescence

Graying Age

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Be clear from the outset;

Give them extra structure;

Teach business standards;

Give them free reign to multitask;

Cultivate a positive atmosphere;

Be a mentor; and

Strive for work-life balance

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Fresh Assignments

Career Changes

Mentoring

Fresh Training

Sabbaticals

Leadership Development

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Throw out all your assumptions;

Remember the range of ages;

Communicate, communicate,

communicate;

Value their life experience;

Train them;

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Meet their security needs;

Motivate them;

You don't have to "be the boss“;

Be flexible; and

Use them as mentors.

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Can help inform employees about the sequence of job opportunities in the organization

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involves matching a person’s aspirations with opportunities ◦Counseling, ◦Seminars, and ◦Self assessment

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Effective leadership;

A knowledgeable, skilled, and motivated

people; and

An organization designed to enable people

to achieve.

- John Gunther

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Behaviour Results Performan

ce

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A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors

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1 •Planning

2 •Monitoring

3 •Developing

4 •Rating

5 •Rewarding

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PM focuses on results rather than behaviours and activities;

PM Aligns organizational activities and processes to the goals of the organization;

PM Cultivates a system-wide, long-term view of the organization;

PM Produces meaningful measurements; and

Other benefits

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performance measurement - transparent,

short, medium and long term;

clarifying, defining, redefining priorities

and objectives;

motivation through agreeing helpful aims

and targets;

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motivation through achievement &

feedback;

training needs and learning desires -

assessment and agreement;

identification of personal strengths and

direction - including unused hidden

strengths;

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Career and succession planning - personal

and organizational;

Team roles clarification and team building;

Organizational training needs assessment

and analysis;

Appraisee and manager mutual awareness,

understanding and relationship;

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Resolving confusions and

misunderstandings;

Reinforcing and cascading organizational

philosophies, values, aims, strategies,

priorities, etc;

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Delegation, additional responsibilities,

employee growth and development;

Counselling and feedback; and

Manager development - all good managers

should be able to conduct appraisals well -

it's a fundamental process.

- David Ripley, PhD, SRP

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FocusFocus•Immediate

Problem

Solution•Training•Discipline

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• Fair Pay• Reasonable Benefits• Clean & Safe Working

Conditions

Recognizes and deals

with most of the “hygiene

factors”

• Counselling• Fitness Programs• Child Care• Employee Assistance

Program

Recognizes that fact that hiring someone means

getting the whole person,

including personal problems

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System Factors

Information

Resources

Incentives

Person Factors

Skills & Knowledge

Capacity

Motivation

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1. Build a foundation;

2. Create a positive

environment;

3. Put people on the right path;

4. Educate the masses;

5. Don’t forget the fun;

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6. Acknowledge contributions;

7. Provide incentives;

8. Honour your promises;

9. Provide career coaching;

and

10. Match tasks to talents.

“We’re a big company with big ideas, and by gosh, I really like

your big resume!

I’LL BE DOWNSTAIRS MAKING PEOPLE

NERVOUS The HR is

IN

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Textbooks: Adiodun, E.J.A. (1999) Human Resources

Management, An Overview. Concepts Publication, Shomolu, Lagos, p. 110-121

Adeniyi, O.I. (1995) “Staff Training and Development” in Ejiogu, A; Achumba, I. Asika (eds)

Managing Careers in 2000 and Beyond, Jackson C, Arnold J, Nicholson N, Watts A G. Report 304, Institute for Employment Studies, 1996.

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Websites: http://www.hr.com http://www.training.com.au http://www.about.com http://www.employment-studies.co.uk http://www.wikihow.com http://www.eHow.com http://www.work911.com http://www.oppapers.com http://www.hrweb.berkeley.edu