Q.3Let's begin our discussion of performance appraisal by
defining the concept. Performance appraisal is a formal system of
measuring, evaluating, and influencing an employees job-related
attributes, behaviors and outcomes. The objective is to to
determine how productive an employee is and/or to determine if an
employees productivity can be improved. As such, performance
appraisals serve an important purpose in managing people and
meeting company goals.Ref:
http://www.oocities.org/wilfratzburg/performanceappraisal.html(PERFORMANCE
APPRAISALHRMNotes.htm by Wilf H. Ratzburg, N.D.)
Performance appraisal links to employee recruitment, training
and development and is vital for carrying out the strategic
objectives of the organization. It signals the mnagaers and the
employees on what is important, provides wways to measutre on what
is important, provides justification for the behaviour and results
and helops to improve performance.It is an ongoing process of
evaluating employee performance. It reviews employee performance
over and time and measures the effectiveness of the organization.
As the performance improves so does the productivity and image of
the organization. Managers are continuously observing and judging
their employees. It directly impacts on the increase of pay,
promotions and training and career development.Managing and
appraising employee performance has become an important focus for
many organizations in their attempts to achieve competitive
advantage over others.
Objectives:i.) Discrimination
Managers must be able to sel;ectbetrween those who are
contributing tio the organizations objectives and those who are
not. The only validation would be to know of hiring the right
people when the performance of the new staff is measured.Any dhuman
resource decision (transfer, promotion, termination) can be
challnegd in labour courts.
The organization must prove that decision was made on merit
alone (provide firm detail on performance record) and not on any
other issue.
Prescriptions for legally defensible appraisal systems... system
should be formal appraisal should be based on job analysis rating
should be on specific work dimensions rather than on overall or
global measures performance standards must be communicated to
employees raters should be trained evaluators should be given
specific, written instructions about the standards and the process
use more than one independent evaluator of performance evaluators
must have ample time to evaluate performance use objective data
whenever possible data should be empirically validated procedures
for appraisal must not differ as a function of race, sex, color,
national origin, marital status, or age avoid ratings on traits,
personality, or aptitude behavioral documentation should be given
for extreme ratings (critical incidents) employees should be given
an opportunity to review their appraisals a formal appeal system
should be available
ii.) Reward
To encourage performance and must be given to the employees who
contribute more to successfully achieving the strategic objectives
of the organization.
Determining Compensation Changes.This is another classic use of
performance appraisal. Almost every organization believes in pay
for performance. But how can pay decisions be made if there is no
measure of performance? Performance appraisal provides the
mechanism to make sure that those who do better work receive more
pay.
2.6 Performance Appraisal, Productivity and Rewards Performance
appraisal systems began as simple methods of income justification
(Dulewicz, 1989). That is, appraisal was used to decide whether or
not the salary or wage of an individual employee was justified. The
process was firmly linked to material outcomes. If an employee's
performance was found to be less than ideal, a cut in pay would
follow. On the other hand, if their performance was better than the
supervisor expected, a pay rise was in order. Little consideration,
if any, was given to the developmental possibilities of appraisal.
It was felt that a cut in pay, or a rise, should provide the only
required impetus for an employee to either improve or continue to
perform well. Sometimes this basic system succeeded in getting the
results that were intended; but more often than not, it failed. For
example, early motivational researchers were aware that different
people with roughly equal work abilities could be paid the same
amount of money and yet have quite different levels of motivation
and performance. Pay rates were important, yes; but they were not
the only element that had an impact on employee performance. It was
found that other issues, such as morale and self-esteem, could also
have a major influence. As a result, the traditional emphasis on
reward outcomes was progressively rejected. In the 1950s in the
United States, the potential usefulness of appraisal as tool for
motivation and development was gradually recognized. Performance
appraisal may be a structured formal interaction between a
subordinate and supervisor, that usually takes the form of a
periodic interview (annual or semi-annual, etc), in which the work
performance of the subordinate is examined and discussed, with a
view to identifying weaknesses and strengths as well as
opportunities for improvement and skills development. In many
organizations - but not all - appraisal results are used, either
directly or indirectly, to help determine reward outcomes. That is,
the appraisal results are used to identify the better performing
employees who should get the majority of available merit pay
increases, bonuses, and promotions. By the same token, appraisal
results are used to identify the poorer performers who may require
some form of counselling, or in extreme cases, demotion, dismissal
or decreases in pay. Whether this is an appropriate use of
performance appraisal - the assignment and justification of rewards
and penalties - is a very uncertain and contentious matter.Ref:
http://ir.knust.edu.gh/bitstream/123456789/614/1/Sterlington%20Kofi%20Horsoo.pdfAuthor:
Sterlington Kofi HorsooTitle: EMPLOYEE PERFORMANCE APPRAISAL,
REWARDS & RECOGNITIONS A CASE STUDY OF BARCLAYS BANK OF GHANA
LIMITED (Thesis)
Date: 2009Retrieved: 11/5/2015
iii.) Development
Builds strengths and weaknesses as managers should remove
barriers that could affect the performance of the employees so that
they can grow and develop.Encouraging Coaching and
Mentoring.Managers are expected to be good coaches to their team
members and mentors to their proteges. Performance appraisal
identies the areas where coaching is necessary and encourages
managers to take an active coaching role.Supporting Manpower
Planning.Well-managed organizations regularly assess their bench
strength to make sure that they have the talent in their ranks that
they will need for the future. Companies need to determine who and
where their most talented members are. They need to identify the
departments that are rich with talent and the ones that are
suffering a talent drought. Performance appraisal gives companies
the tool they need to make sure they have the intellectual
horsepower required for the future.Determining Individual Training
and Development Needs.If the performance appraisal procedure
includes a requirement that individual development plans be
determined and discussed, individuals can then make good decisions
about the skills and competencies they need to acquire to make a
greater contribution to the company. As a result, they increase
their chances of promotion and lower their odds of
layoff.Determining Organizational Training and Development
Needs.Would the organization be better off sending all of its
managers and professionals through a customer service training
program or one on effective decision making? By reviewing the data
from performance appraisals, training and development professionals
can make good decisions about where the organization should
concentrate company-wide training efforts.
Training NeededThese appraisals also identify the necessary
training and development the employee needs to close the gap
between current performance and desired performance.Performance
appraisals identify performance gaps. As such, they provide an
excellent opportunity for a supervisor and subordinate to recognize
and agree upon individual training and development needs.
Performance appraisal discussion may identify the presence or
absence of work skills. Further, the need for training can be made
more relevant if attaining the requisite job skills is clearly
linked to performance outcomes. Consolidated appraisal data can
also help form a picture of the overall organizational training
requirements.
iv.) Feedback
Managers must evaluate performance of their employees and
communicate assessment. They must identify their deficiencies and
determine how they could be overcome, know which training is needed
and create opportunities.
Providing Feedback.Providing feedback is the most common
justication for an organization to have a performance appraisal
system. Through its performance appraisal process the individual
learns exactly how well he/she did during the previous twelve
months and can then use that information to improve his/her
performance in the future. In this regard, performance appraisal
serves another important purpose by making sure that the bosss
expectations are clearly communicated.Improving Overall
Organizational Performance.This is the most important reason for an
organization to have a performance appraisal system. A performance
appraisal procedure allows the organization to communicate
performance expectations to every member of the team and assess
exactly how well each person is doing. When everyone is clear on
the expectations and knows exactly how he is performing against
them, this will result in an overall improvement in organizational
success.From the employee's perspective, performance appraisal
informs them about what is required of them in order to do their
jobs, it tells them how well they have achieved those objectives
and helps them take corrective action to improve their performance,
and, finally, it may reward them for meeting the required
standards.
The firm, on the other hand, needs a performance appraisal
system in order to establish principles of managerial
accountability. Clearly, where employees are given responsibilities
and duties, they need to be held accountable. One of the functions
of performance appraisals is to ensure that people are accountable
for their organizational responsibilities. Perhaps the most
significant benefit of performance appraisals is the opportunities
they provide supervisors and subordinates to have one-on-one
discussions of important work issues. During appraisals,
subordinates and supervisors can focus on work activities and
goals, identify and correct existing problems, and encourage better
future performance.
It is a top-down assessment from supervisor to employee. It is
an annual process and uses ratings to measure performance.
Concentrating largely on the employees inabilities and flaws over a
period of a year instead of looking forward by identifying the
development needs of the employees and improving them.
Traditionally, the performance appraisals were organized in a
bureaucratic manner and suffered from unnecessary delays in
decisions and corruption. It involves a lot of paper work, tedious
and owned by HR department.
Fletcher (2008) gives an excellent summary of the objectives of
implementing an appraisal process.The evaluation is the starting
point of the appraisal process. After this comes the reward and
encouragement of effort and ability. This may also involve telling
someone that they are doing badly. The systematic evaluation of
training and development needs allows the measurement of the
requirements of the job against the skills of the jobholder. This
enables the organisation to determine its training needs, both in
the case of the employee in question and the organisation overall.
This process allows the organisation to gather data about staff
capabilities, which is essential to human resource planning.
Finally, the appraisee and their line manager agree the future
agenda, specifically for the next appraisal period. This will
include key objectives for their post along with addressing
training needs in terms of the needs of the specific post, the
individual's professional development needs and any other training
needs, if relevant. From the organisational perspective, appraisal
deals with people as aspects of organisations. When an employer
takes on employees, part of the process involves people being
socialised into organisational norms. Within any organisation,
there tends to be a dominant coalition, which dictates the values
of the organisation. Such cultural factors have an important
bearing on the values which are held within an organisation. These
in turn dictate the values which are at the foundation of employee
appraisal along with underpinning the competencies against which
employee performance is measured.
Fletcher (2008) points out that employees will see themselves as
benefitting if these organisational objectives are met (i.e. they
want to be properly rewarded, discuss opportunities for development
etc.). If appraisal does nothing else, it causes manager and
subordinates to get together and discuss the subordinate's
performance. However, this situation has the potential to be quite
socially uncomfortable and it only works if the jobholder wants to
be appraised. Fletcher (2008) identifies three factors that are
particularly important in determining whether the employee engages
in the process to help meet the objectives of appraisal. They are:
The employee's perception of the assessment as fair The quality of
the employee's existing relationship with the person / persons
doing the appraising The impact that the appraisal has on employee
reward and their own well-beingClearly, this presents a rich agenda
for occupational psychologists. Undoubtedly, appraisal has a
'technical element' in terms of how performance is measured.
However, it is also a very social process.
Theoretically, appraisal is intended to be about the development
of the appraisee, both in terms of their professional development
and in terms of their role within the organisation. To achieve
this, it is essential that the appraisal is about behaviour rather
than about personality or similar personal attributes (Kluger &
DeNisi, 1996). This is because a person can change their behaviour,
that is, it is within the control of the person. Personality is a
different matter and even if one were to argue that it can be
changed, there are related ethical issues. Personality appears to
be stable during adult life. The two essential issues are that
appraisal is about behaviour, rather than personality and appraisal
should be about things which the individual can control. That said,
tools such as the Myers-Briggs Type Indicator can be used to help
employees understand how their personality helps or hinders them in
a variety of different situations at work (and thereby raises
self-awareness).When referring to change in behaviour in the
workplace, we are talking about the appraiser and appraisee
agreeing a commitment to change. This is not about appraisee
compliance, and it may well involve the appraiser or others
changing their behaviour in order to facilitate behavioural change
in the appraisee.As with other aspects of occupational psychology,
for example, personnel selection, there are issues of power
inequality at play in the appraisal process. While theoretically
the appraisal interview may be intended to be a discussion between
appraiser and appraisee, the very setting implies a situation of
unequal power between the two parties, and as the appraiser is most
often the appraisee's line manager, this inequality is exacerbated.
This issue increases the importance of keeping the focus on job
performance. It is neither just a process of filling in forms, nor
a judgement on the appraisee as a person.
Performance appraisal is a formal management system that
provides for the evaluation of the quality of an individuals
performance in an organization. The appraisal is usually prepared
by the employees immediate supervisor. The procedure typically
requires the supervisor tofill out a standardized assessment form
that evaluates the individual on several different dimensions and
then discusses the results of the evaluation with the employee.
An effective appraisal process begins with a
performance-planning meeting where the manager and the individual
discuss the upcoming year, set goals, review the competencies that
theorganization expects people to demonstrate, and identify the key
job elements. They may also discuss the subordinates development
needs and goals in this hour-long meeting.Over the course of the
year the manager and the individual regularlytalk about
performance. They adjust objectives as priorities change and as
goals are met. The manager solves performance problems if any arise
and creates the conditions that motivate. She also conducts a
midyear review to more formally discuss the individuals
performancehalfway through the annual cycle. Performance assessment
is the third phase of an effective performance appraisal process.
The manager evaluates exactly how well theindividual has performed
in each area covered in the appraisal instrument,writes narrative
descriptions of the performance, and assigns theappropriate
ratings.
Once the performance appraisal form has been written, reviewed,
and approved, the employee and the manager get together for the
final phase of the process: performance review. They discuss the
managers evaluation of the individuals performance and come to an
understanding of what was accomplished over the course of the year
and how those accomplishments were evaluated. At the end of this
meeting, they set a time to get together again to plan for the
upcoming year, and the process begins anew.
Ref:http://vulms.vu.edu.pk/Courses/HRM713/Downloads/The%20Performance%20Appraisal%20Question%20and%20Answer%20Book.pdf
Q.4 define motivation(own words & 2 examples)
Relationship to employee motivation(one or two sentences)
Factors influencing motivation and the most effective ones
Motivation is the process of directing and setting goals that
promotes behavior and performance. Thje inner desire that pushes a
person to act or perform. It allows ort gives opportunity to
employees to be able to feel that they have a responsibility and
contribute to the well being of the organization and have the power
to influnece result by their actions.Owners and managers know that
positive motivation leads to better performance and higher
productivity. This can be positively reinforced by bonuses, sales
commissions, pay raises and promotions. In contrast bad performance
reviews, verbal and written warnings, suspensions, pay reduction or
dismissal warnings can prove unfavorable and lower morale of the
worker. Employees need to be regularly engaged on the business
issues that affect productivity and their performance. There also
has to be clear communication on being focused and meeting the
goals and objectives and build team spirit in the organization.The
business environment today is very competitive which is faced with
a lot of difficult challenges in order to motivate emoployees. It
could be the choice of a particular behavior or to achieve a
certain goal. There are cetain factors that influence thew ability
of worker(s) to perform. Leadership Style
This determines how a leader runs an organization in meeting the
gloas and objectives of an organization, controls its workforce and
intereact with the outside environment.A leader to flexible and
respect the knowledge, skills and abilities of its workers to do
its job. Other styles could be telling, selling, persuading and
participating. Sometimes the m,anager is required to use a
different style for different people.When you give your power away,
you are allowing your employees to share your responsibility and
authority (Bruce, c2003, p.66) and is mainly a resource, a means to
an end so as to get better results and the jobs are done
effectively and efficiently.
Consecutively, there is endless possibilities which is to build
trust for a better tomorrow (Bruce, c2003, p.73) in having a
brighter future that opens up possibilities and reinforces
employees to be committed to do work.
Reward System
People are affected by incentives. Managers respond to
increasing or decreasing rewards for behaviours that try to meet
specific goals. They need to be clear about rewards and recognition
(p.49) and let the employees know what to expect from the standards
set, see the benefits of effort understand and what to expect after
achieving them.
Organizational Climate
Make employees feel like partners (p.17) and ownership in the
organization. Managers could change the names of their employees
positions and encourage business thinking and instill attitudes of
feeling like a boss so that they can take pride in their work.
There should be a respect for the individual which enhances the
positive attitude to inspire creativity and increase productivity.
It should be a great place to work and consists of the way people
treat each other up and down the line.
Structure of work
Employees need to have control and be able to redesign and
reshape their jobs. The amount of work needs to be made exciting
and challenging. Team spirit and bonding encouraged, that involves
interacting with other employees so that with their cooperation a
job could be done quickly and bring out the best energies of the
individual. It should excite workers to seek new opportunities so
that they can look forward to come to work every day.
Q.5
People who feel recognized demonstrate a stronger desire to help
the company grow and succeed.
Therefore, having a pay for performance or incentive program
worked into your organizational structure could leverage employee
engagement and overall organizational performance.However, before
an incentive or rewards program is implemented into an
organizational structure, the organizations core purpose must be
defined. Leaders must establish the goals, align the rewards to
meet the organizational needs and make sure the incentive programs
are practical and achievable by the employees.
Advantages & Disadvantages of Pay-for-Performance Policiesby
Ruth Mayhew, Demand Media
ConsiderationsMany organizations conduct annual performance
appraisals. These appraisals when properly administered are based
on performance standards. Standards are what an employer wants an
employee to accomplish to meet the company's expectations. For
example, if an employer requires its sales representatives to close
15 sales each month, employees who close fewer than 15 sales are
rated as falling below expectations. Employees who close more than
15 sales each month would be rated as exceeding expectations. For a
P4P system to be effective so employers and employees reap the
benefits of tying performance to compensation, employers must
clearly communicate their expectations and conduct performance
appraisals according to performance standards.GuidelinesEmployers
must give workers and managers guidelines on how the P4P system is
connected to performance ratings. The advantage of setting
guidelines for P4P systems is to address questions about the type
of wage increase, bonus or other incentive an employee receives for
meeting or exceeding expectations. Employers who don't communicate
the company's standards and guidelines are creating a P4P system
that's likely to fail.ConsistencyWith a P4P system, employees
receive wage increases, bonuses and even special perks for
achieving performance goals. For an employee to receive the base
wage increase, she must meet her employer's performance
expectations. If she exceeds expectations, it improves her chances
of receiving additional monetary incentives. Consistency in
performance appraisals is key in P4P systems. Supervisors and
managers must conduct their subordinates' performance appraisal in
the exact manner approved by the human resources department or
executive leadership team. Too much subjectivity is one of the
disadvantages of a P4P system because it results in inconsistent
evaluation of job performance and, ultimately, an ineffective P4P
system and dissatisfied employees.IncentiveEmployers and employees
alike benefit from a P4P that provides incentives for job
performance. Employees in such a system strive for higher ratings
by working harder and hopefully smarter. While incentives push
employees to achieve higher performance ratings, consistent
application of performance standards and P4P guidelines encourage
employees to maintain those high ratings. Employees who show strong
performance, but drop off after they've received their raise or
bonus, introduce one of the disadvantages of P4P systems
inconsistent performance.PerformanceFor employers and employees to
reap the benefits of a P4P system, there need to be guidelines and
incentives for employees who maintain high performance ratings. For
example, awarding employees with a wage increase that compounds
their salary is the truest form of incentive, rather than a
one-time bonus that doesn't increase employee long-term earnings.
Employers avoid P4P disadvantages from performance drop-offs when
they use a system that rewards achievement and the employee's
ability to maintain good job performance long after a performance
appraisal.Advantages and Limitations of Performance-Linked Pay
The issue of merit pay has remained a subject of considerable
debate in both the private and public sectors. A business
organization must evaluate the pros and cons of merit pay carefully
while devising its pay policies for the employees. Conventional
wisdom in business has usually favored the existence of merit or
performance linked pay. However, the downside of this pay system
often gets ignored. Each organization is unique and it must evolve
the best pay method that matches its needs in the best possible
manner.Time-Tested Tool of Employee MotivationMerit pay has
traditionally been one of the most effective tools of motivating
employees to perform to the best of their ability. It is
recognition for the employees who achieve the highest productivity
and results for the business. A monetary reward in terms of a
better pay is the strongest incentive for an employee who is
working with a greater enthusiasm, commitment and skills than the
other employees around him.Healthy Competition among EmployeesA
healthy competitive spirit among employees can propel them to
achieve superior results for the organization. Competition is a
natural human instinct, and merit pay capitalizes on that instinct
to extract the best performance from the employees. Employees like
to be recognized as achievers, and performance- based pay is one of
the best ways to award that recognition.Helps to Attract and Retain
Top TalentIn absence of a merit based pay system, there is the risk
of non-motivation for the highest performing employees. Talented
employees are aware of their strengths and like to accept the
challenges of a performance linked pay. If they find that all
employees are awarded a uniform pay without any regard to
individual merit, there is a risk of the best performing employees
leaving and joining other organizations that are willing to
recognize their exceptional talent.Difficult to Evaluate
Performance ObjectivelyDespite the obvious advantages of
performance linked pay, the pros and cons of merit pay should be
evaluated carefully before implementing such a pay system.
Performance evaluation can be a highly subjective issue in many
areas of the business. Therefore, enforcing a system of merit pay
regardless of the nature of job may prove to be counter-productive
for the organization.Higher Employee Conflict and Non-Motivation
IssuesSome employees may believe they deserve to be included among
the meritorious candidates for higher pay. If such employees are
ignored for any reason, it may result in a higher degree of
employee conflict within the organization. Some employees may feel
let down by the system, and may begin to lose their motivation if
they are not considered deserving of merit based rewards.
Emphasis on Individual Performance and Compromise of Team
SpiritIf on one hand merit pay leads to healthy competition, on the
other hand it may also lead to a compromise of the team spirit of a
unit or division that is working together on a project. Pay
differentiation may result in dampening of the enthusiasm to work
together as a team, and not as rivals. Individual goals may tend to
take precedence over group goals, which may do more harm than good
for the organization in the end.
Definition: Merit pay is an approach to compensation that
rewards the higher performing employees with additional pay or
incentive pay. Merit pay has advantages and disadvantages for the
employees and the employer. But, all-in-all, merit pay is the best
way to reward the employees that you most want to keep. Here's more
about why you might want to consider merit pay.Advantages of Merit
PayThese are reasons why you might want to consider merit pay.
Merit pay helps an employer differentiate between the performance
of high and low performing employees and reward the performance of
the higher performers. Merit pay, unlike profit sharing or similar
bonus pay schemes, allows an employer to differentiate between the
performance of the company as a whole and the performance of an
individual. While many merit pay programs also provide an overall
reward that is distributed to all employees, to promote such values
as team work, a portion of the available compensation is reserved
for strong performers. Merit pay also provides a vehicle for an
employer to recognize individual performance on a one time basis.
This is useful for rewarding employees who may have participated in
a one-time project such as implementing a new HRIS or opening up a
new sales territory.Disadvantages and Challenges Inherent in Merit
PayThese are the challenges employers experience with merit pay.
There is no way, with 100% accuracy, to differentiate the
performance of various employees to determine deservers of merit
pay. The most desirable accomplishments and contributions are
almost never measurable so the manager's or supervisor's opinion
remains a constant in determining merit pay. The amount of time and
energy that organizations invest in an attempt to make performance
measurable for merit pay, including developing competencies,
measurements, base lines for performance, and so forth, is better
spent on delivering service for customers.
Given the limitations of metrics, the ability of the supervisor
to communicate to each employee the value of his or her
contribution, and what superior performance worthy of merit pay
entails, is an ongoing challenge. Some supervisors communicate
better than others and communication about what entails superior
performance is easier in some jobs than others.
Even with the limitations that exist in the awarding of merit
pay, merit pay is your best opportunity to ensure that your
outstanding performers remain with your company and continue to
make their astonishing contributions. Nothing demotivates a high
performer faster than knowing that employees who have contributed
much less in the organization, have received the same pay increase
or bonus.Ref:
http://humanresources.about.com/od/salaryandbenefits/g/merit-pay.htm
performance related payDefinition A financial reward system for
employees where some or all of their monetary compensation is
related to how their performance is assessed relative to stated
criteria. Performance related pay can be used in a businesscontext
for how an individual, a team or the entire company performs during
a given time frame.
ref
:http://www.businessdictionary.com/definition/performance-related-pay.html
A system of pay that rewards employees on the basis of their
performance (Stone, 2007, p.452).
Q.1
Business strategy can change and must change in response to
changes in the business and economic environment. The strategies
adopted during times of plenty differ from those during recessions.
Recruitment strategy must change accordingly. The use of strategy
in recruitment is intended to attain the objective "Matching People
with Jobs." With the absence of this approach, your organization
may have to change its plan and may end up "Matching Jobs to
People." This goes against the direction of your business plan.
What is Strategic Recruitment?It means identifying the real
recruitment needs of your organization and fulfilling those needs.
The organizational needs are tied to the overall strategic business
plan. The needs are in terms of number, quality, and specialized
skills and talents in every area of the organization's activities.
The organization's people needs range from the immediate to medium
and long terms needs. These are considerations to make in
recruitment.Measurement of Recruitment EffectivenessThe quality of
people that you can recruit will determine the future of your
organization. You need to have the right mix of experience, skills
and talents in order to grow stronger in every way. The strategic
recruitment approach requires your organization to measure the
effectiveness of your recruitment policy and activities. This is
important because a lot of money is involved in recruitment.
Recruitment metrics include: Cost per hire which includes all the
costs involved from the time the recruitment process commences
until the selected candidate reports for duty. Speed of Hire also
referred to as Time to Hire referring to the time the position fell
vacant to the time a replacement is found. Customer Satisfaction.
This refers to the satisfaction of the requester for the new
employee and customers of the section where the new recruit is
stationed. Quality of Hire. Some consider this as the most
important measure. This means that the requesting department or
unit now have the right people in order to be more productive.
Determining Staffing NeedsYou can predict or determine staffing
needs based on: Gaps between what skills you have available and the
skills needs to accomplish organizational goals Employee turnover
as the result of resignation, termination, retirement, and
dismissal Number of employees working overtime on a regular
basisAlso take into consideration the number of employees promoted
or deployed to different divisions or departments. What is the
immediate and future expansion plan of your organization? Are you
going to cease certain activities? Use this information to
strategize your recruitment plan. Recruitment During Hard TimesThe
importance of strategic recruitment becomes pronounced during
economic downturns and during times when the organization is not
performing well financially. Cutting costs become a prime concern
of organizations. Reducing headcounts is one of the common
cost-cutting methods.* (see below)The effect becomes apparent very
fast. However, a survey by Deloitte Group shows that managing human
capital is still a very important issue in industries. A lot of
organizations prefer restructuring jobs more to reducing headcount.
Many choose to adopt people management strategies such as reducing
bonus, benefit and salary, hiring more part-time employees and
encouraging early retirement. Surely it is logical to conclude that
employees who are retained are those in critical areas of
operations. Whether during times of plenty or when hard times come,
it is a good strategy to always adopt a strategic recruitment plan.
The future of strategic recruitmentLink the business strategy to
recruitment strategy. It is stated in "Staffing the Organization":
"strategic recruiting may sometimes need to go beyond just filling
empty positions. It can focus on discovering talent before it is
needed, capitalizing on windfall opportunities when there is an
abundance of highly qualified people..."
This is proactive action to ensure that nothing is left to
chance. Strategic recruitment is a response to dynamic market
conditions, whether local or global or both.
Ref:
http://www.strategic-human-resource.com/strategic-recruitment.htmlDefinition
ofPosition RequirementsSpecifying what potentialexecutives will
likely need toaccomplish in the short and longterm in the targeted
positions
Delineation of DesiredCandidate AttributesSpecifying what would
be theattributes and qualificationsof the ideal candidate
Recruitment ofPotential ApplicantsBuilding a pool of
applicantsfrom within and/or outsideof the organization
Assessment andEvaluation of CandidatesDetermining the
candidatesstanding on the targeted attributes
Selection ofDesired CandidateUsing decision processesand metrics
to determinethe best candidate forthe targeted position
How to Create a Road MapBe specific about what should be
accomplished in the positionboth shortand long term. Include both
current and future job requirements. Consider how the executive
position differs from positions at other levels of theorganization.
Understand the growth and performance of your organization and how
this affects theexecutive position. Know the strategic challenges
and imperatives of your organization and how theyrelate to the
position requirements. Clarify how your global strategic position
influences the requirements. Expand your definition of the
positions requirements to cover what is needed foroverall career
success in your organization.
All these factors should contributeto the final definition of
executiveperformance requirements, andwhen done properly, this
analysiswill provide a road map for the restof the selection
process. Without ashared understanding of performancerequirements,
the selection process maywander off course from the start.Social
Attributes Communication skills Social awareness skills Social
judgment skills Persuasion and negotiation skills Collaboration
skills Team-building skills Relationship-building skills Behavioral
complexity Multicultural awareness andSensitivity
Strategic Attributes Systems-level awareness skills Visioning
skills Complex problem-solving skills Ability to map
operatingenvironment Organizational change skills Innovation skills
Adaptability Talent management skills
Cognitive Attributes Intelligence Basic problem-solving skills
Critical thinking Creative thinking Ability to learn Absorptive
capacity
Business Attributes Business acumen Finance management skills
Organization management skills Global networking skills
