84

Developing Effectiveness in HR

  • Upload
    lynette

  • View
    496

  • Download
    1

Embed Size (px)

Citation preview

Page 1: Developing Effectiveness in HR
Page 2: Developing Effectiveness in HR

Luzminda A. MalcampoRitchel M. Molero

Jesette Caroline S. SalasJoseph Mark C. Salas

Lynette B. Ysalina

Page 3: Developing Effectiveness in HR

MM106LBY2010

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

Page 4: Developing Effectiveness in HR

MM106LBY2010

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.

Page 5: Developing Effectiveness in HR

MM106LBY2010

Page 6: Developing Effectiveness in HR

MM106LBY2010

Page 7: Developing Effectiveness in HR

MM106LBY2010

• Employee Orientation• Training

&Development

• Job versus Career• Career

Management

• Appraising Performance• Improving Performance

Page 8: Developing Effectiveness in HR
Page 9: Developing Effectiveness in HR

MM106LBY2010

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

Page 10: Developing Effectiveness in HR

The act of welcoming recruits into the organization.

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

Page 11: Developing Effectiveness in HR

MM106LBY2010

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.

Page 12: Developing Effectiveness in HR

MM106LBY2010

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;

Page 13: Developing Effectiveness in HR

MM106LBY2010

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.

Page 14: Developing Effectiveness in HR

MM106LBY2010

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

Page 15: Developing Effectiveness in HR

1. Overview Orientation2. Job-specific Orientation

Page 16: Developing Effectiveness in HR

MM106LBY2010

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.

Page 17: Developing Effectiveness in HR

MM106LBY2010

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;

Page 18: Developing Effectiveness in HR

MM106LBY2010

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;

Page 19: Developing Effectiveness in HR

MM106LBY2010

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;

Page 20: Developing Effectiveness in HR

MM106LBY2010

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;

Page 21: Developing Effectiveness in HR

MM106LBY2010

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

Page 22: Developing Effectiveness in HR
Page 23: Developing Effectiveness in HR

- Mark Twain

Page 24: Developing Effectiveness in HR

MM106LBY2010

It is a systematic development of:

Knowledge;

Skills; and

Attitudes

required by employees to perform

adequately on a given task.

Page 25: Developing Effectiveness in HR

MM106LBY2010

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

Page 26: Developing Effectiveness in HR

MM106LBY2010

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

Page 27: Developing Effectiveness in HR

MM106LBY2010

Improved Quality & Productivi

ty

Staff Retenti

on

Training

& Dev’t

.The

Flow-on Effect

Company Competi-tiveness

Page 28: Developing Effectiveness in HR

MM106LBY2010

On-the-Job Training/Coaching

Induction/Orientation

Apprenticeship

Demonstration

Vestibule

Formal Training

Page 29: Developing Effectiveness in HR

MM106LBY2010

Development

Under-study

Job-rotation

Self-development

/ Self-assessment

Page 30: Developing Effectiveness in HR

MM106LBY2010

Administrative Approach;

Welfare Approach;

Political Approach;

Organizational Development Approach; and

Systematic or Need-Based Training

Approach

Page 31: Developing Effectiveness in HR

MM106LBY2010

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;

Page 32: Developing Effectiveness in HR

MM106LBY2010

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

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

Page 33: Developing Effectiveness in HR

MM106LBY2010

Implement new or changed policies or regulations;

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

Page 34: Developing Effectiveness in HR

MM106LBY2010

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

Ensure the survival and growth of the organization.

Page 35: Developing Effectiveness in HR
Page 36: Developing Effectiveness in HR

- Maxim Gorky

Page 37: Developing Effectiveness in HR

MM106LBY2010

Talent management

Cost management

Globalization

Engagement

Page 38: Developing Effectiveness in HR

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

Page 39: Developing Effectiveness in HR

MM106LBY2010

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;

Page 40: Developing Effectiveness in HR

MM106LBY2010

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

Page 41: Developing Effectiveness in HR

MM106LBY2010

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;

Page 42: Developing Effectiveness in HR

MM106LBY2010

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

Page 43: Developing Effectiveness in HR

Establishment

AdvancementMaintenance

Retirement

Page 44: Developing Effectiveness in HR

MM106LBY2010

Baby Boomers

Middlescence

Graying Age

Page 45: Developing Effectiveness in HR

MM106LBY2010

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

Page 46: Developing Effectiveness in HR

MM106LBY2010

Fresh Assignments

Career Changes

Mentoring

Fresh Training

Sabbaticals

Leadership Development

Page 47: Developing Effectiveness in HR

MM106LBY2010

Throw out all your assumptions;

Remember the range of ages;

Communicate, communicate,

communicate;

Value their life experience;

Train them;

Page 48: Developing Effectiveness in HR

MM106LBY2010

Meet their security needs;

Motivate them;

You don't have to "be the boss“;

Be flexible; and

Use them as mentors.

Page 49: Developing Effectiveness in HR

MM106LBY2010

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

Page 50: Developing Effectiveness in HR

MM106LBY2010

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

Page 51: Developing Effectiveness in HR

MM106LBY2010

Effective leadership;

A knowledgeable, skilled, and motivated

people; and

An organization designed to enable people

to achieve.

Page 52: Developing Effectiveness in HR
Page 53: Developing Effectiveness in HR

- John Gunther

Page 54: Developing Effectiveness in HR

MM106LBY2010

Behaviour Results Performan

ce

Page 55: Developing Effectiveness in HR

MM106LBY2010

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

Page 56: Developing Effectiveness in HR

MM106LBY2010

1 •Planning

2 •Monitoring

3 •Developing

4 •Rating

5 •Rewarding

Page 57: Developing Effectiveness in HR

MM106LBY2010

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

Page 58: Developing Effectiveness in HR

MM106LBY2010

performance measurement - transparent,

short, medium and long term;

clarifying, defining, redefining priorities

and objectives;

motivation through agreeing helpful aims

and targets;

Page 59: Developing Effectiveness in HR

MM106LBY2010

motivation through achievement &

feedback;

training needs and learning desires -

assessment and agreement;

identification of personal strengths and

direction - including unused hidden

strengths;

Page 60: Developing Effectiveness in HR

MM106LBY2010

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;

Page 61: Developing Effectiveness in HR

MM106LBY2010

Resolving confusions and

misunderstandings;

Reinforcing and cascading organizational

philosophies, values, aims, strategies,

priorities, etc;

Page 62: Developing Effectiveness in HR

MM106LBY2010

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.

Page 63: Developing Effectiveness in HR
Page 64: Developing Effectiveness in HR

- David Ripley, PhD, SRP

Page 65: Developing Effectiveness in HR

MM106LBY2010

Page 66: Developing Effectiveness in HR

FocusFocus•Immediate

Problem

Solution•Training•Discipline

Page 67: Developing Effectiveness in HR

MM106LBY2010

• 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

Page 68: Developing Effectiveness in HR

MM106LBY2010

System Factors

Information

Resources

Incentives

Person Factors

Skills & Knowledge

Capacity

Motivation

Page 69: Developing Effectiveness in HR

MM106LBY2010

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;

Page 70: Developing Effectiveness in HR

MM106LBY2010

6. Acknowledge contributions;

7. Provide incentives;

8. Honour your promises;

9. Provide career coaching;

and

10. Match tasks to talents.

Page 71: Developing Effectiveness in HR
Page 72: Developing Effectiveness in HR

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

your big resume!

Page 73: Developing Effectiveness in HR
Page 74: Developing Effectiveness in HR
Page 75: Developing Effectiveness in HR
Page 76: Developing Effectiveness in HR
Page 77: Developing Effectiveness in HR
Page 78: Developing Effectiveness in HR

I’LL BE DOWNSTAIRS MAKING PEOPLE

NERVOUS The HR is

IN

Page 79: Developing Effectiveness in HR
Page 80: Developing Effectiveness in HR
Page 81: Developing Effectiveness in HR
Page 82: Developing Effectiveness in HR

MM106LBY2010

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.

Page 83: Developing Effectiveness in HR

MM106LBY2010

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

Page 84: Developing Effectiveness in HR