Emerging HR Practices

PRESENTED BYGOLAM KIBRIA

Emerging HR Practices for Organizational Excellence

Emerging HR Practices2

HR Strategy and Planning

Attraction & Organization

Development

Recognition & Compensation

Relation ship

HR Administration & Outsourcing

HR Planning, Strategy & Processes

Vision & Values Framework

HR Audit

Employment Value Proposition

Recruitment & Selection

Organizational Restructuring

Change Management

Performance Management

Talent Management & Succession Planning

Leadership Competency Framework

3600 Degree Feedback

Compensation Survey

Compensation & Benefit Scheme

Job Evaluation

Employee Engagement Survey

Employee Communication

Employee Relation-Compliance

HR Operations Support & Outsourcing

Employee Code of Conduct

HRIS

Contents

Performance ManagementTalent Management, andEmployee Engagement

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Performance Management…4

Performance Management includes- Setting Performance Objectives Monitoring and giving feedback Coaching and Counseling Formal Appraisal, and Established Development Plan


Performance Management Cycle


Steps of Performance Management Setting Performance Objectives Monitoring and facilitating Performance Conducting Appraisal Developing People


Setting Performance Objectives Align organizational, group and individual objectives Objective should be SMART and linked with business

objective

Support objectives through KPIs/Targets KPIs should be set to measure achievements against the

objectives Actions or Tasks should show specific things that are

needed to be done to achieve the objective


Monitoring and facilitating PerformanceUse STAR approach to guide performance

The Situation leading to an individual’s actionThe Task (responsibilities) of the individualThe specific Action(s) taken or not taken by the

individual, andThe Result(s) of these action


Conducting Appraisal Appraisal Discussion- Important Considerations

Both the supervisor and the employee should arrange a meeting for performance appraisal discussion

Create a supportive environment by stating clearly the purpose of the discussion

Allow enough time and ensure privacy Crate a non-threatening and open environment Discuss the key areas of responsibility and give specific

examples of results Discuss what could have been done better Focus on future performance and be sure the employee takes

responsibility for improvement Discuss the employee’s interest and potential new

responsibilities


Performance review process checklist


Developing People Coaching for managing & ensuring superior

performance

High will Guide Delegate

Low will Direct Excite

Low skill High skill


Coaching structure State the purpose State the performance problem Get reaction from the subordinate Analyze how performance can be improved Seek a collaborative solution if possible Summarize the agreed course of action Provide assistance and follow up

Talent Management…13

Objective of Talent ManagementSegment talents based on defined criteria, and gain a clear

current and future picture of the bench strength and talent gaps. Stratified development strategies Prioritize investment Targeted retention (exit) Career pathing for individuals Succession planning for key performers


Key terms in Talent Management Performance Contribution Growth potential

PerformanceAchievement of goals in one annual appraisal cycle, measured

through PMS

ContributionPerformance and its value over a long period of time; captured

through the Talent Management process


Measuring contribution


Measuring Growth Potential


What is talent?‘Talent’ describes individuals in terms of their Contributions and

performance.

Talent

Talent Matrix


Talent matrix- a snapshot of Talent

Top Talent

Top Talent

Valued Talent

Valued Talent


Development interventions for top Talents Accelerate Training Leadership Coaching Executive Mentoring Leadership Assessment Special Assignment

Employee engagement…20

Engagement is the extent to which employees emotionally attach themselves with the organization.


Why build an engaged workforce Employees who are engaged feel connected to the

organization] They support its goals and objectives, and act accordingly Trey are more loyal, more motivated and more likely to the

extra distance for the organization All of these outcomes influences the bottom line


Three dimensions of Employee Engagement Cognitive (Think): Belief in and support the

goals/values of the organization Affective (Feel): Sense of belonging, pride and

attachment to the organization Behavioral (Act): Willing to go the extra mile;

intention to stay with the organization


Methods for keeping Employees Engaged… Show genuine concern Pay attention to (even) the little things Don’t just talk to the employees; listen to them Build confidence to take action Share your vision Communicate details about major organizational changes and

initiate programs to reduce the negative impact Involve employees in change process Help employees to take ownership of their own development Challenge them Provide frequent, candid feedback Ensure that employee programs and policies are consistent and

fair for all employees


Methods for keeping Employees Engaged… Link recognition and rewards to job performance Show more appreciation; practice regular recognition for good

work Help them see their importance Build trust Inspire your employees Motivate your employees with faster management decision-

making Create a physical workplace environment conducive to facilitating

performance Look at the employee opinion survey; that’s your periscope Understand that there is no quick fix

Thank you

Documents

Emerging HR Practices