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Envisioning Programme on the Best Practice Manual
Third session:
Human Resource Management
K.T. Lai
4 January 2016
Human Resource Management Defined
1
Performance-
based Reward /
Recognition
• Performance
assessment.
• Potential
assessment.
Succession
Planning
Learning &
Development
Plans
• Corporate Vision
• Mission
• Values
• Build or buy
strategy.
Reward
Management
• Work ability
development.
• Core and flexible
workforce planning.
• Job design and evaluation.
• Strategic organization
structure design and
change management.
• Reward strategy and policy.
• Reward system and structure.
• Staff cost management.
• Merges and
acquisition
• HR due diligence.
• Employment
contract
management.
• Service contract
management.
• Career
coaching.
• Leadership
development.
Business
Objectives
Knowledge
& Skills
Enhancement
Capability
& Competency
Development
Sourcing and
Staffing
Performance
Management
Organizational
Design &
Development
High Potential
Database
Manpower
Planning
legal compliance, diversity, risk , crisis management
culture building, corporate social responsibilities
Source : K.T. Lai, 2015 2
• Performance objectives setting.
• Competency assessment. HRIS, business mindedness, employee engagement
Strategic HR Management Processes
‘Competitive edge depends on an organisation having superior, rare,
valuable, non-substitutable resources which are not easily imitated by
competitors’
Source: Porter, M. Exploring Corporate Strategy
Competitive Edge and HR Management
3
• WHY ARE PEOPLE IMPORTANT?
competitive advantage is about differentiation and that can only
come from fully deploying all the human resources available, and
organisations can achieve this in a variety of different strategies.
this requires HR to move strongly away from its traditional personnel
‘cost centre’ approach and towards a HR strategy that sees people
as a long-term investment.
4
Competitive Edge and HR Management
• NGOs having designated unit responsible for Human Resources
Management function
36.8%
63.2%
With Designated
Unit
Without
Designated Unit
Number of Respondents : 95
Source : HKCSS, NGO Salary Survey, 2014 5
Competitive Edge and HR Management
• Trend of devolving the roles of HR management to line managers
‘……..the importance of active management of people matters become
more clearly an integral part of every line manager’s job. Line managers
must combine their commitment to the technical aspects of task
completion with attention to people aspects and recognise the
symbiotic nature of these two elements of the managerial role’
Source: Foot and Hook, (2008) , p9
Devolving HR Management Roles
6
Organization Vision & Mission
7
8
• Jobs exist to achieve the organization’s vision and mission
existence of organization (vision)
organizational business goals (mission)
focus (strategic priority areas)
targets (strategic objectives)
Jobs (performance)
Roles of Job in Achieving Organization’s V&M
9
Roles of Job in Achieving Organization’s V&M
• How does each job contributes to the successful achievement of the
business goals? (Principal Accountabilities)
• What are the key things that must be accomplished to be successful in
achieving the business goals? (Critical Success Factors)
• What resources does the position control or influence? (Dimension)
• What important business decision does the job make or influence?
(Decision-making)
• Who does the position interact with to accomplish these goals?
(Internal/External Relationships)
Short Listing Interviewing
Hiring Engaging New
Recruits
• From recruitment to engagement
• advertisement
• receiving
applications
• short-listing
applicants
• setting up selection
tests
Recruitment
•Interview
•assessment
•test
Selection
•orientation
•placement on
job
Engagement
• offering the position
• confirming
acceptance
• reference and
background check
Employment
10
Sourcing and Staffing
Purpose Possible Dimensions of Achieving Purpose
Person - Job Fit • Job-related skills and competencies
• Job knowledge
• Previous experience
• Personality
Person - Organization Fit • Teamwork skills
• Expertise relative to other team members
• Preference for team-based work
• Communication skills
• Personal motivation / goals aligned with
organization / department / functional unit
purpose / values / goals
11
Sourcing and Staffing
Source: Career Times
Person-job fit
Sourcing and Staffing
12
Source: Career Times
Person-organization fit
Sourcing and Staffing
13
Perfect Prediction
Graphology, Astrology,
Random Prediction
Educational Qualification
One-to-one Interview / Single Personality Scale
Competence-based Interviews
Group Interviews / Composite Personality Scale
Ability Tests / Job Tests
Assessment Centers
• Psychometric Tests
• Group Discussion
• In-tray Exercises
• Competence-based
Interviews
0
0.10
0.15
0.35
0.40
0.45
0.65
1.0
*
Validity of Assessment Tools (The
degree of accuracy on predicting
performance)
• Objective
• Vigorous but
• Costly and
• Requires huge investment of
participants and assessors’ time
• Comparatively less objective and
comprehensive but
• Require less investment of time,
money and effort
• Less effective but
• Commonly used approach
Source: A guide to validity coefficients from Meta Analysis, M Smith, UMIST, 1986 14
Sourcing and Staffing
15
• Conversion of Staff on Time-limited Contract to Non-time-limited
Contract
Sourcing and Staffing
60.8%
39.2%
Yes
No
Number of Respondents : 97
Policy to Convert Staff on Time-limited Contract to Non-time-limited Contract
Source : HKCSS, NGO Salary Survey, 2014
• Succession planning
− focuses on human resources quality and availabilities
− construct internal talent pipeline to ensure steady and known flows
of qualified employees to higher levels of responsibility and impact
16
Sourcing and Staffing
• Succession planning
− performance
− proven abilities demonstrated in the past achievement
− potential
− assessed abilities to be demonstrated in future achievement
17
Sourcing and Staffing
1. Market alignment
− to gain a better view of the organization’s pay position in the
market place by using a systematic process of collecting,
evaluating and making judgments on information collected, to
assist in policy formulation, budget and reward planning
− to provide data for
• setting pay levels to attract and retain employees
• developing equitable and competitive pay structures
Reward Management Philosophy
Source: Milkovich, G.T., Newman, J.M., Compensation, 9th Edition, 2008, McGraw Hill 18
2. Pay for performance
− a movement away from fixed entitlements
− it is a combination of demonstration of performance and competency
− employees are rewarded for both their input (knowledge, skills and
abilities) and outcomes (deliverables)
− reward is awarded not only for what is done (targets) but how it is
done (competencies), and is in proportion to results achieved
Source: Milkovich, G.T., Newman, J.M., Compensation, 9th Edition, 2008, McGraw Hill
Reward Management Philosophy
19
• Personal Effectiveness
• Taking People with You
• Results Orientation
Customer
Orientation Business
Mindedness Personal
Drive
Continuous
Improvement Innovation
Networking Communication
for Impact Developing
Self & Others
Teamwork &
Cooperation Teamwork
Leadership
Performance
Driven
Critical
Thinking Expertise Organizational
Commitment
Risk & Crisis
Management
20
Reward Management Philosophy
• Core competencies
ALIGNMENT
COMPETITIVENESS
CONTRIBUTIONS
MANAGEMENT
Reward Management
Source: Milkovich, G.T., Newman, J.M., Compensation, 9th Edition, 2008, McGraw Hill 21
• Base pay structure should
− align with the culture, characteristics and needs of the organization and
its employees
− enable the organization to exercise control over the implementation of
pay policies and budgets
− be equitable, fair, consistent and transparent in managing grading and
pay
− be able to adapt pressures coming from market rate changes and skill
shortages
− be flexible in operation and in continuous development
− provide scope for rewarding performance, contribution and increases
in skill and competence
− be logical and clear which can be communicated to employees easily
Reward Management – Base Pay Structure
22
3.5
33.5
12.7
17.2
13.5
19.5
0.0 20.0 40.0 60.0
Staff Covered
(%)
14.7
51.6
24.2
31.6
23.2
54.7
60.0 40.0 20.0 0.0
Adoption of Salary Structure
(%)
Strictly Following MPS as One of the Salary
Structures
Modeled MPS Structure with Slight Fine-tuning of
the Amount of Each Pay Point
Modeled MPS Structure, taking MPS Pay Midpoint
for Particular Jobs as Maximum Point, WITH Fixed
Incremental Points, each Approximately
Equivalent to 4.1 %
Self-Developed Graded Salary Scale WITH Fixed
Incremental Points, each Approximately
Equivalent to 4.2%
Self-Developed Graded Salary Scale WITHOUT
Fixed Incremental Points
Others
Number of Respondents : 95
Notes : 1. Respondents can choose multiple responses.
2. Percentages under adoption of salary structure may not add up to 100% as Respondents may have more than one salary s tructure.
3. “Others” includes - self-developed (MPS Referenced) grade salary structure with fixed incremental points; - no fixed salary structure; - salary structure modeled from the MPS structure, with a system in place to award incremental point that exceeds the midpoint, etc. for outstanding performance.
Reward Management – Base Pay Structure
23 Source : HKCSS, NGO Salary Survey, 2014
• Strategies
− support reward philosophy
− in line with organization culture & value system
− meet diverse needs of employees
− increase of commitment employees
− help recruit & retain staff
− be cost-effective
− include tangible and non-tangible benefits
Reward Management – Benefits
24
• Implementation consideration
− What are being currently offered in the market in general, in a specific
sector?
− What benefit costs (if any) will be shared with employees? Is the
benefit subject to abuse?
− What benefits are to be included in the organisation’s benefit program?
− What is the need for such benefits? Are they benefits that employees
want?
− What is the purpose of the benefits? Do they satisfy the organisation’s
strategic business objectives? Will they help attract, motivate and
retain the right mix of employees? Will they reinforce the desired
organisation culture?
− Which group(s) of employees should receive or be offered benefits?
− Will employees be able to select other criteria?
Reward Management – Benefits
25
Total Reward Approach
26
Senior
Management /
Management
Staff
Social
Work Staff
Para-
Medical
Staff
Corporate
Staff
Frontline
Staff
Number
of
Respond-
ents
Life Insuarance (Death
Gratuity) 36.6% 31.0% 29.6% 31.0% 31.0% 26
Amount Payable
(Average No. of Months Basic
Salary)
36 36 36 36 36 12
Fixed Amount $100,000 $100,000 $100,000 $100,000 $100,000 10
Training Subsidy 83.1% 83.1% 80.3% 83.1% 83.1% 59
Amount Per Annum $1,200 $1,500 $1,500 $1,200 $1,200 45
Self-education Subsidy 38.0% 32.4% 32.4% 36.6% 35.2% 27
Amount Per Annum $15,000 $15,000 $15,000 $15,000 $15,000 9
Undertaking Requirement 33.8% 31.0% 31.0% 31.0% 31.0% 24
Years of Undertaking
Required (Years) 2 2 2 2 2 18
27 Source : HKCSS, NGO Salary Survey, 2014
Reward Management – Benefits
• Alignment of
− annual business planning cycle
− annual financial year cycle
− annual performance management cycle
28
Performance Management
• To provide a forum for the exchange of mutual expectations of
performance between employees and their supervisor
• To focus employees’ effort on the output of their work and the
achievement of objectives that are linked to the relevant parts of the
business plan
• To focus on improving short-term performance and also to support the
long-term career development of employees
29
Performance Management - Objectives
• Translate business objectives into individual’s goals and targets
• Set standards and provide regular feedback on performance to individuals
• Track and measure individual’s and team performance
• Prevent and cure performance problems
• Recognize and reward excellence
• Meet and optimize individual’s development and organization needs
30
Performance Management - Processes
31 Source: Stones, R.J., 2008, Human Resource Management, 6th Ed. John, Wiley & Sons, pp 296
Performance Management - Processes
Awarding Discretionary Performance-basedIncentive Payment to Eligible Staff
Adopting Performance-based Approach for AnnualReview & Adjustment
Having Performance Assessment System
yes no
87.6%
(N=85)
45.6%
(N=26)
54.4%
(N=31)
32.9%
(N=28)
12.4%
(N=12)
67.1%
(N=57)
Practicing Performance Management
Source : HKCSS, NGO Salary Survey, 2014 32
• Performance appraisal
may be viewed as an overall measure of organizational
effectiveness: organizational objectives are met through the effort
of individual employees.
Source: Stones, R.J., 2008, Human Resource Management, 6th Ed. John, Wiley & Sons, pp 298
Performance Appraisal
33
• Objectives
– take the lead
• in improving individual and organizational performance
• to support organizational objectives to achieve business
strategies
Learning and Development
34
Learning and Development
35
1. Human resource development
– individual staff development plan
2. Performance management
– competency-based performance enhancement
3. Talent development
– leadership and management development
Learning and Development
36
• Developing a core competency model
– core competencies are effective behavior in meeting the desired and
expected outcome of performance
– the knowledge, skills and personal qualities required for driving the
business forward, and enabling people to achieve results
– they are common to people within the same level of management
Learning and Development – Competency Model
37
• Make skills transfer easy
– maximize the similarity between the learning situation and the work
situation
– provide adequate practice
– label or identify each feature of each step in the process
– direct the trainees’ attention to important aspects of the job
– provide advanced preparatory information that lets trainees know they
might happen back on the job
Learning and Development – Techniques
38
End
Thank you !
39