Performance Management Lecture 6 & 7 HR Practices

7/31/2019 Performance Management Lecture 6 & 7 HR Practices

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Performance Management

2012


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Module Content

Week 1 Module overview and introduction toOrganisations, HR and High Performance Working

Week 2 Conceptual frameworks of High Performance Working Week 3 Components of High Performance Working Week 4 The business case for high performance working Week 5 HPW Bundle Employee Involvement Week 6 HPW Bundle HR Practices 1 Week 7 HPW Bundle HR Practice 2 Week 8 HPW Bundles Reward and Commitment Week 9 Performance Management Week10Performance Appraisal Week 11 Roles and responsibilities in HPW Week 12 Revision Class


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Useful resources for learning Essential / Recommended Text

Performance Management

o Gillen, T. ( 2007) Performance Management and Appraisal. CIPD

o Armstrong, M. and Bacon, A.(2004) Managing Performance:Performance management in Action. CIPD

o Marchington, M. and Wilkinson, A. (2009) Human ResourceManagement at Work: People Management and Development. (4th ed)CIPD. London.

o Perkins, S. and White, G. (2011) Reward management:Alternatives, Consequences and Contexts. CIPD

Exam Period

Date TBC in week

Thur 17 May Sat 2 June 2012


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HR Practices What are the steps in resourcing for an organisation?

Definition of HR Planning

The systematic and continuing process of analysingan organisations human resource needs underchanging conditions and developing personnelpolicies appropriate to the longer-term effectivenessof the organisation. It is an integral part of corporate

planning and budgeting procedures since humanresource costs and forecasts both affect and areaffected by longer term plans.

Chartered Institute of Personnel and Development


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HR Practices Getting the:

Right People

In the right Number

In the right Place

At the right Time

With the right Skills..


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HR Practices During the 1960s and 1970s planning

(including Human Resource Planning) was a

primary management activity The techniques used often relied on statistical

techniques based on hard data (e.g. no. ofemployees)

Recent criticism in light of todays flexible,changing environment portrays planning asoverly bureaucratic, rigid and limited


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How is this done? Informal

Discussions between managers and plans

that exist in managers heads

Formal

Resources in the organisation are invested

in the production of elaborate and formallydocumented plans


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Strengths of HR Planning Encourages employers to develop clear and explicit

links between the organisation and HR plans

It allows for better control over staffing costs andnumbers employed

It enables employers to make more informedjudgements about the skills and attitude mix in theorganisation and prepare integrated HR strategies

It provides a profile of current staff (in terms of age,gender, race, disability) which aids reporting e.g.equality management


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Weaknesses of HR Planning

Difficult when no strategic plan in place

Implies that all existing business activities will be

continued and are as important as new strategiesand plans

The skills and resources required in the planningprocess

May lead to rigidity Difficult to do in a rapidly changing environment

Deals with numbers rather than qualitative inputs

Supports non productive concept that more staff to

respond to any request regardless of type orim ortance


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Stages in HR Planning Forecasting future demand for human

resources

Forecasting future internal supply of humanresources

Forecasting future external supply of humanresources

Formulating responses to the forecasts

(and feeding back into the strategicplanning process?)


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Recruitment and Selection Promote from within

Bring in new skills from market

Internal and external applicantscompete for positions


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Recruitment & Selection

Process


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Attracting Applicants Internal recruitment

Closed searches (word of mouth, linksto schools, recruitment agencies)

Responsive methods (speculativeapplications)

Open searches (advertising in press, jobcentres, websites)


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Attracting Applicants


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CIPD Resourcing & Talent

Survey 2011


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Benefits of Good Practice inrecruitment and selection

Attract and retain high quality staff

Broader variety of skills and expertise within

workforce Good public image

Enhanced productivity and competitiveness

Potential to expand customer/client base Avoidance of costly litigation


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Learning & Development

The differences between education,training, learning and development

The learning cycle and learning styles

The range of training methods whichare available to meet organisational

needs


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Learning & Development

An organisation that facilitates thelearning of all its members and

continuously transforms itself (Pedleret al 1991)


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Principal Definitions of aLearning Organisation

The creation of opportunities for learning

Design of structures and cultures which ensureemployees feel they are encouraged to learn

Development of managers who are totally committedto facilitating learning

Acceptance that mistakes will be made

Provision of learning opportunities for all employees Implementation of systems designed to be accessed

by users rather than experts

Breaking down of barriers between different

individuals and departments


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Learning Organisations

Any process or practice of creating, acquiring,capturing, sharing and using knowledge,wherever it resides to enhance learning and

performance in organisations (Scarboroughand Swann 1999:1)

Implementation of KM is not a technicalexercise but a question of leading and

managing change, involving as it does abroad range of responsibilities for thoseinvolved and a wide range of outcomes interms of behaviour and business performance(Scarbrough et al 1999:87-8)


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Knowledge Managementpotential benefits

Sharing of valuable organisational informationthroughout organisational hierarchy.

Can avoid re-inventing the wheel, reducingredundant work.

May reduce training time for new employees

Retention of Intellectual Property after theemployee leaves (depending on type ofknowledge)

More effective time management


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Identifying training andlearning needs

Identification of training needs (ITN) process required todetect and specify training needs at individual andorganisational level

Training needs analysis (TNA) process of examining training

needs to determine how they might be met A training need exists when:

There is a gap between future requirements of job andcurrent capabilities of incumbent

It is anticipated that systematic training will overcomedeficiency or barrier

Have to be certain that training represents the best or onlysolution to the problem


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Organisational Analysis

Importance of commencing the ITN process with a review oforganisational training needs. Walters (1983:181) outlines 9possible sources of information:

Organisational goals and corporate plans Human resource and succession planning

Personnel statistics

Exit interviews

Consultation with senior managers

Data on productivity, quality and performance

Departmental layout changes

Management requests

Knowledge of financial plans


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Job/occupation analysis

Identification of more specific trainingneeds

Process of identifying the purpose of ajob and its component parts andspecifying what must be learned in

order for there to be effective workperformance (Harrison 2000:263)


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Person Anaylsis

Interviews/questionnaires/ observation/work sampling/testing knowledge of job

holders on specific issues Use of performance

appraisal/assessment centres for

identifying development needsAppraisal at heart of training and

development but also at the heart of

other aspects of HR


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Devising a Learning Plan

Aims and objectives (aims are expressions of generalintent, objectives are more precise

Example of CIPD professional standards learningoutcomes (Objectives) with a broad statement about eachof the modules (aims)

Characteristics of trainees Costs

Hard to demonstrate unequivocally that training has a directand measurable impact on organisational performance

Costs overheads/fixed costs for training function; fixedcosts allocated to training programme. Direct or variablecosts

Calculating the opportunity costs of not training Comparisons of costs with other organisations

(benchmarking)


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Evaluating training anddevelopment outcomes

Why evaluate?

Improve quality and effectiveness

Provide trainers and trainees with feedback

Establish whether training offers most cost-effective and relevant solution to problems

Kirkpartick (1967) identified 4 levels ofevaluation reaction, immediate,intermediate, and utimate


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CPD

in-house training

open learning

short courses attending conferences and seminars

workshops

structured reading self-study

preparing and making presentations

being a coach or mentor


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CPD

Driven by:

Organisational change

Competitive job market

Pre-requisite for membership ofprofessional bodies (e.g. CIPD)

Increase in self-development / selfawareness


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Documents

Performance Management Lecture 6 & 7 HR Practices