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Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resource Management: Nature Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: •It is pervasive in nature as it is present in all enterprises. •Its focus is on results rather than on rules. •It tries to help employees develop their potential fully. •It encourages employees to give their best to the organization. •It is all about people at work, both as individuals and groups. •It tries to put people on assigned jobs in order to produce good results. •It helps an organization meet its goals in the future by providing for competent and well-motivated employees. •It tries to build and maintain cordial relations between people working at various levels in the organization. •It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.
Human Resource Management: Scope The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, crèches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. HRM FUNCTIONS There are eight key functions of any HR: Planning: Preparing forecasts of future HR needs in the light of an organization’s environment, mission, and objectives, strategies, and internal strengths and weakness including it’s structure, technology, and leadership. Staffing: Obtaining people with the appropriate skills, abilities, knowledge and experience to ill jobs in the work organization. Developing: Analyzing learning requirements to ensure that employees possess the knowledge and skills to perform in their jobs or to advance in the organization. Performance appraisal can identify employee’s key skills and competencies. Monitoring: The design and administration of reward systems. HR practices include job evaluation, performance appraisal, pay and benefits.
The origins of Personnel management can be traced to the concern about exploitation of people working in factories and was introduced through law of the land in most of the countries to deal with issues pertaining to grievances and welfare of the workmen. health. Managing Change: This involves helping others to envision the future. In union environment it includes negotiating contracts and administering the collective agreement. gave a new dimension to marketplace – customers’ . Differentiate between HRM and Personnel Management. Throw some lights on the evolution of HRM. the changes in the competitive environment brought about by growing competition. Ans. which resulted in availability of wide choice for customers and that in turn. Evaluating: Designing the procedures and processes that measure. During this period the emphasis was on formulating and monitoring conformance to rules and procedures. communicating this vision.Maintaining: The administration and monitoring of workplace safety. setting clear expectations for performance and developing the capability to reorganize people and reallocate the resources. Managing Relationships: Encompass a range of employee involvement/ participation schemes in work place. evaluate and communicate the value added component of HR practices and entire HR System to the organization. The last three decades saw. and welfare policies to retain a competent workforce and comply with statutory standards and regulations. As the dynamics in relations between trade unions and management changed the personnel management responsibilities grew beyond welfare to other areas such as ensuring amicable industrial relations and effective personnel administration. Q.
flexibility and quality Difference between HRM and PM – 1. On the other hand. Give the roles of HR Manager. employee commitment. 5. On the other hand. programmes and policies that help achieve organizational objectives. which in effect drives companies to continuously innovate and provide the kind of value to customer that competition cannot match.preference. HRM basically deals with developing personnel management skills. Human Resources Management deals with the management of the work force. 2. Ans. What is essential is that these policies. Strategic HRM refers to the process of developing practices. What is Strategic Management? Give the different challenges to Strategic HRM. 3. programmes . their payroll and employment laws. On the contrary. their implementation and evaluation of their effectiveness. While Personnel management is considered to be reactive. Personnel management is independent from an organization. and contributes to an organization’s success. It is Human Resources Management that develops a team of employees for an organization. Q. Human Resources Management forms an integral part of a company or an organization. Strategic management refers to the process of crafting strategies. the prime focus of Human Resources Development is to build a dynamic culture. This marked change in attitude of managements saw the emergence of concept of Human Resource Management which characterizes implementation of personnel policies to maximize objectives of organizational integrity. 4. Personnel management focuses on administrating people or employees. Personnel management deals with employees. Human Resources Management is stated to be proactive.
HR architecture of the firm results in its above-average financial performance. Their knowledge about general business functioning. Most senior managers lack appreciation for the value of HR and its ability to contribute to the organization from a strategic perspective. accepted. outputs and the conversion process. finance controller. HRM is fully integrated with the strategy and the strategic needs of the firm. HR policies cohere both across policy areas and across hierarchies. fails to see beyond cash inflows and outflows. 2. but in reality. Most organizations adopt a short-term mentality and focus on current performance. Problem of quantifying many of the outcomes and benefits of HR programmes. 3. They can be defined as follows – 1. They are unable to go beyond their area of operation. Every line manager is an HR manager too. Inability of HR executives to think strategically. Some functional managers see themselves as HR managers as well and are concerned more with technical aspects of their areas of responsibility than the human aspects. for example. so also the operations executive who is obsessed with inputs. 3. 2. Specifically SHRM involves that – 1. and used by line managers and employees as part of their everyday work. 4. are perceived as a higher risk investment than . several barriers operate in the way of organizations taking to strategic orientation of their HR functions.and practices need to be aligned with organizational strategies. 5. 6. HR practices are adjusted. 4. Another barrier to SHRM is the fact that human assets are not owned by organizations and therefore. Barriers to SHRM – Though SHRM looks convincing and essential. their awareness about technological advancements and their ability to convince colleagues in other department are limited.
Hiring 3. The more important of them affecting HRP are as follows - . 7. Training 4. Coaching 8. Policy Recommendation 9. Performance Management 7. and balancing projected labor demand and supply. Ans. This mindset and approach prevents the organizations from investing in it’s people. Salary and Benefits 10. Recruiting 2. The three key elements of the HR planning process are forecasting labor demand. taking a strategic approach to HR may mean making drastic changes in the firm’s architecture and it thus may be resisted. the HR manager has responsibility for all of the functions that deal with the needs and activities of the organization's people including these areas of responsibility 1. Again.Team Building 11. while avoiding manpower shortages or surpluses.capital assets. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs. Depending on the size of the organization. Communication 6. Not many executives would be prepared to accept such drastic changes. The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset – it’s human resources. analyzing present labor supply.Employee Relations 12. Organization Development 5. HRP is influenced by several considerations. What do you understand by HRP? Mention the various factors affecting HRP and explain the various steps of HRP.Leadership Q.
2. 6. Issues like retirement and possible retrenchment dominate planning. The workforce becomes old as few younger people are hired. social and economic changes affect all organizations. A major issue of personnel planning is the type of information which should be used in making forecasts. Outsourcing – Several organizations outsource part of their work to outside parties either in the form of sub-contracting or ancillarisation. In declining stage. Planning is done for layoff. On the other hand. the strategic plan of an organization defines its HR needs. there are long term plans which spread over three to twenty years. For HRP Process check page . HRP is rarely required in such circumstances as the regular employees sit idle. 3. Organizational growth cycles and planning – the stage of an organization’s growth can have considerable influence on HRP. Type and Strategy of Organization – the type of organization determines the production process involved and the number of staff retained. retrenchment and retirement. In addition. 4. Type and Quality of Forecasting Information – the information used to forecast personnel needs originates from a multitude of sources. Political. 7. 5.1. Labor Market – Labor market comprises people with skills and abilities that can be tapped when the need arises. Growth slows down. HRP takes a different focus.96 in Aswathappa . Organizations speaking in stable environment are in a better position to obtain comprehensive. timely and accurate information. A mature organization experiences less flexibility and variability. Time Horizons – On one hand there are short-term plans spanning six months to one year. Environmental uncertainties – HR managers rarely have a privilege of operating in a stable and predictable environment.
Pick your HRIS carefully based on the capabilities you need in your company. It is usually done in a database or. . in a series of inter-related databases. payroll. training received. Applicant tracking and resume management. 3. and safety guidelines. Management of all employee information. 3. 4. 2. 6. Complete integration with payroll and other company financial software and accounting systems. pay raises and history. disciplinary action received. and accounting functions within a business. 5. the better The Human Resource Information Systems (HRIS) provide overall: 1. Reporting and analysis of employee information. data tracking. performance development plans. management. emergency evacuation procedures. personal employee information. status changes. more often. An HRIS. 4. attendance and PTO use. The HRIS that most effectively serves companies tracks: 1. Normally packaged as a data base. pay grades and positions held. is a system that lets you keep track of all your employees and information about them. The Human Resource Information System (HRIS) is a software or online solution for the data entry. and data information needs of the Human Resources. Company-related documents such as employee handbooks. Typically. 6. 2. Benefits administration including enrollment. 5. hundreds of companies sell some form of HRIS and every HRIS has different capabilities. and personal information updating. the abbreviation for Human Resources Information System. 7.Q. Define HRIS. and occasionally. Ans.
high potential employee identification. management and key employee succession plans. data necessary for employee management. Strategy Development – Once it is known how many and what types of recruits are required. 9. Human Resources staff enables employees to do their own benefits updates and address changes. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. knowledge development. Define Recruitment.8. Applicant tracking. State the various recruitment process and sources. and 10. Planning – Planning involves the translation of likely job vacancies and information about the nature of these jobs into a set of objectives or targets that specify the (i) number. ethically. Q. (ii) technological sophistication of recruitment. managers can access the information they need to legally. interviewing. The level of performance of and organization depends on the effectiveness of its recruitment function. Recruitment is of the most crucial roles of the human resource professionals. Finally. With an appropriate HRIS. thus freeing HR staff for more strategic functions. Ans. The process comprises of five interrelated stages – 1. Additionally. consideration needs to be given to (i) ‘make’ or ‘buy’ employees. former employees. recruitment refers to the process of identifying and attracting job seekers as to build a pool of qualified job applicants. As stated earlier. and applicants. An effective HRIS provides information on just about anything the company needs to track and analyze about employees. and equal treatment is facilitated. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. and selection. Your company will need to select a Human Resources Information System and customize it to meet your needs. (iii) geographic . career growth and development. and (ii) type of applicants to be contacted. and effectively support the success of their reporting employees. 2.
Internal a. Screening – Screening of applications can be regarded as an integral part of the recruiting process. at an early stage. External 1 2 3 4 5 6 Trade Associations Advertisements Employment Exchanges Campus Recruitment Walk-ins and Write-ins Consultants 7 8 9 10 11 12 Contractors Displaced Persons Radio and Television Acquistions and Mergers Competitors E-Recruiters . those applicants who are visibly unqualified for the job.distribution of labor markets comprising job seekers. It include the evaluation of the recruitment process and of recruitment methods. Sources of recruitment can be divided under two headings : 1. 3. The purpose of screening is to remove from the recruitment process. Evaluation and control – Evaluation and control is necessary as considerable costs are incurred in the recruitment process. Former Employees d. and (v) sequencing the activities in the recruitment process. Employee Referrals c. 4. The search for right employees. the search process can begin. (iv) sources of recruitment. Previous Applicants 2. Present employees b. 5. Searching – Once a recruiting strategy and plan has been worked out.
Q. 8. Human Resource planning involves getting the right number of qualified people into the right jobs at the right time. 2. and supply of. 5. A variety of techniques are used in manpower forecasting. 3. What is Human Resource Forecasting? Explain how effectively HR Manager would deal with both shortage and surplus of human resources in an organization? Ans. What is selection? What are the different steps followed in the Selection process? Ans. . On a very basic note it can be defined as . 6.The process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. It is the prediction of future levels of demand for. Preliminary Interview Selection Tests Employment Interview Reference and Background Analysis Selection Decision Physical Examination Job Offer Employment Contract Evaluation Q. 4. regional. Human resource forecasting severs as an integral part and the concept closer to Human Resource Planning. workers and skills at organizational. The different Selection Processes are – 1. 9. In short Human Resource Planning helps in better allocation and control over the organization’s manpower resource. commencing from the preliminary interview of the applicant and ending with the contract of the employee. or national level. 7. Selection is a long process. Manpower function is one of the newer areas to be brought under the mantle of systematic planning.
Determine what staff-mix is desirable in the future. It gives a picture of manpower available within the organization to undertake any future expansion. Prevent shortages of people where and when they are needed most. Demand forecasting must consider several factors – both external and internal factors. 3. Assess appropriate staffing levels in different parts of the organization so as to avoid unnecessary costs. It allows for forward planning to fill anticipated skill requirements as well as allows for needed flexibility in day-to-day utilization of manpower. Monitor compliance with legal requirements with regard to reservation of jobs. organizational structure. Quantify the jobs necessary for producing a given number of goods. 4. changes in technology and social factors. Among the external factors are competition (foreign and domestic). political and economic pressures and heightened competition. laws and regulatory bodies. economic climate.Purpose of Human Resource Planning HUMAN RESOURCE PLANNING serves two interrelated purposes. Demand forecasting is common among organizations. new products and services. It can help: 1. Internal factors include budget constraints. It allows for adapting to abrupt changes in such factory as technological advances. and employee separations. It prepares the organization for the future in terms of planning its manpower requirement and utilizing them properly in order to meet the impact of rapid technical and economic changes and maintain its competitive position. . 2. or offering a given amount of services. new markets. There are several good reasons to conduct demand forecasting. 5. or set up a new branch or a new plant or develop a new line of production. production levels.
5. BEHAVIOR: The observable demonstration of some competency. It can be a financial skill such as budgeting. Write Short notes on: a) Use of Competency Mapping in Selection Process .Competency Mapping is a process of identify key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i. communication. It is an essentially definitive .Forecasting Techniques. recruitment) of the organization.e. 2. The techniques are1.e. This refers to a body of information relevant to job performance. leadership) rather than a skill or ability. job evaluation.Forecasting techniques vary from simple to sophisticated ones. SKILL: capabilities acquired through practice. It is what people have to know to be able to perform a job. Managerial judgment Ratio-trend analysis Regression analysis Work Study techniques Delphi technique Explain giving the features of HRP as in better hiring when shortage and redeploying or training when surplus. such as knowledge of policies and procedures for a recruitment process. 3. training. we would define a competency as a behavior (i. 4. 2. 4. There are four major components of competency: 1. KNOWLEDGE: understanding acquired through learning. 3. knowledge and personal attributes. skill. representing the essential foundation upon which knowledge and skill can be developed. or a verbal skill such as making a presentation. Q. PERSONAL ATTRIBUTES: inherent characteristics which are brought to the job. To ensure we are both on the same page.
etc. SIXTH STAGE: Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas. and employees as well. can be observed. managers. FOR THE COMPANY . Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stand to. FIFTH STAGE: This stage involves conducting assessment centre. The following are the five stages discussed in detail.expression of a competency in that it is a set of action that. and measured. BENEFITS OF USING COMPETENCY MODEL There are some useful benefits of using competency model for the company. Care should be taken that the indicators should be measurable and gives objective judgment. THIRD STAGE: Third stage involves thorough study of the BEI Reports/ Structured Interview Reports for identification. MAPPING PROCESS: There are about five stages while performing competency mapping. taught. SECOND STAGE: Second stage requires understanding from the superior performers the behavioral as well as the functional aspects required to perform job effectively. measurement of competency. FIRST STAGE: The first stage of mapping requires understanding the vision and mission of the organization. FOURTH STAGE: This stage requires preparation for assessment and the schedule. etc. presumably. learned.
organization-wide standards for career levels that enable employees to move across business boundaries. 3. Provide a common framework and language for discussing how to implement and communicate key strategies. 5. .. Provide a common understanding of the scope and requirements of a specific role. Establish expectations for performance excellence. FOR MANAGERS: 1. culture.e. 2. Provide common. Reinforce corporate strategy. resulting in a systematic approach to professional development. 2. 2.e. Provide development tools and methods for enhancing their skills. behavioral standards of excellence). improved job satisfaction. behavioral standards of performance excellence) required to be successful in their role. and better employee retention. 4. Provide a clear foundation for dialogue to occur between the manager and employee about performance. 6. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i. 3. and career-related issues. 4. Clarify standards of excellence for easier communication of performance expectations to direct reports. FOR EMPLOYEES: 1. and vision. 3. development. Identify performance criteria to improve the accuracy and ease of the hiring and selection process..1. Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. Provide more objective performance standards. Identify the success criteria (i.
. development. Such barriers exist due to implicit prejudice on the basis of age.4. and others are voluntarily provided by the employer to help attract. Although generally illegal. ethnicity. Initially.) Types of Employee Benefits – A company can offer many types of benefit plans. such practices prevalent in most countries. The term only applies to those women that wish to be out in the work field but are unable to be. retain and motivate employees. the metaphor applied to barriers in the careers of women but was quickly extended to refer to obstacles hindering the advancement of minority men. it has spread to encompass the household and others as well. Examples: Although she was as qualified as her male colleagues. and career related issues. Provide the basis for a more objective dialogue with their manager or team about performance. b. as well as women. According to the Society of Human Resource Management (SHRM). c. Not all women feel as though they are being suppressed in the household and many women choose to be in the household in which case the glass ceiling does not apply to them. but cannot be reached by a section of qualified and deserving employees”. Most see the glass ceiling as only being in the work place. Because the glass ceiling also limits the opportunities of women in developing countries. the glass ceiling kept Miriam from reaching the executive suite. and/or sex.) Glass Ceiling Effect – It is defined as “Invisible but real barrier through which the next stage or level of advancement can be seen. some benefit plans are mandated by central and/or state law. The barrier within the household has been seen as the difficulty a woman has of getting out of the household and accumulating a job. which is where it originally was intended for. political or religious affiliation. The types of plans offered depend on the employer and are usually outlined for new employees during orientation. the term has broadened and also become an issue around the world.
Employers will often match a certain percentage of what the employee contributes. PPO or POS. Participation in a group health plan also qualifies the employee and covered dependents for continuation of coverage under COBRA. Employee orientation should outline what type of health plan is offered and how to obtain coverage. Another possible benefit is . offering these benefits is at the employer's discretion.Health insurance is another common benefit offered. Disability Insurance . Health Plans .Pension Plans . and the probation time period varies by employer. These accounts allow the employee to cover medical expenses with pre-tax dollars.Many companies offer their employees an employeesponsored pension plan. Employee assistance programs (EAPs) are offered in some cases. Some established companies may still offer a defined benefit pension plan.Many employers offer paid time off such as vacation. Paid Time Off .Employers can elect to offer short-term and/or longterm disability insurance. but this contribution is up to the individual employer. Short-term disability provides approximately 60 percent of the employee's pay in the event he is too ill to work. EAP programs offer free confidential help to employees and their families. The pension benefits of a 401k plan are determined by the amount of money contributed and the investment choices made. There is usually a probationary period that must be completed before earning paid time off. in the event of employment separation. These programs can save jobs and help keep families together. Typically. The types of health plans vary greatly and include everything from fee-forservice arrangements to managed care plans like HMO. Some employers offer flexible spending accounts. The pension benefits of a defined benefit plan are usually determined by length of service and the highest three years of salary. sick leave. better known as a 401k plan. The paid leave policy is up to the individual employer. Additional Benefits -There are many other benefits that are not as common. holiday pay and bereavement leave. This insurance is often paid for by the employee if elected. Employees can also cover their dependents under the group health plan. but most companies now offer a defined contribution plan. Again. long-term disability provides benefits when the disability lasts longer than six months.
however. It has been shown to be extremely reliable. . Information input (35 elements). 2. depending on the satisfactory completion of job-related course work. The format of this method include in both data collection and computer analysis and can yield results much faster than the other methods. and Miscellaneous aspects (41 elements). 3. is a structured instrument of job analysis to measure job characteristics and relate them to human characteristics. The taxonomic approach of the PAQ makes comparison of jobs relatively easy. 4.educational assistance. Work situation and job context (19 elements). Work output (49 elements). Contents of PAQ method / technique: 195 items of job elements includes six categories: Interpersonal activities (36 elements). d. Other employers offer adoption assistance. results usually replicate on a second administration. domestic partner benefits and disease management programs. 1. Disadvantages of PAQ method / technique: 1.) PAQ (Position Analysis Questionnaire) – PAQ model developed by McCormick. It consists of 195 job elements that describe generic human work behaviors. One of the major disadvantages of PAQ. is related to its taxonomic approach. Mental processes (14 elements). and Mecham (1972). PAQ method / technique: is structured to allow for easy quantification. Jeanneret. Advantages of PAQ method / technique: There are several advantages inherent in the Position Analysis Questionnaire. among others. Employers that offer this benefit reimburse employees for college tuition and books.
Introduction to the company/department and its personnel structure 6. abilities and knowledge needed to perform the job.Induction is process meant to help the new employee to settle down quickly into the job by becoming familiar with the people. Responses are compiled and a composite job requirement statement is produced. Induction is the process of acquainting the new employees with the existing culture and practices of the new organization. Typically.) Induction Process . Getting Human Resources probably because its language is not specific to particular jobs. the firm and the industry. 3. 7. e. The purpose of Induction Process can be defined as follows – 1. promotion and health and safety. Job incumbents (and sometimes their managers) answer questions on form outlining skills. 2. To sort out all anxiety of recruited person To ensure the effective integration of staff History and introduction of founders Understand the standards and rules (written and unwritten) of the organization 5. (ii) a review of the firm’s history. and (iii) a detailed presentation of organization’s policies. the job. 3. 4. 2. Orientation conveys three types of information – (i) general information about the daily work routine. work rules and employee benefits. Process of PAQ method / technique: 1. To clear doubtful situation between new employee and existing one . the surroundings. such as training.2. Another criticism of the language used in PAQ is that its reading level is too difficult. Relevant personnel policies.
The major problems faced in the Orientation programme can be defined as follows – (i) (ii) (iii) (iv) (v) To keep it simple Supervisor is not trained enough Large no.) Appraisal time may or may not be a good time for any employee. Many managers describe performance appraisal as the responsibility which they like the least. hesitate or just . of forms Employee is thrown into action too soon Wrong perception develop in short span Q. A. a) Why is this so? What could be done to improve the perception? b) How would you implement 360 Degrees Performance Appraisal for your back office employees (like HR employees)? Ans. And giving an employee bad news during a performance review is tough enough. So why make the job any tougher by saddling managers with complicated appraisal systems? Though a great tool but what often HR and top management do is —create performance management systems that make managers defer. Determine information new employees want to know.Orientation Programme can have many choices – (i) (ii) (iii) (iv) formal or informal individual or collective serial or disjunctive investiture or divestiture Some of the requisites of an effective system are – Prepare for the new employee. determine how to present information and completion of paper work.
They see no evidence that it affects the work quality of those whose performances are being reviewed.need to impress on managers the importance of the process.Get buy-in from the management team even if it means spending a good deal of time developing a customized performance measurement format. How to Motivate Managers and Change the Perception . start by motivating managers to do a thorough job on reviews. not a tool for developing and rewarding employees. The performance evaluation process is too complicated. that the manager won't do it "right" somehow. Make everyone a player . The question is WHY? Because – someone may cry or get angry. . Some of the simple and easy ways by which the can improve managers’ compliance with performance evaluation processes: 1. or that the manager works hard to give a balanced review and nothing changes in terms of behavior. Commitment at the top of the organization is very critical. 2. Need input from the managers themselves.If we want to motivate employees to improve their performance. that they give a great review and their favorite employee decides to go for a promotion somewhere else. And not only this but fear also plays a very important role in the managers not liking the performance appraisal responsibility. Managers also fear possible legal challenges if the employee ties a negative review to a missed promotion or a denied pay raise. Make it meaningful .plain resist because they see the system as a hassle. Managers also may feel that they lack control over the process because higher-ups dictate the results the system should give Managers may not see a real link between performance evaluations and compensation. that someone may disagree and take a case against the manager.
Compile and analyze collected data. including the individual's self- . Review job descriptions.Many managers complain about the complexity and length of performance evaluation forms. Mutually agree on key competencies. there will be a better incentive to make sure that it happens. based on job competencies agreed on in Step 1. Make it as specific as possible. Meet with the person being evaluated and decide what job skills and competencies will be assessed. descriptive statements that ask "agree" or "disagree.Show managers why the organization values performance appraisals. 2. The plan sets a schedule. Administer the assessment to those identified in Step 2. Choose evaluators who normally interface with the employee and can provide a well-rounded perspective of the individual's performance. Train the Managers . questionnaire. interview. Through their experience in working with the forms. Design the assessment form. 5. 5. Prepare a succinct report based on the information collected from all sources. Ensure complete anonymity of participants to encourage their honest input. Typical assessments include rating scales. online. being as specific as possible." and openended questions. Assessments are usually done online or on paper. they may have excellent insights and suggestions on how to improve them. but some circumstances warrant assessments be done in person or by phone. Implement 360 Degrees Performance Appraisal 1. 4.g. Develop a plan for conducting the evaluation. identifies who will be asked to complete an evaluation and determines the format of the assessment (e. Make it a Must . how individual performance benefits the organization and how managers can measure performance objectively.The organization has to have a culture that encourages performance evaluation. 3.3. Keep the assessment brief: one page and under 30 minutes to complete. If it’s tied to a manager’s compensation in some way.. on paper). personal objectives and workplace goals. 4. Keep it Simple . including the employee.
relationships and results expected of anyone in the job. It is an overall view of what is to be done in the job. It is an overall view of what is to be done in the job. Facilitate a second meeting with the employee one to two days after presenting the evaluation. Ans. strengths. address any questions or issues the employee may have. Q. Present the report to the employee.) Job analysis is primary tool in personnel management. put necessary supports in place and schedule follow-up actions. The report identifies trends. In this method. Typically it includes . a personnel manager tries to gather. 6.Job description is a written statement that defines the duties. make new goals. At this meeting. and areas for improvement based on the competencies selected in Step 1. There are two outcomes of job analysis : I. Job description . a) What is the difference between job description and job specification? b) Design a KRA sheet with respective KPI for a Movie Ticket Seller in an upcoming Cineplex. relationships and results expected of anyone in the job. 7. set measurable and tangible targets for improvement.evaluation. A personnel manager has to undertake job analysis so as to put right man on right job. 8. a. Repeat the process in a year. synthesize and implement the information available regarding the workforce in the concern. Discuss and interpret the information collected. Typically it includes is a written statement that defines the duties.
Tool use 10. List of Typical Duties and Responsibilities 7. Date 3. Degree of education Desirable amount of previous experience in similar work Specific Skills required Health Considerations .1. Training requirements 9. Job Title 2. Statement of the Purpose of the Job 5.Job Specification is an analysis of the kind of person it takes to do the job. General Information related to the job 8. Job specification . Normally. Primary Responsibilities 6. Title of immediate supervisor 4. Typically this would include 1. 4.Transportation 11. 2. that is to say. it lists the qualifications. this would include is an analysis of the kind of person it takes to do the job. 3.Signature of the person who has prepared the job description II. it lists the qualifications. that is to say.