Professional Documents
Culture Documents
HR Management
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You can download these
excellent slides at :
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Training Agenda
1. HR Management : An Overview
3. Employee Selection
5. Performance Management
6. Career Management
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Human Resource
Management : An Overview
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HR Management Cycle
Reward
Management
Career
Management
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HR Strategy and Business Result
Recruitment &
Selection
Reward Career
Management Management
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Manpower Planning &
Employee Recruitment
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Manpower Planning
Company Strategy
Job Analysis
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Manpower Planning
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Technique to Determine Number of Recruits
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Recruitment from External Resources
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Recruitment from External Resources
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Recruitment from External Resources
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Recruitment Yield Pyramid
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Recruitment Sources
Advertising (newspaper,
magazine, internet)
Recruitment College
Sources Recruitment
Recruitment Agent
(headhunter)
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Employee Selection
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Basic Concept of Selection Tests
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Cognitive Ability Test
• Cognitive Abilities Tests: Paper and pencil or
individualized assessment measures of an
individual's general mental ability or intelligence.
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Advantages of Cognitive Ability Test
• highly reliable
• verbal reasoning and numerical tests have shown high
validity for a wide range of jobs
• the validity rises with increasing complexity of the job
• may be administered in group settings where many
applicants can be tested at the same time
• scoring of the tests may be completed by computer
scanning equipment
• lower cost than personality tests
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Disadvantages of Cognitive Ability Test
• non-minorities typically score one standard deviation
above minorities which may result in adverse impact
depending on how the scores are used in the selection
process
• differences between males and females in abilities (e.g.,
knowledge of mathematics) may negatively impact the
scores of female applicants
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Personality Test
• Personality Tests: A selection procedure measure the
personality characteristics of applicants that are
related to future job performance.
• Personality tests typically measure one or more of
five personality dimensions: extroversion,
emotional stability, agreeableness,
conscientiousness, and openness to experience.
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Advantages of Personality Test
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Disadvantages of Personality Test
• difficult to measure personality traits that may not be well
defined
• responses by applicant may be altered by applicant's
desire to respond in a way they feel would result in their
selection
• lack of diversity if all selected applicants have same
personality traits
• lack of evidence to support validity of use of personality
tests
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Interview
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Advantages of Interview
• useful for determining if the applicant has requisite
communicative or social skills which may be necessary for
the job
• can assess the applicant's job knowledge
• can be used for selection among equally qualified
applicants
• enables the supervisor and/or co-workers to determine if
there is compatibility between the applicant and the
employees
• allows the applicant to ask questions that may reveal
additional information useful for making a selection
decision
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Disadvantages of Interview
• subjective evaluations are made
• decisions tend to be made within the first few minutes of
the interview with the remainder of the interview used to
validate or justify the original decision
• interviewers form stereotypes concerning the
characteristics required for success on the job
• research has shown disproportionate rates of selection
between minority and non-minority members using
interviews
• negative information seems to be given more weight
• not as reliable as tests
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Training & Development
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Training Process
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Assessing Training Needs
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Competency Analysis
Competency
Training and
Assessment
Development
Program
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Competency Profile Per Position
Required Level
Position Required Competency 1 2 3 4 5
Communication Skills
Public Speaking
Training &
Leadership
Development
Manager Training Need Analysis
Material Development
Training Evaluation
Communication Skills
Interview Skills
Recruitment Analytical Thinking
Supervisor Understand Selection Tools
Teamwork
Customer Orientation
Score Required
Competency Type
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Competency Profile Per Position
Managerial competency 1 2 3 4
Leadership Required Level
Actual Level
Achievement Orientation
Teamwork
Functional competency 1 2 3 4
Mechanical Engineering
Competency
Position Relevant Training Modules
Requirements
Leadership I
SUPERVISOR Leadership
Communication Skills I
The Art of Motivating Employees
Providing Effective Feedback
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Training Matrix for Competency Development
Service Excellence
Building Productive
Motivation Training
Effective Leader 1
Effective Leader 2
Creative Problem
Communication
Seminar Series
On Becoming
On Becoming
Achievement
for Customer
Management
Professional
Productive
Teamwork
Strategic
Training Title
Solving
Series
Position Managerial Competency
Communication Skills V
Leadership V
Teamwork V
Supervisor
Achievement Orientation V
Customer Focus V
Communication Skills V
Leadership V
Teamwork V
Achievement Orientation V
Manager
Customer Focus V
Strategic Thinking V
V = compulsory training
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Enhance Training Effectiveness
Make the
material
meaningful
Motivate
the trainee
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Enhance Training Effectiveness
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Enhance Training Effectiveness
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Type of Training Program
OFF THE JOB
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Type of Training Program
ON THE JOB
Mentoring • Is informal
• Is integrated into job
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Evaluation of Training Effectiveness
Level 1 - Reaction
Level 2 - Learning
Four Levels
of Training
Level 3 – Behavior Effectiveness
Application
Level 4 – Business
Impact
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Evaluation of Training Effectiveness
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Evaluation of Training Effectiveness
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Employee
Performance Management
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Why Performance Appraisal?
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Performance Management Cycle
• Training &
Development Performance
Plan Appraisal and
• Salary/Bonus Evaluation
Adjustment
• Career
Development
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Performance Management Cycle
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Problems in Performance Appraisal
Poor Poor
Lack of
feedback to measures of
standards
employee performance
Irrelevant or Failure to
Negative
subjective apply
communication
standards evaluation
data
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Bias in the Appraisal Process
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Bias in the Appraisal Process
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Performance Appraisal Element
1. Competencies: It
represents soft or qualitative
Performance
aspects of performance
appraisal
(process)
elements
has two main
categories: 2. Performance Result:
Hard or quantitative aspects
of performance (result)
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Performance Appraisal Element
1. Competencies Score
Overall Score
2. Performance Result
Score
Will determine the employee’s
career movement, and also
the reward to be earned
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Element # 1 : Competencies
Competency : Collaboration
Basic Intermediate Advanced Expert
Actively listens, and clarifies Actively listens, and clarifies Actively listens, and clarifies Actively listens, and clarifies understanding
understanding where required, in understanding where required, in understanding where required, in where required, in order to learn from others.
order to learn from others. order to learn from others. order to learn from others.
Empathise with audience and Empathise with audience and Empathise with audience and Empathise with audience and formulates
formulates messages accordingly. formulates messages accordingly. formulates messages accordingly. messages accordingly.
Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information.
Responds promptly to other team Balances complementary strengths Actively builds internal and external Builds internal and external networks and uses
members’ needs. in teams and seeks diverse networks. them to efficiently to create value.
contributions and perspectives.
Involves teams in decisions that Uses cross functional teams to draw Uses cross functional teams to draw upon
effect them. upon skills and knowledge skills and knowledge throughout the
throughout the organization. organization.
Encourages co-operation rather than Builds and maintains relationships Drives and leads key relationship groups
competition within the team and with across The company. across The company.
key stakeholders.
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Element # 2 : Performance Results
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Career Planning and Development
Providing employees
Career the assistance to form
Planning & realistic career goals
Development and the opportunities
to realize them
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Typical Career movement
Senior
Management GM/Senior Managers 35 - 45 years old
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Career Stage
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Career Stage
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Career Stage
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Career Anchors
Career Anchor :
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Five Career Anchors
Technical/ Managerial
Creativity as a
Functional Competence as a
Career Anchor
Career Anchor Career Anchor
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Five Career Anchors
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Five Career Anchors
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Five Career Anchors
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Five Career Anchors
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Five Career Anchors
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Career Management and the First
Assignment
• Factors to keep in mind about the important first
assignment, include :
1. Avoid reality shock (reality shock refers to the result
of a period that may occur at the initial career entry
when the new employee’s high job expectations
confront the reality of boring, unchallenging jobs.
2. Provide challenging initial jobs
3. Provide realistic job preview in recruiting
4. Be demanding
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Career Management and the First
Assignment
5. Provide periodic job rotation
6. Provide career-oriented performance appraisals
7. Encourage career-planning activities
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References/Recommended Further Readings
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End of Material
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