ECSC HRM business process

Part One
AS IS
1. Introduction
The Ethiopian Civil Service College was established with the legal mandate (Council of
Ministers Regulations No. 3/1996). Since its establishment the college has carried out a lot
of activities. After thorough evaluation of college’s performance; to realize the
development and good governance of the national vision through implementing the CSRP;
as well as considering the roll to be played by the college; the college has been re-
established with the legal mandate of council of Ministers Regulation No. 121/2006 as an
autonomous public higher education institution.
Therefore, within its strategic plan the college has been incorporated and tried to perform
institutional transformation as a key result area. It is with this view that the BPR teams
have been established and mandated to asses the current business process and design the
new way which will bring radical change within the college. Accordingly HRM business
design team is among the teams that has established in order to assess the current business
process, identify problems, and came up with the new HRM business process.

1.1 Mandates of the college

The 1996 regulation has mandated the college to undertake its activities in the following
areas:
Providing short term training and specialized educational programs to civil servants
working in various regional and federal governmental offices
Conducting research on civil service problems and dissemination the results thereof
Providing consultancy service to regional and federal governments
Providing professional certification in selected fields.

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ECSC HRM business process

1.2. Vision of the study

In order to materialize the college vision, the college needs to have staffed who:

 has knowledge, skill and integrity;

 able to deliver effective and efficient services, and
 can contribute towards the achievement of quality of teaching/training
activities, research and consultancy services on his/her effort

1.3. Objective of the study

The Human resources management design team has been established to understand the
current HRM business process, identify the existing problems, assumption that underline
the existing HRM business process; and design a new way for HRM business process

1.4. Expected result or outcome

By the end of this study the following result or outcome will be expected.
 Efficient and effective teaching/training, research and consultancy services
 In placed system that brings effective, efficient, and appropriate utilization of
human resource;
In placed system that brings transparency and accountability.
1.5. Scope of the study
To study the HRM current business process, identify problems and then design new
business process for pilot test and full implementation.
1.6. Methodologies
The design team is intended to achieve its objective through;
 Collecting relevant literature written on BPR
 Studying carefully rules & regulations written on HRM;
 Identifying stakeholders and their needs;

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ECSC HRM business process

 Understanding the current HRM business process, map AS IS and identify the
problems through:
 Conducting interview with stakeholders etc.
 Observation and
 Data analysis
 Discussing the findings of the study with the stakeholders &
identifying the expected outputs
 Identifying and benchmarking exemplary institutions with
similar organizational structure &services
 Setting stretch objective and designing new business process
 Creating awareness on the new business process to the
stakeholders
 Make pilot test and full implementation of the new business
process, and identify problems if any and take corrective actions
 Prepare exit report

2. Defining the Business Process

2. 1. Input and Out put of HRM business process
Input and out put of HRM business process include:-

 Input:
Request/need/Gap of human resource
 Output :
The output of the HRM business process include : Qualified, competent and commetted
human resource

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2.2. Identify Stakeholders and their needs

As far as the ECSC has various stakeholders the HRM business process reengineering team has tried to categorize internal and
external stakeholders and identify their needs as it is depicted in the following table.

Internal/ Needs and expectations

Stakeholders external
1.consumers i) Units Internal  Various information
 Qualified manpower
 Organized working place

ii) Employees Internal  Conducive working environment and job security

 adequate salary and benefit package
 Training
 Promotion
 Salary increment
 Retirment Number
 Different leave
i) Applicants external  Efficient service delivery
 Transparent vacance announcemnt
 Selection and recruitment process is free from nepotism
and favoritism
ii) Students external  Qualified staffs
2 Customers i) Comittees internal  Persenal files
 Proclamation,regulation, directives Comments and

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explantions
ii) Top managment internal  Relevant information
 Qualified staffs
 Efficient service delivery
i) MOFED external  Vaious staff profile
 Information on hiring promotion, and transfer
ii) MOCB external  Qualified staff
 Various information
3. constituent MOCB external  Efficient service delivery
 Qualified staff
Ministry of external  Various information
Education
Social and Security external  Information of permanent and academic staff
Agency  Information on hiring, promotion and transfer
Federal civil external  Report
service Agency  Various staff information

2.3. The beginning and ends of the business

Input Process Output Outcome
Need assessment/SPM/ Human resource plan Document of HRP Appropriate implementation of
gap/request resource

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Fulfillment: Assigned HR Qualified competent and

Hiring committed employee
Promotion
transfer
Retention: Increase efficiency and effective
HRD Increase capable human resource service provision
Performance appraisal
Record keeping Well organized data system Easy and fast human resource
HRIS information access
Request Separation Left out individual Smooth working relationship

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3. Understanding the Business Process in the current

organizational setting and structure (AS-IS)
3.1. Understanding the current activities
HRM has one end to end business process (ie. Form hiring to separation) within this end to end
process, there are other sub activities and all these are listed as follows:
1. Job Analysis
2. Human resource planning
3. Hiring,selection and placement
4. Promotion and transfer
5. Human Resource Development(education and training)
6. Monitoring attendance
7. Retirement process and recording files
8. preparing and providing ID
9. Separation
10. Descipline
11. Performance appraisal

Among the above listed activities the team has mainly focused and mapped five of them, the rest
were not incorprated in the study ,as some of them are implemented by diferrent committees or
have the character of one contact of or currently suspended by the gevernment from
implementation. These are:
1. performance appraisal (Suspended)
2. Descipline issuse( by committees)
3. Preparing and providing ID (one contact)
4. Human Resource Development - Education and training(by committees)
5. Jop analysis (once during organizatonal establishment)
6. Prviding variious Information(one conttact)

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However, the following business processes are indicated in functional flow chart:
1. Hiring
2. Promotion
3. Retirement process and recording files
4. Separation and
5. Transfer

Number of staff In1999 E.C

Type of
employment Female Male Total
Acadamic 29 185 214
Permanent 101 63 164
support staff
Contract support 192 112 304
staff

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1999 E.C Employee Chart

350

300

250

200 F
M
150 Total

100

50

0
Acadmic Permanent Contract

Note
The team has tried to categorize the HRM hiring and promotion process into two verssions. Such
as :
1. Verssion A, Hiring and Promotion for Acadamic staff
2. Verssion B, Hiring and Promotion for support staff
The above processes are intensionally sparated because
 We need to bold the process so that the difference would be clearly indicated
 Both process have differernt way of flow.

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“AS IS” Flow Chart for

Academic Staff

Departments Institutes AVP DAVP HRM Archive Media Ad hock Pre Social Units for
Department Committe vio and Clearing
us
e em
Securit
plo y
yer Agency
yes
Notifying
HR Request
Dcn Preparing Announcement
Direct
request Vacancy Stamp
no letter
yes
Vacancy
Announcement & Directt
Registering
Receive &
Internal Direct Registering Disseminate
Exam Applicant News paper
የቀጥ ር ጥ ያቄ
Source Select &
Propose H
I
Notifying the AC Decn
R
I
result proposal
for
no no
decision
yes
Direct
Preparing contract
Agreement
N
G
Signature

Preparing
letter Stamp
of contract

Employment
letter

9
A A

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Departments Institutes AVP DAVP HRM Archive Media Ad hock Previo Social Units
Department Commit us and for
tee employ Secur Cleari
er of ity ng
the Agen
employ cy
ee

Promotion
request
Sending
memo P
DC AC
proposal
Preparing R
Proposal Direct proposal
O
M
Decision no O
Preparing
yes
Promotion T
letter
Stamp I
Promotion
Letter
O
Fto Employee
n
Filing
Promotion
letter

10
A

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Departmen In AVP DA HRM Department Archive Me Ad Previous Social Units

ts stit VP dia hock employer and for
ut Com of the Security Clearin
es mitte employee Agency g
e

Sent
R stamp files
E Letter to previous
T employer to
Get employee’s
I Personal files
R Receiving
files
E retirement
M Preparing
number
request
E letter stamp
N
T
letter
retirement number receiving
Notifying letter
Notifying
the
employee
Pension stamp
number 11

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 ECSC HRM business process

Departments Institutes AVP DAVP HRM Archive Media Ad Pri Social Units
Department hock v.e and for
Commit pm Securit Clearing
tee plo y
yer Agency

yes
Letter for
Request directing decision clearance
directing
For separation stamp
SEPARATION
Receiving No
letter

Receiving
Clearance
signature
form

signature Returning
Identification
stamp
Preparing
Relevant
document
Letter for
Separated stamp
employee 12
record

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Hiring AS IS flow chart for

Administrative (support) employees
Different Work E. S. Units
Employme Professi P. S. for
Units DAVP HRM
• Department Archive Media
nt
Committee
onal
Exam
center
O A. cleara
. nce

YES
HR Decision Preparing
request Vacancy
No
letter Stamp Announcement
of vacancy

Ordering Receiving
Registering
committee News
applicants
paper

selection

Exam
Preparing and
Letter result
to exam center

Result
Decision
No Of
Selected
Yes
A candidates
13

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Retirement
Different Administr HRM Department Medi Employ Professio Employee’s Social Units for
ative for a ment nal Exam previous and clearance
Work Archive Commit center organization Security
Developm
Units tee Agency
ent VP

Processing
an employment Stamp
formality

Handing over
Employment
letter Attaching
Copy of employment
letter
With personal
file

Preparing letter to Transfer

Bring previous Stamp employee's
employee’s file file

Receiving
income
file
A 14

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Cont’d
Different Administrat HRM Department Archive Medi Emp Prof Employee’s Social and Units for
ive for a loym essio previous Security clearance
Work ent nal organization Agency
Developme
Units Com Exa
nt VP mitte m

• e cente
r

Request for Retirement

Retirement Stamp
number
number

In come
letter
Preparing
letter to inform
Retirement
number Stamp

Attaching
Handing over Copy of letter
letter of With personal
retirement file
number

15
A

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Promotion
Administrati Employ S& Uni
ve for HRM Department Promotion Professional ee’s S.A t
Archive previou gen for
Developmen Media Committee Exam center
Different t VP
s cy Cle
organiz ara
Work Units ation nce

Yes Preparing letter

Decision For promotion Stamp
No announcement

Promotion
Request
Registering Announcement
Directing to candidates On notice
committee board Selection
Process & Exam
Result &
Result
Decision
No

Yes Preparing Stamp

Promotion
letter
letter
of promotion
employee

16
A

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Separation
Different Work Administrat HRM Department Archive Medi C P PEO Social and Units foe
ive for a o E Security clearance
Units m Agency
Developme C
• nt VP
m
itt
e
e

Resignation Decision yes Preparing letter of

Request
No acceptance Stamp

Circulating
Hand over Clearance
Clearance form
Acceptance form
letter

Returning
Signature
Identity card

Stamp
Preparing work
experience
testimonial letter
17
A

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Cont’d
Different DAVP HRM Archive Media Comm Profes Employ Social and Units for
Department ittee sional ee’s Security clearance
Work Units Exam previou Agency
• center s
organiz
ation

Stamp

Handing over
Testimonial
letter

Attaching
Copy of letter
With personal
file

18

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Contract/Temporary employees “AS IS”

Hiring Flow chart
Different DAVP HRM Archive Media Employment Professional Exam
center
Work Department Committee
Units

Employment Announcement
yes Preparing Stamp
request Decision vacancy

No

Announcing
Registration on notice board
Directing to of & receiving
committee candidates news letter
Selection &
Result
Preparing
employment
letter
19
A

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Different DAVP HRM Archive Media Employment Professional Exam

center
Work Department Committee
Units

Stamp Exam & Result

Selecting the best

Decision No candidate
& send it to decision
Yes Processing
employment Stamp
Formalities &
preparing
letter
Hand over
Employment
letter

20

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Transfer “AS IS” work flow chart

Different work HRM DAVP Archive
flow chart department

Discussion
With no
Transfer Decision
immediate
Request Employees boss no

ok

Transfer letter
preparation ok
Stamp

Handing over
transfer letter

21

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The following Table Depict The Steps &

Time cycle of the above Functional flow
chart box

22

No Main activities Steps Time Working

cycle Days
(hours)

1 Academic

1.1 Employment from request to placement

•From external source 25 302 38
•Within the organization 20 219 28

1.2 Promotion From request to 18 502 63

placement
1.3 Retirement Number from request up 23 54 7
to Numbering
1.4 Separation from request up to end 24 111 14

Total Hiring to Separation

• From external source 90 969 150 23
• Within the organization 85 886 140

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2 Permanent Support Staff employment

process

2.1 From HR request up to placement 26 412 52

2.2 20 319 40
From Promotion request up to placement

2.3 Retirement number from request up to 23 54 7

informing retirement number

2.4 Separation from request up to end 22 48 6

Total -From hiring up to separation 91 1073 136

24

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3 Contract Employee
From HR request _ Placement…. 27 589 74

4 Transfer
From request _ Placement……… 8 16 2

5 Work experience testimonial letter

From request to hand over the
letter………………………………… 9 16 2

6 Provision of employees personal

information From request to end 7 8 1

7 Information giving for external

customers From request to end 6 16 2 25

Expectations of stakeholders

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The following table describes expectations of internal and external stakeholders from the college’s
human resource management business process which are the design team obtained through its
survey result and making an interview with the stakeholders. The expectations are arranged in
terms of the five performance parameters such as quality, quantity, time, cost, and communication.
Expectations obtained through internal stakeholders interview

Expectations Stakeholders
Quality
1. Consistency in recruitment Institutes and student service
2. Promotion and employment committee Student service and General
members of support staffs need to have services
well knowledge and understanding of rule,
regulation and directions
3. Implimenting compelet and well organized HRM Institutes, centers and library
functions
4. Appropriate and modern record keeping Institutes, centers, library and
administrative sectors

4. Human resource plan need to be part of strategic Institutes and research

plan coordination office
5. Strong and well organized system to retain, and administrative sectors, Institutes,
attract departments and research
manpower to the college coordination office
Quantity
1. finding solution for turn- over problems through Institutes, departments and
research research coordination office
Time
1. Fast system for recruitment, promotion, Student service, General services,
Institutes, departments and admit ion and
retirement process
registrar office

2. Quick response based on understanding customers’ Centers and institutes

expectation.
3. Timely performance appraisal provision Institutes and departments

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Cost
1. Existence of staff development plan Institutes, departments and
research coordination office
communication
1. Recognition and reward system for successful Institutes, departments and
achievement research coordination office
2. creating environment for communication and Student service, General services,
encouragement among the employees Institutes and departments
3. Improve enter departmental relationship among units
Institutes and departments
4.Transfer of employee should be with common Student service, General services,
agreement and discussions Institutes and departments
5. Arranging training for administrative staffs to build Student service, General services
their capacity and Institutes

Expectation of stakeholders obtained through interview with urban management

Post graduate program students

Expectations Stakeholders
Quality
1. Coordination of instructors who are giving students
identical courses at the same time

2. strengthening monitoring and evaluation system students

on provided program

3. Well preparation of instructors before joining the students

class.

quantity
1. Well staffed in student service sections (units)
students
2. Well staffed prost graduate program with PHD students
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level
3. Attracting well qualified and competent students
professionals in promoting the college
communications
1. assigning expatriate instructors who have best
understanding and knowledge about the context students
of the
college and the country

Expectation obtained through interview with external stakeholders

Expectation Stakeholders
quality
1. Providing applied training in relation to Previous trainee
stakeholders’ needs and the context of the
country
2. Commited and responsible instructors Evening law students
time
1. Instructors who are assigned in evening Evening law students
program
should deliver their class regularly
communication
1. There should be fast respond on educational Ministry of education
statistical
information up on request

Expectation from secondary data collected from the survey result of different
Business process design teams of the college

Consumers, customers and

Expectations Stakeholders
Quality
1. Assigning the right person at the right position Different units and students
2. Assigning responsible, ethical and committed students
staff in student cafeteria and clinic

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3. Consistent cleaning service at student dormitory students

4. Arranging training program which helps to build Procurement staffs

the
capacity of staff
5. Strengthen student service with strong leading students
and
continuous monitoring and evaluation system
Quantity
1. Assigning enough man power for sport and
guidance service students
2. Assigning qualified person in the area of Procurement staffs
procurement and property administration
Time
1. continuous(24 hr) dormitory service students

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Problems, Rules, Assumption, and assumption (PRA)

No. Problems area Rules Assumption
1 Delay in hiring, promotion academic hiring
and transfer process  Applying the rule and regulation of Federal
Civil Service Agency for academic area
(article No. 4.3.1 and 4.3. 4)
 Rules and regulations of the college No.
3.6 procedure for employment.
promotion
According to the college’s rule and regulation ;
(No.4.4. procedure for promotion) It allows transparency and
avoids favoritism and
nepotism getting the best and
administra hiring well competing candidates
tive the July’s 2002 federal civil service agency human
resource recruitment and selection direction for federal
civil services;
 Article no.4.3.1. the vacancy must be announced to
applicants through news papers and different
communication medias
 Article No.4.3.4 the vacancy must be open
or on air for 15 working days.

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The committee members, who are assigned in

recruitment and selection process, shall be from Assuming that the selection
different sections (The federal civil service agency process free from biased
human resource recruitment and selection system
direction no.5).
promotion
the January 2003 Ethiopian civil services’
recruitment and promotion competition direction
It is believed that long
as well as the federal civil service agency, May
vacancy period allows; all
2002 direction for recruitment and selection
employees to have enough
depicted that;
time for vacancy information
 Vacancy announcement must be open for
and to have candidates with
15 working days
best competency and quality
 The committee members, who are involved in
human power fulfillment process, shall be from If the promotion process is
different sections
carried out only by human
resource unit , it is assumed
that it may lead to nepotism
and favoritism

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2 lack of qualified staffs in Based on the college’s Work load policy, all It is believed that it brings
some business process instructors must fulfill the maximum 12 credit appropriate utilization of
 Assignment of hours manpower.
unqualified staff
 Lack of instructors The level of salary for Expatriate could not be Assuming that it should be
in post graduate allowed to pay for endogenous staffs (unwritten according to the country’s
program, who rule) higher commission
deliver practical
institution salary scale
education in line
with the context of
the country
 Assigning Every staff must discharge his or her Assuming that some areas of
unqualified and responsibility where he/she is assigned. support business process are
inexperience not required advanced
support staff knowledge and skills

3 Difficulty to get
employees in some
working/education area
The college’s rule and regulation for employment Assuming that the
No. 3.6 procedure for employment. professional could be
obtained from the market as
per the requirements
June 1995 criteria for maximum working Staffs with low experience
experience set by the federal civil service agency is assumed to have low

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capacity
4 Lack of Staff Unwritten rule Believing that all education
development plan opportunities are obtained in
 Some education the name of the college
opportunity are
through personal
effort

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Part Two
4. Redesign

Designing the New Business Process

Introduction:
This part two is the “TO BE” part of the document, it comprises three sections; first
section is based on the identified PRA / problems rules and assumptions that was
stated under part one/, explains the context that the HRM business process team
presents customer’s expectations, desired outcomes, and stretched objectives which
help us to redesign the new process based on identifying the customers problems ,
section two, the new design process that the team has developed the conceptual
framework of the new design, and the more elaborated detailed high level map and its
narrative description. The third and final section, presents details of organizing the
business activities.
4.1 problems, expectations, desired outcomes, benchmarking and

stretched objectives
Benchmarking
The designing team has tried to make benchmarking in different higher education
institution. As these institutions have not yet completed BPR in their institutions, our
hope of getting best practices from such institutions has been eroded. Therefore, the
team has used Ministry of Revenue’s new designing process as a benchmark,
particularly in the area of hiring, promotion, and transfer. The main reason for
benchmarking this organization was that; it has got an opportunity to see best practice
of different organization outside the country and based on this experience has designed
the new business process for its organization. Shortly, the team will conduct benchmark
exercises that enable it to modify the proto type design.

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problems expectations Desired outcomes benchmarki Stretch objectives

ng
1 lack of qualified  Providing applied education/ training in Satisfied customers with o 100% of the college staff
staffs in some relation to stakeholders’ needs and the the assigning of the right will fulfill the required
business process context of the country person at the right criteria
position.
 Assigning support staff with appropriate
knowledge and skills

2 Delay in hiring,  Quick response in understanding Satisfied customers with 9 days
promotion and stakeholders expectation before hand fast efficient hiring,
transfer process  Efficient placement of human resource promotion and transfer
process
4 days
1 day
o Hiring process will be
accomplished within 6 days
by reducing delay in hiring
by 90%.
o Promotion process will be
accomplished within 5 days
by reducing delay in
promotion by 90%.
o Transfer process will be
accomplished within half
day by improving transfer
process by 95%.

3 Lack of adequate
number of qualified
human resource
4 Lack of diversified
 Well staffed in post graduate program
with PHD level
 Well staffed in all business process
 Implementing human resource
Satisfied customers with o 100% of post graduate
the service provided programs will be delivered
through adequate and by appropriate qualified
qualified staffs professionals
o The required number of
staff will be fulfilled from
90%-95%
o Well developed staffs o Implementation of Human

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human resource development on the bases of the college in all business process resource development will
development different programs through fast and well meet 100% of the college’s
organized human and staff’s needs
resource development
plan
o Satisfied and
motivated staffs with
improved HRD process
5 incomplete  Existence of result based performance Imp laced balanced score o Complete performance
performance appraisal system card that enables workers appraisal result will be
appraisal to perform to wards the provided for decision
achievement of within fifteen days after the
organizational output end of the semester

6 Delay  Speedy service in information Satisfied customers with o Resignation letter will be
-In information dissemination, provision of support and efficient service delivery provided within one days
dissimilation termination letters reducing delay by 94%
-In providing o Support letter will be
support letters provided within half days
-In termination by reducing delay by 99%
letters o Information will be
disseminated within half an
hour by reducing delay by
96%

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4.2. Designing from clean sheet

To design from clean sheet, the methods used by HR design team were brainstorming to generate new ideas through breaking the old assumptions that has
mentioned under PRA part, to identify the possible information technology opportunity, and reengineering principles that could be applicable and most
important in achieving the customers’ request. Thus, methods considered to design from clean sheet are listed out as follows;
o PRAB model
o Whacko ideas based on PRAB
o Using Information Technology Opportunities and
o Principles of reengineering

a. PRAB model

Problems, Rules, Assumption, and assumption busting (PRAB)

N Problems
o points
.
1 Delay in hiring, promotion
and transfer process
area Rules Assumption Assumption breaking
acade hiring
mic  Applying the rule and regulation Allowing many hand off does
not ensure transparency
of Federal Civil Service Agency avoids favoritism and
for academic area (article No. nepotism, to get the best and
well competing candidates
4.3.1 and 4.3. 4) rather hampers quality
 Rules and regulations of the

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college No. 3.6 procedure for

employment.
promotion
According to the college’s rule and It allows transparency and
regulation ; (No.4.4. procedure for avoids favoritism and
promotion) nepotism getting the best and
well competing candidates
adminis hiring
trative the July’s 2002 federal civil service agency
human resource recruitment and selection
direction for federal civil services;
 Article no.4.3.1. the vacancy must be
announced to applicants through news
papers and different communication
medias
 Article No.4.3.4 the vacancy must
be open or on air for 15 working
days.
The committee members, who are assigned in
recruitment and selection process, shall be Assuming that the selection Getting things done through
from different sections (The federal civil committees does not ensure
process free from biased
the selection process free from
service agency human resource recruitment

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and selection system direction no.5). bias rather it enhance delay.

promotion
the January 2003 Ethiopian civil services’
recruitment and promotion competition
direction as well as the federal civil
service agency, May 2002 direction for
recruitment and selection depicted that;
 Vacancy announcement must be
open for 15 working days
A lengthy period does not
It is believed that long ensure to have candidate with
best quality and competency.
vacancy period allows; all
employees to have enough
time for vacancy information
and to have candidates with

 The committee members, who are best competency and quality

involved in human power fulfillment
process, shall be from different
sections
2 lack of qualified staffs in Based on the college’s Work load policy
some business process (under sub topic “b” total workload
 Assignment of requirements)
unqualified staff
 Lack of instructors in The level of salary for Expatriate could
If the promotion process is
carried out only by human
resource unit , it is assumed
that it may lead to nepotism
and favoritism
It is believed that it brings
appropriate utilization of
human resource.
Assuming that it should be
Getting things done through
committees does not ensure the
selection process free from bias
rather it enhance delay.
Assigning staffs based on work
load policy does not ensure best
utilization of manpower, rather
hamper quality.
Monetary remuneration alone

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 ECSC HRM business process

post graduate not be allowed to pay for endogenous according to the country’s does not ensure to attract
program, who deliver staffs (unwritten rule) higher commission endogenous staff
practical education institution salary scale
in line with the
context of the
country
 Assigning Every staff must discharge his or her Assuming that some areas of All academic or support business
unqualified and responsibility where he/she is assigned. support business process are process equally requires its own
inexperience not required advanced knowledge and skill.
support staff knowledge and skills

3 Difficulty to get employees
in some working/education
area
4 Lack of Staff development
plan
 Some education
opportunity are
The college’s rule and regulation for
employment No. 3.6 procedure for
employment.
June 1995 criteria for maximum working
experience set by the federal civil service
agency
Unwritten rule
Assuming that the
professional could be
obtained from the market as
per the requirements
Staffs with low experience
is assumed to have low
capacity
Believing that all education
opportunities are obtained in
the name of the college
The college’s requirement for
employment does not ensure to
obtain from market in some
special profession
An individual with low
experience can perform their
duties competitively

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through personal
effort

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b. Brainstorming (Whacko ideas)

The design team has developed new ideas considering customer expectation, desired
outcomes and stretched objectives during its brainstorming and finally come up with
the following common points;
Empowering individuals and emplacing responsibility and accountability within
the system.
Responsibility must be clearly articulated with job description.
Any vacancy can be announced through website.
Providing databanks for job applicant
Mentioning employees benefit in the advertisement.
Setting clear standards and criteria for promotion, hiring and transfer process
Preparing human resource plan and based on this fulfilling the appropriate
manpower and implementing HRD
Introducing other employee benefit and providing conducive working
environment
Providing training for the individual who is supposed to assigned in the vacant
position and conducting practical and theoretical test
Introducing other employee benefit and providing conducive working
environment
Reviewing and updating the existing criteria with the current situation
Developing and implementing well organized & coordinated staff development
system

c. Using information technology opportunities

To exchange and produce information the specific HRIS soft ware technology will
be used.
There will be data bank of potential applicants’ document (CV’s) that could be
collected through making available all possible vacancies of the college through its
web site.

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d. Principles of reengineering
The design team has used the following reengineering principles for its new design.
 Organize around outcomes
 Ensure continuous flow of the main sequences;
o Identifying and eliminating non-value-adding steps (i.e. the new designing
is organized based on process rather than function).
o Using multiple versions not a one- size-fits-all strategy. for example, for
hiring, training and development etc. different options are introduced in
the new design
o Generalists replace specialists to review cases/applications. For example
the secretary can perform broad activities out of secretarial functions. (See
detail activity for secretary)
 Empowerment-some activities are carried at cluster level and some at center level.
 Work is performed where it makes the most sense
 Capture information once, at the source and share it widely (introducing human
resource management information system-HRIS in the new design and using
Outlook IT technology to disseminate information wildly to all process unit and
staffs.

Conceptual frame work of the new design

The following is the conceptual frame work of the new design that entails all of the major
milestones under the HRM business process.

Needs/ga
Needs/ga Fulfillment Retention Separation
Separation
p/request/
p/request/
plan
plan

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The “TO BE” process New Design Map

The following diagram is the new HRM business process new design map which designed in such a way that will be answer the stakeholders’ request and
clearly shows detailed activities involved in the major milestones.
Need/gap/request
Need/gap/request Strategic
Strategic plan
plan 22
11

3 HR plan

Yes 44IsIsitit Yes

SMART
SMART
5 HR fulfillment ?? Human resource
development (HRD) plan 18 Need assessment

6 Internal recruitment 7 External recruitment

Decision
Decision
19
19
8 Transfer 9 Promotion 10 Hiring

Selection 11 Training 20 Education 21

On the job Off- the Decisi

Decisi
Training Decisio
Decisio job T. on
on
Is
Is selection
selection nn
process
process fair?
fair? 12
12
Internal T. External T
Performance Qualified,
Qualified,
Orientation and Placement 13 appraisal 23 Competent
Competent
employee
employee
Other services Monitoring & evaluation 14 Yes
Annual/maternit Yes Is
Is there
there24
24
y/sick leave etc improvement
improvement
Information s?
s?
IsIsperformance No
exchange performance Is
Is itit needs
needs
result
resultabove
above of
Identity card oftraining?
training? No Assigning at No Separatio
Separatio
average? 15
average? 15 Yes
Retirement 17
17 appropriate improvement nn
number place 25 26 27
27
Yes No
Notification etc
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Reward 16*
 ECSC HRM business process

Descriptions for the above detailed new design map of HRM business
process

1. Determining human resource needs of business processes by using different forecasting

techniques through need assessment.
2. SPM activities are performed by other business process; therefore, this is just to indicate the
interface it has with the HRM business process.
3. Human resource plan is prepared deriving the specific number and qualities of HR from
college’s strategic plan and based on HR need assessment. The following activities should be
carried out to complete the HRP;
Assessing and comparing the existing staff level with the HR need to identify the
shortage and surplus
Forecasting source of HR supply and reconciling or programming the needs and supply
Discuss with other business process and submit for decision.
4. Decide on the planned program. If the decision is positive, it will be proceed to the next
activities.
5. Based on the HRP the fulfillment activities are performed by implementing the following
detail activities.
By referring need assessment and HRP, preparing the recruitment plan
Based on the recruitment plan, the manpower fulfillment activity is performed through
internal or external source of HR supply _through transfer, promotion or hiring.
11. Based on the either of three methods, the selection activity will be conducted. These
activities are performed by implementing the following detailed activities;
Scrutiny the application received to eliminate unqualified applicants.
After preliminary interview conducting employment interview and theoretical & practical
test
Verifying referee and background check.
12. Decide appropriate candidate based on the selection criteria. If the selection decision is
positive, it will proceed to the next step. If not, it will return back for rechecking.
Based on the decision the job is offered to the prospective employee. Then, executing
contract of employment, notifying the employee to bring reliving certification from the
previous employer, and preparing &issuing letter of placement are accomplished.

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13. Based on the letter of employment the orientation and placement activities; such as,
preparing and conducting orientation program, placing the hired employee to the
appropriate job, and preparing & issuing identity cared will be conducted.
14. Based on the placement following up the employee’s day to day activities. To evaluate
his performance the objectives and specific standards of the appraisal will be set, and
then measure the actual performance against the standard. If the individual has, excelled,
average or bellow average of the standard, action will took place for further management
decision. If the individual employee’s performance appraisal result is above average, then the
decision would be positive (i.e. he would be entitled for reward). If not, decide whether there
is a need of training to improve his performance, if so the employee will get additional
training to develop his capacity, either through on the job training or internal/external off the
job training. So that, he can improves his performance. If the individual can’t improve even
after getting necessary training he will be assigned at a place where he is belongs. If the
individual’s performance result is below average not due to his in competency but other cases
(lack of commitment, lack of health, disciplinary problems, etc), this would lead for further
investigation and other actions.
16. Reward is a broad term which includes; award/prize, remuneration, compensation, return,
recognition, promotion … etc
18. By referring HRP, The human resource development is programmed and implemented, It
is based on the gap identified for training and education, and performance result of an
individual who gets below average. The following detail activities are carried out to
implement HRD. Assess the strength and weakness of the college’s Hr, and
training/education needs of the employee, then designing training and education program. To
materialize the designed program, create link with internal and external networks. Establish
partnership, and/or organize scholar ship, workshops. Finally follow up its implementation
and evaluate the program
27. Separation includes: Resignation, Retirement, Death, Sickness, Poor performance …etc

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Fitness assessment

The new design which is developed based on whacko ideas, principles of BPR IT
opportunity; has been checked its fitness according to the following major points.
a. Linkage with vision and mission of the college;

The new design is developed in such a way that to obtain qualified, competent and
committed employee by which the college can achieve its mission and vision.

b. Addressing customers expectation/needs

The new design can address the customer’s need in the following ways:
 Fulfilling qualified and appropriate staff with in a reasonable period of time
 It in places a system in which the staffs are able to develop his competency or
capacity
 It brings the reward mechanism which will be attached with individuals
performance appraisal result.
c. Reducing cycle time

The new system is developed in such a way to reduce cycle time by avoiding hand offs
which are non-value adding activities, as a result it addresses the critical problems
observed during AS IS.
d. In terms of Dramatic shift

The new system will be expected to bring dramatic shift because of the following
reasons;
 There is a system that enables the organization to hire, monitor, develop, appraise
and reward its employees
 It promote empowerments
 It can bring conducive working environment.
e. One-Stop-Shop

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The developed new design is promote efficiency and effectiveness through process based
performance rather than functional and redundant activity. The design is clearly Shows
end to end HRM activities

Comparison of AS IS vs. TO BE
Steps Days Quantity Empowerment

AS TO AS IS TO AS IS TO BE AS IS TO BE
IS BE BE
Fulfillment of Highly More Highly Hybrids
Manpower delays and speedy central system
 Hiring 26 4 45 6 customers and ized (using
 Promotion 20 1-2 51 4 are dissatisfy customer both
 Transfer 8 1-2 2 ½ s are centraliz
satisfied ed and
decentral
ized)
Providing 24 1 14 ½ Customer High Highly Hybrids
resignation, dissatisfactio customer central system
support letter n satisfacti ized (using
on both
centraliz
ed and
decentral
ized)
Providing 1 1 1 ½ Not accurate Timely Highly Hybrids
/disseminating and central system
information relevanc ized (using
e both
centraliz
ed and
decentral
ized)

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Organizing activities of HRM Business Process

Milestones
 Human resource plan
 Manpower fulfillment
o Recruitment:-1.From within the organization/internal sources/
- From current employees (Promotion and /or transfer)
- Previous employees

2. External sources
- Advertising
- Employee referrals
- Employment exchange
- Campus Recruitment
- Previous applicants
o Selection
o Orientation and placement

 Retention
- Education and training
- Performance appraisal (PA)
- Retirement number notification process
- Record keeping
- Human Resource Information System (HRIS)
- Grievance handling

 Separation

- Resignation
- Dismissal or Discharge
- Retirement
- Lay-off

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ECSC HRM business process

Category of HRM activities in terms of where to be performed

No. Activities to be performed at Activities to be performed at
corporate/center level cluster/business process level
1 Human resource planning
 Deriving the specific number and
qualities of human resource from
college’s strategic plan
 Determining human resource need
of PU
 Asses the existing staff level
(quality and quantity ) Comparing
the existing or current employee
with human resource need to
identify the shortage and surplus
of HR
 Forecasting HR supply ( internal
and external source of supply)
 Reconciling or programming the
HR need and supply Discussing
with PU on the planed program
 Notifying the plan

2 Human resource fulfillment

I. Recruitment:
Recruitment plan
Internal recruitment
 Promotion
 Transfer
 Former employee
External recruitment
 Advertising
 Employee referrals
 Employment exchange
 From previous applicant
 Campus recruitment
II. Selection
III. Orientation and placement

3 Retention: Retention:
o Education and training o Performance appraisal (PA)
o Retirement number notification
process

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o Record keeping
o Human Resource Information
System (HRIS)
o Grievance handling

4 Separation: Separation:
o Retirement - Resignation
- Dismissal or Discharge
o Disciplinary case
o Poor performance result
- Lay-off

5 Monitoring and advisory role:

o Designing and developing manuals, guideline,
and formats for HRM activities
o Set standards of performance appraisal
o Following up and review the ongoing activities
of Hr businesses performed by process units
and taking the necessary supportive action
o Carry out HR research on managing human
resource
o Providing necessary advice for top
management and process units

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4.3. Organizing activities of HRM Business Process

Milestones Detail activities Performance standard Location of When activities

activities are to be
performed
Time quality cost volume
1. Human 1.1 Deriving the specific number and qualities of human 4hr As per indicated In the HRM and Along with the
Resource resource from college’s strategic plan in guide line other business college’s plan/
planning process budget preparation
1.2 Determining human resource need of PU by using As per indicated
different forecasting techniques in guide line

 Determining the technique to conduct the 0:30hr

assessment
 Based on the selected technique, gathering data
 Summarizing and analyzing data 1 days
 Conclusion and recommendation 2hrs
 Discussing with PU on the analysis result 2hrs

1hrs
1.3 Asses the existing staff level (quality and quantity ) in 1 days As per indicated
different process units of the college in guide line

1.4 Comparing the existing or current employee with human 2hrs As per indicated
resource need to identify the shortage and surplus of HR in guide line

1.5 Forecasting HR supply ( internal and external source of 2hrs As per indicated
supply) in guide line
1.6 Reconciling or programming the HR need and supply so 10min As per indicated
that the vacancies can be filled by the right employee at in guide line
the right time
1.7 Discussing with PU on the planed program 2hrs As per indicated
in guide line
1.8 Notifying the plan 1 day As per indicated
in guide line

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2. Fulfillment
 Recruitment
2.1. Recruitment plan
2.1.1 Referring need assessment and HR plan
30min As per indicated
in guide line
2.1.2 Identifying of likely job vacancy 30min As per indicated Other business As per the
in guide line process unit process’s action
plan
2.1.3 Stating the nature of the job 30min As per indicated
in guide line
2.1.4 Stating types and number of applicant to be contacted 20min As per indicated
in guide line
2.1.5 Identifying way of recruitment (internal and/or 10min As per indicated
external) in guide line
Internal recruitment
determining way of recruitment(from current employees
i.e. promotion and/or transfer, and former employees
2.2. Promotion

2.2.1Based on the promotion criteria for academic staff: Other business As per the
process unit process’s action
2.2.1.1 Assess and identify the individuals who fulfill the plan
requirement
2.2.1.2 Prepare and issue promotion letter

2.2.2 Promotion for support administrative staff

Notifying vacant position by posting on the college’s bulletin
board and/or circulating publications and/or announcing at As per indicated
staff meetings inviting employees to apply in guide line

1 day
2.2.2.1 Registering the applicants 15min As per indicated
in guide line
2.2.2.2 examining personal records and/or refer skill bank 30min As per indicated
in guide line
2.2.2.4. Scrutiny the application received and consider recent 10min As per indicated
PA result to eliminate unqualified applicants in guide line

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2.2.2.5 Preparation of report 30min As per indicated

in guide line
2.2.2.6 Preparing and issuing letter of promotion 10min As per indicated
in guide line

2.3. Transfer
Other business When the need
2.3.1 Referring personal records and identify the 30min As per indicated process unit arise in the
appropriate employee in guide line process

2.3.2 Consult the immediate boss of the identified 1hr As per indicated
employee in guide line
2.3.3 Assigning the employee 10min As per indicated
in guide line
2.4 Former employee
2.4.1 Contact and convince the former 1hr As per indicated
employee in guide line Other business Depend on the
process unit way of
recruitment
2.4.2 Employment process 30min As per indicated identification
in guide line
2.4.3 Placement 10min As per indicated
in guide line
External recruitment

2.5 Advertising

2.5.1 Preparing vacancy notice in a way

to give a clear and honest picture
of the job and the college As per indicated Other business As per the
30min in guide line process unit recruitment plan

2.5.2 Announcing vacancy through different media As per indicated

1 day in guide line

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2.5.3 Registering applicant 15min As per indicated

in guide line
2.5.4 Preliminary screening 10min As per indicated
in guide line
Selection

2.6. Employee Referrals

2.6.1 Using the existing employees recommendation As per indicated Other business As per the
encourage or invite potential candidate (those who 2hr in guide line process unit recruitment plan
have special skill or profession) to apply

2.6.2 Registering 15min As per indicated

in guide line
2.6.3 Conducting an interview 1hr As per indicated
in guide line
2.6.4 Employment process 30min As per indicated
in guide line
2.6.5 Placement 10min As per indicated
in guide line
2.7 Employment exchange

2.7.1 Identifying special need area 1hr As per indicated Other business As per the
in guide line process unit recruitment plan

2.7.2 Looking for professionals 1hr As per indicated

in guide line
2.7.3 Consultation between the employers and the 3 days As per indicated
prospective employee in guide line
2.7.4 Preparing and releasing employee exchange letter 30min As per indicated
in guide line
2.7.5 Employment process 30min As per indicated
in guide line
2.7.6 Assigning the employee 10min As per indicated

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ECSC HRM business process

in guide line
2.8 From previous applicant Other business As per the
2.8.1 Examining the previous application 30min As per indicated process unit recruitment plan
in guide line
2.8.2. Identify the appropriate applicant 10min As per indicated
in guide line
2.8.3 Contact the applicant through its address 40min As per indicated
in guide line
Selection

2.9 Campus Recruitment

2.9.1 Identify campus (colleges, 1 day As per indicated Other business As per the
universities, institutes etc) in guide line process unit recruitment plan

2.9.2 Contact and discuss with the identified campus 1 day As per indicated
in guide line
2.9.3 Announcing or posting vacant position on bulletin 4:hrs As per indicated
board or using their publication in guide line
2.9.4 Registering the applicant immediately after 1day As per indicated
graduate in guide line

2.9.5 Preliminary screening 10min As per indicated

in guide line
Selection

2.10 Selection

2.10.1 Scrutiny the application received to eliminate

unqualified applicants 30min/indiv As per indicated
in guide line Other business After external
process unit recruitment
(advertising/from
applicant way of
2.10.2 Preliminary interview to reject misfits 30min/indiv As per indicated

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ECSC HRM business process

in guide line recruitment)

2.10.3 Call job seekers for test 10min/indiv As per indicated
in guide line
2.10.4 Conducting employment interview 45min/indiv As per indicated
in guide line
2.10.5 Conduct test (theoretical & 1:30hr As per indicated
practical) in guide line
2.10.6 Verifying referee and background check 30min/indiv As per indicated
in guide line
2.10.7 Make selection decision 1hr As per indicated
in guide line

2.10.8 Offering the job through different mechanism 30min/indiv As per indicated
in guide line
2.10.9 verify the copy of the document against the 15min/indiv As per indicated
original in guide line

2.10.10 Executing contract of employment 15min/indiv As per indicated

in guide line
2.10.11 Requiring the employee to bring relieving 5min/indiv As per indicated
certification from the previous employer in guide line
2.10.12 Letter of placement 10min/indiv As per indicated
in guide line

2.11 Orientation and placement

2.11.1 Prepare orientation program (individual, collective, 1hr As per indicated HRM business After selection
formal and informal orientation) in guide line process in
collaboration with
other business
2.11.2 Conduct orientation of the new comer on the process
selected program 1 day As per indicated
in guide line

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2.11.3 Evaluating the orientation program 2hrs As per indicated

in guide line
2.11.4 Placing the hired employee to the right job 10min As per indicated
in guide line
3 Retention
3.1 Issuing identity card
3.1.1 Cheking the employees relieving
certificate of the previous organization 10min As per indicated In the HRM
in guide line business process
3.1.2 Requesting the employee to complete the data form As per indicated
5min in guide line
3.1.3. Preparing and issuing the identity card 1hr As per indicated
in guide line

3.2 Notification of the Retirement Number

3.2.1 The new employee is requested to complete personal 15min As per indicated
data in guide line In the HRM
3.2.2 Checking the accuracy of the information 10min As per indicated business process After placement
in guide line
3.2.3 Sending the completed format to the social and 2hrs As per indicated
security agency in guide line
3.2.4 Notifying the retirement number to the concerned 30min As per indicated
employee in guide line
3.3 Performance appraisal

3.3.1 Set objectives of appraisal 2hrs As per indicated Other business At the end of each
in guide line process unit semester
3.3.2 Set specific standards and targets for appraisal 1 day As per indicated
in guide line
3.3.3 Measure the actual performance against the
standard/targets 2 days As per indicated
in guide line

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3.3.4. Communicate the result As per indicated

in guide line
3.3.5 Identify the individuals who have excelled, average
and bellow average of the standard 2hr As per indicated
in guide line

3.3.6 Based on the standard set for performance appraisal 1hr As per indicated
suggest for further management decision 30min in guide line

3.4 Training And Education

3.4.1 Assess the strength and weakness of
the college’s human resource based on
performance appraisal and through As per indicated In the HRM
interaction with process unit in guide line business process Along with the
college’s over all plan

3.4.2 Assess the training /education needs of its employee 3 days As per indicated
in guide line
3.4.3 Designing training and education program 2hrs As per indicated
in guide line
3.4.5 Interaction with internal and external networks and 10hrs As per indicated
stakeholders in guide line

3.4.6 Establishing partnerships on further training, 40hrs As per indicated

education and research with international in guide line
universities and universities/institutes in Ethiopia

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3.4.7 Organize scholarships and/or organizing 1 days As per indicated

workshops/training programs for the staff of the in guide line
college to excel in their performance

3.4.8 Follow-up of implementation of E/T program 4hrs As per indicated

in guide line
3.4.9 Evaluate the program 2hr As per indicated
in guide line
3.4.10 Coordination and support of monthly / 1 day As per indicated
quarterly/annual work programs and activity reports in guide line

3.5 Human Resource Information System(HRIS)

In the HRM Through out the
3.5.1 Studying the current HRIS business process year
 Identify the flow of information system
 Identify the method(way) of using the 2 days
information As per indicated
 Evaluate the relevancy of the information for 1 day in guide line
decision making
2 days
3.5.2 Developing the New HRIS 15 days As per indicated
in guide line
3.5.3 Capturing-recording input data 1hr As per indicated
 Recruitment data in guide line
 Performance appraisal report
 Payroll data
 Resignation data
 Medical records
 Disciplinary action
 Training accomplishment …etc

3.5.4 Making available the information 10min As per indicated

in guide line

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3.5.5 Updating the information 2hrs As per indicated

in guide line
3.5.6 Preparing statistical data of HR 30min As per indicated
in guide line

As per indicated
3.6. Grievance Handling in guide line In the HRM When the
3.6.1 Receiving complaints 15min business process compliant arise

3.6.2 Investigating the complaints 2hrs As per indicated

in guide line
3.6.3 Making appropriate decision 30min As per indicated
in guide line
4. Separation 4.1 Resignation Other business During resignation
process unit
4.1.1 Receive resignation letter 5min As per indicated
in guide line
4.1.2 Refer the contract agreement/recruitment policy 10min As per indicated
in guide line

4.1.3 Based on the contract agreement/policy decides 10min As per indicated

the resignation process in guide line
4.1.4 Provide clearance format 5min As per indicated
in guide line

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4.1.5 Conduct exit interview 10min As per indicated

in guide line
4.1.6 Provide resignation letter 10min As per indicated
in guide line
4.2 Dismissal or Discharge

4.2.1 Disciplinary case

4.2.1.1 Receive disciplinary proceedings 5min As per indicated
in guide line
4.2.1.2 Evaluate the compliant 30min As per indicated
in guide line In the HRM
business process When disciplinary
4.2.1.3 Summon and ask the employee concerned for 2hr As per indicated
case arise
his/her plea in guide line
4.2.1.4 Request the accused employee for to prepare and 2hr As per indicated
respond on the matter in guide line
4.2.1.5 Making thorough investigation 2 days
4.2.1.6 Submit findings and recommendation 1 days As per indicated
in guide line
4.2.1.7 Making a decision (if the decisions is appeared to be 4hr As per indicated
high disciplinary case the employee shall be in guide line
dismissed/ discharged

4.2.2 Poor performance result

4.2.2.1 Based on the performance appraisal 30min As per indicated
data, identify the individuals who in guide line
have/has bellow average
performance In the HRM After performance
business process evaluation
4.2.2.2 Decide whether there is a need of training to 20min
improve his performance
4.2.2.3 Evaluate the individual performance after the 30min As per indicated
training in guide line

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4.2.2.4 Ascertain that the training helps him to improve his 30min As per indicated
performance in guide line

4.2.2.5 If not, assign him at the position where he would be 2 days As per indicated
able to discharge his responsibility in guide line

4.2.2.6 Then, if he could not discharge his 1 day As per indicated

responsibility the employee shall in guide line
be dismissed
4.3 Retirement As per indicated In the HRM At the individual
in guide line business process retirement date
4.3.1 Identify the person who will be retired 10min

4.3.2 Notify the date of retirement to the concerned person 15min As per indicated
in guide line
4.3.3 The retired employee is requested to complete the 30min As per indicated
format in guide line
4.3.4 Cheking whether the format is completed properly As per indicated
or not in guide line
4.3.5 Providing a clearance format to the person 10min As per indicated
in guide line
4.3.6 Send the necessary documents to the social and 1 day As per indicated
security agency in guide line

4.4 Lay- off

4.4.1 Decide whether the services
provided by the college is in grate 4hr As per indicated
demand or not in guide line
When the need
Other business arise
4.4.2 If not, compare the current volume of work with the 1hr As per indicated process unit
existing man power in guide line
4.4.3 If there is a surplus man power, decide the number 1hr As per indicated
of employee to be lay-off in guide line
4.4.4 Notify the decision to the employee 15min As per indicated

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in guide line

5. Monitoring & Advisory 5.1 Designing & developing manuals, guidelines, and In the HRM Along with the
role (Interface between formats for (planning, hiring, promotion, performance business process HRM business
HRM BP & PU) appraisal, training & education, monitoring &evaluation, process plan
transfer, reports and other different activities)
Assess the current format, manual, guidelines
Identify activities adds value to the customer
Draft the new formats, manuals, guidelines 15 days As per indicated
2 days in guide line
30 days
Discuss with top management& PU, and incorporate suggestion
and comments
Notify final documents 7days
1 days
5.2. Set standards of performance appraisal
Setting drafts of standards
8 days

Discuss with concerned body and incorporate suggestion and

comments 2 day

Notify the agreed standards of PA As per indicated

1 day
5.3. Following up and review the ongoing activities of HR in guide line
business performed by process units, so that necessary
supportive action will be taken
Determining ways or mechanisms of follow up
Follow up the activities
4hrs

Take necessary supportive action if any 8hrs

5.4 Carry out HR research on managing human resource As per indicated

2hrs in guide line
Recognize the problem
State the problem and Choose the method

Select and use appropriate research tool

1 day
11 days

40 days

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Interpret the result

5.5 Based on research result provide necessary advice for top As per indicated
management & PU in guide line
15 days

1 day

Organizing major activities of HRM Business Process

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Responsibilities Skills and knowledge required Performer

1. Managing over all HR of the college, providing leadership and -MA, MSc and/ or above in management, One HRM Business Process
advising the process units on HR activities, participating in developing business administration, development owner
strategic and annual plan of the college and cascading the overall HRM administration, or other related social and
plan from SPM, coordinating and integrating of all college’s HR development related fields
activities, handling grievances, following up and review the ongoing -Excellent computer skill
activities of HR business, recommending on performance appraisal -Leadership skill(in preparation of plan,
results, initiating, developing, leading and conducting HR researches, monitoring and evaluation)
recommending HR related policy based on HR research result, and -Knowledge and experience of research
reporting the overall HR activities of HRM

At center level HR Experts

Making need assessment on education and training, based on the assessment of -BA or BSc or above in management , business
training and education result: Designing the education and training programs, administration , development administration If one employee has 200 working
interacting with internal and external stakeholders, establishing partnerships, human resource management or other similar days per annum and the working
organizing scholarship/workshop/training program, arranging, coordinating, fields hours required to perform all tasks
implementing , following up different HR activities, preparing plan based on -Good computer skill and familiarity with are 400hrs, 2 employees will be
strategic plan and human resource need assessment and implementing it, modern communication systems and human required to perform these tasks.
conducting research on managing HR, advising the process unit and top resource information system
management, designing and developing manuals, guidelines and different HR -Knowledge of scientific research and

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activity formats, setting standards of performance appraisal in collaboration with experience and skill in interdisciplinary research
process units, evaluating and preparing reports particularly in the field of HRM

2. Developing and designing of new HR information system, implementing , BSc or above in information communication, At center level (one Experts in
evaluating and up dating the HRIS informatics, MIS, and other IT related fields HRIS)

3. Recruitment plan
Referring need assessment and HR plan, identifying of likely job vacancy, Diploma and or above diploma in any field, At cluster level (Cluster
stating the nature of the job, stating types and number of applicant to be computer skill, sound communication skill and Director/Admin support team
contacted, and identifying way of recruitment (internal and/or external) planning skill leader)

3.1. Internal recruitment

3.1.1 Promotion

Based on the promotion criteria for academic staff: Assess and identify the
individuals who fulfill the requirement
For support administrative staff; Notifying vacant position by posting on the
college’s bulletin board and/or circulating publications and/or announcing at
staff meetings inviting employees to apply

3.1.2 Former employee

Contact and convince the former employee, and processing the employment
3.2. External recruitment

3.2.1 Employee Referrals

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Using the existing employees recommendation encourage or invite

potential candidate to apply

3.2.2 From previous applicant

Examining the previous application, identify the appropriate applicant, and
contact the applicant through its address
3.2.3 Campus Recruitment
Identify campus (colleges, universities, institutes etc), contact and discuss with
the identified campus

3.1.3 Transfer
At center level HRM Director
Referring personal records and identify the appropriate employee, consult and at cluster level Admin
the immediate boss of the identified employee, and assigning the employee support team leader

3.2.4 Employment exchange

Identifying special need area, looking for professionals, consultation between

the employers and the prospective employee, preparing and releasing employee

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exchange letter, employment process, and assigning the employee

4 Selection

Conducting an interview, conduct test(theoretical & practical), verifying referee

and background check, make selection decision, offering the job through At cluster level virtual team
different mechanism, verify the copy of the document against the original,

5 Orientation and placement

Diploma and /or above diploma in any field, At center level HRM in
Prepare orientation and program (individual, collective, formal informal), computer skill, and sound communication skill collaboration with cluster level
conduct orientation of the new comer on the selected program, evaluating the Admin support team leader
orientation program, and placing the hired employee to the right job

6 Resignation

Receive resignation letter, refer the contract agreement/recruitment policy, based

on the contract agreement/policy decides the resignation process, provide
clearance format, conduct exit interview, and provide resignation letter At cluster level Cluster
Director/Admin support team
7 Lay- off leader
Decide weather the services provided by the college is in grate demand or not ,

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if not, compare the current volume of work with the existing man power, if there
is a surplus man power, decide the number of employee to be lay-off, and notify
the decision to the employee

8 Dismissal or Discharge

8.1 Disciplinary case

Receive disciplinary proceedings, evaluate the compliant, evaluate the
complaint, summon and ask the employee concerned for his/her plea, Business leader,
request the accused employee for to prepare and respond on the matter, At center level HRM director,
making thorough investigation, submit findings and recommendation, virtual team
making a decision (if the decisions is appeared to be high disciplinary
case the employee shall be dismissed/ discharged

8.2 Poor performance result

Based on the performance appraisal data, identify the individual who
has bellow average performance, decide weather there is a need of
training to improve his/her performance, evaluate the individual
performance after training, ascertain that the training helps him to
improve his performance, if not, assign him at the position where he
would be able to discharge his responsibility, and then, if he could not
discharge his responsibility the employ shall be dismissed

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9 Retirement

Identify the person who will be retired, notify the date of retirement to HRM Director/clerk
concerned person, the retired employee is requested to complete the format,
checking whether the format is completed properly or not, providing a clearance
format to the person, send the necessary documents to the social and security
agency

Preparing different letters, advertisements, and minutes, registering candidates, -Diploma and/or above in secretarial science and Secretary/clerk /admin support
scrutiny the application received to eliminate unqualified applicants, call job office management team
seekers for test, performing preliminary screens, executed contract of .
employment, require the employee to bring relieving certification from the
previous employer, facilitate and support new employees on completing
employment formalities, preparing and issuing identity cards, facilitating
retirement related works, recording and capturing(installing) data in to computer
program, preparing and making available HR information and statistical data,
performing other secretarial activities and office managements

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4.4. Structure of the HRM business process

Board

HRM business Business Leader

process

Cluster A Cluster B Cluster C

HRM admin HRM admin HRM admin

support support support

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