4/11/2022

HUMAN RESOURCE MANAGEMENT

L E C T U R E R : T H U Y . P H A M @ V N U K . E D U . V N

PERFORMANCE MANAGEMENT
The continuous process of:
1. Identifying > Goal settings
2. Measuring > Performance appraisal
3. Developing > Talent management
the performance of individuals and the teams and aligning their
performance with the organization’s goals.

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PERFORMANCE APPRAISALS

PERFORMANCE APPRAISALS

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EXAMPLES

PERFORMANCE TYPE

• UNDER PERFORMANCE • FIRE/DISMISS

• NEED TO IMPROVE • PERSONAL IMPROVEMENT PLAN
• MEET EXPECTATION • DEVELOPMENT PLAN
• EXCELLENCE • INDIVDUAL DEVELOPMENT PLAN

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INDIVIDUAL DEVELOPMENT PLAN (IDP)

DEVELOPMENT PLAN (DP)

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The Model The Process Employee’s Responsibilities

Identifying your values, •Understand your job requirements
interests, skills, traits and •Analyze inputs identifying your strengths and
abilities
development areas for your current and future roles

Explore your career •Discuss your strengths/development opportunities

options, discover new
ones and gather •Share interests and goals with your manager
information about them •Choose 1-3 development focus areas

Develop a plan to make •Use HR/CoE Talent and other resources to create your
your options a reality DP
•Review and revise DP with your manager
•Implement plan and ask for support when needed

Review progress •Measure and monitor your progress

regularly
•Review quarterly or as needed with your manager
(Ongoing) •Revise your DP and/or objectives if necessary
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How to build your Development Plan

 Manage Your Career
 Short-term
assignments
 Challenging/ Cross-
functional projects
 Mentoring
 The Score
 Stop-Start-Continue

70% 20%
feedback,coachin
g, networking
on-the-
job 10%
training

 Courses
 Readings

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MANAGIN CAREER & RETENTION

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KEY CONCEPTS
• Career: The occupational positions a person has had over many years.
• Career management: The process for enabling employees to better
understand and develop their career skills and interests, and to use these
skills and interests more effectively.
• Career development: The lifelong series of activities that contribute to a
person’s career exploration, establishment, success, and fulfillment.
• Career planning: The deliberate process through which someone becomes
aware of personal skills, interests, knowledge, motivations, and other
characteristics and establishes action plans to attain specific goals.

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CAREER TODAY

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EMPLOYEE’S ROLE IN CAREER MANAGEMENT

• The employee is responsible for his or her own career.

• He or she must assess interests, skills, and values; seek out career
information resources; and take steps to ensure a happy and fulfilling
career.
For the employee, career planning means matching individual strengths and
weaknesses with occupational opportunities and threats. In other words, the
person wants to pursue occupations, jobs, and a career that capitalize on his
or her interests, aptitudes, values, and skills.

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EMPLOYER’S ROLE IN CAREER MANAGEMENT

• Before hiring, realistic job interviews
• The first job: providing challenging first jobs and having an experienced
mentor who can help the person learn the ropes are important.
• Periodic job rotation
• Career-oriented appraisals
• Provide Career Management Methods: Self-help e-learning tools , career
planning workshop; Career coaches; Career development systems
• Integrating Talent Management and Career and Succession Planning

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The Model The Process Employee’s Responsibilities

Identifying your values, •Understand your job requirements
interests, skills, traits and •Analyze inputs identifying your strengths and
abilities
development areas for your current and future roles

Explore your career •Discuss your strengths/development opportunities

options, discover new
ones and gather •Share interests and goals with your manager
information about them •Choose 1-3 development focus areas

Develop a plan to make •Use HR/CoE Talent and other resources to create your
your options a reality DP
•Review and revise DP with your manager
•Implement plan and ask for support when needed

Review progress •Measure and monitor your progress

regularly
•Review quarterly or as needed with your manager
(Ongoing) •Revise your DP and/or objectives if necessary
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How to build your Development Plan

 Manage Your Career
 Short-term
assignments
 Challenging/ Cross-
functional projects
 Mentoring
 The Score
 Stop-Start-Continue

70% 20%
feedback,coachin
g, networking
on-the-
job 10%
training

 Courses
 Readings

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Not all employees’ career plans will

coincide with the company’s needs
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Turnover - the rate at which employees leave the

firm - varies markedly among industries

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TURNOVER TYPE

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Comprehensive Approach to
Retaining Employees

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APPROACH TO RETAINING EMPLOYEES

• Exit interviews provide useful insights into turnover problem areas
• Attitude surveys to monitor employees about matters such as supervision
and pay.
• Open-door policies and anonymous “hotlines” help management
identify and remedy morale problems
• Stay interviews for 1-1conversation.

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• Promotion
• Raise pay
• Hire smart
HOW TO RETAIN EMPLOYEES
• Discuss careers
• Provide direction
• Offer flexibility
• Use high-performance HR practices
• Counteroffer

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EMPLOYEE MOTIVATION

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EXTRINSIC MOTIVATION
• It’s external incentive to engage in a specific activity, especially
motivation arising from the expectation of punishment or reward such as
completing a disliked chore in exchange for payment
• External incentives can be praise, monetary payment, or other incentives

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INTRINSIC MOTIVATION
• It is an incentive to engage in a specific activity that derives
from pleasure in the activity itself rather than because of
any external benefits that might be obtained.
• It is based on internal incentives such as joy or interests

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TWO-FACTOR THEORY
Motivation–Hygiene theory
A theory that relates
Intrinsic
A•theory factors
that relates to job
intrinsic factors satisfaction
to job satisfaction and associates extrinsic factors with dissatisfaction
and associates
• Extrinsic factors with dissatisfaction

WHAT DO PEOPLE WANT FROM THEIR JOBS?

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The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal

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WHY GOAL SETTING MATTERS

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WHY GOAL SETTING MATTERS

It can help motivate employees:

• It ensures employees are working toward a shared vision
• It can help keep everyone accountable
• It can help you quantify success
• Meeting goals can help employees feel more fulfilled

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MANAGING DISMISSALS

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GROUNDS FOR DISMISSALS

• Unsatisfactory performance
• Misconduct
• Lack of qualifications for the job
• Changed requirements of the job

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THE EXIT PROCESS

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