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The question becomes, is your employer going to reinvest in you or move on to someone else?

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why a few companies have in fact remained committed to retraining, even in the new ramped-up business climate. corporate restructuring has become the main driver of job insecurity.

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The decision to invest in the skills of workers who would otherwise be at risk of losing their jobs unless they acquire new skills.

.ƒ What distinguishes companies that emphasize retraining from those that do not? Companies that employ a large amount of social capital are more likely to retrain workers.

. the social capital is significant. Cappelli says. dancers have to understand their partners personalities and movements. Imagine dancers. There.ƒ What is social capital? It s a tight network of relationships within a workplace. It s where you and I work together in ways that are idiosyncratic enough that we need to know a lot about each other. In order to perform well.

and social capital is destroyed. . it preserves social networks and retains social capital. In the process social networks in the workplace are disrupted.ƒ Cappelli goes on to suggest a direct connection between social capital and retraining that turns on the make-or-buy choice that underlies the retraining decision. If a firm chooses not to retrain. it replaces existing employees with new ones. If a firm does retrain.

the chances of accidents are more. . Without some periodic reawakening to the ever-present hazards.ƒ In many jobs the same route is travelled daily over the same roads or the same tasks are repeated with little conscious thought.

ƒ Workers may not always recognize the importance of safety training or think of it as unnecessary because they ve been doing it for years. But an important benefit of periodic safety training is the reminder that a danger can exist and the no one is immune to accidents. .

ƒ Therefore. and what can result from not following safety rules and procedures. it is important for workers to understand the purpose of the training session. why it will be useful to them. .

JOB ENRICHMENT .

while job enlargement is 'horizontal loading ƒ . As such job enrichment has been described as 'vertical loading' of a job. It is an idea that was developed by the American psychologist Frederick Herzberg in the 1950s.Job enrichment is an attempt to motivate employees by giving them the opportunity to use the range of their abilities. ƒ It can be contrasted to job enlargement which simply increases the number of tasks without changing the challenge.

a meaningful task Feedback.ƒ ƒ ƒ ƒ An enriched job should ideally contain: A range of tasks and challenges of varying difficulties (Physical or Mental) A complete unit of work . encouragement and communication .

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2004). . and employee dissatisfaction (Leach & Wall.ƒ Job enrichment is a type of job redesign intended to reverse the effects of tasks that are repetitive requiring little autonomy. lack of flexibility. Some of these effects are boredom.

ƒ The underlying principle is to expand the scope of the job with a greater variety of tasks. . that require selfsufficiency. vertical in nature.

ƒ Since the goal is to give the individual exposure to tasks normally reserved for differently focused or higher positions. . merely adding more of the same responsibilities related to an employee's current position is not considered job enrichment.

How to find out? .ƒ ƒ ƒ Turn employees' effort into performance. Link employees performance directly to reward Make sure the employee wants the reward.

Individual's goals should also be clear. Each employee should know exactly how he/she fits into the overall process and be aware of how important their contributions are to the organization and its customers. The overall corporate mission statement should be communicated to all.ƒ Ensuring that objectives are well-defined and understood by everyone. .

and removing elements that foster mistrust and politicking. Creating a supportive corporate culture. This includes peer support networks.ƒ ƒ Providing adequate resources for each employee to perform well. communication technology. and personnel training and development. . supportive management. This includes support functions like information technology.

Provide adequate recognition. Eliminate secrecy.ƒ ƒ ƒ Free flow of information. Encourage and reward employee initiative. Flextime or compressed hours could be offered. . Provide enough freedom to facilitate job excellence. appreciation. and other motivators.

This could include paid education at universities or on the job training. change technologies. Provide job variety. simplification of procedures. redesign processes.ƒ Provide skill improvement opportunities. It may be necessary to re-engineer the job process. redesigning authority structures ƒ ƒ . This can be done by job sharing or job rotation programmes. elimination of repetitiveness. This could involve redesigning the physical facility.

ƒ ƒ ƒ ƒ Clear definition of the reward is a must Explanation of the link between performance and reward is important Make sure the employee gets the right reward if performs well If reward is not given. explanation is needed .

ƒ ƒ Ask them Use surveys( checklist. listing. questions) .

JOB SCULPTING .

. It is the art of forging a customized career path in order to increase the chance of retaining talented people. it requires managers to play both detective and psychologist.ƒ Job sculpting is the art of matching people to jobs that allow their deeply embedded life interests to be expressed. Make no mistake job sculpting is challenging.

ƒ The reason: many people have only a dim awareness of their own deeply embedded life interests. They may have spent their lives fulfilling other people's expectations of them. or they may have followed the most common career advice: "Do what you're good at .

She complied and achieved great success as a neurologist.ƒ For example. on the basis of her skill at chemistry in college. . a woman who. was urged to become a doctor. but at age 42 she finally quit to open a nursery school.

demonstrating a deeply embedded life interest in counseling and mentoring. the desire to be in charge of an organization's overall operations. she was also driven by a life interest in enterprise control. It was a long time before she stopped remarking. "All those years wasted. And more important.ƒ She loved children." . as it turned out.

ƒ Other people don't know their own deeply embedded life interests because they have taken the path of least resistance: "Well. my dad was a lawyer .

Most college seniors and new MBAs set sail on their careers knowing very little about all the possible islands in the sea.ƒ Or they've simply been unaware of many career choices at critical points in their lives. .

for reasons good and bad. to follow the siren songs of financial reward or prestige. some people end up in the wrong jobs because they have chosen. .ƒ And finally.

the fact is that a good number of people.ƒ Regardless of the reason. at least up until midlife. . don't actually know what kind of work will make them happy.

HR METRICS .

It provides a number of factors that can be measured to show how HR contributions to the business. .ƒ HR metric refers to Human Resource Metrics.

ƒ HR metrics are a vital way to quantify the cost and the impact of employee programs and HR processes and measure the success (or failure) of HR initiatives .

ƒ They enable a company to track year-to-year trends and changes in these critical variables. . It is how organizations measure the value of the time and money spent on HR activities in their organizations.

Recruiting metrics measure activities involved in the stages of attracting and selecting top talent. in order to measure the success of the recruiting process. turnover rates of new hires.ƒ Recruiting . . Decision makers frequently want to quantify variables such as: new hire performance. and return on investment in a new hire. impact of a poor hire.

ƒ Retention . or the financial impact of employee turnover. average tenure.Retention metrics often measure important aspects of turnover. Results often indicate how much each separating employee is costing the company and help the company create proactive plans to prevent the loss of top talent. the rate of a veteran worker. Management often wishes to quantify such variables as turnover rate. .

Results often demonstrate the success of professional development processes and how much they help the organization achieve its business goals.Training and development metrics quantify the learning processes of new employees. ƒ Imagine how much you could save by knowing where efficiencies can be improved and your resources optimized. These measures include quantities such as: cost per hire. and the time and cost of on-the-job learning. training process time and costs. HRMetricsPro produces all of the metrics above and more from over 151 HR activities and processes ƒ . and includes activities such as: orientation. and the cost to replace an employee.Staffing metrics quantify the return on investment in your employees. ƒ Staffing . recruiting efficiency ratio.Training and Development .

ƒ And HR Metrics provides a measurement and the analytic and data based decision-making capability to influence business strategy with an attempt to make business better decision and transform HR into strategic partners. .

It explains how well the HR is in doing their administrative work. 2004). 2009) ƒ . (Boudreau.1st kind of metrics: Efficiency of the HR functions. The data can be gathered in database and the multi-company database allows companies to compare the performance of their own HR department with other HR departments in other companies. ƒ The following are some of the examples on efficiency of the HR functions: (Kavanagh & Thite. Lawler & Levenson.

The shorter the time. 2004)[4] 2. Time to fill up the open position: It is the total days to fill up a job opening per each job.ƒ 1. but it is also important to see if the money spent is used to hire right people. Lawler & Levenson. (Boudreau. the more efficient of the HR department in finding the replacement for the job ƒ . It is not only important to know how much it cost in hiring. Cost per hire: It is the cost associated with a new hire.

. HR expense factor: It is the ratio between total company expense and HR expense. It shows if the expenses on HR practices are too much in terms of the whole company expense.ƒ 3.

2nd kind of metrics: Effectiveness of the HR functions. This is very important for HR because they are regarded as the leader for acquiring. It shows whether the HR practices have a positive effect on the employees or the applicant pool. (Boudreau. 2009)[6] ƒ . Lawler & Levenson. 2004)[5] ƒ The following are some of the examples on effectiveness of the HR functions: (Kavanagh & Thite. developing and helping to deploy talent.

Training ROI: It is the total financial gain an organization have from a particular training. ƒ . It always goes along with employee satisfaction.1. It shows the effectiveness of the training program and how much it can benefit to the company after the training. It also reflects the effectiveness of the HR policies as well as the company s own policies. ƒ 2. Absent rate: It determines the company is having an absent problem from the employees.

Lawler & Levenson.ƒ Developing company s core competency It helps to demonstrate the connection between HR practices and the tangible effects on organization s abilities to gain and sustain their competitive advantages. 2004) . This approach often treats employees as their human capital instead of the expense. (Boudreau.

ƒ 2. Defects rate: It indicates the number of defects products in the operation. ƒ . 2009)[7] ƒ 1. the more effective the HR practices in developing companies core competency in terms of reducing cost. Revenue factor: It indicates the effectiveness of company operation with the use of the employees as their human capital. The lower the defect rate.The following are some of the examples on effectiveness of the HR functions: (Kavanagh & Thite.