HRPD – Mod III

Career planning 1/17

• Potential appraisal
• The objective of the potential appraisal is to
identify the potential of a given employee to
occupy higher positions in the organizational
hierarchy and undertakes responsibilities.
• Steps for potential appraisal: Role description-
qualities needed to perform the roles – rating
mechanisms – organizing the systems -
feedback
 Career planning 2/17
• Career development
• Career development consists of personal actions undertaken
to achieve a career plan. These actions may be initiated by
the individual himself or by the organization.
• Steps for individual career development:
Performance–exposure–networking (personal and professional
contacts outside for job, business)-leveraging(resigning the
existing job to join new employer)-loyalty to career-mentors
and sponsors-qualified and knowledgeable subordinates-
professional training, additional degrees and certifications
 Career planning 3/17
Steps for organizational career development
 Self-assessment tools(After individuals complete
self assessment, they share their findings with
others in career planning workshops which show
how to prepare and follow through individual
career strategies. Another tool is the career work
book which consists of a form of career guide in
question answer format)
 Individual counseling (HR Dept. official or expert)
 Career planning 4/17
 Information services(a. Job posting system:
informing employees about vacancies in the
organization through news letters, notice boards
etc.; b. Skills inventory: containing employees work
history, accomplishments, qualifications, career
objectives ,retirement dates; c. career ladders and
career paths; d. career resource centre: a sort of
library to distribute career development materials
such as reference books, career manuals, news
letters brochures etc)
 Career planning 5/17

 Employee assessment programs(several

assessment programs used to evaluate the
employees potential for development/growth
like psychological tests; promotability
forecasts; succession planning: a report card
showing which individuals are ready to move
into higher positions; assessment centre: a
number of performance simulation tests and
exercises
 Career planning 6/17
 Employee development programs(Consists of
skill assessment and training to groom the
employees for future vacancies like seminars,
workshops, job rotation, mentoring programs)
 Career performance for special groups(programs
for dual career families; outplacement
programs for employees who are laid off or
retrenched; special programs for minorities,
employees with disabilities, women etc.)
 Career planning 7/17
• Advantages of career planning development
A) For individuals:
 Availability of knowledge of career prospects
 Selection of the best career suitable to him
 Better morale and job satisfaction
 Employees commitment and loyalty
 Lowers employee turnover
 Improves employee performance
 Satisfy employee esteem needs
 Identification of internal employees for promotion
 Career planning 8/17
B) For organization:
 Availability of human resources with required skill and
knowledge
 Ability to attract and retain highly skilled and talented
employees
 Enhances cultural diversity by attracting and retaining
people with different cultures
 Promotes organizational goodwill
 Cordial employer-employee relations
 Better customer service and increased bottom lines
 Career planning 9/17
• Limitations of career planning development
 Dual career family problem due to transfers
 Career with low scope for promotion/ advancement in
certain careers
 Careers affected by restructuring/downsizing
 Declining career opportunities in select areas due to
technological/economic factors
 Upsetting the career planning by environmental factors
such as government policy, reservation policy, regional
pressures, trade union demands
 Career planning 10/17
• Steps for effective career plg. and career devt:
challenging initial job assignment-career
option information-assessment centers-career
counseling-career development workshops-
continuing education and training-periodic job
changes-sabbatical for attending executive
development programs-management
simulation-mentor-protégé relationship-
interaction with professional organizations
 Career planning 11/17
• Career management
• It includes both organizational and individual
efforts aimed at setting career goals,
formulating and implementing strategies ,
administering the results. A balanced approach
to career management includes initiatives to
balance individual career goals and
organizational needs. These strategies
complement and reinforce each other
 Career planning 12/17
• Succession planning
• Succession planning is the process of ensuring a suitable
supply of successors for current and future senior
positions so that the careers of individuals can be planned
and managed to optimize the organization needs and the
individual aspirations. If qualified candidates are not
available within the company, outsiders can be
considered. A succession plan is a plan for identifying who
is currently in post and who is available and qualified to
take over in the event of retirement, dismissal or sickness.
 Career planning 13/17
• Succession management
• The basic purpose of succession management is to
ensure that the right talent is available when needed
and that adequate experiences are provided for higher
level employees. It includes the following activities:
• Identifying the shortage of leadership skills
• Identifying potential successors for such posts
• Coach and groom such identified employees
• secure top management support
 Career planning 14/17
• Career anchors
• Career anchors are distinct pattern of self-
perceived talents, attitudes, motives and
values that guide and stabilize a person’s
career. Some of them are as follows:
• Managerial and technical competence–job
security–creativity-autonomy-dedication to
change-pure challenge-life style
 Career planning 15/17
• Counseling
• Characteristics:
• It is an exchange of ideas and feelings between two
people
• It tries to improve organizational performance
• It may be performed by both professionals and non
professionals
• It is usually confidential
• It involves both job and personal problems
 Career planning 16/17
• Need for counseling: Emotions-interpersonal
problems and conflict at work place-inability to
meet job demands-over work load-confrontation
with authority- accountability and responsibility-
conflict with subordinate and co-workers-family
problems-health problems-career problems
• Functions of counseling: Advice-reassurance-
communication upward and downward-release of
emotional tensions-clarified thinking-reorientation
 Career planning 17/17
• Types of counseling
• Directive counseling(It is counselor- oriented. It is the process of
listening to an employee’s problem, deciding with the employee
what should be done and telling and motivating the employee to
do it)
• Non-directive counseling(It is counselee-oriented. The employee
primarily controls directions of counseling, takes up the
responsibility to develop solutions, assumes equal status with the
counselor and is psychologically independent as a person)
• Participative counseling(It is a counselor-counselee relationship
that establishes a cooperative exchange of ideas to help an
employees problem)
 Job design 1/3
The logical sequence to job analysis is job design. It involves 3 steps:
Specification of individual tasks – specification of the methods of
performing each task – the combination of tasks into specific jobs
to be assigned to the individual
Factors affecting job design:
i. Organizational factors( characteristics of task – work flow –
Ergonomics ie. Concerned with designing and shaping jobs to fit
the physical abilities and characteristics of individuals so that they
can perform the jobs effectively – work practices )
ii. Environmental factors(employee abilities and availability – social
and cultural expectations)
iii. Behavioral factors(feed back – autonomy – use of abilities)
 Job design 2/3
Job design approaches
i. Job design rotation(moving employees from job to job to add
variety and reduce boredom)
ii. Job engineering(sit focuses on the tasks to be performed, methods
to be used, work flows among employees, lay out of the work lace,
performance standards and inter dependencies among people and
machines)
iii. Job enlargement(It attempts to add somewhat similar tasks to the
existing job so that it has more variety to be more interesting)
iv. Job enrichment(It involves more motivators to a job to make it more
rewarding . Job becomes enriched when it gives job holder more
decision making, planning and controlling powers)
 Job design 3/3
Characteristics of job enrichment are : direct feed back – new
learning – scheduling own work – unique experience – control
over resources – direct communication authority – personal
accountability
Outcomes of job enrichment are : knowledge of result – sense
of responsibility – self-control – self esteem – meaningfulness
– achievement – variety – motivation - better performance –
satisfaction with the job – low absenteeism – job involvement
 Performance management 1/14
PM involves two related activities:
- Evaluate employee performance against standards set for them
- Helping them develop action plans to improve performance
Purposes of PM
- It is administrative in nature because it directly affects a firm’s
administrative decisions regarding its work force
- It is developmental In nature – using performance evaluation to help
employees to improve their performance in order to add more value
to the company
Steps for developing and implementing a good PM process
i. Identifying performance dimensions which relate to the specific tasks
and activities for which employees are responsible
 Performance management 2/14
ii. Developing performance measures:
Valid and reliable measures: Effective performance evaluation system
use performance measures that are valid and reliable. Reliability
refers to how well a measure yields consistent results over time and
across raters. Validity is the extent to which you are measuring what
you want to measure and how well that is done. A performance
measure is said to be contaminated or deficient when it captures
information that is irrelevant to an individual’s job performance.
performance measure standards: Without a standard bench mark
correct evaluation of the employee performance cannot be
conducted. The standards may be qualitative or quantitative. They
must be clear and attainable
 Performance management 3/14
iii. Evaluating employee performance :
Managers can evaluate the performance of their employees in
number of ways. The methods vary in several important
ways. Some methods focus on measuring performance
outcomes whereas other s focus on employee traits or
behaviors. The various methods also differ in terms of their
usefulness in meeting the administrative or developmental
purposes of a firms performance management system.
 Performance management 4/14
• Methods of appraisal/measurement :
1.Individual evaluation methods:
 Confidential report(made by the immediate supervisor – not
generally made public – no feedback to the employee – highly
subjective)
 Essay evaluation(the rater is asked to express the strong and weak
points of the employee’s behavior – highly subjective)
 Critical incident method(critical incidents or events represent the
outstanding or poor behavior of the employee on the job assessed
by the manager. At the end of the rating period these recorded
incidents are used in the evaluation of workers’ performance)
 Performance management 5/14
 Check list(A check list represents a set of statements about
his behavior essential for the employee performance. The
rater checks whether the appraise possesses them or not.
Employee performance is rated based on these behavioral
skills)

 Graphic rating scale(These compare individual

performance to an absolute standard. In this method
judgments about performance are recorded on a scale 1
to 5. The points given by the rater to each character are
all added up to find out the overall performance )
 Performance management 6/14
 Behaviorally anchored rating scale(It is a
combination of rating scale and critical incident
techniques. The critical incidents serve as anchor
statements on a scale. Then they rank and validate
specific behaviors for each of the components)
 Management by objectives(MBO)(MBO is a process
whereby the superior and subordinate jointly
identify its common goals, define each individual’s
major areas of responsibility and assess the
contribution of its members)
 Performance management 7/14
2. Multiple person evaluation techniques
These are methods of evaluating one employee in comparison to
another
 Ranking method(The rater finds the employee with the highest
and lowest performance on some characteristics. Then he selects
the next highest and next lowest and go on until he rates all the
employees in that group)

 Paired comparison method(Each worker is compared with all other

employees in the group for every trait. Thus paired comparisons
are made for every trait , tabulated and then rank is assigned to
each worker)
 Performance management 8/14
 Forced choice method(A large number of
statements in groups are prepared. Each group
consists of two favorable and two unfavorable
statements concerning employee behavior. The
appraiser is asked to select one statement each
that mostly describe employee behavior out of
two favorable statements and two unfavorable
statements. The items are designed to
discriminate effective from ineffective workers.
 Performance management 9/14
3.Other methods
 Group appraisal(employee is appraised by a group of
appraisers consisting of immediate supervisor, other
supervisors who use multiple appraisal techniques)
 Human resource accounting(HRA)(It is the process of
accounting for people as an organization resource. HR costs
include costs incurred by the company in hiring, training,
and compensating people. Contribution of HR is the money
value of labor productivity. Employee performance can be
taken as positive when contribution is more than the cost
and negative if the cost is more than contribution
 Performance management 10/14
 Assessment centre(individuals from various
departments are bought together to spend a few
days working on group or individual assignments
similar to the ones they would be handling when
promoted. It is basically meant for evaluating the
potential candidates to be considered for promotion,
training and development)
 Field review method(A trained representative of HR
Dept. goes into the field and assist the line
supervisor with their ratings of their subordinates
 Performance management 11/14
 360* feedback(This system collects performance
information from multiple parties, including one’s
subordinates, peers, supervisors and customers)
 Post appraisal interview(It provides employee the
feedback information. It also gives opportunity
to the employee to explain his views about the
rating. It helps both parties to review standards,
set new standards, help, guide , coach the
employee for his advancement
 Performance management 12/14
• Limitations of Performance appraisal/measurement
a) Judgment errors:
 Primacy effect(first impression effect)
 Halo effect(error occurs when one positive aspect of performance
affects the rater’s evaluation of other performance dimensions
 Horn effect(error occurs when one negative aspect of
performance affects the rater’s evaluation of other performance
dimensions)
 Leniency
 Central tendency(occurs when appraiser rate all employees as
average/very good performance)
 Performance management 13/14
 Stereotyping(a mental picture that an individual
holds about a person because of that person’s sex,
age, caste, religion etc. By generalizing on the basis
of such blurred image the rater grossly overestimates
or underestimates a person’ s performance)
 Recency effect(rater gives more weight age to recent
occurrences than earlier performance)
 Poor appraisal forms
 Lack of rater’s preparedness
 Performance management 14/14
iv. Providing feedback:
It involves providing feedback to employees to help them improve their
performance. Some of the important aspects to be considered are:
frequency/periodicity of measurement – targeting behaviors our
outcomes rather than the individual – being balanced in the
measurement/appraisal – encouraging employee participation
v. Developing action plans to improve employee performance
- Understanding the causes of poor performance(due to employees,
employers or circumstances)
- Taking action(remove the barriers to employee success – training and
development – coaching and mentoring -review the standards of
performance with employees – ensure the performances meas- ures
are accurate – disciplining – evaluate potential role concerns.