Developing Effectiveness In Hr i2x5a
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- Words: 1,610
- Pages: 85
Luzminda A. Malcampo Ritchel M. Molero Jesette Caroline S. Salas Joseph Mark C. Salas Lynette B. Ysalina
The effectiveness and success of an organization lies on the people who form and work within the organization.
MM106 LBY2010
It follows therefore that the employees in an organization need to acquire the relevant skills and knowledge to be able to perform their duties and make meaningful contributions to the success of the organizational goals.
MM106 LBY2010
MM106 LBY2010
MM106 LBY2010
• Employee Orientation • Training &Development • Job versus Career • Career Management
MM106 LBY2010
• Appraising Performance • Improving Performance
Effectively orienting new employees to the workplace and to their positions is critical in establishing successful, productive working relationships.
MM106 LBY2010
The act of welcoming recruits into the organization. It is a make or break period for the newly hired employee
1. 2. 3. 4.
5.
MM106 LBY2010
To reduce start-up costs; To reduce anxiety; To reduce employee turnover ; To save time for supervisor & co-workers; and To develop realistic job expectations, positive attitudes and job satisfaction.
An effective orientation will: Foster an understanding of the business culture, its values, and its diversity; Help the new employee make a successful adjustments to the new job;
MM106 LBY2010
An effective orientation will: Help the new employee achieve objectives and shorten the learning curve Help the new employee develop a positive working relationship by building a foundation of knowledge about the company.
MM106 LBY2010
PreEmploymen t Prior to the employees first day
MM106 LBY2010
Job Orientation First week on the job
Learning the Routines First Few months
Mastering the Role Six months & beyond
1. 2.
Overview Orientation Job-specific Orientation
• Company VMV & History Specific • Business facts Informati • Navigating in the on business environment • Etc. • Health Insurance Benefits Options Informati on • Retirement Planning • Etc. Objectives and Operations MM106 LBY2010
• Specific responsibilities • Day-to-day job information • Individual performance
1.
All effective programs view orientations as an ongoing process, not just a one-day program;
2.
Because orientation is an ongoing process, information is given to new employee closest to the time it is needed;
MM106 LBY2010
3.
Successful orientation programs shared their “corporate culture”;
4.
The employee’s first day is truly welcoming and helps the employee feel useful and productive;
MM106 LBY2010
5.
The benefits of orientation are clear and visible to both the new employee and the organization;
6.
The supervisor’s role is clear and well executed with the HRD’s assistance;
MM106 LBY2010
7.
Orientation objectives in successful organizations are measurable and focus on specific knowledge, skill acquisition, and influencing attitudes;
8.
Adult learning concepts are known and used to guide orientation;
MM106 LBY2010
9.
Many NEO programs use guest speakers (live or on video tape); and
10. The
NEO process is evaluated by participants, supervisors and the HRD from bottom line results
MM106 LBY2010
- Mark Twain
It
is a systematic development of:
Knowledge; Skills; and Attitudes
required by employees to perform adequately on a given task. MM106 LBY2010
To
increase employee efficiency, professional growth, smooth and more effective organization’s operations.
MM106 LBY2010
Research shows that productivity increases while training takes place.
Staff who receive formal training can be 230% more productive than untrained colleagues who are working in the same role
MM106 LBY2010
Train ing & Dev’t .
The Flow-on Effect
Staff Retenti on
Improved Quality & Productivi ty
MM106 LBY2010
Company Competitiveness
On-the-Job Training/Coaching
Induction/Orientation
Apprenticeship
Demonstration
Vestibule
Formal Training
MM106 LBY2010
Job-rotation Selfdevelopment / Selfassessment
Under-study
Developme nt
MM106 LBY2010
istrative Approach;
Welfare Approach;
Political Approach;
Organizational Development Approach; and
Systematic or Need-Based Training Approach
MM106 LBY2010
Increase
productivity; Improve the quality of work and raise morale; Develop new skills, knowledge, understanding, and attitudes; Use new tools, machines, processes, methods or modifications correctly;
MM106 LBY2010
Reduce
waste, accidents, turnovers, tardiness, absenteeism, and other overhead costs;
Fight
obsolescence in skills, technologies, methods, products, markets, capital management, etc;
MM106 LBY2010
Implement
new or changed policies or regulations;
Bring
incumbents to that level of performance which meets the standard performance for the job;
MM106 LBY2010
Develop
replacements, prepare people for advancement, improve manpower deployment, and ensure continuity to leadership; and
Ensure
the survival and growth of the organization.
MM106 LBY2010
- Maxim Gorky
Talent
management
Cost management
Globalization
Engagement
MM106 LBY2010
Career is the pattern of work-related experiences and activities over the span of a person’s life
• Having a job rarely involves any planning; MM106 LBY2010
Career
Job
• Each job is a tool to provide income to reach financial goals;
• A career is a vocation in which talents and skills are expressed throughout a lifetime; • A career always requires careful career planning and preparation;
LBY2010
Career
Job MM106
• A job becomes less satisfying over time especially if your true gifts and abilities are not utilized; • In a job one works to live
• A career allows you to cultivate and focus your ion and interests;
• In a career one lives to work
LBY2010
Career
Job MM106
• Most people choose jobs and work environments that fit lifestyle choices;
• Careers are chosen to leverage education and experience for advancement and progression;
• A job represents routine, low risk and stability
MM106 LBY2010
Career
Job
• A job offers stability and security;
• A career stimulates talents in a way that aligns with personal aspirations; • A career embodies flexibility, risk and opportunity
Retireme Maintenancnt e Advancement Establishmen
Baby
Boomers
Middlescence Graying
MM106 LBY2010
Age
MM106 LBY2010
Be clear from the outset;
Give them extra structure;
Teach business standards;
Give them free reign to multitask;
Cultivate a positive atmosphere;
Be a mentor; and
Strive for work-life balance
MM106 LBY2010
Fresh Assignments
Career Changes
Mentoring
Fresh Training
Sabbaticals
Leadership Development
Throw out all your assumptions;
the range of ages;
Communicate, communicate, communicate;
MM106 LBY2010
Value their life experience;
Train them;
MM106 LBY2010
Meet their security needs;
Motivate them;
You don't have to "be the boss“;
Be flexible; and
Use them as mentors.
Can
help inform employees about the sequence of job opportunities in the organization
MM106 LBY2010
involves
matching a person’s aspirations with opportunities ◦ Counseling, ◦ Seminars, and ◦ Self assessment
MM106 LBY2010
Effective leadership;
A knowledgeable, skilled, and motivated people; and
An organization designed to enable people to achieve.
MM106 LBY2010
- John Gunther
Behavio ur
MM106 LBY2010
Results
Performan ce
A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors
MM106 LBY2010
1
• Planning
2
• Monitoring
3
• Developing
4
• Rating
5
• Rewarding
MM106 LBY2010
Review
Plan
Specify
Track
Ensure
Weight
Reward
Measures
Update
Standards
PM focuses on results rather than behaviours and activities; PM Aligns organizational activities and processes to the goals of the organization; PM Cultivates a system-wide, long-term view of the organization; PM Produces meaningful measurements; and Other benefits
MM106 LBY2010
performance measurement - transparent, short, medium and long term;
clarifying, defining, redefining priorities and objectives;
motivation through agreeing helpful aims and targets;
MM106 LBY2010
motivation through achievement & ;
training needs and learning desires assessment and agreement;
identification of personal strengths and direction - including unused hidden strengths;
MM106 LBY2010
Career and succession planning - personal and organizational;
Team roles clarification and team building;
Organizational training needs assessment and analysis;
Appraisee and manager mutual awareness, understanding and relationship;
MM106 LBY2010
Resolving confusions and misunderstandings;
Reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc;
MM106 LBY2010
Delegation, additional responsibilities, employee growth and development;
Counselling and ; and
Manager development - all good managers should be able to conduct appraisals well it's a fundamental process.
MM106 LBY2010
- David Ripley, PhD, SRP
MM106 LBY2010
Focus
Solution
• Immediate Problem
• Training • Discipline
Recognizes and deals with most of the “hygiene factors” Recognizes that fact that hiring someone means getting the whole person, including personal MM106 LBY2010 problems
• Fair Pay • Reasonable Benefits • Clean & Safe Working Conditions
• Counselling • Fitness Programs • Child Care • Employee Assistance Program
MM106 LBY2010
System Factors
Person Factors
Information
Skills & Knowledge
Resources
Capacity
Incentives
Motivation
MM106 LBY2010
1.
Build a foundation;
2.
Create a positive environment;
3.
Put people on the right path;
4.
Educate the masses;
5.
Don’t forget the fun;
6.
Acknowledge contributions;
7.
Provide incentives;
8.
Honour your promises;
9.
Provide career coaching; and
10. Match
MM106 LBY2010
tasks to talents.
“We’re a big company with big ideas, and by gosh, I really like
I’LL BE DOWNSTAIRS MAKING PEOPLE NERVOUS
The HR is IN
Textbooks: Adiodun, E.J.A. (1999) Human Resources Management, An Overview. Concepts Publication, Shomolu, Lagos, p. 110-121 Adeniyi, O.I. (1995) “Staff Training and Development” in Ejiogu, A; Achumba, I. Asika (eds) Managing Careers in 2000 and Beyond, Jackson C, Arnold J, Nicholson N, Watts A G. Report 304, Institute for Employment Studies, 1996.
MM106 LBY2010
Websites: http://www.hr.com http://www.training.com.au http://www.about.com http://www.employment-studies.co.uk http://www.wikihow.com http://www.eHow.com http://www.work911.com http://www.oppapers.com http://www.hrweb.berkeley.edu
MM106 LBY2010
The effectiveness and success of an organization lies on the people who form and work within the organization.
MM106 LBY2010
It follows therefore that the employees in an organization need to acquire the relevant skills and knowledge to be able to perform their duties and make meaningful contributions to the success of the organizational goals.
MM106 LBY2010
MM106 LBY2010
MM106 LBY2010
• Employee Orientation • Training &Development • Job versus Career • Career Management
MM106 LBY2010
• Appraising Performance • Improving Performance
Effectively orienting new employees to the workplace and to their positions is critical in establishing successful, productive working relationships.
MM106 LBY2010
The act of welcoming recruits into the organization. It is a make or break period for the newly hired employee
1. 2. 3. 4.
5.
MM106 LBY2010
To reduce start-up costs; To reduce anxiety; To reduce employee turnover ; To save time for supervisor & co-workers; and To develop realistic job expectations, positive attitudes and job satisfaction.
An effective orientation will: Foster an understanding of the business culture, its values, and its diversity; Help the new employee make a successful adjustments to the new job;
MM106 LBY2010
An effective orientation will: Help the new employee achieve objectives and shorten the learning curve Help the new employee develop a positive working relationship by building a foundation of knowledge about the company.
MM106 LBY2010
PreEmploymen t Prior to the employees first day
MM106 LBY2010
Job Orientation First week on the job
Learning the Routines First Few months
Mastering the Role Six months & beyond
1. 2.
Overview Orientation Job-specific Orientation
• Company VMV & History Specific • Business facts Informati • Navigating in the on business environment • Etc. • Health Insurance Benefits Options Informati on • Retirement Planning • Etc. Objectives and Operations MM106 LBY2010
• Specific responsibilities • Day-to-day job information • Individual performance
1.
All effective programs view orientations as an ongoing process, not just a one-day program;
2.
Because orientation is an ongoing process, information is given to new employee closest to the time it is needed;
MM106 LBY2010
3.
Successful orientation programs shared their “corporate culture”;
4.
The employee’s first day is truly welcoming and helps the employee feel useful and productive;
MM106 LBY2010
5.
The benefits of orientation are clear and visible to both the new employee and the organization;
6.
The supervisor’s role is clear and well executed with the HRD’s assistance;
MM106 LBY2010
7.
Orientation objectives in successful organizations are measurable and focus on specific knowledge, skill acquisition, and influencing attitudes;
8.
Adult learning concepts are known and used to guide orientation;
MM106 LBY2010
9.
Many NEO programs use guest speakers (live or on video tape); and
10. The
NEO process is evaluated by participants, supervisors and the HRD from bottom line results
MM106 LBY2010
- Mark Twain
It
is a systematic development of:
Knowledge; Skills; and Attitudes
required by employees to perform adequately on a given task. MM106 LBY2010
To
increase employee efficiency, professional growth, smooth and more effective organization’s operations.
MM106 LBY2010
Research shows that productivity increases while training takes place.
Staff who receive formal training can be 230% more productive than untrained colleagues who are working in the same role
MM106 LBY2010
Train ing & Dev’t .
The Flow-on Effect
Staff Retenti on
Improved Quality & Productivi ty
MM106 LBY2010
Company Competitiveness
On-the-Job Training/Coaching
Induction/Orientation
Apprenticeship
Demonstration
Vestibule
Formal Training
MM106 LBY2010
Job-rotation Selfdevelopment / Selfassessment
Under-study
Developme nt
MM106 LBY2010
istrative Approach;
Welfare Approach;
Political Approach;
Organizational Development Approach; and
Systematic or Need-Based Training Approach
MM106 LBY2010
Increase
productivity; Improve the quality of work and raise morale; Develop new skills, knowledge, understanding, and attitudes; Use new tools, machines, processes, methods or modifications correctly;
MM106 LBY2010
Reduce
waste, accidents, turnovers, tardiness, absenteeism, and other overhead costs;
Fight
obsolescence in skills, technologies, methods, products, markets, capital management, etc;
MM106 LBY2010
Implement
new or changed policies or regulations;
Bring
incumbents to that level of performance which meets the standard performance for the job;
MM106 LBY2010
Develop
replacements, prepare people for advancement, improve manpower deployment, and ensure continuity to leadership; and
Ensure
the survival and growth of the organization.
MM106 LBY2010
- Maxim Gorky
Talent
management
Cost management
Globalization
Engagement
MM106 LBY2010
Career is the pattern of work-related experiences and activities over the span of a person’s life
• Having a job rarely involves any planning; MM106 LBY2010
Career
Job
• Each job is a tool to provide income to reach financial goals;
• A career is a vocation in which talents and skills are expressed throughout a lifetime; • A career always requires careful career planning and preparation;
LBY2010
Career
Job MM106
• A job becomes less satisfying over time especially if your true gifts and abilities are not utilized; • In a job one works to live
• A career allows you to cultivate and focus your ion and interests;
• In a career one lives to work
LBY2010
Career
Job MM106
• Most people choose jobs and work environments that fit lifestyle choices;
• Careers are chosen to leverage education and experience for advancement and progression;
• A job represents routine, low risk and stability
MM106 LBY2010
Career
Job
• A job offers stability and security;
• A career stimulates talents in a way that aligns with personal aspirations; • A career embodies flexibility, risk and opportunity
Retireme Maintenancnt e Advancement Establishmen
Baby
Boomers
Middlescence Graying
MM106 LBY2010
Age
MM106 LBY2010
Be clear from the outset;
Give them extra structure;
Teach business standards;
Give them free reign to multitask;
Cultivate a positive atmosphere;
Be a mentor; and
Strive for work-life balance
MM106 LBY2010
Fresh Assignments
Career Changes
Mentoring
Fresh Training
Sabbaticals
Leadership Development
Throw out all your assumptions;
the range of ages;
Communicate, communicate, communicate;
MM106 LBY2010
Value their life experience;
Train them;
MM106 LBY2010
Meet their security needs;
Motivate them;
You don't have to "be the boss“;
Be flexible; and
Use them as mentors.
Can
help inform employees about the sequence of job opportunities in the organization
MM106 LBY2010
involves
matching a person’s aspirations with opportunities ◦ Counseling, ◦ Seminars, and ◦ Self assessment
MM106 LBY2010
Effective leadership;
A knowledgeable, skilled, and motivated people; and
An organization designed to enable people to achieve.
MM106 LBY2010
- John Gunther
Behavio ur
MM106 LBY2010
Results
Performan ce
A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors
MM106 LBY2010
1
• Planning
2
• Monitoring
3
• Developing
4
• Rating
5
• Rewarding
MM106 LBY2010
Review
Plan
Specify
Track
Ensure
Weight
Reward
Measures
Update
Standards
PM focuses on results rather than behaviours and activities; PM Aligns organizational activities and processes to the goals of the organization; PM Cultivates a system-wide, long-term view of the organization; PM Produces meaningful measurements; and Other benefits
MM106 LBY2010
performance measurement - transparent, short, medium and long term;
clarifying, defining, redefining priorities and objectives;
motivation through agreeing helpful aims and targets;
MM106 LBY2010
motivation through achievement & ;
training needs and learning desires assessment and agreement;
identification of personal strengths and direction - including unused hidden strengths;
MM106 LBY2010
Career and succession planning - personal and organizational;
Team roles clarification and team building;
Organizational training needs assessment and analysis;
Appraisee and manager mutual awareness, understanding and relationship;
MM106 LBY2010
Resolving confusions and misunderstandings;
Reinforcing and cascading organizational philosophies, values, aims, strategies, priorities, etc;
MM106 LBY2010
Delegation, additional responsibilities, employee growth and development;
Counselling and ; and
Manager development - all good managers should be able to conduct appraisals well it's a fundamental process.
MM106 LBY2010
- David Ripley, PhD, SRP
MM106 LBY2010
Focus
Solution
• Immediate Problem
• Training • Discipline
Recognizes and deals with most of the “hygiene factors” Recognizes that fact that hiring someone means getting the whole person, including personal MM106 LBY2010 problems
• Fair Pay • Reasonable Benefits • Clean & Safe Working Conditions
• Counselling • Fitness Programs • Child Care • Employee Assistance Program
MM106 LBY2010
System Factors
Person Factors
Information
Skills & Knowledge
Resources
Capacity
Incentives
Motivation
MM106 LBY2010
1.
Build a foundation;
2.
Create a positive environment;
3.
Put people on the right path;
4.
Educate the masses;
5.
Don’t forget the fun;
6.
Acknowledge contributions;
7.
Provide incentives;
8.
Honour your promises;
9.
Provide career coaching; and
10. Match
MM106 LBY2010
tasks to talents.
“We’re a big company with big ideas, and by gosh, I really like
I’LL BE DOWNSTAIRS MAKING PEOPLE NERVOUS
The HR is IN
Textbooks: Adiodun, E.J.A. (1999) Human Resources Management, An Overview. Concepts Publication, Shomolu, Lagos, p. 110-121 Adeniyi, O.I. (1995) “Staff Training and Development” in Ejiogu, A; Achumba, I. Asika (eds) Managing Careers in 2000 and Beyond, Jackson C, Arnold J, Nicholson N, Watts A G. Report 304, Institute for Employment Studies, 1996.
MM106 LBY2010
Websites: http://www.hr.com http://www.training.com.au http://www.about.com http://www.employment-studies.co.uk http://www.wikihow.com http://www.eHow.com http://www.work911.com http://www.oppapers.com http://www.hrweb.berkeley.edu
MM106 LBY2010
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