Hr Project

Project Human Resource Management Human Resources

2009

HR rds Reco

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Introduction HRD is about improved performance and productivity through increased knowledge, competencies, skills, and attitudes. In other words, HRD is about learning, its effects on employees, and its impact on the organization. The manager of HRD is the person responsible for the management of learning within the organization and the development of programs and activities that foster growth. This role is often viewed as the primary role of a manager of HRD. It consist; the five basic elements of management—planning, organizing, staffing, controlling, and marketing. 2

Environment Planning 1.Importance of strategic planning to the HRD department 2. Staff recruitment, selection, hiring, evaluation, and development 4. HRD policies, procedures, and standards 5. Financial management 6. Management of equipment and facilities 8. Supervision of staff and operation 9. Program schedule 10. Environmental maintenance 3

Resource Method • • • • • • •

Employee Development Employee Selection Methods Vision and mission Training and development Documentation and standards Keeping a Corporate Culture Alive Performance Appraisal

• HR Policy and Manual 4

Employee Development • • • • •

Employee Satisfaction Employee Motivation Employee Career Coaching Employee Development Employee Satisfaction with Training Program • Employee Cost 6

Employee Selection Methods • • • •

Application Forms Employment Interviews Tests of Abilities, Aptitudes, and Skills Personality Test

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Documentation and standards • Maintaining personnel files that meet your needs and your employees' privacy rights. • Making performance evaluations help employees grow and develop • Maintaining job descriptions, search, and interview documentation. • Meshing employee documentation with your handbook and other policies.

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Vision and mission • • • •

To be amongst the Top 5 consumer electronics and home appliances companies globally and number 1 in India by 2010. To lead the identity of Videocon by Lean Manufacturing and Maximum Profit. Thrust on Quality Cost Delivery Innovation Production (QCDIP) through training and development. Videocon’s mission expression has been crafted to envelope both extant and emerging realities. To delight and deliver beyond expectation through ingenious strategy, intrepid entrepreneurship, improved technology, innovative products, insightful marketing and inspired thinking about the future.

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Training and development • Training being the corner stone of Success makes employees more effective and productive. It is an integral part of the whole e management programme, with all its many activities functionally inter related. • Development process covers not only those activities which improve job performance but also those which bring out growth of the personality. In our organization ,it is intended to equip persons to earn promotion and hold greater responsibility.

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Keeping a Corporate Culture Alive • Once a corporate culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar experiences. For example, many of the human resource practices reinforce the organization's culture. The selection process, performance evaluation criteria, reward practices, training and career development activities, and promotion procedures ensure that those hired fit in with the culture, reward those who support it, and penalize (and even expel) those who challenge it. Three forces play a particularly important part in sustaining a culture— selection practices, the actions of top management, and 10 socialization methods. Let's take a closer look at each

Some Suggestions for a Successful Management Career • • • • • • •

Develop a Network Remembering your manners. Maintain a positive working environment. Support Your Boss Resolve problems quickly. Present The Right Image. Do Good Work

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Employee Satisfaction • The management perspective is simple: Happy employees help create happy customers. Employees who service happy customers are more likely to emerge from the interaction happy . . . And so on and on the interaction spirals, virtually feeding on itself. This effect has been popularized in the concept of the "satisfaction mirror" (i.e., employee satisfaction leads to customer satisfaction and business results), first described in an article in the Harvard Business Review. The article, written by a number of highly respected Harvard professors, established a theory of linkage between the level of service provided by businesses and their profitability. It served as an impetus for a reexamination of how employees were treated within their workplaces. The argument was largely intuitive, stimulating others to explore it more scientifically.

Employee Motivation •

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here is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus. Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus: Job performance =f (ability) (motivation)

Employee Career Coaching • Identifying and developing strong leaders for future roles is critical to the ongoing success of an organization. Without an effective succession planning program in place, companies will face greater challenges than those incurred during the implementation of a program, including: • Waging the “War on Talent” • Fewer leaders prepared to take on new roles • Obstacles to achieving strategic goals

Employee Cost • KPI for Measuring Employee Productivity • KPI for Measuring Employee Cost

KPI for Measuring Employee Productivity • average sales turnover per employee • average profit per employee • value added per employee

KPI for Measuring Employee Cost • employment costs as % of sales turnover / profit • employment costs per employee • employment costs as % of operating costs

Performance Appraisal • 1 job results/outcome 2 essay method 3 Ranking 4 Forced Distribution 5 Graphic Rating Scale 6 Behavioral Checklist 7 Behavioral Anchored Rating Scales (BARS) 8 Management by Objectives (MBO

HR Policy and Manual • • • • • •

Principles Staffing and development Employee relations Mutual control Terms and conditions Equality of opportunity

Principles • This is a statement about the general view by the management of employment in the organization. It is likely to carry ringing phrases about teamwork, fairness, innovation and opportunity, but may also include a declaration about the degree and method of employee involvement and the security of employment in different parts of the workforce.

Staffing and development • Here will be the specific undertakings to employees and the management strategies to be followed in appointing the most appropriate people, providing the opportunities for career growth and ensuring that employees develop their skills and capacities in line with the growth of the business. The main features of this policy area are how vacancies will be determined, where applicants will be sought and how decisions will be made in selection. There will be further sections on how promotions are made, training opportunities and requirements, as well as the use of performance appraisal and assessment centers.

Employee relations • Policies in the area of employee relations will depend on the union recognition situation, but typical features are arrangements about recognition, bargaining units and union membership agreements, agree¬ments relating to negotiation, consultation, shop steward representation, membership of joint committees, safety matters and points of reference, such as following national engineering agreements on the number of days' annual holiday.

Mutual control • Several features of policy and related procedure deal with the working relationship between the organization and the employee or employees. These are mainly to deal with the approach to matters of grievance and discipline.

Terms and conditions • Aspects of terms and conditions policies are approaches to determining differentials in payment, levels of sick pay, pension provision, holidays, study leave and hours of work.

Equality of opportunity • A different type of HR policy is that relating to equality of opportunity. Theoretically, equalizing opportunity should be subsumed in all the other areas, but legislation and pressure groups have tended to identify this as an area needing separate treatment.

Application Forms • Application forms are a means of collecting written information about an applicant's education, work and non-work experiences, both past and present. Almost all organizations request applicants to complete an application form of some type. Application forms typically request information on an applicant's home address, last employer, previous work experience, education, military service, and other information pertinent to employment, such as names and addresses of references. The application form also serves as a guide for the employment interview

Employment Interviews • The employment interview is a vehicle for information exchange between applicant and interviewer regarding an applicant's suitability and interest in a job the employer seeks to fill. Information provided in an applicant's application for employment can be probed more deeply in the interview, and other information relevant to an applicant's qualifications can be elicited. Since interviews can be rather flexible, any missing pieces of information about an applicant can be collected at this time.

Tests of Abilities, Aptitudes, and Skills • Tests used for screening applicants on the basis of skills, abilities, and aptitudes can be classified as either paper and pencil tests or job sample tests. Both kinds are scored, and minimum scores are established to screen applicants. The "cut-off" score can be raised or lowered depending on the number of applicants. If selection ratios are low, the cut-off score can be raised, thereby increasing the odds of hiring well-qualified employees.

Personality Test • People often believe that certain jobs require unique personalities or temperaments. For example, an accountant may be thought of as conservative, meticulous, and quiet, while a used-car salesman may be pictured as aggressive, flashy, and smooth talking. While it is probably true that some "types" of people occupy certain jobs, there is little evidence that people must have a specific personality type to be successful at a particular type of job. It is more common that the job itself shapes the job holder's behavior, and people stereotype others by their job behavior

Keeping a Corporate Culture Alive • SELECTION • TOP MANAGEMENT • SOCIALIZATION

SELECTION • The explicit goal of the selection process is to identify and hire individuals who have the knowledge, skills, and abilities to perform the jobs within the organization successfully. But, typically, more than one candidate will be identified who meets any given job's requirements. When that point is reached, it would be naive to ignore that the final decision as to who is hired will be significantly influenced by the decision maker's judgment of how well the candidates will fit into the organization. This attempt to ensure a proper match, whether purposely or inadvertently, results in the hiring of people who have values essentially consistent with those of the organization, or at least a good portion of those values.

TOP MANAGEMENT • The actions of top management also have a major impact on the organization's culture. Through what they say and how they behave, senior executives establish norms that filter down through the organization as to whether risktaking is desirable; how much freedom managers should give their subordinates; what is appropriate dress; what actions will pay off in terms of pay raises, promotions, and other rewards; and the like.

SOCIALIZATION • No matter how good a job the organization does in recruiting and selection, new employees are not fully indoctrinated in the organization's culture. Maybe most important, because they are unfamiliar with the organization's culture, new employees are potentially likely to disturb the beliefs and customs that are in place. The organization will, there¬fore, want to help new employees adapt to its culture. This adaptation process is called socialization

Job Results • Though not an appraisal method per se, job results are in themselves a source of data that can be used to appraise performance. Typically, an employee's results are compared against some objective standard of performance. This standard can be absolute or relative to the performance of others.

Essay Method • The essay method involves an evaluator's written report appraising an employee's performance, usually in terms of job behaviors and/or results. The subject of an essay appraisal is often justification of pay, promotion, or termination decisions, but essays can be used for developmental purposes as well.

Ranking • Ranking methods compare one employee to another, resulting in an ordering of employees in relation to one another. Rankings often result in overall assessments of employees, rather than in specific judgments about a number of job components. Straight ranking requires an evaluator to order a group of employees from best to worst overall or from most effective to least effective in terms of a certain criterion. Alternative ranking makes the same demand, but the ranking process must be done in a specified manner (for example, by first selecting the best employee in a group, then the worst, then the secondbest, then the second-worst, etc.).

Forced Distribution • Forced distribution is a form of comparative evaluation in which an evaluator rates subordinates according to a specified distribution. Unlike ranking methods, forced distribution is frequently applied to several rather than only one component of job performance

Graphic Rating • Graphic rating scales are one of the most common methods of performance appraisal. Graphic rating scales require an evaluator to indicate on a scale the degree to which an employee demonstrates a particular trait, behavior, or performance result. Rating forms are composed of a number of scales, each relating to a certain job or performance-related dimension, such as job knowledge, responsibility, or quality of work. Each scale is a continuum of scale points, or anchors, which range from high to low, from good to poor, from most to least effective, and so forth. Scales typically have from five to seven points, though they can have more or less. Graphic rating scales may or may not define their scale points.

Mixed Standard Scales • Mixed standard scales are a relatively recent innovation in rating scales. They contain statements representing good, average, and poor performance based on behavioral examples obtained from knowledgeable persons, usually supervisors. An evaluator's task is to indicate whether an employee either fits the statement, is better than the statement, or worse than the statement

Behavioral Checklist • A behavioral checklist is a rating form containing statements describing both effective and ineffective job behaviors. These behaviors relate to a number of behavioral dimensions determined to be relevant to the job.

A Great Place to Work • • • •

A Friendly Place There Isn't Much Politics Around Here You Get a Fair Shake Feel Like Family

A Friendly Place • It may sound trite, but friendliness appears to be one of the distinguishing characteristics of good workplaces. People seem to enjoy each other's company. This is not an insignificant issue. Work for an organization is, after all, work in a group setting. It's very different, for instance, from the mostly solitary work of a novelist or a painter. When you work for an organization, other people don't disappear. You are forced to interact with others, with your co-workers and your boss or your subordinates. What you think about your workplace has to do largely with the quality of those interactions.

There Isn't Much Politics Around Here • At good workplaces, employees don't seem concerned about backstabbing. It's in this context that one expression heard repeatedly at good workplaces takes on meaning: "There isn't much politics around here." By that, people mean employees aren't constantly jockeying for position, trying to curry favor with the high-ups, worrying about the impact of their actions on their chances for moving up in the company, or looking over their shoulder to make sure someone else isn't setting them up to destroy their career.

You Get a Fair Shake • Such statements must be taken seriously. It's extremely difficult to fool people into believing they are being treated fairly when they're not. Most of us, especially in workplace situa¬tions, have a highly trained sense of injustice. We carefully note examples of favoritism, bias, inequity, and abuse, even if we don't express our outrage. So we don't gratuitously say something is fair when we know it's not. We normally offer that judgment sparingly, and only when it's genuinely deserved.

Feel Like Family • Just what is meant by family? Of course, there are families and then there are families. Some have loving parents, while others have wife beaters and child abusers. So to suggest that a company is like a family may suggest widely different inter¬pretations. Generally speaking, people who work for good em¬ployers mean something very positive when they say their workplaces have a familylike atmosphere. Among other things, they mean: