Human Resources Management

Human Resources Management
For Non-Human Resources Professionals

Day One
All Rights Reserved 2003

Rules of the Game


Content Overview
Day 1
Morning
Opening and
Introductions
Human Resource
Strategy & Management
Performance
Management
Training & Development
Afternoon
Job Analysis
Job Description

Content Overview

Day Two
Morning
Rrecruiting
Interviewing Simulation
Afternoon
Compensation and
Benefits
Put it Together
Review and Closing

Learning Objectives

Describe what you expect

from this workshop

Learning Outcomes
By the end of the
workshop, you should
be able to:
Define and organize
your HR function
Develop an HR
strategy
Conduct job analysis
Develop job files
Recruit, screen and
select employees
Define, build and
evaluate compensation
systems
o
o
o
o
6

Todays Agenda

Day 1
Morning
Human Resource
Strategy & Management
Performance
Management
Afternoon
Job Analysis
Job Description

Agenda
HR Strategy and Management
Performance Management
Training and Development
Job Analysis and Job Description
Recruitment
Compensation and Benefits

What is HR Management
Right Number of
Right People at
Right Positions at
Right Time

Who is Responsible for HR
YOU
Every Manager in the

Enterprise has
responsibility for HR
management
10

Sub-systems in the HR Management
System
F
r
e
e
q
u
e
n
c
y
H
i
g
h
Daily Routines

HR Planning

Performance
Management

Organizational
Structure

L
o
w
Strategic
Operational
11

HR Development Model
Business Strategy

HR
Management

Recruiting
Motivation
Leaving
Retention
Management and Support

12

Exercise
As the
owner/manager of
an SME, list HR
tasks and
responsibilities you
think HR managers
and line manager
should have.
13

HRM Function all managers
14

Planning and Procurement
Planning
Who
When
What skills
Procurement
Internal vs. external
Procedures
Self or outsourced
15

Workshops
On the Job Training
Supervision
Coaching
16

Retention And Management
Placement, orientation,
transfer, and promotion
Performance rating and
management
Counseling
Rewards
Organized exit, planned
reductions, and
retirement
Building culture and
teams
17
Ref: War for Talent Case

HR Information Systems and Services
HR Information
Systems
Employee Relations
Employment Standards
Workplace Health and

Safety
Employee Services
18

Recognize the importance

of HR Strategy and ownermanager role
Describe the purpose and
components of HRM
Discuss the benefits of
using HRM practices
Identify the functions and
responsibilities of an HR
Manager
List HR Manager
Knowledge, Skills and
Competencies
Recognize differences in
traditional and modern
HRM application
19

Line Managers and HR Managers in HRM

Line Manager
Select right people

Develop expectations,
objectives, criteria
Observe, follow, monitor
performance
Provide feedback,
mentoring, coaching to
improve performance
Prepare and conduct
performance evaluation
Maintain discipline, fire
when appropriate
20
o
o
o

Line Managers and HR Managers in HRM
HR Manager

Plan and design HR strategy

and system

Help line manager find right
people

Develop policies and
.
procedures
Develop training to

communicate and

implement policies and
procedures

Make sure the organization
has a fair and sound

performance evaluation
system
Help line manager to

discipline and fire
21

Core of HRM Communication
22

Differences in HRM Practices

Modern Technique
Traditional Technique
How / Results
o Planning & Procurement
o Training & Development
o Retention & Management

o HR Information Systems
& Services
23

New Trends in HRM
Strategic Planning
Developing the
Company
A Resource to the
Company
24

Case Study
25

Agenda
Recruitment

26
What are the most immediate issues you

have to address for your performance
management now?
27

Challenges in Performance Management for
SMEs
Standards are not sound

Feedback is delayed or
ignored
Focuses on external
forms
Equates performance
evaluation to
performance
management
Etc
28

Importance of Performance Management
And it helps an organization achieve the
following goals:

.1
.2
.3
.4
...
29
Definition of
Performance
Management

Performance
Management
is:
:

Principles of Performance Management
Relate to strategy
Maintain a balance
in various aspects
of performance
Focus on KPIs
Involve staff in
developing
performance
indicators
30

How to Create a Performance Management
System
Project
Management
Communication
and Training
Implementation of
Systems
Support
31

Performance Management Process
Strategy
Set Indicators
and Targets

Collect and Communicate

Data

Evaluate and
Communicate
Performance

Compensation
Budget
Input
Operations
32
Output

Principles for Setting Performance Standards
Managers KPIs )Key
performance Indicators) are
department KPIs
Incorporate different
perspectives (financial,
customer, process, learning
and growth)
Keep number of KPIs to 6-10
10 6

KPIs for direct reports should
contribute to the achievement
of targets for their managers

33

Principles for Setting Performance Standards
Scorecard should include both result
indicators and performance driver
indicators
Manager performance scorecard should
include at least one indicator that
shows coordination and collaboration
with other departments

Individuals performance scorecard
should include at least one indicator
related to learning and development
Any change should be agreed upon by

manager and employee
34

Five Steps for Performance Evaluation
1: clarify objectives and focus
2: let employee talk about his
own performance
3: talk about your perspective
on the performance
4: Discuss current job
objectives
.1
.2
.3
.4
.5
5: Action and management

planning
35

Appraisal Interview

Role play a performance interview with your partner
36

Agenda
Recruitment

37

Why
Who
When
Where
How
38

Training System Components
Objectives
Methods
Learners
Evaluation
39

Causes of Performance Problems
Lack of knowledge or
skills
Lack of motivation or
incentive
Environmental factors
Management factors
Interpersonal relations
40

Training Model
Training needs
assessment
Instructional Design
Instructional
Development
Training Delivery
Training Evaluation &
Feedback
41

Your Next Steps
Make learning your

policy
Establish a training
function
Monitor job
performance
Plan, design, develop
and evaluate training
42
Lunch Break
43

Agenda
Recruitment

44

Learning Objectives
After this module, you
should be able to:
Describe uses of job
analysis
Complete a job analysis
on any position
45

What is Job Analysis
Job analysis is the

systematic gathering of
information concerning
jobs.
Job analysis identifies the
tasks that comprise the
job and the particular
skills, abilities, and
responsibilities required
to perform it successfully.
46

Job Analysis Tasks
Define the job completely

and accurately.
Describe the tasks,
responsibilities, and
performance standards of
the job.
Indicate the job requirements
that a worker must meet to
perform successfully in the
position.
47

Exercise
Please take a job to explain
Essential tasks of job
analysis.
48

Why Job Analysis?
The purpose of job
analysis information is:
Guide recruitmentselection
and employee positioning
Plan promotion and transfer
of employees
Establish job evaluation, job
grading, and payment systems
Determine corrective
measures
Plan, design, and develop
training programs
49

Exercise

:
_______.
_______.
_______.
Define job analysis in

your own words.
List three purposes of
conducting job analysis:
________.
________.
________.
50

Preparing a Job Analysis
:

Before job analysis:
Understand your
organizations human
resource philosophy
and policies
Prioritize your HR
needs
Develop and an
organizational chart
51

Create an Organizational Chart

.

""
List all the positions

Group positions with the
same tasks into
occupational families.
Draw lines from the
groupings to indicate
where each group reports.
52

Exercise
Please draw a rough

organizational chart of
the organization you work
in using the steps laid out
previously.
53

Steps in Doing a Job Analysis
Decide job analysis tool

Job Analysis
Worksheet

Job Analysis

Questionnaire

Plan data collection

Who

How
Implement date collection
Gather information

Review results.

54

Job Analysis Tools
Job Analysis Worksheet:

:
list job responsibilities,

specifications,

list performance
standards.
:
Job Analysis

Questionnaire:

gather information on
the specific job duties.
55

Job Analysis Tools- when
Use Job Analysis Worksheet

:
When:

owner-manager currently

performing the HRM function.

limited resources

The functions are broad and

standardized

Use Job Analysis Questionnaire
:
When:

Positions are specific in

scope and function.

More in-depth analysis
56

How to Produce Worksheet
Gather together the company

organizational chart and a list
of job titles.
Assemble information on job
responsibilities.
Select the jobs that most
urgently require analysis.
Complete a worksheet for
each of these jobs.
Have a knowledgeable person
review the completed sheet to
ensure the accuracy of that
the job information.
Confirm information collected
by interviewing and/or by
observation.
57
/
.

Exercise

(

)
Select one position in

your company and fill
in Job Analysis
Worksheet. (Use the
example worksheet
provided in the
workbook as a template)
58

Job Analysis Questionnaire I
General Information on the

Position
Supervision Given and
Supervision Received
Knowledge Areas and
Occupational Skills
Using Language
Using Sight and Other Senses

Managerial and Business
Decisions
Internal and External
Contacts
Meetings You Attend, Chair,
or Initiate
Physical Activities
Equipment, Machine, and Tool
Use
Environnemental Conditions
Other Job Characteristics
59

Exercise
Group Activity:
Form different groups
to do this activity. Each
group has to think of
one position in your
company and lay out all
the 14 parts of the job
analysis questionnaire.
Be prepared to debrief
your discussion.
60

.

.


Job Documents-Next Steps
Job Description
Job Specifications
Job Performance
Standards
61
Break
62

Objectives of Job Documents

:
Provide a clearly
written reference
point to show:
Why the job exists
What the incumbent
in the job is
responsible for
What is required to
be able to perform
effectively in the
position
63

Job Documents Types

Three Types of Job

Documents:
Job description
Job specification
Job performance
standards
64
ABCD
Job Documents ABCD
Describe
A: Audience (for whom)
B: Behavior (what?)
C: Condition (how?)
D: Degree (how well,
how much?)
65
) (: A
) (: B
) (: C
(: D
)

Create Job Documents
Maintain job information
Develop job documents
Conduct a job analysis

66

Develop Job Description
:
Job Descriptions includes:

Identification
General Summary
Essential Functions and
Duties
Relationships
67

Develop the Job Specifications
Job Specifications include:
Education requirements
License requirements
Experience and/or training
requirements
Knowledge requirements
Skills requirements
Attitude/habit requirements
Hazards
68

:

/


Job Performance Standards
What are job

performance standards?
Quality
Quantity or
productivity
Timeliness
Why need job
How to get job
Measurable job tasks
Performance
standards
http://management.about.com/bcs/generalmanagement/a/heyferfindic.htm)
69

Information Verification
The people who will be

doing the performance
reviews for the position
must review the job
documents
Discuss job information
with the employees
Communicate
expectations clearly
and ensure they are
mutually understood
70

Maintaining Job Information
When should you review
your job documents?
Anytime there is a
known change in job
function
When new methods
and practices are
introduced in the
company
During the scheduled
performance reviews
71

Communicate Job Documents
:

Techniques include:
Employee involvement
Handbook
Bulletin board
Newsletter
Orientation program
72
Exercise
Group Case Study:
As a group, discuss
case study 1 and
answer the case
analysis questions. Be
prepared to discuss
with other colleagues in
the workshop.
73
:

1
.


Key Learning Points
74
End of Day One
75

Human Resources Management

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Human Resources Management

For Non-Human Resources Professionals

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

Describe what you expect

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

HR Strategy and Management

Training and Development

Job Analysis and Job Description

Compensation and Benefits

All Rights Reserved 2003

All Rights Reserved 2003

Every Manager in the

All Rights Reserved 2003

All Rights Reserved 2003

Management and Support

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

Workplace Health and

All Rights Reserved 2003

Recognize the importance

All Rights Reserved 2003

Select right people

All Rights Reserved 2003

has a fair and sound

Help line manager to

All Rights Reserved 2003

All Rights Reserved 2003

o Planning & Procurement

o Training & Development

o Retention & Management

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

HR Strategy and Management

Training and Development

Job Analysis and Job Description

Compensation and Benefits

All Rights Reserved 2003

What are the most immediate issues you

All Rights Reserved 2003

Standards are not sound

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

All Rights Reserved 2003

Collect and Communicate

All Rights Reserved 2003

performance Indicators) are

KPIs for direct reports should

contribute to the achievement

of targets for their managers

All Rights Reserved 2003

with other departments

Any change should be agreed upon by

All Rights Reserved 2003

5: Action and management