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HUMAN

RESOURCE
MANAGEMENT
Presentation on
Training and Developing Employees
(Chapter 8)
Performance Management and Appraisal
(Chapter 9)
Coaching, Careers, and Talent Management
(Chapter 10)

Presented By : Group 3

TRAINING AND DEVELOPING


EMPLOYEES

ORIENTATION
Make the new employee feel welcome and a part
of team.
Make sure the new employees have basic
information to function effectively.
Help the new employee understand the
organization in a broad sense.
Start the person on the process of becoming
socialized into firms culture values and way of
doing things.

ORIENTATION PROCESS
Explanation of basic
matters by human
resource specialist.
HR Specialist introduces
new employee to
supervisor.
Familiarize the new
employee with his
colleagues.
Encourage new
employees to engage in
activities like taking
breaks with current
employees.

Informal orientation to
open up and be relaxed.
Upper management
invites new employee
over tea or lunch.
(practiced by Philips
Electronics)
Special sessions for
family members.
(practiced by Convergys
India)
Identify a buddy who is
similar to new hire in
parameters like age.

TRAINING
Training means giving new or current employees
the skills they need to perform their jobs.
Hindustan Petroleum Corporation LimitedSamavesh
Orientation: What is HPCL? How does HPCL
work?
Rigorous and continuous evaluation of learning
and performance.
Top 10% trainees awarded with laptops and
customized training programs at IIMA.
Result: Attrition during first six months got
reduced from 55% in 2007 to 8% in 2008.

STEPS OF TRAINING
PROCESS
Need Analysis- Identification of skills required by
the job and comparison of these skills with the
skills possessed by trainee.
Instructional Design- formulate training
objectives, review the program content and
estimate a budget for training program.
Implement the program- Train the employees
using methods like on-the-job training and online
training.
Evaluation of the success of the program.

Implementing Training Programs

On-The-Job-Training (OJT)
Coaching
Job Rotation
Special Assignments
Apprenticeship Training
Job Instruction Training
Programmed Learning

Implementing Training Programs (Contd..)

Audiovisual-Based Training
Vestibule Training
Videoconferencing
Electronic Performance Support Systems (EPSS)
Computer-Based Training
Internet-Based Training

Management Development Programs


Management development is an attempt to
improve current or future management
performance by imparting knowledge ,changing
attitudes or skills.
The process of management development
consists of:
1) assessing the companys strategic needs.
2) appraising managers current performance.
3) developing the managers and future
managers.

Managerial On-the-Job
Training
Various On-the-job training techniques are:
Job Rotation
Coaching/Understudy approach
Action learning

Off-the-Job management
Training
Various Off-the-job training techniques are:
Case study method
Management games
Outside seminars
University related programs
Role playing
Behaviour modeling

Organizational Change
Changes can be strategic ,cultural, technological
or changes in employees themselves i.e. their
attitudes, skills and behavior.
Techniques to implement an organizational
changes are:
Lewin s change process
Organizational development

Evaluating Training Programs

Methods to evaluate training programs:


Time series design
Controlled experimentation
Four basic categories of training outcomes can
be measured:
Reaction
Learning
Behavior
Results

PERFORMANCE
MANAGEMENT
APPRAISAL

POTENTIAL
APPRAISAL
PROBLEMS
Unclear Standards too open to interpretation
Halo Effect influence of a raters general impression
on ratings of specific ratee qualities
Central Tendency Rating all employees average
Leniency/Strictness Tendency to rate all subordinates
either high or low
Recency effects Recent performance overpowers over
the year performance (keep a diary for effective
appraisal)
Bias individual differences affecting appraisal ratings

WHO SHOULD DO THE


APPRAISING?
Immediate Supervisor The supervisor is usually in
the best position to evaluate the subordinates
performance.
Peer appraisals Assessment by immediate working
environment
Rating Committee Composite ratings
Self Rating Positively biased
Appraisal by Subordinates Upward feedback
360o Feedback Developmental feedback from all
around an employee

Performance Management
It is the continuous process of identifying,
measuring, and developing the performance
of individuals and teams and aligning their
performance with the organizations goals.
Building Blocks
Direction Sharing
Goal Alignment
Ongoing performance
monitoring
Ongoing feedback
Coaching and
developmental support
Rewards, recognition
and compensation

Why Performance
Management?
Total Quality
Appraisal Issues
Strategic Planning

COACHING, CAREERS
AND
TALENT
MANAGEMENT

IMPROVING YOUR
COACHING SKILLS
COACHINGS
IMPORTANCE
COACHING

MENTORING

EDUCATING, ADVISING,
INSTRUCTIN
COUNSELING
G, AND
, AND
TRAINING
GUIDING.
SUBORDINAT
ES.
SHORTER
TERM JOB
RELATED
SKILLS.

NAVIGATE
LONGER
TERM
CAREER
HAZARDS.

A Survery of 2,500 Human Resource and Training and Development Managers

0.67

0.72

0.69

0.69

Coaching a
Performance
Problem
Communicating
Performance
Standards
Coaching a
Development
Opportunity
Conducting a
Performance
Appraisal

PREPARIN
G TO
COACH

PLANNING

ACTIVE
COACHIN
G

FOLLOW
UP

Understanding the Problem, the


Employee, and the Employees
skills.
ABC Approach ( Antecedents,
Behaviour, Consequences ).
Steps to Take, Measures of
Success, and Date to Complete.
Interpersonal Communication
Skills.
Actual educating, instructing,
and training.
Role of a Teacher.
On the Training toolkit.
Re observe the persons
progress periodically.
Self-evaluation checklist for
assessing coacking skills

A SAMPLE OF
COACHS
SELF
EVALUATION
CHECKLIST

METHODS OF CAREER
MANAGEMENT
The Employers Role
Career Centers
Career Planning Workshops
Role Reversal
Organize Career Success
Provide Career Coaches
offer online Programs
Carrier Oriented appraisal

Cont
Mangers Role
Building Your mentoring skills
Mentoring Caveats
The effective mentor
Improving Productivity through HRIS: Career
Planning and development

Employer Life-Cycle Career


Management
Promotions and transfers are particularly
important aspects of most peoples careers.
Making Promotion Decisions
Decision 1- Is seniority or
competence the rule?
Decision 2: How should we
measure competence?

Employm
ent
interview

Retirem
ent

Decision 3: Is the process


Formal or Informal?
Decision 4: Vertical, Horizontal
and Other?

Transf
er

Employ
er LifeCycle

First
job

Promoti
on

Managing Transfers:
A transfer is a move from one job to another, usually with no
change in salary or grade.
Why transfer ?
1) To vacate a position.
2) To boost productivity by consolidating positions.
3) To expose employees to a wider range of jobs.

Managing Retirements:
For many employees, years of appraisals and career planning end
with retirement.
In a survey done at U.S. : 78% of employees wanted to work even
after retirement.
64% of them wanted to do part time
work.
REASON- Financial reasons.

Methods used by employers to


recruit/ retain retirees:
Create a culture that honors experience.
Modify selection procedures.
Offer flexible or part-time work.

TALENT MANAGEMENT
Talent management is the automated end to
end
process
of
planning,
recruiting,
developing, managing, and compensating
employees throughout the organization.
From the employee point of view, talent
management is career management in a
sense. The employee wants to align his or
her skills, training, performance feedback,
and development in ways as to have a
successful career.

TALENT MANAGEMENT SYSTEMS


Talent Management is usually information
technology based. Software providers offer
specialized talent management suits which
include and integrate talent management
components such as e-recruiting, e-training,
performance reviews, and rewards. Some
examples are:
Talent Management Solutions talent
management suite includes e-recruiting
software, employee performance management,
a learning management system, and
compensation management.
Silk Road technologys talent management
solution includes applicant tracking,

Talent Management
Process
Workforce
Workforce
and
and
Succession
Succession
Planning
Planning

E-Recruiting
E-Recruiting

Learning
Learning
Management
Management
Systems
Systems

Strategic
Strategic
Goals
Goals

Compensatio
Compensatio
n
n
Management
Management

Performance
Performance
Management
Management

THANK YOU.