HRM Presentation 2015
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Transcript of HRM Presentation 2015
Prepared & presented by: Behshid Hosami
HRM Presentation
September 2015
HR Main Responsibilities
2
Performance management
Employee communication & Relation
Policy & Plans development & implementation
Recruitment & Talent Management
Compensation & incentive plans administration
Training and development
Human Resource Functions
3
HR
Transformational HR
HR Business Partners
Transactional HR & Administrative
Support
Corporate HR
Leadership Pipeline 4
Leading Self
Leading Others
Self Awareness Problem Solving
Building Relationships Commercial Awareness
Continues Learning
Managing & Motivating team Decision making
Managing complexity & ambiguity Balancing project’s & team’s needs Bridging gap between Leadership &
team
Leadership Pipeline 5
Leading Function
Leading Enterprise
Creating the vision Communicating at the C-level
Understanding the business Drivers Innovation Management
Balancing short with long term strategic objectives
Navigating leadership in a global business
Adapting the complex challenges communicating at all levels Managing the stakeholders
Coaching 6
Planning & Goal Setting
Preference & Motivation
Core Career Objectives
Objective Testing & Decision Making
Commitments
Employee’s Motivation 7
Knowledge & Task Orientation
Balance between Skills & Challenges setting (Concern on flow)
WL & CW adjustment (Concern on energy)
Inspiring conditions’ creation, Value the divers strengths &
likes of employees
Empower & Sufficient Autonomy
Celebrate Success
Engagement /Recognition & Appreciation
Stealthstorming & Brainstorming Increase moments of
Connection & Give a voice
Create Work/ Life Balance
The Impact of effective Engagement & Recognition- Gallup & US Department of Labor’s Survey 8
Gallup(Global performance-management company) report shows: - 21% higher productivity - 37% lower absenteeism - 22% higher profitability - 25-65% lower turnover As per a report by US department of Labor: The Number One reason of employees leaving their jobs is because
of not feeling appreciated. Companies that effectively recognize excellence enjoy a return on
equity & assets 3 times higher than those that do not Less than 1/2 of high potentials have high intent to stay with the
employer. 20% of workforce are producing 80% of corporate performance.
People Management 9
Reward
Attract
Educate
Motivate
Empower Train
Four stages of Culture Shock 10
Honeymoon Stage
Frustration Stage
Adjustment Stage
Enthusiasm Stage
Customer’s Satisfaction 11
What can we sell to the customers? What jobs do they need to get done?
How can we reach customers most efficiently? How might we fit seamlessly into customers’ routine?
What relationship should we establish with customers? How might we meet customers’ relationship expectations?
How can we make money from our customers? How might we create value for which customers will pay?
Proposed OC-HR Goals & Objectives 12
High Level Organization Chart
HR Goals & Objectives 13 Goals Objectives Final Comments Conclusion
HR Plan & Vision Implementation:
System Design(ERP/HRIS):
Communication Protocole & Effective Supervision:
Performance Management Plan/Appraisal & 360 Feedback:
Job Design & JA (New and Existing Jobs):
Talent Management and Succession Plan:
Recruitment & Retention Plan :
Training & Development Plan:
Attendance & Punctuality Expectations :
HR Operational & Administration Plan:
Human Resource Management System 14
HRM Vision
Vision & Strategy
Organization performance
Business Efficiency
Strategic Objectives &
Initiatives
Customer Satisfaction
Top 3 in Organization’s Growth 15
Organization’s Growth Professional Development
Personal Development
Organizational Development
How to create a high-performance culture, by Gallup
16
Gallup analyzed data from more than 30,000 employees in the GCC region from different sectors: Implement an effective performance
management process Create empowerment and authority Increase leadership capability at all levels of
the company Develop a customer-centric strategy Increase communication and collaboration Enhance training and development
Our Company’s needs, Ways to reach them
17
What do we need? Performance Management Plan Talent & Recruitment Plan Training & Development Plan
How to reach a high performing culture? Align Execute Review Value & weight
Why do we need them? The advantage of having them 18
- To maximize employee’s engagement, productivity & efficiency, development & performance.
- To cope & surpass from the competitors in the booming market
- To recognize & enhance Hipos & top talents & increase corporate effectiveness.
- To lead to long-term success - To find the reasons of turnover & minimize turnover
rate & poor performance - To determine ROI-VOI - To develop a leadership training plan to support
implementation of a team-based culture.
Learning & Development Overview
19
Organizational wills (Drivers)
Goals (Objectives)
Learning Model (The What &
How)
Continues Development
(Training)
Results
Employees Performance Management System- EPMS
20
Performance Management 21
“Performance Management is an on-going process of communication which should be aligned with the company strategic objectives & goals.”
Goal Setting
Monitoring & Feedback
Review & Development Evaluation
Reward & Recognition
Value of Effective EPMS ANSI(American National Standards Institute) Report 22
Organizations with effective EMPS can have a competitive advantage in maximizing firm-wide productivity over the others. Maximizing employee potential Recognizing the high performers Clarifying expectations for all employees Addressing employees with low performances Helping lower unintended turnover
Keys to create a system that eliminates costly variation in employee performance 23
An effective performance management system includes these key components: Hiring and promoting employees into roles that
fit their talents Creating a supportive work environment Freeing teams to develop their own workflows An effective system should encourage collaboration, teamwork, and communication.
Performance Management System
Planning- Monitoring- Developing-Evaluation- Rewarding
24
Set targets & Objectives as per company’s strategic Goals
Developing a work plan using measurable goals & relevant KPIs, IDPs as per job descriptions
Engaging all staff, starting from the top management
Monitoring the achievements on all three levels
Preparing for a performance evaluation Taking corrective actions & necessary adjustments
continually
Reinforcing the motivation factors & following up trainings
Improving the overall performance of the company
25
EPMS Matrix
Where to see Future Leaders-EPMS Matrix- by Gallup /Oracle
26
Needs Improvement Meets Expectations Exceeds Expectations
Pote
ntia
l
Significant(move 1 or more levels in the next 2-5 years) High ability , low motivation & engagement
Develop High ability &
moderate engagement
Promote High ability & high
engagement
Good(move 1 level in the next 5 years) moderate ability & Low engagement
Develop moderate ability &
engagement
Growth Moderate ability & high engagement
Limited Low ability & engagement
Develop Low ability& moderate
engagement
Hold Low ability & High
engagement
Performance
Evaluating Performance Evaluation by Gallup
27
Job Description as per AIA Standards 28
Position Details Position Title
Position Information
JD Summary
Job Duties(What to do) Key accountability/Function of the position & Responsibilities
Duty Statements
Percentage of time
Performance Standards(How to do) Priority order of evaluated competencies
Measure of Success /Challenges & Opportunities
SMART goals (Performance Expectations)
Job Factors Education & Experience Essential Experience Knowledge/Skills/Abilities(KSA Level of education
PERFORMANCE MANAGEMENT CYCLE 29
Maximize time spent on developing a work plan Gain employee’s “buy-in” Minimize focus on end of cycle submission Maximize on-going communication and feedback
Plan Development of Work plan 30%
Manage Interim Review(s) & Performance Discussions 50%
Evaluate Annual Performance Evaluation 20%
PERFORMANCE MANAGEMENT CYCLE
Year-End Review
Interim Review
Goal Setting
Defining SMART Goals 31
Functional competencies are the framework for areas to be measured.
Specific provides a target: quality or quantity expected, deadlines to be met
Measurable: can we easily determine whether the employee met, exceeded or didn’t reach? How to use the information.
Align the goals by keeping current primary needs in mind
Relevant goals to reflect what we will try to achieve
How often do you need reports? How quickly do you want a response? How far ahead should an event be planned?
S M A R T
pecific
easurable
Ligned to Mission
elevant
ime-bound
Goal Setting
PERFORMANCE EVALUATION COMPONENTS Competency Priority SMART Goals Performance
Rating
Budgeting
Project Hand over
program knowledge
Productivity
Behavioral Competency Priority SMART Goals Performance
Rating
Accountability
Adaptability
Customer satisfaction
Initiative
Punctuality
Evaluation Methods
Methods of Evaluation
Supervisory Observation
360 Feedback
Self- Report(O3)
Project Results
Employees will submit comments on their assessment of their own performance prior to the rating and evaluation in HRMS. The method may be expected in some departments, but it is not required.
IMPROVEMENT PLAN Using PIP
34
Corrective action plan-Performance Improvement Plan
Short-term action plan initiated when employee’s performance fails to meet expectations
TYPES OF REVIEWS: ANNUAL PERFORMANCE EVALUATION
35
Rating scale 5 Outstanding 4 Very Good 3 Good (meets expectations) 2 Below Good 1 Unsatisfactory
Year-End Review
Appraisal Evaluation
Talent Management 36
Talent Management 37
What do we mean by talent? How to identify & perform it? How to measure it?
Retain talents & high performances Balance the high potentials with high
performances Finding the main reasons of the turnovers Finding the cost of turn over
Talent Management 38
Building trust & confidence Embracing values & behaviors Keeping the goals on the framework Brainstorming & thinking creativity
Cost of staff leaving: Onboarding cost(Training, Management time) Hiring cost Cultural Impact Lost Productivity Lost Engagement
Talent Identification 39
High Performance
High Potential
High Engagement
Top 10 reasons the companies fail to keep their best Talents- by Forbes
40
Bureaucracy Who’s the boss The missing vision & goals Poor annual performance reviews Poor/No discussion about career development Not considering talent management & retention as a
priority Poor/No communication & employees’ engagement Shifting strategic priorities Poor/No recognition & value to the employees Poor/No clear vision about the diversity
Recruitment 41
Recruitment & Selection Process 42
Identify Vacancy
& Evaluate
needs
Develop position
description Post
Position Nominate Develop shortlist
Conduct Interviews
Select Hire
5 C’s to attract, engage & retain Employees
43
Correct hiring Classify and manage appropriately Compensate fairly Currencies of choice Communicate with FOCUS
Feedback Objectives Career
Development Underlying Motivators Strengths
Future Performance Prediction- by Gallup
44
Educational Qualification & Background
Interviews & CV
Job Samples & ability Tests
Training & Development 45
Training 46
Effective Development Survey-
by CIPD (Chartered Institute of Personnel and Development)
47
0 10 20 30 40 50 60
Courses at external institutes
Job Rotation/Job Shadowing
Internal Secondements
360 degree feedback
In-House DevelopmentProgramms
Mentoring/Coaching
Training Methods(OTJ) 48
Job Rotation Coaching
Assignments Understudy
Selective Readings
Case Study Brainstorming
Conference & Seminars Lectures & Discussions
Special Courses Simulation, such as role
playing
On the job training Off the job Training
49
A company can have a world-class system in place - but it's only as effective as the managers who implement it.
Thank you