1. Human Resources Management
Fundamentals of
Human Resources Management

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3. Training Agenda HR Management : An Overview
HR Planning and Recruitment
Employee Selection
Training and Development
Performance Management
Career Management

4. Human Resource Management : An Overview

5. HR Management Cycle Performance Training & Recruitment & Management
Selection
Training &
Development
Performance
Management
Reward
Management
Career
Management

6. HR Strategy and Business Result
Recruitment &
Selection
Training &
Development
Performance
Management
Business
Result
Business
Strategy HR
STRATEGY
Reward
Management
Career
Management

7. Manpower Planning & Employee Recruitment

8. Manpower Planning Company Strategy Job Analysis
What staff do we need to do the job?
What staff is available within our organization?
Performance appraisal
Company data banks
Training
Employee management and development
Is there a match?
What is impact on wage and salary program?
If not, what type of people do we need, and how should we recruit them?

9. Factors in Forecasting Personnel Requirements
Manpower Planning
Factors in Forecasting Personnel Requirements
Quality and nature of your employees (in relation to what you see as the changing need of your organization)
Projected turnover (as a result of resignation and terminations)
The financial resources available to your organization

10. Training & Development

11. Training Process Training Need Analysis Training Evaluation
Training Objectives
Training
Delivery
What are the training needs for this person and/or job?
Objective should be measurable and observable
Techniques include on-the-job-training, action learning, etc.
Measure reaction, learning, behavior, and results

12. Assessing Training Needs
A detailed analysis of a job to identify the skills required, so that an appropriate training program can be instituted
Task Analysis
Competency Analysis
Careful study of competency level to identify a deficiency and then correct it with a training program, or some other development intervention.

13. Training and Development Program Competency Assessment
Competency Analysis
Current competency level of the employee
Competency Gap
Required competency
level for certain position
Training and Development Program
Competency Assessment

14. Competency Profile Per Position
Score Required
Competency Type

15. Competency Profile Per Position

16. Training Matrix for Competency Development
Training Title
V = compulsory training

17. Enhance Training Effectiveness
Make the material meaningful
Provide for transfer to learning
Training Effectiveness
Motivate the trainee

18. Make the material meaningful
Enhance Training Effectiveness
At the start of training, provide the trainees with a bird’s-eye view of the material to be presented. Knowing the overall picture facilitates learning.
Use a variety of familiar examples when presenting material
Organize the material so that it is presented in a logical manner and in meaningful units
Try to use terms and concepts that are already familiar to trainees
Use as many visual aids as possible
Make the material meaningful

19. Provide for transfer to learning
Enhance Training Effectiveness
Maximize similarity between the training situation and the work situation
Provide adequate training practice
Identify each feature of the step in the process
Provide for transfer to learning

20. Enhance Training Effectiveness
People learn best by doing. Try to provide as much realistic practice as possible
Trainees learn best when correct response on their part are immediately reinforced.
Trainees learn best when they learn at their own pace. If possible, let trainees pace themselves.
Motivate the trainee

21. Type of Training Program
OFF THE JOB
Formal course
Does not interfere with job
Provides for fact learning
Simulation
Helps transfer of learning
Creates lifelike situations
Wilderness Trip
Builds teams
Builds self-esteem

22. Job instruction training Apprenticeship training
Type of Training Program
ON THE JOB
Job instruction training
Facilitates transfer of learning
Does not require separate facilities
Apprenticeship training
Does not interfere with real job performance
Provides extensive training
Job rotation
Gives exposure to many jobs
Allows real learning
Mentoring
Is informal
Is integrated into job

23. of Training Effectiveness
Evaluation of Training Effectiveness
Level 1 - Reaction
Level 2 - Learning
Four Levels
of Training Effectiveness
Level 3 – Behavior Application
Level 4 – Business Impact

24. Evaluation of Training Effectiveness
Evaluate trainees’ reactions to the program. Did they like the program? Did they think it worthwhile?
Level 1 - Reaction
Test the trainees to determine if they learned the principles, skills, and facts they were to learn.
Level 2 - Learning

25. Level 3 – Behavior Application Level 4 – Business Impact
Evaluation of Training Effectiveness
Ask whether the trainees’ behavior on the job changed because of the training program. For example, are employees in the store’s complaint department more courteous toward disgruntled customers than previously?
Level 3 – Behavior Application
What final results were achieved in terms of the training objectives previously set? Did the number of customer complaints about employee drop? Did the reject rate improve? Was turnover reduced, and so forth.
Level 4 – Business Impact

26. Employee
Performance Management

27. Performance Management Cycle
Performance Planning
(Setting Performance Targets)
Regular Review and Monitoring
Feed back
Corrective Action
Training & Development Plan
Salary/Bonus Adjustment
Career Development
Performance Appraisal and Evaluation

28. Performance Appraisal Element
1. Competencies: It represents soft or qualitative aspects of performance (process)
Performance appraisal elements
has two main categories:
2. Performance Result: Hard or quantitative aspects of performance (result)

29. 2. Performance Result Score
Performance Appraisal Element
Competencies Score
Overall Score
2. Performance Result Score
Will determine the employee’s career movement, and also the reward to be earned

30. Element # 1 : Competencies
Competency : Collaboration
Basic
Intermediate
Advanced
Expert
Actively listens, and clarifies understanding where required, in order to learn from others.
Empathise with audience and formulates messages accordingly.
Shares resources and information.
Responds promptly to other team members’ needs.
Balances complementary strengths in teams and seeks diverse contributions and perspectives.
Actively builds internal and external networks.
Builds internal and external networks and uses them to efficiently to create value.
Involves teams in decisions that effect them.
Uses cross functional teams to draw upon skills and knowledge throughout the organization.
Encourages co-operation rather than competition within the team and with key stakeholders.
Builds and maintains relationships across The company.
Drives and leads key relationship groups across The company.
Manages alliance relationships through complex issues such as points of competing interest.
Ensures events and systems, eg IT, for collaboration are in place and used.
Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations.

31. Element # 2 : Performance Results
Target should be measurable and specific

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