HUMAN RESOURCE MANAGEMENT – 03

DEVELOPMENT & MAINTENANCE

-Rachna Roy

POTENTIAL APPRAISAL Introduction The potential appraisal refers to the

appraisal i.e. identification of the hidden talents and skills of a person. The person might or might not be aware of them. Potential appraisal is a future-oriented appraisal whose main objective is to identify and evaluate the potential of the employees to assume higher positions and responsibilities in the organizational hierarchy. Many organizations consider and use PA as a part of the performance appraisal processes.

DEFINITIONS Potential appraisal is a process of

determining an employee’ s strengths and weaknesses with a view to use this as a predictor of his future performance.

Potential appraisal is a future oriented appraisal aimed to identify and evaluate the potential of the employees to assume higher positions and responsibilities in the organizational hierarchy

NEED FOR APPRAISAL

Create competitive environment for better performance

Infuse a healthy organizational culture Boosting the morale and motivation of

the employees Attracting and retaining best talent

PURPOSE OR NEED OF POTENTIAL APPRAISAL To inform employees of their future

prospects To update training and recruitment

activities To advise employees about the work to

be done to enhance their career opportunities

To enable the organization to draft a management succession programme

Motivate the employees to further develop their skills and competencies

CHARACTERISTICS

Process of identifying hidden skills and abilities in a person

The time for potential appraisal is not fixed

It is future oriented process Part of performance appraisal It does not guarantee promotion

PARAMETERS OR INDICATORS OF POTENTIAL Sense of reality Creative imagination Power of analysis Breadth of vision Leadership

STEPS AND REQUIREMENTS

1)Role description- A good potential appraisal system would be based on clarity of roles and functions associated with the different roles in an organization. The requirement is extensive job description to be made available for each job. These job descriptions should spell out the various functions involved in performing the job.

2)QUALITY REQUIREDA) Technical knowledge and skillsB) Managerial capabilities and qualitiesC) Behavioral capabilitiesD) Conceptual capabilities

INDICATORS OF QUALITIES

Ratings by others Psychological test Simulation games and exercises Performance appraisal records

3)ORGANIZING THE SYSTEM

Once the functions , the qualities required to perform these functions , indicators of these qualities , and mechanism for generating these indicators are clear , the organization is in a sound position to establish and operate the potential appraisal system.

FEEDBACK

If the organization believes in the development of human resources it should attempt to generate a climate of openness. Such a climate is required for helping the employees to understand their strengths and weaknesses and to create opportunities for development.

TECNIUQES OF POTENTIAL APPRAISAL Self appraisal- Self appraisal form * Name of employee * Designation * Department * Reporting officer * Responsibilities * Accomplishments * Goals for next appraisal period * Area of improving * Problems faced

Solutions tried Measures taken for personal and

professional development Best and worst aspects of the job Is the superior supportive

FORM ALSO INCLUDE BEHAVIOURAL PARAMETERS

Communication skills Inter-personal skills Problem-solving Team work Adaptability/flexibility Decision making Leadership

Peer appraisal Superior analysis MBO Psychological tests Management games Leadership exercises

PRESENTATION ON TRAINING & DEVELOPMENT

WHAT IS TRAINING?Training is an organized activity for increasing the knowledge & skills of people for a definite purpose.

“Training is the act of increasing the knowledge & skills of an employee for doing a particular job.”-Edwin B. Flippo.

TRAINING AND DEVELOPMENT is a subsystem of an organization and core function of human resource management. It ensures continuous skill development of employees working in organization and habituates process of learning for developing knowledge to work. Training and Development is the foundation for obtaining quality output from employees.

Objectives of Training :- • To increase the knowledge of workers

in doing specific jobs and to improve overall performance of the organization

• To impart new skills among the workers systematically so that they learn quickly.

• To bring about change in the attitudes of the workers towards fellow workers ,supervisor & the organization.

• To build second line of competent officers and prepare them to occupy more responsible positions

• To reduce the number of accidents by providing safety training to workers.

TRAINING NEEDS & IMPORTANCE

Higher Productivity:- It improves the level of performance by using the method of work

Standardization of Procedure:- In formal training the methods are standardized which help in improving the quality of product and Services.

Less Supervision:-Well trained Employees are self Reliant and motivated.

Economical Operation:-Trained Employees make more usage of material and machinery, Reduced wastage and Spoilage

Higher Morale:- Proper Training Develop Positive Attitude, Job Satisfaction and Creates Job Security by removing employee Grievances.

Organizational Climate:- It helps in improving the Organizational climate as industrial relation and Disciplines are improved , resistance to change are reduced, Decentralization of Authority and Participative management can be introduced

Personal Growth:- It enlarges the knowledge and Skills of the Employees which helps them in grow in their career.

Identifying Training needs Job

Present performance Desired performance Gap

Setting Training Objectives and Policy

Designing Training Programme

Conducting the Training

Follow up and Evaluation

Approach to Training

FEEDBACK

& REVIEw

TYPES OF TRAINING Induction or Orientation Training:- It is

concerned with introducing or orienting a new employee to the organisation & its procedure, rules & regulation.

Job Training:- It relates to specific job which the worker has to handle, it gives information about machines, process of productions, instructions to be followed, methods to be used & so on.

Internship Training:- Under this method, the educational institute enters into arrangement with an industrial enterprise for providing practical knowledge to its students.

Refresher Training:- It meant for the old employees of the enterprise. The basic purpose of refresher training is to acquaint the existing workforce with the latest methods of performing their jobs & improve their efficiency further. In the words of Dale Yoder, “Retraining programmes are designed to avoid personnel obsolescence.”

Training for promotion:- The talented employees may be given adequate training to make them eligible for promotion to higher job in the organisation.

TRAINING METHODS

On-the-Job Methods Off-the-Job Methods

- Job Rotation- Coaching- Job Instruction

-Vestibule Training- Role Playing- Lecture Methods- Conference or Discussion-Programmed Instructions

MANAGERIAL ON-THE-JOB TRAINING

Job rotation Moving a trainee from department to

department to broaden his or her experience and identify strong and weak points.

On-the-Job Training MethodsThis type of training, also known as job instruction training is the most commonly used method. OJT has the advantage of giving first hand knowledge & experience under the actual working condition while the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid.

Coaching/Understudy approach The trainee works directly with a senior

manager or with the person he or she is to replace.

Job Instruction This method is also known as training through

step by step. Under this method, trainer explains, the trainee the way of doing the job, job knowledge & skills & allow him to do the job. The trainer appraises the performance of the trainee, provides feedback information & corrects.

OFF-THE-JOB TRAINING METHODS

Under this method of training, trainee is separated from the job situation & his attention is focused upon learning the material related to his future job performance. There is an opportunity for freedom of expression for the trainees. Off-the-job training method are as follows :-

OFF-THE-JOB MANAGEMENT TRAINING AND DEVELOPMENT TECHNIQUES

Vestibule Training:- In this method, actual work condition are simulated

in a class room. Material, files & equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical & semi skilled jobs. The duration of training ranges from days to a few weeks.

Role playing Creating a realistic situation in which trainees

assume the roles of persons in that situation. This method of training involves action, doing & practice. The participants play the role of certain characters, such as the production manager, mechanical engineers, superintendents, maintenance engineers, quality control inspectors, foreman, workers & the like. This method is mostly used for developing interpersonal interactions & relations.

Lecture Method – The lecture is traditional & direct method of instruction. The instructor organises the material & gives it to a group of trainees in the of a talk. To be effective, the lecture must motivate & create interest among the trainees. An advantage of lecture method is that it is direct & can be used for a large group of trainees.

Conference or Discussion- It is a method in training the clerical , professional & supervisory personnel. This method involves a group of people who pose ideas, examine & share facts, ideas & data, test assumption, & draw conclusion all of which contribute to the improvement of job performance .Discussion has the distinct advantage over the lecture method in that the discussion involves two way communication and hence feedback is provided.

Programmed Instruction- In recent years this method has become popular. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainees goes through these units by answering question or filling the blanks .

DESIGN OF A TRAINING PROGRAMME

1.Identification of Training needs• Organisational

Analysis• Task Analysis

• Human Resource Analysis 2.Setting Training

Objectives

3.Organisation of Training Programme*Trainee and Instructor

*Period of Training

*Training Method & Material

4.Evaluation ofTraining Results

(1) Organisational Analysis :- It is a systematic study of the

organisation in term of its objectives, resource allocation and utilisation, growth potential and its environment. Its purpose is to determine where training emphasis should be placed in the organisation for increasing organisational effectiveness. Organisational analysis involves the following element: (a) Analysis of Objectives(b) Resource Utilisation Analysis

(2) Task Analysis:- It is a systematic analysis of jobs to identify job contents, knowledge, skills and aptitudes require to perform the job.

1.Identification of Training needs:-

(3) Manpower Analysis:- The quality of manpower required by the org.

has to be carefully analysed. It has to be done in the light of both internal and external environment of the organisation.

2.SETTING TRAINING OBJECTIVE:- Once the training needs are

identified, the next step is set to training objectives in concrete terms.

Specific Objectives of Training

IOverall Purpose of Training

Increased Organisational Effectiveness

1. Increased Productivity2. Improved Quality3. Better H.R. Planning4. Higher Morale5. Better Health & safety6. Prevention of Obsolescence7. Enhanced Personal Growth

3.ORGANISATION OF TRAINING PROGRAMME:-

a) Selection of Training Programme:- A trainee should be trained for the kind of job he likes & is fitted to perform. Careful screening of candidates for training will raise the effectiveness of the training programme.

b) Preparation of the Instructor :- 1.The instructor of trainer is a key

figure in an effective training programme.

2.Qualified instructor may be obtained from inside or outside the organisation.

3. Trainee must be tolerant & patient.

4. Trainee must be able to appreciate the value of training job in Relation to the enterprise

c) Determination of training Period:- The length of training period depends upon skill to be acquired, the trainee’s learning capacity and the training methodology used.

d) Training Methods & Material:- There are several On-the job & Off-the-Job methods of training. The choice of any method would depend upon the specific objectives of the training programme.

4.) Evaluation Of Training :-

It is essential to determine its effectiveness in terms of achievement of specific training objectives. Individual like to know how much they learnt or how well they are doing. The sooner employees receive positive feedback from the trainer, the less time they will waste.

EFFECTIVENESS OF TRAINING Training effectiveness is the degree to which

trainees are able to learn and apply the knowledge and skills acquired during the programme. It is influenced by the attitude, interests, values and expectations of the trainees and the training environment. A training programme is likely to be more effective when the trainees want to learn, are involved in their jobs and have career plans. Contents of the training programme, and the ability of trainers also determine training effectiveness to a certain extent.

The following criteria may be used to measure the effectiveness of training :

(a) Reaction :- Trainees’ reaction to be objective, contents and methods of training are good indicators of effectiveness. In case the trainees considered the programme worthwhile and liked it, the training can be considered effective.

(b) Learning :- The extent to which the trainees have gained the desired knowledge and skills during the training period is a useful basis of evaluating training effectiveness.

(c) Behavior :-Improvement in the job behavior of the trainees reflects the manner and extend to which the learning has been put to practice.

MANAGEMENT DEVELOPMENTIt is an attempt to improve current or future management performance by imparting knowledge, changing attitudes or increasing skills.“Management Development is an educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and technical knowledge for general purpose."

OBJECTIVES• To increase quality of

managers/executives performance now and in future.

• To provide a steady source of competent persons at different levels so as to meet the future requirements of the organization.

• To enable the managers to understand the problems of the business organization in so far as they arise out of its policies and system of control.

• To create conditions and a climate which contribute to the growth process.

To increase the versatility of the managers To stimulate creativity in the thoughts of the

managers. To create a sense of inter-departmental

coordination among managers. To acquire knowledge about the problems of

human relations.

ON THE JOB METHODS COACHING

In coaching the trainee is placed under a senior manager who acts as an guide or coach and teaches job knowledge and skill to the trainee. He instructs him what he wants him to do, how it can be done etc., and helps him to correct errors and perform effectively.

This technique of development is quite rewarding. As the managers learn by doing. It also creates the opportunities for high level interaction and rapid feedback on performance and provides an opportunity to receive feedback from an expert.

JOB ROTATION It refers to the transfer or movement of

executive from one job to another . Such rotation may continue for a period ranging from 6 months to 24 months. Under this method, the trainees are rotated over various routine jobs in a department, division or unit before they are due for promotion as managers. The idea behind this is to give them the required diversified skills and a broader outlook, which are very important at the upper management levels.

It also help in assessing employees who have the potential and caliber for filling the position

MENTORING Mentoring is an ongoing relationship that is

developed between a senior and junior employee. Executive mentoring is generally done by someone inside the company.

By dealing with diverse mentee’s, the executive is given the chance to grow professionally by developing management skills and learning how to work with people with diverse background, culture, and language and personality types.

This method allows the mentor to determine what is required to improve mentee’s performance. Once the mentor identifies the problem, weakness, and the area that needs to be worked upon, the mentor can advise relevant training.

The mentor can also provide opportunities to work on special processes and projects that require use of proficiency.

JOB - INSTRUCTION TECHNIQUE(JIT)Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.

OFF-THE-JOB Case Study

Case Studies try to simulate decision-making situation that trainees may find at their work place. The objective of the case study method is to get trainees to apply known concepts and ideologies and ascertain new ones. The case study method emphasize on approach to see a particular problem rather than a solution.

It focuses on Assessing and developing Knowledge, Skills and Attitudes (KSAs)

Developing communication and interpersonal skills

Developing procedural and strategic knowledge

BUSINESS GAMES METHOD

Under this, scheme an atmosphere is created in which the participants play a dynamic role. Usually management games consist of several teams which represent competing groups. Each team consists of 2 to 6 persons.

Each team has to make discussion and to arrive at decisions concerning such as production; pricing, research expenditure. The participants are assigned such roles as Managing Director, General Manager etc. They make decisions affecting price level, production volume and inventory levels etc. These business games are intended to teach trainees how to take management decisions in an integrated manner. The participants learn by analyzing problems and by making trial and error method.

IN-BASKET TECHNIQUE

In this method, each team of trainees is given the different files of correspondence of the business problems. These are also called business papers like memoranda, reports and other general papers which come across the table of the manager. The trainees are asked to study them, analyze them and make their comments on the file.

• This technique focuses on: Building decision making skills

• Assess and develops Knowledge, Skills and Attitudes (KSAs)

• Develops of communication and interpersonal skills

• Develops procedural knowledge

Careers and Career

Management

WHAT IS CAREER MANAGEMENT? Career management is the process

through which employees:Become aware of their own interests, values,

strengths, and weaknessesObtain information about job opportunities within

the companyIdentify career goalsEstablish action plans to achieve career goals

WHY IS CAREER MANAGEMENT IMPORTANT? From the company’s perspective, the

failure to motivate employees to plan their careers can result in: a shortage of employees to fill open positions lower employee commitment inappropriate use of monies allocated for training

and development programs

WHY IS CAREER MANAGEMENT IMPORTANT?

From the employees’ perspective, lack of career management can result in: frustration feelings of not being valued by the company being unable to find suitable employment should

a job change be necessary due to mergers, acquisitions, restructuring, or downsizing

THE CAREER MANAGEMENT PROCESS:

Self-Assessment

Reality Check

Goal SettingAction

Planning

COMPONENTS OF THE CAREER MANAGEMENT PROCESS: Self-Assessment

Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies

Often involves psychological tests Reality Check

Information employees receive about how the company evaluates their skills and knowledge and where they fit into company plans

COMPONENTS OF THE CAREER MANAGEMENT PROCESS: Goal Setting

The process of employees developing short- and long-term career objectives

Usually discussed with the manager and written into a development plan

Action PlanningEmployees determining how they will achieve

their short- and long-term career goals

SHARED RESPONSIBILITY:ROLES IN CAREER MANAGEMENT

Manager

Employees

Company

HR Manager

EMPLOYEES’ ROLE IN CAREER MANAGEMENT Take the initiative to ask for feedback from

managers and peers regarding their skill strengths and weaknesses

Identify their stage of career development and development needs

Seek challenges by gaining exposure to a range of learning opportunities

Interact with employees from different work groups inside and outside the company

Create visibility through good performance

MANAGERS’ ROLE IN CAREER MANAGEMENTRoles Responsibilities

Coach Probe problems, interests, values, needsListenClarify concernsDefine concerns

Appraiser Give feedbackClarify company standardsClarify job responsibilitiesClarify company needs

Advisor Generate options, experiences, and relationshipsAssist in goal settingProvide recommendations

Referral agent Link to career management resourcesFollow up on career management plan

HR MANAGER’S ROLE IN CAREER MANAGEMENT Provide information or advice about training

and development opportunities Provide specialized services such as testing

to determine employees’ values, interests, and skills

Help prepare employees for job searches Offer counseling on career-related problems

COMPANY’S ROLE IN CAREER MANAGEMENT Companies are responsible for providing

employees with the resources needed to be successful in career planning: Career workshops Information on career and job opportunities Career planning workbooks Career counseling Career paths

EVALUATING CAREER MANAGEMENT SYSTEMS Career management systems need to be

evaluated to ensure that they are meeting the needs of employees and the business

Two types of outcomes can be used to evaluate: Reactions of the customers (employees and

managers) who use the career management system

Results of the career management system Evaluation of a career management system

should be based on its objectives

CASE STUDY Ashwin had just joined SYSTEMS as a training manager . Pesu Shroff was the MD . It was a

10 yr old unit employing 300 people . Had a turnover of 25 CR the previous year . The company traded in several products , both domestic and imported .

About 80% of the turnover came from selling assembled electronic products locally from imports of semi knocked down kits . The landed cost of the imports was about 10 Cr last year . Earlier during the current FY , the govt announced several policies which made imports costlier . Hence it became tough to continue with imported raw material .

Now there were just 3 options . First to build up its domestic trading activity rapidly ; second , to assemble at least a few of the component products from raw materials sourced locally ; third , pursue after sales service aggressively to generate revenue in the short run and to establish an enduring client base .

Hence , it meant that the survival of the SYSTEMS depended on how quickly it could train its people beginning from a handful of sales engineers to become market centred and customer friendly in their approach to business .

Shroff asked Ashwin to train his people so that they acquire marketing skills . But he also added that salesmen were born and not trained . He had always felt that there was no need of a training manager at SYSTEMS but was prepared to do anything to have more sales . This punching made Ashwin uneasy … But he decide to let it pass .

Over the next few days , Ashwin got busy evolving specific training packages for workers , shop floor supervisors , administrative staff and senior functional executives and an intense module for the field salesmen .

CASE STUDY Starting with the salesmen , he met the sales manager to ask him to depute 10 salesmen

for training session the next day . The sales manager was skeptical and only half heartedly consented to release people for 2 day training . The session was a disaster . In fact one of the salesmen came to him and said “ You see all this is a waste of time . Take the client for a drink and you get the sale . It has worked in the past and shall work in future . “ Kumar laughed it off but the message had been delivered . The attendance on the second day was thin .

This lack of interest was again obvious at the session for workers the next day . The works manager who had earlier agreed to the idea was vague about the absence of so many workers .

Ashwin had encountered such resistance in the company where he had worked earlier . He also knew that his training capsule was very effective and was aware that the training needs were universal for all companies and so were the training techniques .

But Ashwin began to realize that he had made a few tactical errors in this particular case .

Analyse them .. What should he do now ??