Retraining, Job Enrichment, Job Sculpting

8/6/2019 Retraining, Job Enrichment, Job Sculpting

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The question becomes, is your employer

going to reinvest in you or move on to

someone else?


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why a few companies have in fact remained

committed to retraining, even in the new

ramped-up business climate. corporate restructuring has become the

main driver of job insecurity.


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The decision to invest in the skills ofworkerswho would otherwise be at risk of losing their

jobs unless they acquire new skills.


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What distinguishes companies that

emphasize retraining from those that do not?

Companies that employ a large amount ofsocial capital are more likely to retrainworkers.


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Cappelli goes on to suggest a directconnection between social capital and

retraining that turns on the make-or-buychoice that underlies the retraining decision.If a firm chooses not to retrain, it replacesexisting employees with new ones. In the

process social networks in the workplace aredisrupted, and social capital is destroyed. If afirm does retrain, it preserves social networksand retains social capital.


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In many jobs the same route is travelled daily

over the same roads or the same tasks are

repeated with little conscious thought.Without some periodic reawakening to the

ever-present hazards, the chances ofaccidents are more.


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Workers may not always recognize the

importance of safety training or think of it as

unnecessary because theyve been doing itfor years. But an important benefit of

periodic safety training is the reminder that adanger can exist and the no one is immune to

accidents.


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Therefore, it is important for workers to

understand the purpose of the training

session, why it will be useful to them, andwhat can result from not following safety

rules and procedures.


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JOB ENRICHMENT


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An enriched job should ideally contain:

A range of tasks and challenges of varying

difficulties (Physical or Mental) A complete unit ofwork - a meaningful task

Feedback, encouragement andcommunication


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Job enrichment is a type of job redesign

intended to reverse the effects of tasks

that are repetitive requiring littleautonomy. Some of these effects are

boredom, lack of flexibility, and

employee dissatisfaction (Leach & Wall,2004).


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The underlying principle is to expand the

scope of the job with a greater variety of

tasks, vertical in nature, that require self-sufficiency.


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Since the goal is to give the individual

exposure to tasks normally reserved for

differently focused or higher positions,merely adding more of the same

responsibilities related to an employee'scurrent position is not considered job

enrichment.


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Turn employees' effort into performance.

Link employees performance directly to

reward Make sure the employee wants the reward.

How to find out?


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Ensuring that objectives are well-defined and

understood by everyone. The overall

corporate mission statement should becommunicated to all. Individual's goals

should also be clear. Each employee shouldknow exactly how he/she fits into the overall

process and be aware of how important theircontributions are to the organization and its

customers.


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Providing adequate resources for each

employee to perform well. This includes

support functions like informationtechnology, communication technology, and

personnel training and development.

Creating a supportive corporate culture. This

includes peer support networks, supportivemanagement, and removing elements that

foster mistrust and politicking.


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Free flow of information. Eliminate secrecy.

Provide enough freedom to facilitate job

excellence. Encourage and reward employeeinitiative. Flextime or compressed hours

could be offered.

Provide adequate recognition, appreciation,

and other motivators.


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Provide skill improvement opportunities. This couldinclude paid education at universities or on the jobtraining.

Provide job variety. This can be done by job sharing orjob rotation programmes.

It may be necessary to re-engineer the job process.This could involve redesigning the physical facility,redesign processes, change technologies,simplification of procedures, elimination ofrepetitiveness, redesigning authority structures


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Clear definition of the reward is a must

Explanation of the link between performance

and reward is important Make sure the employee gets the right

reward if performs well

If reward is not given, explanation is needed


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Ask them

Use surveys( checklist, listing, questions)


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JOB SCULPTING


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Job sculpting is the art of matching people to

jobs that allow their deeply embedded life

interests to be expressed. It is the art offorging a customized career path in order to

increase the chance of retaining talentedpeople. Make no mistake job sculpting is

challenging; it requires managers to playboth detective and psychologist.


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The reason: many people have only a dim

awareness of their own deeply embedded life

interests. They may have spent their livesfulfilling other people's expectations of them,

or they may have followed the most commoncareer advice: "Do what you're good at


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For example, a woman who, on the basis of

her skill at chemistry in college, was urged to

become a doctor. She complied and achievedgreat success as a neurologist, but at age 42

she finally quit to open a nursery school.


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She loved children, demonstrating a deeply

embedded life interest in counseling and

mentoring. And more important, as it turnedout, she was also driven by a life interest in

enterprise control, the desire to be in chargeof an organization's overall operations. It was

a long time before she stopped remarking,"All those years wasted."


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Other people don't know their own deeply

embedded life interests because they have

taken the path of least resistance: "Well, mydad was a lawyer


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Or they've simply been unaware of many

career choices at critical points in their lives.

Most college seniors and new MBAs set sailon their careers knowing very little about all

the possible islands in the sea.


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And finally, some people end up in the wrong

jobs because they have chosen, for reasons

good and bad, to follow the siren songs offinancial reward or prestige.


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Regardless of the reason, the fact is that a

good number of people, at least up until

midlife, don't actually know what kind ofwork will make them happy.


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HR METRICS


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HR metrics are a vital way to quantify the

cost and the impact of employee programs

and HR processes and measure the success(or failure) of HR initiatives


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They enable a company to track year-to-year

trends and changes in these critical variables.

It is how organizations measure the value ofthe time and money spent on HR activities in

their organizations.


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Recruiting - Recruiting metrics measure activitiesinvolved in the stages of attracting and selectingtop talent. Decision makers frequently want toquantify variables such as: new hire performance,turnover rates of new hires, impact of a poor hire,and return on investment in a new hire, in order tomeasure the success of the recruiting process.


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Retention - Retention metrics oftenmeasure important aspects of turnover.

Management oftenw

ishes to quantify suchvariables as turnover rate, average tenure,the rate of a veteran worker, or the financialimpact of employee turnover. Results often

indicate how much each separatingemployee is costing the company and helpthe company create proactive plans toprevent the loss of top talent.


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Training and Development - Training and development metricsquantify the learning processes of new employees, and includesactivities such as: orientation, training process time and costs, andthe time and cost of on-the-job learning. Results often

demonstrate the success of professional development processesand how much they help the organization achieve its businessgoals.

Staffing - Staffing metrics quantify the return on investment inyour employees. These measures include quantities such as: costper hire, recruiting efficiency ratio, and the cost to replace anemployee.

Imagine how much you could save by knowing where efficienciescan be improved and your resources optimized. HRMetricsProproduces all of the metrics above and more from over 151 HRactivities and processes


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And HR Metrics provides a measurement and

the analytic and data based decision-making

capability to influence business strategy withan attempt to make business better decision

and transform HR into strategic partners.


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1st kind of metrics: Efficiency of the HRfunctions. It explains how well the HR is in doingtheir administrative work. (Boudreau; Lawler &

Levenson, 2004). The data can be gathered indatabase and the multi-company databaseallows companies to compare the performanceof their own HR department with other HRdepartments in other companies.

The following are some of the examples onefficiency of the HR functions: (Kavanagh &Thite, 2009)


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1. Cost per hire: It is the cost associated with anew hire. It is not only important to know how

much it cost in hiring, but it is also important tosee if the money spent is used to hire rightpeople. (Boudreau; Lawler & Levenson, 2004)[4]

2. Time to fill up the open position: It is the totaldays to fill up a job opening per each job. Theshorter the time, the more efficient of the HRdepartment in finding the replacement for the

job


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3. HR expense factor: It is the ratio between

total company expense and HR expense. It

shows if the expenses on HR practices are toomuch in terms of the whole company

expense.


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2nd kind of metrics: Effectiveness of the HRfunctions. It shows whether the HR practiceshave a positive effect on the employees or theapplicant pool. This is very important for HRbecause they are regarded as the leader foracquiring, developing and helping to deploytalent. (Boudreau; Lawler & Levenson, 2004)[5]

The following are some of the examples oneffectiveness of the HR functions: (Kavanagh &Thite, 2009)[6]


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1. Training ROI: It is the total financial gain anorganization have from a particular training. Itshows the effectiveness of the training program

and how much it can benefit to the companyafter the training.

2. Absent rate: It determines the company ishaving an absent problem from the employees.

It also reflects the effectiveness of the HRpolicies as well as the companys own policies. Italways goes along with employee satisfaction.


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Developing companys core competency It

helps to demonstrate the connection

between HR practices and the tangibleeffects on organizations abilities to gain and

sustain their competitive advantages. Thisapproach often treats employees as their

human capital instead of the expense.(Boudreau; Lawler & Levenson, 2004)


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The following are some of the examples oneffectiveness of the HR functions: (Kavanagh &Thite, 2009)[7]

1. Revenue factor: It indicates the effectivenessof company operation with the use of theemployees as their human capital.

2. Defects rate: It indicates the number ofdefects products in the operation. The lower thedefect rate, the more effective the HR practicesin developing companies core competency interms of reducing cost.

Retraining, Job Enrichment, Job Sculpting

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