Tools and techniques used by Paul Hurly
• My passion is assisting managers and employees to create highly productive, effective and convivial workplaces.
• I have witnessed scores of workplaces be transformed by management who learned to engage and empower employees – both as individuals and teams.
• High-performing people are indeed the only competitive advantage.
• Human resource professionals, using a range of business transformational, facilitation and management tools, can contribute significantly to the success of all enterprises.
Part 1: Managing and Enhancing Staffing Systems
Job Analysis and Job Evaluation Tools
Finding great Talent
for your organization
has never requiredmore skill on
management’s part.
Tools for Effective Staff Selection
Talent Management
Roll up Career fair booth
Print Advertising B&W
Print Advertising - Colour
Community Health Care AgencyCommunity Health Care Agency
Employer Branding Activities
Part 2: Workforce Planning
Workforce Needs Analysis
Demand Analysis
Workforce Planning Projections:Person Months
Succession PlanningReplacement Charts
Part 3:Part 3:Performance Management SystemsPerformance Management Systems
Behavioral Competency Appraisal
Performance Management Standards
DACUM Analysis
DACUM Research Chart for Middle Manager A
Develop Work Unit Operations Plan
A-1 Review business plan for alignment with operations plan
A-2 Identify target customers & expectations
A-3 Develop work unit mission statement
A-4 Identify SWOT
A-5 Identify work unit goals & objectives
A-6 Identify expectations of work unit
A-7 Identify critical success & quality control factors
A-8 Create business strategies for work unit
A-9 Identify required resources (e.g., physical, fiscal, plant)
A-11 Identify tactics to support strategies
A-12 Develop deployment process for operations plan
B
Implement Work Unit Operations Plan
B-1 Announce operations plan to stakeholders
B-2 Solicit feedback from stakeholders
B-3 Review operations plan based on feedback
B-4 Solicit stakeholder support
B-6 Establish logistics for operation plan implementation
B-7 Align work unit resources with operations plan
C
Manage Work Unit Human Resources
C-1 Admini-ster company policies & procedures
C-2 Develop work unit policies & procedures
C-3 Admini-ster work unit policies & procedures
C-4 Provide work unit job analysis
C-6 Select work unit personnel
C-7 Assign work unit employee performance objectives
C-8 Admin-ster compensation plan
C-9 Assess work unit employee training needs
D
Manage Work Unit Fiscal/Physical Resources
D-1 Develop work unit budget (C&O)
D-2 Secure work unit budget (C&O)
D-3 Admini-ster approved work unit budget
D-4 Safeguard assets according to company procedures
D-5 Maintain work unit physical resources
E
Maintain Work Unit Stakeholder Relationships
E-1 Identify work unit stakeholders
E-2 Identify work unit stakeholder expectations
E-3 Negotiate stakeholder expectations
E-4 Resolve stakeholder concerns
E-6 Implement plan to meet stakeholder expectations
E-7 Revise plan according to stakeholder feedback
F
Maintain Work Unit Business Operations
F-1 Manage work unit personnel work activity
F-2 Manage work unit work flow systems
F-3 Manage work unit production activities (e.g., special projects)
F-4 Monitor work unit facilities operations
F-5 Maintain productivity standards
F-6 Monitor work unit process control standards
F-7 Verify adherence to quality control standards
F-9 Align work unit market operations trends with plant
F-10 Manage work unit business risks
F-12 Evaluate business trends & information for work unit action
F-13 Enforce safety & health procedures
G
Evaluate Work Unit Business Performance
G-1 Establish work unit performance measurement procedures
G-2 Assess work unit performance (actual vs. best practices)
G-3 Assess work unit performance (actual vs. goals)
G-4 Solicit feedback from customers & stakeholders to improve work unit performance
G-5 Develop action plan to improve work unit performance
G-6 Implement work unit performance improvement work unit plan
H
Pursue Professional Development
H-1 Identify gaps in skills & knowledge
H-2 Develop a professional growth plan
H-3 Partici-pate in community activities
H-4 Read professional literature
H-6 Partici-pate in continuing education
H-7 Attend to personal health
H-8 Participate in professional organizations & conferences
H-9 Complete increasingly more difficult/challenging work unit projects
SWOT = Strengths, Weaknesses, Opportunity, Threat C & O = Capital & Operating
Duties Tasks
DACUM Research Chart for Middle Manager A
Develop Work Unit Operations Plan
A-1 Review business plan for alignment with operations plan
A-2 Identify target customers & expectations
A-3 Develop work unit mission statement
A-4 Identify SWOT
A-5 Identify work unit goals & objectives
A-6 Identify expectations of work unit
A-7 Identify critical success & quality control factors
A-8 Create business strategies for work unit
A-9 Identify required resources (e.g., physical, fiscal, plant)
A-11 Identify tactics to support strategies
A-12 Develop deployment process for operations plan
B
Implement Work Unit Operations Plan
B-1 Announce operations plan to stakeholders
B-2 Solicit feedback from stakeholders
B-3 Review operations plan based on feedback
B-4 Solicit stakeholder support
B-6 Establish logistics for operation plan implementation
B-7 Align work unit resources with operations plan
C
Manage Work Unit Human Resources
C-1 Admini-ster company policies & procedures
C-2 Develop work unit policies & procedures
C-3 Admini-ster work unit policies & procedures
C-4 Provide work unit job analysis
C-6 Select work unit personnel
C-7 Assign work unit employee performance objectives
C-8 Admin-ster compensation plan
C-9 Assess work unit employee training needs
D
Manage Work Unit Fiscal/Physical Resources
D-1 Develop work unit budget (C&O)
D-2 Secure work unit budget (C&O)
D-3 Admini-ster approved work unit budget
D-4 Safeguard assets according to company procedures
D-5 Maintain work unit physical resources
E
Maintain Work Unit Stakeholder Relationships
E-1 Identify work unit stakeholders
E-2 Identify work unit stakeholder expectations
E-3 Negotiate stakeholder expectations
E-4 Resolve stakeholder concerns
E-6 Implement plan to meet stakeholder expectations
E-7 Revise plan according to stakeholder feedback
F
Maintain Work Unit Business Operations
F-1 Manage work unit personnel work activity
F-2 Manage work unit work flow systems
F-3 Manage work unit production activities (e.g., special projects)
F-4 Monitor work unit facilities operations
F-5 Maintain productivity standards
F-6 Monitor work unit process control standards
F-7 Verify adherence to quality control standards
F-9 Align work unit market operations trends with plant
F-10 Manage work unit business risks
F-12 Evaluate business trends & information for work unit action
F-13 Enforce safety & health procedures
G
Evaluate Work Unit Business Performance
G-1 Establish work unit performance measurement procedures
G-2 Assess work unit performance (actual vs. best practices)
G-3 Assess work unit performance (actual vs. goals)
G-4 Solicit feedback from customers & stakeholders to improve work unit performance
G-5 Develop action plan to improve work unit performance
G-6 Implement work unit performance improvement work unit plan
H
Pursue Professional Development
H-1 Identify gaps in skills & knowledge
H-2 Develop a professional growth plan
H-3 Partici-pate in community activities
H-4 Read professional literature
H-6 Partici-pate in continuing education
H-7 Attend to personal health
H-8 Participate in professional organizations & conferences
H-9 Complete increasingly more difficult/challenging work unit projects
SWOT = Strengths, Weaknesses, Opportunity, Threat C & O = Capital & Operating
Duties Tasks
Competency Design
Competency Models
CORE COMPETENCIESQuality Orientation 1
Customer Understanding 1Fact Finding 1
Thor’ness & Att’n to Detail 1Flexibility 1
CORE COMPETENCIESMotivating Others 2
Developing Talent 2Customer Understanding 3
Results Focus 1Impact 2
CORE COMPETENCIESLeadership 3
Commercial Orientation 3Results Focus 3
Impact 3
CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills
CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills
CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills
CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills
CORE TECHNICAL (TBA)Job Specific Skills Role Profile Skills
CORE COMPETENCIESQuality Orientation 2
Customer Understanding 2Fact Finding 2
Thor’ness & Att’n to Detail 2Self Confidence 1
ExecutiveExecutiveExecutive
LeaderLeaderLeader
ManagerManagerManager
SupervisorSupervisorSupervisor
TeamTeamTeam
ADDED VALUE skills, knowledge & behaviours
ADDED VALUE skills, knowledge & behaviours
ADDED VALUE skills, knowledge & behaviours
ADDED VALUE skills, knowledge & behaviours
ADDED VALUE skills, knowledge & behaviours
CORE COMPETENCIESLeadership 2
Commercial Orientation 2Decision Making 3
Results Focus 2Relationship Building 2
DEVELOPMENT
DEVELOPMENT
DEVELOPMENT
DEVELOPMENT
DEVELOPMENT
Employee Performance ScorecardSection A Weighting x Achieved Result
(0.0-5.0)= Score Max. Score Total Score
Section A
(A) x (B) = (C) (B*5)
Objective #1 22.50% 3.5 0.79 1.13
Objective #2 22.50% 4.0 0.90 1.13
Objective #3 22.50% 3.5 0.79 1.13
Objective #4 22.50% 4.0 0.90 1.13
Objective #5 10.00% 3.0 0.30 0.50
Subtotal 100.00% 18.0 3.68 5.00 3.68
Section B Rating x Achieved Result per rating (0-5)
= Score Max. Score Total Score Section B
22 Behavioral competencies (A) x (B) = (C) (D= # comp. x 5) (5 X C/D)
Far Exceeds Standards 5 3.0 15.00 110.00
Exceeds Standards 4 7.0 28.00 0.00
Meets Standards 3 9.0 27.00 0.00
Needs Improvement 2 3.0 6.00 0.00
Unsatisfactory 1 0.0 0.00 0.00
Subtotal 22.0 76.00 110.00 3.45
Overall Rating (0-5.0) Score x Weighting = Rating
Section A Score: 3.68 70% 2.57
Section B Score: 3.45 30% 1.04
Overall Rating/Score 3.61
Application ofKirkpatrick Four-Level Evaluation Model
Level
Evaluation Type
(What is measured)
Evaluation Description and Characteristics
Examples Of Evaluation Tools And
Methods
Relevance And Practicability
1 Reaction
Reaction evaluation is how the delegates felt about the training or learning experience
E.g., 'happy sheets', feedback forms
Also verbal reaction, post-training surveys or questionnaires
Quick and very easy to obtain
Not expensive to gather or to analyze
2 Learning
Learning evaluation is the measurement of the increase in knowledge - before and after
Typically assessments or tests before and after the training
Interview or observation can also be used
Relatively simple to set up; clear-cut for quantifiable skills
Less easy for complex learning
3 Behaviour
Behaviour evaluation is the extent of applied learning back on the job - implementation
Observation and interview over time are required to assess change, relevance of change, and sustainability of change
Measurement of behaviour change typically requires cooperation and skill of line-managers
4 Results
Results evaluation is the effect on the business or environment by the trainee
• Measures are already in place via normal management systems and reporting - the challenge is to relate to the trainee
Individually not difficult; unlike whole organization
Process must attribute clear accountabilities
Psychometric and Behavioral Assessment Tools
Commercial Tools
Custom-made Tools
Compensation System Design
Part 4: Improving HRTransactional Processes
Benchmarking and Best Practices
Employer of Choice
Assessing HR Processes and HR Customer Satisfaction
Performance and LeadershipDevelopment
Sample Self-Service Learning Cafeteria Resources
Formal Learning Non-Formal Learning
In-House Courses and Seminars registration
Streamed video on demand or DVD via the BG learning library
List of External Courses and Conference
Managing BG Mentoring Network
Cross-training Online library (like Amazon)
On-line self-directed courses (with testing)
Online PowerPoint presentations
Secondment postings Online Assessment tools
List of career coaches
Lunch n learn schedule
Developing Policies and Procedures
Total Reward Systems
Business Process Redesign/Continuous Improvement
Organizational Effectivenessand Change Management
Part 5:
Strategic Vision and Planning Facilitation
Employee Surveys
Assessing Climate and Culture
Commercial
Adapted
Organizational Restructuring
Using the Balanced Scorecard
Facilitated use both in Human Resource and operational units since 1994.
HR Strategy Map
Change Models
Change Management
Baron and Greenberg, 1990
Truly sustainable organizations
have learned to attract, retain and harness
high-performing talent.
A skilled Human Resource business partner can assist business leaders to invest
effectively in Human Capital.
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