Jia Human Resources Management Trainer Guide

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AIM Organisational Development Programme

Workshop 3:Human Resource Management

2004

Trainers Guide

AIDS/HIV Integrated Model (AIM) District ProgrammeFirst Floor, Nakawa HousePlot 3-7 Old Port Bell Road

PO Box 12009Kampala, Uganda

Tel: (041) 222-011 Tel: (+256) 031 260657/8, (041) 222011/19/20/21Fax: (+256) 041 222035

[email protected]; www.jsi.com/aim


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A c k n o w l e d g e m e n t s

The AIM Programme wishes to acknowledge the following people and organisations for theirsupport in developing this training.

Milton Bakeebwa and Apollo Musinguzi of Development Initiative Consult Ltd. developed the materials for this manual.

Some sessions were adapted from a workshop on Performance Management Systems developedfor World Educations Ntinga Microenterprise Support Project in South Africa.

This publication was funded by the U.S. Agency for International Development (USAID) and theCenters for Disease Control and Prevention (CDC) through the AIDS/HIV Integrated ModelDistrict Programme (AIM), contract no. 617-A-00-01-00004. The views expressed are those of the

authors and do not necessarily represent the views of USAID and CDC.

AIM is a project of JSI Research & Training Institute, Inc. , with partners World Education and World Learning .


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AIM Organisational Development Programme Human Resource Management

Human Resou rce Managemen tTraine r s Guide

Tab le o f Con ten t s

1 Introduction................. ........................................................................................................................ 5

2 Overview of Human Resource Management................................................................................. 8

3 Human Resource Policy ................................................................................................................... 12

4 Strategic Context of HR Planning .................................................................................................. 19

5 Job Descriptions................................................................................................................................ 26

6 Recruitment.................. ...................................................................................................................... 29

7 Induction ............................................................................................................................................ 30 8 Human Resource Development: Training ........................................................................... ........ 31

9 Performance Management ............................................................................................................... 35

10 Compensation ............................................................................................................... ................. 48

11 Action Plans ............................................................................................................... .................... 52

Evaluation and Close................................................................................................................................ 54


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Schedu le o f Ac t iv i t i e s

TIME LENGTH TOPICDAY ONE

8.30 9.30 1 hr 1. Welcome and Introduction9:30 11:00 1 hr 30 min 2. Overview of Human Resource Management11:00 11:30 30 min Tea Break 11:30 1:00 1 hr 30 min 3. Human Resource Policy 1:00 2:00 1 hr Lunch2:00 2:30 30 min HR Policy Contd2:30 3:30 1 hr 4. Strategic Context of HR Planning 3:30 4:00 30 min Tea Break 4:00 5:00 1 hr Strategic Context contd5:00 5:15 15 min Evaluate the Day

TIME LENGTH TOPICDAY TWO8.30 8:45 15 min Recap Previous Day 8:45 10:15 1 hr 30 min 5. Job Descriptions10:15 11:15 1 hr 6. Recruitment11:15 11:45 30 min Tea Break 11:45 12:45 1 hr 7. Induction12:45 1:45 1 hr Lunch

1:45 3:45 2 hrs 8.

Training 3:45 4:15 30 min Tea Break 4:15 5:15 1 hr 9. Performance Management5:15 5:30 15 min Evaluate the Day

TIME LENGTH TOPICDAY THREE

8.30 8:45 15 min Recap Previous Day 8:45 9:45 1 hr Performance Management contd9:45 10:15 30 min Tea Break 10:15 11:15 1 hr 10. Compensation11:15 11:45 30 min 11. Action Plans11:45 12:15 30 min Evaluation and Close


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1 I n t r o d u c t i o n

Time: 1 hour

Resources: Flip Chart, Markers, Nametags, Zop Cards, Pre-Training Self-Assessment

Methods: Paired Introductions, Plenary Presentation and Discussion

Objectives: By the end of the session, participants will be able to:Interact freely with one anotherList the objectives of the workshop

Activity details:

Welcome the participants to the workshop. Introduce any visitors or observers and explain why they are attending.

Remind participants that this workshop is the third in a series of six. The workshops weredeveloped in response to a comprehensive Joint Institutional Assessment process of these 10participating NGOs. The six crosscutting issues that were selected for workshops are:

Strategic Management Monitoring & Evaluation Human Resource Management Financial Management

Resource Acquisition District Operations

Introductions: Begin by telling participants that an important element of learning in this training course will be learning from each other. Participant contributions are actively encouraged.

Participants are encouraged to share ideas and information from their own experiences, ask questions, and discuss issues that arise in further detail. Informal discussions may continueduring meal times, in your small groups, possibly late into the evening!

Before further exploring our workshop topics, then, encourage participants to get to know eachother a little better.

Introduction Activity:

Ask participants to identify and pair up with any other participant who they do not know. Ask participants to discuss with each other about their designations, their names, likes and dislikes. Inaddition, each participant should ask the other any creative question about their socialbackgrounds.

Participants are then asked to write each other details on a flash card and introduce each other.


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Expectations:

Ask participants to write at least two expectations on a flash card. Ask one participant to readout all participants expectations as the facilitator writes them on a flip chart. The facilitator thenreads through each expectation and briefly comments on whether it will be met or not.

Objectives:

Introduce the goals and objectives of the workshop.

By the end of the workshop participants are expected to: Identify the role and importance of managing human resources in their organisations. Discuss the process of writing HR policies Identify and explain the Human Resource Planning Process. Describe the training and Development cycle.

Post the goals on a flip chart on the wall for the duration of the training. As you go through theobjectives, compare them to the expectations of participants and point out which ones will bemet, and which may not.

Logistics: Introduce the idea of the Classroom Volunteers and the Steering Committee asexplained below:

To help the facilitator with logistics and classroom management, participants will take turnsserving as volunteers for the day. The team of volunteers will lead the recap at the beginning of the day, lead ice breakers after lunch, review the past days activities and evaluation in themorning, and help keep time during breaks. Request participants to sign up as classroom

volunteers on the sign-up sheet posted at the back of the room.

In addition, the volunteer team attends a Steering Committee meeting at the end of the day, togive feedback to the facilitator and workshop organizers. They ask for feedback on the

workshops methods and content, as well as logistical issues such as meals and lodging, fromtheir fellow participants and share it with the workshop organizers. In this way, the volunteersnot only provide logistical assistance to the facilitator, but also give participants a voice in themanagement of the workshop. ( Note: For the last day of the training, it may be preferable not tohold a Steering Committee meeting, or hold it during lunch, so that participants can travelhome.)

Remind participants that there will again be a series of Consultancy Clinics held after the workshop. A sign-up sheet is next to the door.

Make announcements about logistical issues such as meals and out of pocket expenses. Go overthe days schedule.

Distribute the Pre-Training Self-Assessments . Tell participants that this assessment givesthem a chance to reflect on their own learning. They will fill it in at the beginning of the

workshop, and again at the end to see where they have learned new skills.

The Pre-Training Self-Assessment also gives the trainer a measure of how much experienceparticipants have with the workshop topics, so that he or she can focus the workshopaccordingly.


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Finally, the Post-Training Assessment gives the trainer and course organisers a sense of how successfully the learning objectives have been met in the group.

Emphasise that this assessment is not a test of the individuals ability. No one except for thetrainer and the AIM representative will see the self-assessments; AIM will not share them with

the participants organisation.

Note: Participants may be requested to fill out the Assessment as they are entering the training room in the morning, to save time.


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2 Overv iew o f Hum an Resourc eManagement

Time: 1 hour 30 minutes

Resources: Flip Chart/Board, Markers/Chalk, Masking Tape, Handout

Methods: Brain Storming, Group Discussion, Question and Answer, Lecture/Presentation

Objectives: By the end of the session the participants should be able to:Identify the role and importance of managing human resources in the

organisation Align human resource strategy with organisational strategy

Explain the relationship between line management and the human resourcefunction

Procedure:

You can get capital and erect buildings, but it takes people to build a business

Ask participants to give their understanding of this quotation.

? What is Human Resource Management?

Human Resource Management is a strategic and coherent approach to the management of anorganisations most valued asset the people working there who individually and collectively contribute to the achievement of its goals.

? What are the concerns of HRM (that is people and performance)?

1. Concern for people

It is a fact that competitive advantage is achieved through people People make the difference Concern for people means attracting, retaining, developing and motivating the right employees

and helping them to develop an appropriate culture and climate. Concern for people implies an ethical approach to their management that is, respect for the

individual, mutual respect, procedural fairness and transparency


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2. Concern for performance

HRM is concerned about the contribution individuals and teams make to improving organisational performance

This means ensuring that the right skills are available and developed.

3. Characteristics of HRM

Strategic integration of business and HR strategies Coherence- the need to adopt a coherent approach to the provision of mutually supporting and

integrated HR policies and practices Commitment the need to gain the commitment of the people to the organisations missions and

values Treating people as assets or human capital to be invested in through training and development Corporate culture- the need for a strong corporate culture expressed in mission and value

statements and reinforced by communication, training and performance management.

Group Work

Ask participants to work in small groups. They should discuss and outline on the flip charts therole and importance of human resource management in an NGO. They will have 15 minutes to

work.

When the groups are finished, ask them to briefly present their answers. Connect responses tothe following lecture.

Key HRM activities

The key activities of HRM carried out by both line managers and HR practitioners are:

Organisation

Organisation structuring - developing an organisation which caters for all the activities required,groups them together in a way which encourages integration and co-operation

Job design and role specification - deciding on the contents of the jobs- their duties andresponsibilities and the relationships that exist between job holders and other people in theorganisation

Organisational development - stimulating, planning and implementing programmes designed toimprove the effectiveness with which the organisation functions and adapts to change.

The employment relationship

Improving the quality of the employment relationship Creating a climate of trust and self propulsion Developing a more positive psychological contract Achieving a highly committed organisation


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Resourcing

Human resource planning- assessing future people requirements in terms of both numbers andall levels of skill and competence. Formulating and implementing plans to meet thoserequirements through recruitment, training, development etc

Recruitment and selection - obtaining the number and type of people the organisation needs

Performance management

Getting better results from the organisation, teams and individuals by measuring and managing performance within agreed frameworks of objectives and competence requirements; assessing and improving performance

Human resource development

Organisational and individual learning Skill improvement through systematic approach to training

Heard of institutional memory? What is its use in organisational development? Relate this to theculture of information management, digital growth and information technology solutions. Doesthe organisation have a management information system? How do you create one?

Reward management

Job evaluation- assessing the relative size of jobs as a basis of determining internal relativities Pay developing and administering pay structures and systems Non-financial rewards- providing employees with non-financial rewards e.g. recognition, increased

responsibility and opportunity to achieve and grow. Employee benefits- providing benefits in addition to pay which cater for personnel security and

personal needs

Employee relations

Employee relations- managing and maintaining formal and informal relationships with tradeunions and their members

Employee involvement and participation sharing information with employee and consulting them on matters of mutual interest

Communication- creating and transmitting information of interest to employees.

Health, safety and employee services

Health and safety developing and administering health and safety programme Employee services- providing welfare services and helping with personal problems.


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Challenges to HRM

Environmental and contextual changes present a number of competitive challenges toorganisations, which means that HR has to be involved in helping to build new capabilities. Thechallenges include:

Globalisation- requires organisations to move peoples ideas, products and information aroundthe world to meet local needs. New and important ingredients must be added to the mix whenmaking strategy.

Technology challenge is to make technology a viable, productive part of the work setting Business growth Intellectual capital Change and ability to cope with change.


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3 Hum an Resourc e Po l i c y

Time: 1 hour 30 minutes Methods: Group Discussion, Experience Sharing, Question and Answer, Presentation

Resources: Handout, Flip Charts, Group work

Objectives: At the end of the session, participants will be able to:Define the terms policy and human resources policy Explain the components of human resources policy Identify the importance of human resources policy in the organisation

Procedures:

Ask participants:

? What is a Personnel Policy? What are its components? Why is it important to adopt a policy?

Every organisation should adopt consistent policies that will guide the management of personnelissues. Having a consistent policy applied fairly and transparently to all employees helps inresolving disputes. The personnel policy should be detailed in an employee handbook availableto all staff.

Components:

Each organisation will have different policies depending on its particular situation. Below arelisted some common topics that can be addressed in a Personnel Policy.

Go through the major categories in this list and answer participants questions. This list isintended as a resource for participants when they are developing policies; it is not necessary todiscuss every section.

Group Work:

Ask participants to work with a colleague from their NGO and go through the list and mark those areas for which their organisation does NOT have a policy. Give them 30 minutes tobegin drafting policies on these topics. Circulate among the pairs and help them decide what toconsider when writing these policies. Emphasise that the policy must be fully developed andfinalised in consultation with the senior management and perhaps other staff of the organisation.


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Comm on Componen t s o f a Pe r sonne l Po l i cy Handbook

A. Organisational Description

Introduce the organisation and its legal status, including:

Mission and Vision Statements Statement of the organisations legal status as an NGO

B. Definitions

Next, the policy should explain the meaning of the terms that will be used, especially in regard toemployment status. These might include the definition of:

employee regular versus temporary employees full-time versus part-time employees any other terms that might be unclear

C. Recruitment and Employee Selection

This section should outline the procedures for recruiting employees. Having a system in placehelps ensure a fair process that is the same for all applicants.

1. Recruitment Job Descriptions up-to-date descriptions for each post.

Posting of the Job Announcement policies for when and how long a job opening should be postedinternally and externally. For example, some organisations post jobs internally for one week before making the job announcement publicly.

Application Documents List what documents will be required from all applicants (such as a C.V.and references).

2. Employee Selection ProcessScreening of Applications Specify general criteria for screening.

Interviews Who will typically conduct interviews? It is suggested that all staff who will work closely with the new hire be involved in interviewing, not only the supervisory staff.

References - Process for reference checks, number of references to be required.

Rejected Applicants Process for notifying rejected applicants.

Employment of Relatives - To avoid conflicts of interest, some organisations forbid the hiring of aperson for a position in which he/she would be directly supervised by a relative. It is alsosuggested that employees notify the NGOs management if they have a family relationship to aperson under consideration for employment. This should be governed by Ugandan law.


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D. Hiring and Replacement

In this section, explain the process for hiring new employees once they have been selected.

Decision to Hire/Promote State the general criteria for deciding when to hire for a new position, orto replace an outgoing employee in an existing position.

Letter of Hire / Employment Contract State what provisions should be included in the letter of hire.It is helpful to develop a template for the Letter of Hire that includes all the necessary clauses sothat nothing is left out by mistake.

Documentation List documents that will be maintained in the employees file, such as letter of engagement, CV, contact information for next of kin, and a copy of the persons passport ornational ID card.

Initial Probation Length and terms of probationary period for new employees. In many organisations, newly hired employees are on probation for the first 3 to 6 months. At the end of this period, the employee should undergo a review with his/her supervisor to assess performance,and if satisfactory, will be notified that the probation period has ended. Unsatisfactory performance during the probationary period may result in termination of employment.

E. Work Schedule and Hours

This section should outline working hours and procedures related to accounting for time, such asfilling out time sheets.

Regular Work Schedule specify the hours of the day and days of the week for regular workdays.

Timesheets Procedures for filling them out.

Holidays List the official holidays observed by the organisation.

Attendance policies consequences for late arrival and absence

F. Salary and Compensation

In this section, state the policies for establishing and paying salaries.

Salary Scale Some organisations develop base pay ranges for each position.

Form of Payment - Frequency and time of the month payments are made.

Bonus Specify policy for payment of yearly bonuses, if any.

Annual Increase Specify when and on what criteria increases will be granted.


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G. Performance Appraisal and Grievances

Timing of Performance Appraisals Explain when and how frequently appraisals will take place, andhow they will be documented.

Promotions State the criteria for promotion.

Grievances State the process and designated personnel to whom complaints should be directed.

H. Warning System and Termination of Employment

It is particularly important to have a clearly stated policy for the difficult process of employmenttermination. If an employee is unhappy with the decision, it is helpful to have a fair process inplace by which decisions about termination are made.

1. Warning System

Describe the procedure for giving progressive official warnings to an employee. Outline whattypes of behaviour by an employee can lead to a warning (such as negligence, failure to fulfilones job description, or poor co-operation with colleagues).

2. Termination of Employment For each type of termination below, outline the minimumadvance notice the employee will receive from the NGO, and what salary and benefits theemployee will be entitled to receive, such as payment for vacation accrued and severance. Thisshould be based on Ugandan law.

Voluntary Termination State the minimum advance notice required from the employee before theeffective date of resignation.

Probationary Dismissal Conditions for dismissing an employee during the initial probation period.

Reduction in Force Some organisations put a statement in the employees letter of hire explaining that in situations where the employees position is no longer needed or funds are no longeravailable, the NGO has the right to let the employee go.

Summary Dismissal Define the conditions under which an employee can be dismissed without warning and without severance. This action should be reserved for serious infractions such asdrug use and theft.

Absence or Abandonment of Service disciplinary action for unauthorised absence or failure to returnto post for a given period of time.

3. Severance State the amount of severance payment available to employees based on theirlength of service; the maximum amount available, if applicable; and conditions under whichseverance is and is not available.

4. Outstanding Advances Policy for clearing any outstanding advances in pay that theemployee may have received.


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I. Employee Benefits

Every NGO will not necessarily offer all of the following benefits. For those benefits that youdo offer, the Personnel Policy should provide a clear explanation of who is entitled to whatbenefits, and under what conditions.

For each benefit, state what is available to full versus part-time employees? For part-timeemployees, specify the percent time an employee must work in order to receive each benefit.

1. Medical Benefits Health Insurance If employees receive health insurance, provide information on:

the proportion of premiums to be paid by employees themselves contact information for the insurance carrier forms and procedures for making claims deductibles and maximum benefits types of medical costs covered coverage of dependants/family (specifying which family members are eligible)

a copy of the insurance plan Reimbursement of Medical Costs - If employees receive reimbursement of medical costs rather than

insurance coverage, provide information on: Maximum benefits Coverage of dependants/family (specifying which family members are eligible) Types of medical costs covered Documentation required Reimbursement process Costs for which employees are responsible

2. Paid Leave State who is eligible for each type of leave that your organisation offers,including policies for temporary and part-time employees.

Vacation Number of days; how vacation is accrued; rules for carrying days over from one year tothe next; procedures for requesting leave.

Sick Leave Number of days and how accrued; rules for carrying days over; documentationrequired, if any; procedure for notifying the organisation of sickness.

Maternity Leave Length of leave; conditions for holding the position open during leave; paymentduring leave, if any; notification of the organisation; consequences if employee does not return.

Paternity Leave Length of leave and any other conditions.

Bereavement Leave length of leaves and conditions for taking it.


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3. Additional Benefits Describe any other benefits provided, such as: Savings/Pension Plan Staff Development Childrens education allowance Leave Travel assistance Uniforms

J. Travel

Travel Advances Including the procedures for taking out and reconciling a travel advance, and thecircumstances under which an advance is allowed.

Per Diem/ Out of pocket and Accommodation List the rates to be paid for different circumstances.

K. Office Resources

This section should provide the rules for the use (both personal and official) of the following

resources: Office Premises Rules for after-hours use and visitors.

Telephones Explain rules for making personal phone calls (local, long-distance or overseas) andreimbursing the project. If there are procedures for making and logging business calls, they should also be included.

Desktop Computers

Portable Equipment (e.g. laptops and mobile phones) - Regulations for checking out and checking inthis equipment. Responsibility for damage or loss.

Photocopies Some offices do not allow photocopying for personal purposes, while others do if theemployee reimburses the project. Make these rules clear.

Consumable office supplies State the rules for use of office supplies such as paper and envelopes forpersonal purposes.

Vehicles Regulations for official use and documentation.


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L. General Expectations for Workplace Behaviour

In this section, spell out the guidelines for appropriate behaviour in the workplace.

1. Policy Against Personal Financial Gain - Employees should not make financial gain as aresult of being an employee of the NGO. This includes:

granting favours to vendors or contractors for goods and services to the NGO; receiving commissions from vendors or contractors;

accepting gifts, favours or money from anyone who may benefit by their relationship to anemployee;

giving preference in hiring or procurement of goods to a relative; keeping for personal gain any discount given by a vendor or service provider to the NGO; Operating a personal business from the office premises.

3. Sexual Harassment Some organisations develop policies and guidelines to prevent sexualharassment.

4. Discrimination Some organisations develop policies to prohibit discrimination on the basisof religion, ethnicity, sex, etc. in hiring and other activities.

5. Dress Outline the office dress code, if any.


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4 St ra t eg ic Con t ex t o f HR Plann ing

Time: 2 hours

Resources: Flip Charts, Markers

Methods: Discussion, Question and Answer, Demonstration

Objectives: At the end of the session, participants will be able to:Explain precisely the contents of the human resources policy Demonstrate the key elements of the human resources policy

Acknowledge to participants that many NGOs simply lack the resources to fill the gaps instaffing that they have identified through human resource planning. The following exercise isintended to help them think about creative solutions for this common problem.

Ask participants to work in groups for 20 minutes. Give them the following scenario to read:

A young and growing NGO is struggling to implement its programs with a small staff. Theorganisation has a portfolio of several programs, but only five staff to manage them all. Theexecutive director sometimes does the monthly bookkeeping, and the one of the Project Co-ordinators doubles as a Monitoring & Evaluation Officer. With everyone playing so many roles,sometimes an important task is forgotten or left incomplete. The NGO would like to hire morestaff to ease the burden, but it will be at least six months before any new funds are obtained.

Ask the groups to answer the following questions:

? Is this situation common in Uganda? What can this NGO do to improve its human resource situation given its limited funds?

Relate responses to the following lecture & discussion on Human Resource Planning .

Ask participants:

? What is human resource planning? Why is it necessary to conduct HR planning? How can it be related to strategic management or overall organisational objectives?

Human Resource Planning (HRP) previously refereed to as manpower planning, is the processof getting the right number of qualified people into the right job at the right time. Humanresource planning is the system of matching the supply of people- internally (existing employees)and externally (those to be hired or searched for) - with job openings the organisations expectsto have over a given time frame.


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HRP contributes significantly to the strategic management process, in that it provides the meansto accomplish the desired outcomes, namely achieving objectives. The means here denotes therole HRP plays in ensuring that the organisation has the right number of quality people availableto achieve objectives through strategy implementation. It is therefore a macro approach toplanning for human resources.

Strategically - linked HRP is based on a close working relationship between HR practitioners andline managers. Human resource practitioners serve as consultants to line managers concerning the people management implications of business objectives and strategies. Line managers, inturn, have the responsibility to respond to the business implication of HR objectives andstrategies.

The human resource planning processHuman resource planning consists of six basic steps: Identify organisational objectives and strategies (these are obtained from the business plan which

resulted from the strategic planning processes followed)

Determine the impact of the organisations objectives on specific organisational units. For thispurpose the cascade approach can be used, whereby the organisations long term strategies aretranslated into the shorter term performance objectives and time schedules per division anddepartment

Define the skills, expertise and total number of employees (demand for human resources)required to achieve the organisation and department objectives: different statistical methods,managerial estimates etc. are available to do forecasting

Do an analysis of the organisations current human resources: doing a skills inventory will shedlight on the number of current employees in terms of their different competencies, skills, training levels, qualifications, work experience etc

Determine the additional (net) human resource requirements in light of the organisations currenthuman resources

Develop action plans to meet the anticipated human resource needs: these may include acomprehensive succession plan for each department, resultant recruitment strategies, the designand implementation of managerial development and other training programs, making availablebursary schemes for current participants who may eventually fill scarce positions, designing compensation packages to attract and retain quality staff, etc.


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Human Resource St ra t egy Work shee t

Human Resources Issue Analysis: Evidence Options

What is the HR problem, gap, orOpportunity identified a result of changes in the following? Business environment Business strategy Organisational circumstances

What are the dimensions of the issue? Evidence of the issue Scope Coverage/applicability Potential business impact Alternative solutions and their pros and cons

Management Actions/resources Measures/Targets

What course of action will beimplemented? Strategy of 1-2 years Specific action programs Responsibility assigned Timing for completion Financial and staff resources required

How will the results be measured? Outcomes Measures/evidence Target levels


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Organisational and human resource planning

The following depicts the relationship between organisational planning and human resourceplanning. This is an extremely important consideration for organisations, since the HRP processdetermines, to a very large extent, the way organisational strategies are translated into HR strategies, how the other HR functions (e.g. recruitment, selection, performance management

and development) are structured and performed.

Factors

Managerial succession planning

Why pay special attention to managerial succession planning? The fact is that the managementcadres, especially top and middle level managers, play an extremely important part in taking theorganisation into the future and ensuring not only survival but also continued growth andfinancial success.

The organisations management determines the culture of the organisation, and through itsgeneric management functions, planning, organising, leading and control they are crucial to thecompany. Furthermore, good managers are difficult to replace should they leave theorganisation, their recruitment is very expensive and continuity is lost when unexpected changeshave to be made. Proper replacement schedules need to be put in place.

EconomicCompetitionGovernmentactionHistorical dataOthersNature of firm

Organizationalobjectives

DivisionalDepartmentobjectives

Skills andabilitiesrequired

Types, numbers,Human resources

Net humanresourcerequirements

SkillsInventory

Negative:Layoff, termination,

resignations, retirement


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The managerial succession planning consists of the following activities:

Identify projected vacancies e.g. through affirmative action, promotion, organisational expansionor restructuring, retirement, natural attrition, etc)

Choose replacement candidates for each position Draw up replacement charts that indicates replacement possibilities in terms of time required to

get ready additional technical training and managerial development programs required Design and implement development plans for selected employees Conduct a bi-annual succession planning review and make adjustments where these may be

required.

Human resource planning (job analysis)

Most facets of human resource management have their roots in the jobs that people perform. Assuch HRM always involves two fundamental aspects namely: The job that needs to be performed individually or collectively, and

The characteristics of the people occupying those jobs.

The importance of understanding jobs and their requirements There are four very good reasons why in-depth attention must be given to the dynamics of theindividual jobs:

The goals and strategies of the organisation can only be attained through the joint, interdependenteffort of individual contributors. It is for this reason that the strategic intentions of theorganisation as it is typically found in vision and mission statements must be reflected in and builtinto individual jobs. Failure to do so is bound to relegate many strategic planning activities topaper exercises.

Jobs and their requirements represent the point of departure for all the human resourcemanagement functions such as recruitment, selection, compensation and so forth.

Accurate job information provides the most objective yardstick for enabling fair and non-discriminatory HRM. When HR decisions are based on accurate information about therequirements of jobs, the risk of unfair practices can to a large extent be avoid. In many cases forexample, courts have insisted on job analysis in order to establish a base for decisions whensettling cases involving allegations of unfair HR practices

The jobs people perform and the ways in which they think about them are prime determinants of the extent to which work is experienced as a meaningful activity

In summary, jobs do have their origins in the goals of the organisation, but more specifically, inthe modern organisational context they must also be considered to have their origins in theneeds of customers.


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Group Work:

Ask participants to pair up with a colleague from their NGO and fill out the human resourceplanning form. (20 minutes)

Ask the groups to share some of what they have planned.


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Exerc i s e :Human Resourc e P lann ing

List the main strategic objectives of your organisation. Then for each objective, estimate thenumber of employees needed to carry out the objective, and the skills these people will need tohave.

Next, go back through the list and make a note of how many employees are currently availablefor each objective. How many additional personnel are needed for each?

Objective # of EmployeesNeeded

Skills Needed # of AdditionalEmployees

Needed


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5 J ob Desc r i p t i ons

Time: 1 hour 30 minutes

Resources: Flip Chart/Board, Markers/Chalk, Masking Tape, Template (job descriptiontemplate)

Methods: Brain Storming, Demonstration, Question and Answer, Presentation

Objectives: By the end of the session the participants should be able to:Define job descriptionIdentify the procedures on how to prepare job descriptionsDemonstrate skills and techniques used in job descriptions

Procedures

Introduce the session by asking these questions

? What is a job description? What does a job description cover? How is it written? Do you have them in your NGOs?

DEVELOPING JOB DESCRIPTIONS

[The following session was adapted from World Education/South Africa training on Performance ManagemenSystems, developed for the Ntinga MSP Project.]

A job description should include the following:

The scope of the job The business results influenced The reason the job exists; the value the job adds to the organisation The identification of key clients and donor markets. Responsibilities and objectives

If you are a manager or supervisor, a job description can help you by: ensuring that an employees understanding of his or her role corresponds to yours; making your subordinate aware of the impact of his/her role and how it influences the

productivity and success of the organisations work; identifying the key clients and donors your employee responds to; identifying whom your employee relies on to meet his/her objectives; Identifying the value that the employees role adds to the organisation.


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Responsibilities

Responsibilities explain the job description in measurable terms. They clarify what is expectedfrom an individual in a specific position. They respond to the question, What is critically important for one to achieve?

Each job responsibility should be clarified further with specific requirements and objectives.

The identification of responsibilities is the key starting point for the effective management of human performance. Objectives serve to clarify the responsibilities, and serve as the yardstick against which employees can evaluate their own performance, as well as for managers to evaluatethem.

Group Work

Ask participants to individually fill out the Job Description worksheet, then use it as a basis to

write a description for their own jobs. (20 min)

Then ask each person to work with one or two others to share the job descriptions they have written and to critique each others work. (30 min)

Reconvene the class. Ask what was challenging about writing the job descriptions. Together,create a summary list of the characteristics of a good job description.


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Ex erc i se : Crea t ing a J ob Desc r ip t ion

Name:

Job Title:

Why does your job exist?

What value does your job add to the organisation? What would happen if your job did not exist?

Who are your most important relationships with on the job?

How does your job impact on the achievement of the organisations objectives and success?

List the responsibilities and objectives of your job.

Now write a complete Job Description for your position.


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6 Rec ru i tmen t

Time: 1 hour

Resources: Flip Chart/Board, Markers/Chalk, Masking Tape


Objectives: By the end of the session the participants should be able to:Define recruitment and selection functionsIdentify the procedures involved in recruitment and selection processDemonstrate skills and techniques used in recruitment and selection

Procedures

Introduce the session by asking participants:

? What is recruitment and selection? What does recruitment and selection involve? How do you write a job advert? How do you recruit staff in your NGOs? What problems do you encounter in the recruitment and selection process?

Activity

Divide participants into three groups and ask members of each group to discuss and write a jobadvert to be inserted in a daily newspaper.

Participant representatives then present as the rest critique these presentations.

As a group, generate a list of characteristics of a good recruitment process.


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7 I nduc t i on

Time: 1 hour

Resources: Flip Chart/Board, Markers/Chalk, Masking Tape


Objectives: By the end of the session the participants should be able to:Define Orientation and Placement functionsIdentify the procedures involved in orientation and placement processDemonstrate skills and techniques used in orientation and job placement

Procedures

Introduce the session by asking:

? What is job induction and job placement? What does job induction and placement involve? How do you practice this? How do you implement job induction and job placement in your NGOs?

Activity

The facilitator asks the participants to form four groups. Each group is asked to discuss anddevelop the procedures for inducting new staff. (20 minutes)

Ask the groups to report back. As group representatives present, other participants critique.

Create a list in summary of the procedures involved in job induction.


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8 Hum an Resourc e Deve lopment :Tra in ing

Time: 2 hours

Objectives: At the end of the session, participants should be able to:Describe the training and development cycle

Procedures

Ask participants these questions:

? What is training needs assessment and how is it done? Do you undertake TNA in your NGOs? How?

Activity: Participants are asked to pair up and carry out a Self-Training Needs Assessment by asking each other: What do you do? What does this involve? What challenges/constraints do you encounter? How are the above challenges met?

Participants will present according to their paired groups.

Human resources development

Human resource development encompasses all the activities related to the development of human resources at the individual as well as the collective level. The term human resourcedevelopment can be defined as the integrated use of training and development, organisationdevelopment and career development to improve individual, group and organisationaleffectiveness.


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HRD: An integrated approach

Definitions related to Training and Development

A number of terms exist which to some extent relate to personal growth and performanceimprovement. In order to be clear about what the meaning of training and development is, it isnecessary to distinguish between education, development and training.

The term education refers to a planned learning intervention intended to help individuals qualify for advancement. Its emphasis is on individual career preparation. The educational credentialsobtained through such learning such as degrees, diplomas or certificates- therefore enable

individuals to be considered for advanced levels of responsibility in their careers.

The term development is used when the focus is on stimulating new ideas and insights throughplanned learning that is not necessarily job related. It gives individual opportunities to grow andit provides organisations with employees who are capable of working smarter rather than harderbecause of increased experience and knowledge from which they can creatively draw. Examplesof developmental activities in an organisational context include:

Participating in projects not directly related to ones job. Job rotation. Participating in developmental assessment centres. Attending conferences, locally and abroad, etc.

As in the case with education, developmental leading activities are future oriented and notspecially related to ones current job, but they differ in that they do not result in educationalcredentials.

Training on the other hand refers to a short term, planned learning intervention that is intendedto establish or improve a match between current job requirements and the knowledge, skills and

OrganisationalDevelopment

Training andDevelopment

CareerDevelopment

HumanResource

Development


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attitude of the individual. Its major focus therefore is on ensuring the acquisition of the requiredknowledge and skills for presently known tasks. Training enables people to meet the minimumrequirements of the jobs and to improve what they do. When people have undergone training they should be able to apply it immediately to their jobs.

All the above definitions have something in common- namely the concept of learning. It is

important to realise that all developmental and change efforts involve learning processes. Giventhe fundamental role that learning plays, the next section is devoted to obtaining anunderstanding of this very important topic.

The importance/need for training

Its important that the employees be inducted into training programmes to improve their jobknowledge, skill and future performance. The need for proper training is increased by thefollowing considerations: Increased productivity

Improvement in employee morale Availability for future personnel needs of the organisation Improvement in health and safety Reduces on employee supervision Personal growth Organisational stability

The training and development cycle

Training and development in organisations consist of a cycle of events as depicted in the figurebelow and once evaluation has taken place we are in a position to determine whether the needshave been fully addressed or whether further intervention is necessary in which case the cyclerepeats itself.

Needs analysis

The purpose of a needs analysis is to gather information about the knowledge and skills that areneeded to improve the performance of individuals and ultimately of the organisation as a whole.

There are essentially two sources of learning needs, namely:Organisational strategies and goals and individual development plans.


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The training and development cycle

In an organisation analysis information is gathered about issues such as: New technologies that will be implemented Strategies to upgrade service and quality levels New markets that will be served by the organisation Changes in the environment of the organisation

Analysis of Learning Needs

Evaluate learning

Implement learning

Select solutions forlearning needs


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9 Per fo rmanc e Managem ent

Time: 2 hours


Methods: Brain Storming, Demonstration, Question and Answer, Group Discussion

Objectives: By the end of the session the participants should be able to:Explain how to carry out performance appraisalDescribe the common techniques of performance appraisalIdentify the challenges of performance appraisal system into the organisation

Ask participants

? What is Performance management? What performance management system will entail? What is performance appraisal? Why do we carry performance appraisal?

Performance management: the context

During the 1980s the Total Quality Management movement developed methods whereby all themanagement tools, including performance appraisal was used to ensure the achievement of goals.

Tools such as compensation management, job design and training and development joinedperformance appraisal as part of a comprehensive approach to performance. This implies thateach individual employees performance is linked to that of his department, which in turn, islinked to that of the whole organisation. These links are established through the strategicmanagement process, which determines that performance should be managed in such a way thatthe organisation can reach its objectives.

Performance management, which is a much broader concept than performance appraisal,involves having in place systems and methods that translate the objectives of strategicmanagement into individual performance terms through HRM practices.


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The typical performance system would include the following elements:

The organisation has a shared vision of its objectives, or a mission statement, which itcommunicate to all employees

Strategies are determined that will assist the organisation in achieving its objectives

These strategies are translated to departmental or sectional strategies

Performance management targets are set for individuals- these relate to both operating unit and wider organisational objectives

Regular formal review processes are conducted to assess individual performance in terms of theextent that individual targets were met or how well jobs were done (this is the traditionalperformance appraisal process)

The review process is used to identify training and development needs and compensationoutcomes

Effectiveness of the whole process and its contribution to overall organisational performance isevaluated; this enables the organisation to allow for changes and improvement.

Performance appraisal

Ask:

? What methods are used to assess employee performance in your NGO?

As was illustrated above, performance appraisal (PA) is an important component of the

performance management process. Although the focus in the rest of this section will be on PA,it should always be kept in mind that it is only a component of a much larger process.

The main consideration of organisations regarding performance appraisal are the objectives of the appraisal process, the criteria to use in evaluation, what the most desirable appraisal processis, performance appraisal methods, common rater errors who should do the ratings, and theappraisal interview.


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The objectives of performance appraisal

According to Carrell et al. [1997] the objectives of performance are evaluative anddevelopment in nature:

Evaluative objectives: compensation decisions staffing decisions evaluating the selection system

Development objectives: performance feedback direction for future performance identifying training and development needs Performance appraisal criteria

It is always difficult to decide what to rate employees on during performance appraisal process. The best way to decide is to use the information provided by job analyses to make decision.Carrell et al. [1997] suggests that three criteria can be considered. There are, however, someadvantages as well as disadvantaged to all these, whether they are used singly or in combination:

Trait-based criteria: Based on the personal characteristics of the employee, e.g. loyalty,dependability, creativity, etc, here the focus is on who a person is and not on what he does or how

well he does it.

Behaviour-based criteria: Based on specific behaviours that lead to job success. E.g. the ratermay be required to rate a teller on how well he communicates with clients

Outcome-based criteria: Based on what was accomplished or produces, rather than how . Thiscriterion is not valid for every job, and it is often criticised for missing important aspects such asquality.


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The appraisal process

A genetic performance process can be presented as follows:

Determine performance requirements

Choose an appropriate appraisal method

Train the raters

Discuss the methods with employees

Appraisal according to job standards

Give employees feedback on the appraisal

Determine future performance goals

Determine training needs

Make performance based compensation decisions

Appraisal methods

There are numerous appraisal methods available, not all which are applicable here. These mostimportant ones for the purpose of this manual are

Graphic rating scales: Employees are rated according to the extent that they measure up topre-determined work standards or required attributes.

Critical incidents: These methods use specific examples of job behaviours that have beencollected from employees and or supervisors. Normally, a list is compiled of actual jobexperiences relating to usually good or unacceptable employee behaviour.


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MBO (Management by Objectives): This is one of the most widely used performanceappraisal methods. It involves goal setting the employee and his manager mutually set goals.

The employee is then at a later stage appraised on the extent to which set goals were achieved. The main advantage of this method is employee participation in goal setting goal and in thedetermination of expected standards. However, some of the disadvantages are that goals aresometimes set too high (this results in employees becoming despondent), the strive for goals

sometimes occur at all costs, and not all jobs contents can necessarily be expressed in terms of specific goals.

Performance appraisal will always be a somewhat traumatic experience for employees, no matter what method is used. Furthermore, ratings will always be subjective, because people are rating people. The fact is that all methods have flaws. Research has indicated that there is not onesingle method that produces results that are significantly better or more valid than othermethods.

Types of Appraisals

Modern organisations currently depend on the 360 degrees performance appraisal. This involvesan employee being assessed not only his/her immediate supervisor but other stakeholders like:

Peers / colleagues Customers Suppliers Subordinates Government agencies NGOs with similar objectives Donors

The most important element with 360 degree appraisal is that it facilitates quick feedback andeliminates bias element. Its more objective than traditional approach and demonstrates besthuman resources practices.

Show participants the attached sample Performance Appraisal format, as well as any other goodsamples that are available.


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Sample Performance Appraisal

Employee Name:

Reviewer Name:

Date of Review:

The following questions are intended to guide the employee and reviewer in appraising theemployees performance during the past year. Some questions are to be answered by thereviewer, and some by both the reviewer and the employee. Please use specific examples whereappropriate and possible.

I. Past Performance (to be completed by both reviewer and employee)

A. What are the primary work activities that were undertaken by the employee since the last

review period?

B. What strengths did the employee demonstrate in completing the above work activities?

C. How can the employee improve his/her work performance?

II. Future Activities and Expectations

A. What can the employee do that would help the organisation operate more effectively? (To becompleted by reviewer and employee)

B. What can the rest of the organisation do that would help everyone do a better job? (To becompleted by reviewer and employee)

C. What are your goals for the next year, and how do you see yourself growing anddeveloping professionally? (to be completed by employee)


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III. Review Results

Reviewers Comments:

Employees Comments:

Specific plans/actions until next review period:

__________________________________ ______________________________Reviewers Signature Employees Signature


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Rater training and common rater errors

It is important to subject those employees that will be involved in appraisal to rater training.Carrell et al. [1997:p.294] suggest that rate training should include the following themes:

the objectives of performance appraisal how to avoid typical rater errors how to conduct non-discriminatory appraisals the ethics of appraisals How to conduct effective appraisal interviews.

Typical rate errors are:

1. Supervisory bias , where the supervisor has an inherent bias towards people in terms of their(the ratees) age, gender, race, seniority, qualifications, liaisons in the organisation, or other

non job-related characteristics. Some raters are may also be influenced by the similar-to-me-effect, and give higher ratings to employees with whom they have a lot in common.2. The halo effect, where a particular quality of the employee (positive or negative) is

appreciated (or disliked) so strongly, that it contaminates the ratings on other dimensionsduring appraisal.

3. Central tendency, where the rater tends to give average scores to all or some of his rates(i.e. to consistently award scores of 3 and 4 on a 6-point scale), probably because they find itdifficult to evaluate some employees higher or lower than others, or they may have a lack of familiarity with the jobs contents.

4. Leniency or strictness, where the rater consistently gives too high or too low evaluations.5. Regency, where raters are influenced by critical incidents of a positive or negative nature

that occurred fairly recently, i.e. without taking critical incidents into account that occurred

during the whole period since the previous formal performance review. Ask:

? How do you feel about giving negative feedback to employees? What method of discussion do you prefer and why?

The appraisal interview

Proper performance management and just purely good management will always mean that goodmanagers give regular informal feedback to their subordinates. If however the performancemanagement system requires formal appraisal interviews and feedback at specific intervals forspecific purposes, there are a number of guidelines that could be useful for raters:


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The feedback interview process:

Conduct the interview professionally, that is no interruptions, comfortable setting, etc Prepare properly for the interview: make sure you know how to approach the discussion about

the rates performance Explain the method used (if this had not been done yet) Discuss the employees performance on each dimension/objective in turn, highlight positive

performance indicators as well as areas where performance was inadequate Use a dialogue process to determine areas for development (identify training needs) Emphasises that it is the employees responsibility to improve where necessary offer your

assistance, and that of the organisation, to help the employee improve his performance and skills Assist the employee in designing a personal development plan Discuss performance standards/objectives to be assessed at the next performance review process.

The process of performance management

InitiationPerformance management starts at the top level in an organisation with definitions of mission,strategy and objectives. These lead to more detailed definitions of functional or departmentalmissions, plans and objectives.

Performance agreements

Performance agreements are then made between individuals and their managers, which set out: The key result areas of the job The objectives and standards of performance associated with these key result areas Work and personal development plans The skills and competencies required to fulfil job requirements

Continuous review

The performance of individuals and their development is reviewed continuously as part of thenormal process of management.Effective performance is reinforced with praise, recognition and the opportunity to take on moreresponsible work.

Formal performance review

There is a periodic formal review which, in effect, is a stocktaking exercise but its emphasis is onlooking forward to the next period and redefining the performance agreement rather than raking over past events.


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Performance management skills

Giving feedback

1. Build feedback into the job2. Provide feedback on actual events

3. Describe, dont judge4. Refer to specific behaviour5. Ask questions6. Select key issues7. Focus8. Provide positive feedback

Conducting performance reviews1. Be prepared2. Create the right atmosphere3. Work to a clear structure4. Use praise

5. Let individuals do most of the talking 6. Invite self-appraisal

This is to see the situation from the individuals point of view and to provide a basis fordiscussion-many people underestimate themselves. Ask questions such as:

How do you feel you have done? What do you feel are your strengths? What do you like most/least about your job? Why do you think that project went well? Why do you think you didnt meet that target?

7. Discuss performance not personality 8. Encourage analysis of performance9. Dont deliver unexpected criticisms10. Agree measurable objectives and a plan of action

How to manage under-performers

1. Identify and agree on the problem2. Establish the reason(s) for the shortfall3. Decide and agree on the action required4. Resource the action5. Monitor and provide feedback


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Group work:

Ask participants to work in small groups. Assign each group one of the major headings below. They have 10 minutes to brainstorm for best practices in human resource management for theirgiven topic.

Bring groups back together and ask them to report back. Compare responses to the following summary.


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BEST PRACTICES IN HUMAN RESOURCES MANAGEMENT THAT CREATESATISFACTION AT WORK

STAFF GUIDES and MANUALS HR Manual explains work process, performance expectations+ measures+

regulations Manual exists in either electronic or hard copy Manual was updated within the last 12 months Each department has their own copy of the HR manual Departmental heads use the manual (want examples) The manual is clearly written and comprehensive The manual is understood by non HR people at all levels

ROLES AND RESPONSIBILITIES An employee manual exists in electronic or Hard Copy All employees have a copy of this manual Job descriptions for each role are written Job description for each role are communicated Each member of staff has annual objectives There is an impartial grading evaluation system in place

BENEFITS AND REMUNERATION Staff are only paid according to grade, function and responsibilities Every three years an external pay evaluation takes place All staff salaries are reviewed on an annual basis All staff are offered pension plan All staff are offered a medical service or cash in lieu All staff are offered funeral/death benefits for immediate family All staff are offered housing or cash in lieu of All staff are offered transport or cash in lieu of All staff are entitled to annual leave


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INDUCTION PROCESS

All employees receive and sign letter of appointment All employees receive and sign employment conditions All employees receive a copy of their job description and objectives within one

week of starting employment Working conditions orientation is in place Induction process in place

APPRAISAL SYSTEM

Appraisal process in place All staff receive an appraisal minimum every 12 months The results of each appraisal recorded The appraisal is linked to individual training and development Personal objectives set and agreed at the appraisal Individual person objectives are reviewed each quarter

TRAINING AND DEVELOPMENT

A training plan incorporates training for all staff member The training plan is monitored, reviewed and updated. Every employee receives annual training. Managers receive basic management training:

How to deliver appraisal How to communicate How to run a team

WORKING CONDITIONS

Environment appropriate for staff to do their jobs Environment clean, hygienic and well kept canteen available Canteen kept clean and hygienic


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10 Com pensa t ion

Time: 1 hour


Methods: Brain Storming, Question and Answer, Group Discussion

Objectives: By the end of the session the participants should be able to:Define the term the compensation managementIdentify the importance of the compensation management in the organisationDescribe the various systems and procedures used by the organisation in

motivating staff and improve staff performance

Ask participants:

? What is Compensation Management?

Write the responses on flipchart and relate this to compensation Management.

Compensation management is the process an organisation uses to compensate its employees inmonetary and non-monetary ways to the mutual satisfaction of the organisation and theemployee.

Although the term compensation is often interchangeably with wage and salary administration,or remuneration, the term compensation is actually a broader concept. As can be seen from thedefinition, monetary and non-monetary ways to reward employees have to be considered, toprovide incentives for them to work harder and smarter, and to help them to acquire theirdesired standard of living. Furthermore, one should understand that compensation refers notonly to extrinsic rewards such as salary and benefits, but also to intrinsic rewards, such asrecognition, the chance for promotion and more changing jobs.

People have intrinsic needs (e.g. the need to know that Im OK ) and they have extrinsic needs(e.g. the need to pay for food, housing and education) and to satisfy these needs they wantintrinsic rewards (e.g. the opportunity to learn a new skill) and extrinsic rewards (e.g. money).

The organisation responds by providing compensation which includes monetary (e.g. aperformance bonus) and non monetary rewards (e.g. redesigning the job to make it moreinteresting).

Employees need for income and their desire to be fairly treated by the organisation makecompensation management all the more important for the organisation. Yet there is no exact,objective method of determining compensation for any one job or employee. That is, there isalways a compromise or trade-off at stake: one cannot satisfy all the employees all the time. Assuch, compensating employees for what they give the organisation is as much an art as it is ascience.


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The importance of compensation

? Why has compensation become such an important and controversial topic in recent times in Uganda?

Until quite recently compensation was a fairly straightforward issue for HR practitioners. Thereason for this was that most medium to large organisations had clear-cut salary structures,systems and policies. It was therefore accepted practice to have rigid salary scales, annualbonuses, pension fund contribution etc. across the board percentage based general salary increases, as well as percentage based salary increases for exceptional performance, were the rulerather than the exception.

Traditionally pay differentials were often based upon issues other than performance, experience,and proven proficiency. As such seniority, gender, race, age, etc. were often seen to be importantcriteria when making compensation related decisions. Also, worked or to what extent they added

value to the organisation. However, during the past few years compensation management took on a whole different format. This was largely due to the following:

Money as a motivator: more information on the role of money as a motivational factor becameavailable through research

Flexible organisations: There is a move away from large bureaucratic organisations to moreflexible organisations, both in terms of structure and processes.

Pressure from stakeholders: The number of stakeholders increased and they became moreassertive (e.g. the trade unions)

Inflation: Continuous across-the board-percentage increases made it very difficult fororganisations to keep up with upward spiralling compensation costs.

High taxes: Increasing taxes for salary earners forced organisations to make provision for moretax friendly salary packages

Pay for performance: Organisations realised that there was no point in paying employees justfor being members of the organisation, at least a part of the compensation packages had to beperformance-based

Compensation strategy as an important component of company strategy: Compensationstrategy was increasingly seen to be an integral part of company goals and strategies

Besides the points mentioned above, it should be clearly understood that there are a number of stakeholders that have a variety of expectations and needs, and therefore a spectrum of demands,as far as compensation is concerned. These stakeholders include: The organisation The employees The government (in terms of legislation, e.g. the Labour Relations Act)

For organisations it is often a gruelling task to simultaneously satisfy all the stakeholdersexpectations. A skilful balancing act has to be performed and compromises reached. When anorganisation fails to balance expectations, the end-result could be financial disaster for theorganisation and job loss for many.


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Depending on the type of organisation, the industry in which it operates the type of products orservices it provides, and whether it is capital or Labour intensive, the annual total salary bill couldbe as high as 70% of total expenditure. The average figure is approximately 55%. Theconsequences of inappropriate compensation strategies, or even a minor calculation error during salary adjustments, could of course be disastrous for this organisation! Imagine what thedifference for an organisation could be between, for instance, a 9% and a 10% salary increase?

The goals of compensation

The four main objectives of any organisational compensation system are the following: Attracting good employees Retaining good employees Motivation Satisfying external requirements

Attracting good employees: Group Work

Write this question on a flipchart and ask participants to answer in groups. They have 10minutes to brainstorm. Then have the groups report back, taking one response from each groupand circulating through each group until no new answers are generated.

How can an organisation ensure that they attract the best people?

Compare responses to the following information:

Although most job applicants are not aware of the exact salaries or wages offered by differentorganisations for similar jobs within the Labour market, they do compare job offers and pay scales. Job applicants who receive more than one offer will naturally compare the offers in termsof what his take-home pay will be. To attract good employees organisations therefore have tooffer competitive salaries, i.e. salaries that are market related. Organisations normally make useof wage surveys to establish what market-related salaries for their particular industry are.

A strategy pay decision by the employer is choosing a general pay level for the organisation. Incomparison to other employers within the same industry and Labour market, management mustdecide whether to be a high pay level employer, a low pay level employer or a competitive pay level employer.

A high pay level strategy may be chosen when management believes that if it maintains highsalaries, the organisation will attract and retain the best employees within the geographic area,

industry or sector. Sometimes management will expect more from employees because theorganisation pays higher than average salaries. It may also happen that employees working forsuch an organisation may become very frustrated and unproductive when they are unhappy inthe organisation, but cant afford to leave since their organisation pays the best salaries. This isknown as the golden handcuffs

A low pay level strategy may be chosen because management decides to expect and live with theincreased Labour turnover and morale problems that may result. The savings in total personnelcosts may be estimated to outweigh the disadvantages associated with low morale and high turn


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over. Employers may choose this strategy simply because the organisation cannot afford to pay more. Small employers, those operating in highly competitive markets, and those that are in aLabour intensive industry where there is also a good supply of Labour, are likely to choose thispay level option

A competitive pay level strategy may be decided upon when management believes that if the

organisations pay level is competitive within the Labour market, the employee problemsassociated with the low pay level strategy can be largely avoided. Most employers will try toremain competitive within the local Labour market by offering salaries that are similar to thoseoffered by competing employers.

OTHER ISSUES TO ADDRESS IN REGARD TO COMPENSATION:

How can an NGO find out about prevailing wages in their field, so as to create a competitivesalary scale?

What are some non-financial forms of compensation that an NGO can offer that may encouragean employee to accept the post despite a low salary? (For example, certain kinds of benefits; good

work environment; recognition.)


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11 A c t i on Pl ans

Time:30 minutes

Resources: Flip Chart, Markers, Action Plan Handout

Methods: Exercise, Discussion

Objectives: By the end of the session, participants will be able to: Write an Action Plan for implementing human resource management

Distribute Action Plan handout . Introduce the purpose of the AIM Action Plan.

Since many participants are now familiar with the Action Plan format from previous workshops,ask for a volunteer to explain it for the benefit of those participants who are new.

The Action Plan is intended to help AIMs partner organisations apply what they have learned inthis workshop to their own organisations. Workshop participants from each organisation willdraft an Action Plan during this session. AIM will receive a copy. The workshop participants

will share the Plan with colleagues at their organisations. They will begin implementing the plan. The Plan will help the organisation, the workshop trainer and AIM to track progress onimplementing what they have learned in the workshop. When the trainer visits the NGO forthe Consultancy Clinic, he/she will discuss their progress on the Plan.

Ask:

? Why is it helpful to make an Action Plan?

Action planning is important for the following reasons: It breaks down a large, complex and potentially overwhelming objective such as developing a

strategic plan into manageable, concrete activities; It helps them think about what can be realistically achieved with their resources and staff; It helps them decide what additional resources are needed; It sets specific responsibilities and deadlines.

Ask participants to work with a colleague from their organisation to complete the plan. Givethem about 20 minutes, as time allows. If plans are complete at the end of the session, takethem up to make photocopies for AIM, then return them to the NGOs before they leave.

To conclude, ask for a volunteer to name one objective they have included on their plan. Ask ingeneral what this planning process was like for them.


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Act ion Plan fo r Hum an Resourc e Management

Name of Organisation: _____________________________________________

Activity Who When ResourcesNeeded


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Evalua t ion and Close

Time: 30 min

Resources: Flip Chart, Markers, Post-Training Self-Assessment, Workshop Evaluation,Certificates of Participation

Distribute the Post-Training Self-Assessment form and the Workshop Evaluation form.

Remind participants that this is the same Self-Assessment that they filled out at the beginning of the workshop. Ask them to fill it out again so that they can reflect on what topics they havelearned about, and what topics still need more time. If desired, you may give the participantsback their original Pre-Training Self-Assessments so that they can compare their results.

Ask participants to fill out both forms. Give them about 15 minutes.

When participants are finished, ask for someone to share an area in which they have increasedtheir understanding. Ask what helped them to learn these new knowledge/skills.

Then ask if there are topics about which participants did not increase their understanding. Ask what more is needed to help them master these topics.

Collect the self-assessment and evaluation form.

An AIM representative should close the workshop by giving out certificates and thanking thetrainer.