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Talent Acquisition
HRP
AuditPolicies
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Human Resource Planning (HRP)
Importance of HRP
Future personal needs
Part of strategic planning
Creating highly talented personnel
Foundation for personnel function
Increasing investments in human resource
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Audit
Objective
To review the system
To evaluate the policies and programs
To identify shortcomings in the management
To evaluate the human resource staff
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Audit (cont.)
Importance
Employees participation in the activities
Continuous feedback
Management can meet facing challenges with
trade union through audit
Due to rising Labour cost
Protect employee interest, central and stategovernment intervene
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Policies
Importance
Clear thinking
Uniformity and consistency of administration
Continuity and stability
Control
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Talent Development
Training and development
Performance appraisal
Potential appraisal and succession planning
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Talent Development
Talent development, part of human resourcedevelopment, is the process of changing anorganization, its employees, its stakeholders, andgroups of people within it, using planned andunplanned learning, in order to achieve and maintaina competitive advantage for the organization.
law of talent development: "The resources will comewhen the business becomes attractive to the best-and brightest who adapt skills to become part of anexciting opportunity"
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Performance Appraisal
Performance Appraisal is an objective assessment of anindividuals performance against well definedbenchmarks.
Broadly, performance appraisal serves four objectives,
I. Developmental Uses
1. Performance feedback
2. Identification of individual strengths and development needs
II. Administrative Uses/Decisions
1. Promotion2. Retention or Termination
3. Identification of poor performance
4. salary
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Performance Appraisal (Contd.)
III. Organizational Maintenance/objectives
1. HR Planning
2. Determining organization training needs
3. Information for goal identification
IV. Documentation
1. Documentation for HR decisions
2. Helping to meet legal requirement
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Training and Development Compared
Pints Of Distinction Training Development
Contents Technical and Mechanical
operation
Conceptual and
Philosophical concepts
Participants Non-managerial personnel Managerial Personnel
Time Period Short-term one shot affairs Long-term continuousprocess
Purpose Specific, job related skills Total personality
Initiative From management-external
motivation
From individual himself-
internal motivation
Nature of the process Reactive process-to meetcurrent need
Proactive process-to meetfuture need
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Succession planning
Succession planning is a process for identifying and developing internal
personnel with the potential to fill key or critical organizational positions.
A strategic business plan can only be realized when the right people are
at the right place and at the right time to do the right things
There are four stages to developing an effective succession plan
Identifying roles for succession
Developing a clear understanding of the capabilities required to
undertake those roles
Identifying employees who could potentially fill and perform highly insuch roles
Preparing employees to be ready for advancement into each identified
role.
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Succession planning (Contd.)
Without the implementation of a succession plan, there can
be significant impacts on an organization including
Loss of expertise and business knowledge
Loss of business continuity
Damaged client relationships
Time and effort to recruit and train replacement employees
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Potential Appraisal The potential appraisal refers to the appraisal i.e.
identification of the hidden talents and skills of aperson. The person might or might not be aware ofthem.
Potential appraisal is a future oriented appraisalwhose main objective is to identify and evaluate the
potential of the employees to assume higher positionsand responsibilities in the organizational hierarchy.
Potential appraisal can serve the following purposes:
To advise employees about their overall careerdevelopment and future prospects
Help the organization to chalk out succession plans
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Talent Management
Performance management
Reward and recognition
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Performance Management
Performance Management can focus on
performance of :-
-. the organization,
-. a department,
-. processes to build a product or service,
-. employees, etc.
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Where PM Applied
Armstrong and baron (1998) defined it as
A strategic and integrated approach toincreasing the effectiveness of organizations
by improving the performance of the people
who work in them and by developing the
capabilities of teams and individual
contributors
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BENEFITS
Effective delivery of strategic and operational
goals.
Clear and immediate correlation.
May deliver significant return.
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REWARDS AND RECOGNITION
Wage incentives refers to performance linked
compensation.
It helps to improve.
It may cause damage.
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REWARDS AND RECOGNITION
(CONT)
Essentials of a sound wage incentive plan.
Individual incentive plans includes Halsey,Rowan, Taylor, Merricks etc.
Improve morale and productivity of
employees as well as Workers income and
living standard.
Does not have motivational value.
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Talent retention
Career development
Quality of work life
Compensation management
Labour relation
Removal/reduction
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Talent Retention
MeaningIt is a process in which the employeesare encouraged to remain with the organization for
the maximum period of time or until the completion
of the project.
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Quality of work life
Adequate and fair compensation.
Safe and healthy working condition.
Immediate opportunity to use and develop human
capacities.
Future opportunity for continued growth and
security.
Work and total life space.
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The Role Of Supervisor of QWL
Having a nurturant Supervisor.
Receiving adequate help assistance.
Having a few labour standard problem (such as-Safety
hazard, non availability of material, or poor transportation.) Fair promotional policies.
Supervisor not supervising to closely.
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Career Development
Meaning- Career development is essential for
implementing career plans. It consists of activities
undertaken by the individual employee and the
organization to meet career aspiration and jobrequirement.
Career development include four point.-
Career need assessment.
Career opportunities.
Need opportunity alignment.
Monitoring career moves.
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Compensation Management
Compensation is what employees receive
in exchange for their contribution .
Compensation management
helps the organization obtain ,maintain
and retain a productive workforce.
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Compensation is More than a
Salary
Salary
Benefits - the other paycheck
Work environment
A three legged stool!
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Objectives of Compensation Management
Acquire qualified personnel
Retain present employee
Ensure equity
Reward desired behaviour Control cost
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Why Employees Stay
A feeling of connection Feeling valued Personal and professional growth Continuous learning Making a difference Good management Cant afford to leave Fair pay and benefits
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Retention Begins with Relationship
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Labour Relations
Introduction
Objectives
1. Protect the interest of workers
2. Avoid industrial disputes
3. To increase performance through reducing labour
turnover and frequent absenteeism.
4. Protect workers against harmful effects
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Exit Interview
Concept
Different Methods to conduct exit
interview1.Online exit interview
2.Phone exit interview3.Internal exit interview
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Reduction/Removal
Alternatives To Removals (redundancies):
1 Reduce Workweek-
2 Extend Time Off/Defer Hiring
3 Mergers and acquisitions
4 Shut down the business for a short period of time:
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Reduction/ Removal (cont.)
5 Hiring Freeze
6 Dont renew contracts withContingent workers
7 Two-tier flexibility: raises for some,but not others
8 Reduce or Eliminate Overtime9 Retrain employees for new positions; change
business model
Abstract:
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Case -Study : Microsoft Corporation
The case examines the employee motivation andretention strategies of the US based Microsoft
Corporation (Microsoft). Since its inception,
Microsoft was appreciated for its employee-friendly HR practices. However, during the late
1990s, as the company was growing rapidly in
size, it lost the popular elements of its work
culture. Moreover, several racial discriminationlawsuits and antitrust proceedings affected the
company's corporate image and financial
performance adversely. In the early 2000s, in
order to improve its profit margins, Microsoft
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They are as follows:1. Compensation and Benefits
2. Recognition and Rewards3. Training, Professional Development,Career Planning
4. Recruitment & Orientation5. Healthy Workplace or Wellness Programs6. Work-Life Balance7. Job Design & Work Teams8. Employee Participation & Communication
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Bibliography
Human Resource Management
Biswajeet Pattanayak
K Ashwathappa
Gerry Dezler
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