JOB ANALYSIS OF CORPORATE

COMMUNICATION MANAGER OF ITC HOTELS

Job Title: Communications Manager – ITC HOTEL Grade: B2

Reports to: ITC Director Salary: 30000-70000

Benefits: Flexible working, 25 days
holiday + concessionary days,
contributory pension scheme, city centre
location.
Status: Full-time Mon – Fri according to business requirements. May include occasional weekend
work
Job Description:
A Corporate Communications Manager creates, implement and oversee communications programs that
effectively describe and promote the organization and its products. They often assist in the preparation
of presentations and/or speeches geared toward employees and consumers. It's not uncommon for them
to provide supervision and direction to staff
Role overview:
To develop and maintain strong external and internal communications at

• Support the national communications strategy

• Build the hotel reputation by increasing awareness and understanding of our work among our external
audiences.

• Cultivate strong relationships with the regional/local media (print and broadcast) to deliver the hotel
promotion confidently and regularly, positively and accurately

• Develop relations with key activists/stakeholders at regional level, to help us resolve local problems,
locally and to generate new and innovative activities with local partners.

• Facilitate the communication of key corporate messages within the ITC office/s.

• Champion cultural change to achieve communication excellence

• Ensure ongoing regional input towards creating a shared corporate vision and celebrating our
achievements.

• Ensure effective communications between ITC, other regional offices and head office.

• Effectively manage key communications channels including local publications, intranet/internet.

Requirements:

• Skills
o Professional attitude
o Pleasant personality with a proactive and can do attitude
o Able to handle tight deadlines
o Excellent presentation skills both verbal & written
o Possess network of both local and foreign media contacts
o Posses strong drive to succeed with determination and initiative to achieve excellent
results in a challenging but rewarding environment
o Excellent command of both verbal and written English Language and Bahasa
Indonesia
o Good interpersonal, communication and strong analytical skills
o Innovative and creative thinking for where to market and how to market
o Good organizational skills
o Able to lead a young team with a positive attitude
o Must have Microsoft application skills

• Experience

o At least 5 years working experience in a similar position

• Education
o Must posses a Masters or Degree in Business Studies/Administration,
Management/Sales & Marketing/Mass Communication
 RECRUITMENT AND SELECTION
Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.”
Edwin B. Flippo defined recruitment as “the process of searching for prospective employees
and stimulating them to apply for jobs in the organization.” In simple words recruitment can
be defined as a ‘linking function’-joining together those with jobs to fill and those seeking
jobs.
Once candidates are identified, an organization can begin the selection process.This includes
collecting, measuring, and evaluating information about candidates’ qualifications for
specified positions. Organizations use these processes to increase the likelihood of hiring
individuals who possess the right skills and abilities to be successful at their jobs.For some
components of the recruitment process, mid- and large-size organizations often retain
professional recruiters or outsource some of the process to recruitment agencies.

The recruitment industry has five main types of agencies: employment agencies, recruitment
websites and job search engines, "headhunters" for executive and professional recruitment,
niche agencies which specialize in a particular area of staffing and in-house recruitment. The
stages in recruitment include sourcing candidates by advertising or other methods, and
screening and selecting potential candidates using tests or interviews.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes and needs are:
• Determine the present and future requirements of the organization in conjunction with
its personnel-planning and job-analysis activities.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
• Help reduce the probability that job applicants, once recruited and selected, will leave
the organization only after a short period of time.
• Begin identifying and preparing potential job applicants who will be appropriate
candidates.
• Induct outsiders with a new perspective to lead the company.
• Infuse fresh blood at all levels of the organization.
• Develop an organizational culture that attracts competent people to the company.
FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -

1) INTERNAL FACTORS
• Recruiting policy
• Temporary and part-time employees
• Recruitment of local citizens
• Engagement of the company in HRP
• Company’s size
• Cost of recruitment
• Company’s growth and expansion

2) EXTERNAL FACTORS
• Supply and Demand factors
• Unemployment Rate
• Labour-market conditions
• Political and legal considerations
• Social factors
• Economic factors
• Technological factors

SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal sources and
external sources.

Internal Sources:-
Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.

External Sources
External sources lie outside an organization. Here the organization can have the services of:
(a) Employees working in other organizations; (b) Jobs aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by
unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms
and contractors; (f) Candidates responding to the advertisements, issued by the organization;
and (g) Unsolicited applications/ walk-ins.
 RECRUITMENT SOURCE USED IN ITC HOTELS FOR
CORPORATE COMMUNICATION MANAGER
In ITC hotels middle management recruitment in done done through internal
sources,internal sources are the major sources for top management and .for the job of
corporate communication manager external sources are relevant but in internal sources
only it can employee referral. sometimes many college students get their job during their
internship or campus recruitment can be done . These all measure are used by ITC hotels
in hiring.
External methods of recruitment are divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.

Direct External Recruitment Methods

Campus Recruitment
In Campus Recruitment, Companies / Corporate visit some of the most important
Technical and Professional Institutes in an attempt to hire young intelligent and smart
students at source. It is common practice for Institutes today to hire a Placement Officer
who coordinates with small, medium and large sized Companies and helps in
streamlining the entire Campus Recruitment procedure.
Benefits of Campus Recruitment
• Companies get the opportunity to choose from and select the best talent in a short
span of time.
• Companies end up saving a lot of time and efforts that go in advertising
vacancies, screening and eventually selecting applicants for employment.
• College students who are just passing out get the opportunity to present
themselves to some of the best companies within their industry of interest.
Landing a job offer while still in college and joining just after graduating is
definitely what all students dream of.
On the negative front, campus recruiting means hiring people with little or no work
experience.

Indirect External Recruitment Methods

Advertisements
Advertisements are the most common form of external recruitment. They can be found in
many places (local and national newspapers, notice boards, recruitment fairs) and should
include some important information relating to the job (job title, pay package, location,
job description, how to apply-either by CV or application form, etc). Where a business
 chooses to advertise will depend on the cost of advertising and the coverage needed i.e.
how far away people will consider applying for the job.

Third Party Methods

• Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and

processed whenever vacancies occur. Walk-ins provide an excellent public
relations opportunity because well-treated applicants are likely to inform others.
On the other hand, walk-ins show up randomly, and there may be no match with
available openings. This is particularly true for jobs requiring specialized skills.

• Public and private employment agencies: Public and private employment

agencies are established to match job openings with listings of job applicants.
These agencies also classify and screen applicants. Most agencies administer
work-sample tests, such as typing exams, to applicants.

• E-Recruiting: There are many methods used for e-recruitment, some of the
important methods are as follows:

a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not
general in nature.

• Gate Hiring and Contractors: The concept of gate hiring is to select people who
approach on their own for employment in the organization. This happens mostly in
the case of unskilled and semi-skilled workers. Gate hiring is quite useful and
convenient method at the initial stage of the organization when large number of such
people may be required by the organization

SELECTION
The size of the labour market, the image of the company, the place of posting, the nature of
job, the compensation package and a host of other factors influence the manner of aspirants
are likely to respond to the recruiting efforts of the company. Through the process of
recruitment the company tries to locate prospective employees and encourages them to apply
for vacancies at various levels. Recruiting, thus, provides a pool of applicants for
selection.To select means to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of qualified candidates.
Purpose
The purpose of selection is to pick up the most suitable candidate who would meet
the requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about
the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are
matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection process. How
well an employee is matched to a job is very important because it is directly affects the
amount and quality of employee’s work. Any mismatch in this regard can cost an
organisation a great deal of money, time and trouble, especially, in terms of training and
operating costs. In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate negative information about the company, causing
incalculable harm to the company in the long run. Effective election, therefore, demands
constant monitoring of the ‘fit’ between people the job.

The Process

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before
the applicant proceeds to the next one. The time and emphasis place on each step will
definitely vary from one organisation to another and indeed, from job to job within the
same organisation. The sequence of steps may also vary from job to job and organisation
to organisation. For example some organisations may give more importance to testing
while others give more emphasis to interviews and reference checks. Similarly a single
brief selection interview might be enough for applicants for lower level positions, while
applicants for managerial jobs might be interviewed by a number of people.
Recruitment Process in ITC hotels

The actual steps involved in recruitment follow a well defined path :

Application shortlist : In this step, we shortlist the CVs received from various sources based
on the suitability for the requirement.

Preliminary Assessment : The short listed candidates go through a preliminary round of

interviews or presentations. This round lays more emphasis on functional competencies. To
have more data on the functional skills, the candidates may be given a business case for
analysis and presentation

Final interview : Here the candidates who successfully clear the first round of interview go
through another round of interview with one or more of the functional heads.

Medical Evaluation: Candidates who are selected by ITC are asked to undergo a medical
test.
Selection Process for corporate communication manager

The selection process for managerial department in ITC involves the following stages:

Preplacement presentation:
A brief presentation about the organisation and it’s features is given to the candidates
by the panel. It also involves a briefing with regard to the job profile and the opportunities
available.

Group Discussion:
A topic is given to a group of candidates and their opinions and statements are
observed and evaluated by the panel or moderator.

Extempore:
Candidates are given a topic or situation and are expected to take a stand or give their
opinion about it, they are expected to speak about the topic for a small duration of time as
decided by the panel.

Written Aptitude Test:

Candidates’ analytical and logical reasoning skills shall be tested with the help of an
aptitude test, it involves basic mathematical and analytical questions.

Preliminary Interview:
A preliminary screening interview is conducted to test the candidate’s skill level in
his field or domain of specialisation along with his communication skills.

Psychometric Test:
This test involves psychometric analysis of the candidate’s personality and attitude.

Final Interview :
The final phase of the interview involves a round up with the senior management; this
includes negotiations regarding the compensation and any further enquiries regarding the job.

Medical test

Offer letter:
The candidate is formally given the JOB offer letter which completes the selection
process.
 Pre-placement
Presentation

Group
Discussion

Extemporization

Written
Aptitude Test

Preliminary
Interview

Psychometric
Test for short
listed candidates

Final Interview
with senior
management

Offer letter
Training and Development

In simple words, training and development refers to the imparting of specific skills,
abilities, knowledge to an employee. A formal definition of training and development is
determined as follows:
“It is any attempt to improve current or future employee performance by increasing an
employee’s ability to perform through learning, usually by changing the employee’s attitude
or increasing his or her skills and knowledge.”
The need for training and development is determined by the employee’s performance
deficiency, computed as follows:

Training and development needs=Standard performance –

Actual performance

We can make a distinction among training, education and development. Such distinctions
enables us to acquire a better perspective about the meaning if the term training. Which refers
to the process of imparting specific skills, Education, on the other hand is confined
theoretically learning in classroom.
To distinct more, the training is offered in case of operatives whereas development
programs are conducted for employees at higher levels. Education however is common to all
the employees.

Inputs in Training and Development

Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to look into the
distant future. The inputs of training and development are as follows:
1) Skills
2) Education
3) Development
4) Ethics
5) Attitudinal Changes
6) Decision making and problem solving skills
1) Skills
Training is imparting skills to the employees. A worker needs skills to operate machines,
and use other equipments with least damage and scrap. This is basic skills without which the
operator will not function.
There is also a need of motor skills or psychomotor skills as they are refer to performance of
specific physical activities .These skills involve learning to move various parts of their body
in response to certain external and internal stimuli. Employees particularly like supervisors
and executives, need interpersonal skills mostly know as people skills. These skills helps a
person understand oneself and others better and act accordingly. Examples of
interpersonal skills include listening. Persuading and showing an understanding of others
feelings
2) Education
The purpose of education is to teach theoretical concepts and develop a sense of
reasoning and judgment. That any training and development programme must contain an
element of education is well understood by the HR specialist.
In fact, sometimes, organizations depute or encourage employees to do courses on a part
time basis. Education is more important for managers and executives than for lower-cadre
workers.

3) Development
Another component of a training and development programme is development which is
less skill – oriented but stress on knowledge. Knowledge about business environment,
management principles and techniques, human relations, specific industry analysis and the
like is useful for better management of a company.
Development programme should help an employee to be a self-starter, build sense of
commitment, motivation, which should again helps him being self generating. It should make
their performance result oriented and help them in being more efficient and effective. It
should also help in making the employee sensitive towards the environment that is his work
place and outside. This programme should keep the employee aware of him i.e. his potentials
and his limitations. Help him see himself as others see him and accept his self image as a
prelude to change. It helps teach an individual to communicate without filters, to see and feel
points of view different from their own. Also helps them understand the powers in their
hands and thereby develop leadership styles which inspire and motivate others. And finally
helps install a zest for excellence, a divine discontent, a nagging dissatisfaction with the
status quo.

4) Ethics
There is a need for imparting greater ethical orientation to a training and development
programme. There is no denial of the fact that ethics are largely ignored in businesses. They
are less seen and talked about in the personnel function this does not mean that the HR
manager is absolved if the responsibility. If the production, finance or marketing personnel
indulge in unethical practices the fault rest on the HR manager. It is his/her duty to enlighten
all the employees in the organization about the need for ethical behavior.

5) Attitudinal Changes
Attitudinal represents feelings and beliefs an individual towards others. Attitudes affect
motivation, satisfaction and job commitment. Negative attitudes needs to be converted into
positive attitudes. Changing negative attitudes is difficult because of
(1) Employees refuse to change
(2) They have prior commitments and
(3) Information needed to change attitudes may not be sufficient.
Attitude must be changed so that the employee feels committed to the organization and give
better performance.

6) Decision making and problem solving skills

Decision making and problem solving skill focus on methods and techniques for making
organizational decision and solve work related problems. Learning related to decision
making and problem solving skills seeks to improve trainee’s abilities to define and structure
problems,collect and analysis information, generate alternatives. Training of this type is
typically provided to potential managers, supervisors and professionals
Importance of Training and development for the organization
There are many benefits of Training and Development to the organization as well as
employee. We have categorized as under
1) Benefits for the organization
2) Benefits for the individual
3) Benefits for personnel and human relation, intra group and internal group relation
and policy implementation
.
Training Process

The steps of Training Process are as under:

Organizational Objectives
and Strategies
↓
Assessment of Training
Needs
↓
Establishment of Training
Goals
↓
Devising Training
Programme
↓
Evaluation of Results

a) Organizational objectives and strategies

The first step in the training process is an organization in the assessment of its objectives
and strategies. What business are we in? At what level of quality do we wish to provide this
product or service? Where do we what to be in the future? Its only after answering these and
other related questions that the organization must assess the strength and weakness of its
human resources.

b) Needs assessment Implementation of Training programme

Needs assessment diagnoses present problems and future challenge to be met through
training and development. Needs assessment occurs at two levels i.e. group level and
individual level, an individual obviously needs training when his or her performance falls
short or standards that is when there is performance deficiency. Inadequate in performance
may be due to lack of skills or knowledge or any other problem.

c) Training and development objectives

Once training needs are assessed, training and development goals must be established.
Without clearly-set goals, it is not possible to design a training and development programme
and after it has been implemented, there will be no way of measuring its effectiveness. Goals
must be tangible, verifying and measurable.
d) Designing training and development program
Who are the trainees? Who are the trainers? What methods
And techniques?
What is the principles of learning the program?
what are the where to conduct level of training ?

e) Conducting training activities

Where is the training going to be conducted and how?
· At the job itself.
· On site but not the job for example in a training room in the company.
· Off site such as a university, college classroom hotel, etc.

f) Implementation of the training programme

Program implementation involves actions on the following lines:
· Deciding the location and organizing training and other facilities.
· Scheduling the training programme.
· Conducting the programme.
· Monitoring the progress of the trainees.

g) Evaluation of the results

The last stage in the training and development process is the evaluation of the results.
Since huge sums of money are spent on training and development, how far the programme
has been useful must be judge/determined. Evaluation helps determine the results of the
training and development programme. In the practice, however organizations either overlook
or lack facilities for evaluation.

Methods of training
A multitude of techniques are used to train employees. Training techniques represent the
medium of imparting skills and knowledge to employees. Training techniques are means
employed in the training methods. They are basically of two types.
1) Lectures
It is the verbal presentation of information by an instructor to a large audience. The
lecturer is presumed to possess knowledge about the subject. A virtue in this method is that it
can be used for large groups and hence the cost of training per employee is very low.
However, this method violates the principle of learning by practice. Also this type of
communication is a oneway communication and there is no feedback from the audience
because in case of very large groups it is difficult to have interactive sessions. Long lectures
can also cause Boredom.
2) Audio Visuals
This is an extension of the lecture method. This method includes slides, OHPs, video
tapes and films. They can be used to provide a range of realistic examples of job conditions
and situations in the condensed period of time. It also improves the quality of presentation to
a great extent.
3) On- the – Job- Training
It is used primarily to teach workers how to do their present jobs. Majority of the
industrial training is on the job training. It is conducted at the work site and in the context of
the job. Often, it is informal, as when experienced worker shows a trainee how to perform
tasks. In this method, the focus of trainer’s focus is on making a good product and not on
good training technique. It has several steps; the trainee first receives an overview of the job,
its purpose and the desired outcomes. The trainer then demonstrates how the job is to be
performed and to give trainee a model to copy. And since a model is given to the trainee, the
transferability to the job is very high. Then the employee is allowed to mimic the trainer’s
example. The trainee repeats these jobs until the job is mastered.
4) Programmed Instruction (PI)
In this method, training is offered without the intervention of the trainer. Information is
provided to the employee in blocks, in form of books or through teaching machine. After
going through each block of material, the trainee goes through a test/ answers a question.
Feedback in the form of correct answers is provided after each response. Thus PI involves:
· Presenting questions, facts, and problems to the learner.
· Allowing the person to respond
· Providing feedback on the accuracy of the answers
· If the answers are correct, he proceeds to the next block or else, repeats the same.
However it is an impersonal method and the scope of learning is less as compared to
other methods of training. Also the cost of preparing books, manuals and machinery is very
high.
5) Computer Assisted Instruction (CAI)
This is an extension of the PI method. In this method, the learner’s response determines
the frequency and difficulty level of the next frame. This is possible thanks to the speed,
memory and the data manipulation capabilities of the computer.
6) Simulation
It is any equipment or technique that duplicates as nearly as the possible the actual
conditions encountered at the job. It is an attempt to create a realistic for decision-making.
Thismethod is most widely used in Aeronautical Industry.
7) Vestibule Training
This method utilizes equipment which closely resembles the actual ones used in the job.
It is performed in a special area set aside for the purpose and not at the workplace. The
emphasis is placed on learning skills than on production. It is however difficult to duplicate
pressures and realities of actual situations. Even though the kind of tension or pressure may
be the same but the employee knows it is just a technique and not a real situation. Also the
employees behave differently in real situations than in simulations. Also additional
investment is required for the equipment.
8) Case study
It is a written description of an actual situation in the business, which provokes the reader
to think and make decisions/ suggestions. The trainees read the case, analyze it and develop
alternative solutions, select the best one and implement it. It is an ideal method to promote
decision making skills. They also provide transference to an extent. They allow participation
through discussion. This is the most effective method of developing problem solving skills.
The method /approach to analysis may not be given importance. Many a times only the
result at the end of the case may be considered and not the line of thinking to approach it.
This is a major disadvantage since case studies must primarily be used to influence or mend
the attitude or thinking of an individual.
9) Role Playing and Behavior Modeling
This method mainly focuses on emotional (human relation) issues than other ones. The
essences are on creating a real life situation and have trainees assumed parts of specific
personalities (mostly interchanged roles of boss and subordinate to create empathy for one
another). The consequence is better understanding of issues from the other’s point of view.
Concept of Behavior Modeling:
· Fundamental psychological process by which new patterns of behavior can be
acquired and existing ones can be altered.
· “Vicarious process” learning takes place not by own experience but by
observation or imagination of others’ action.
· It is referred to as “copying”, “observational learning” or “imitation” implying
that it a behavior is learned or modified through observation of other’s
experiences.
· This change may be videotaped and showed to the trainee and he can review
and critique it.
· It also helps him see the negative consequences that result from not using the
behavior as recommended.
10) Sensitivity Training
It uses small number of trainees usually less than 12 in a group. They meet with a passive
trainer and get an insight into their own behavior and that of others. These meetings have no
agenda and take place away from the workplace. The discussions focus on why participants
behave the way they do and how others perceive them. The objective is to provide the
participants with increased awareness of their own behavior, the perception of others about
them and increased understanding of group process. Examples: Laboratory training,
encounter groups. Laboratory training is a form of group training primarily used to enhance
interpersonal skills. It can be used to develop desired behaviors for future job responsibilities.
A trained professional serves as a facilitator. However once the training is over employees
get back to being the way they are.
11) Apprenticeships and Coaching
It is involved learning from more experienced employee/s. This method may be
supplemented with other off-the-job methods for effectiveness. It is applied in cases of most
craft workers, carpenters, plumbers and mechanics. This approach uses high levels of
participation and facilitates transferability. Coaching is similar to apprenticeships. But it is
always handled by a supervisor and not by the HR department. The person being trained is
called understudy. It is very similar to on the job training method. But in that case, more
stress is laid on productivity, whereas here, the focus is on learning. In this method skilled
workforce is maintained – since the participation, feedback and jobtransference is very high.
Immediate returns can be expected from training – almost as soon as the training is over the
desired outcomes can be seen in the trainee.
Performance management
Performance management includes activities to ensure that goals are consistently being met
in an effective and efficient manner. Performance management can focus on
performance of the organization, a department, processes to build a product or service,
employees, etc. Information in this topic will give you some sense of the overall
activities involved in performance management. Where PM is applied

The PM approach is used most often in the workplace but applies wherever people interact—
schools, churches, community meetings, sports teams, health setting, governmental agencies,
and even political settings. PM principles are needed wherever in the world people interact
with their environments to produce desired effects. Cultures are different but the laws of
behavior are the same worldwide. Armstrong and baron (1998) defined it as “A strategic and
integrated approach to increasing 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”

It is possible to get all employees to reconcile personal goals with organizational goals. One
can turn around any marginal business and increase productivity and profitability for any
organization, with the transparent and hidden forces embedded in this process. It can be
applied by organisations or a single department or section inside an organisation; as well as
an individual person.

The process is a natural, self-inspired performance process and are appropriately named the
self-propelled performance process (SPPP).

It is claimed that the self-propelled performance management system is:

1. the fastest known method for career promotion;

2. the quickest way for career advancement;
3. the surest way for career progress;
4. the best ingredient in career path planning;
5. the only true and lasting virtue for career success;
6. the most neglected part in teachings about management and leadership principles;
7. the most complete and sophisticated application of performance management;
8. the best integration of human behaviour research findings, with the latest
management, leadership and organisational development principles;
9. the best automated method for organisational change, development, growth,
performance and profit;
10. the quickest way for career building, career development and moving up on the
stepping stones of the corporate career ladder;
11. the surest and fastest way for increased motivation, productivity, growth,
performance and profitability for both the individual and the organisation;
12. the best career builder and career booster for any career; and
13. inspirational, as it gets people moving, makes them self-starters in utilising own
talents and initiative, automatically like magic.

First of all, deriving from the strategic plan, a commitment analysis must be done, where a
job mission statement is drawn up for each job. The job mission statement is a job definition
in terms of purpose, customers, product and scope. The aim with this analysis is to determine
the continuous key objectives and performance standards for each job position.
Following the commitment analysis, is the work analysis of a particular job in terms of the
reporting structure and job description. If a job description is not available, then a systems
analysis can be done to draw up a job description. The aim with this analysis is to determine
the continuous critical objectives and performance standards for each job.

Benefits

Managing employee or system performance facilitates the effective delivery of strategic and
operational goals. There is a clear and immediate correlation between using performance
management programs or software and improved business and organizational results.

For employee performance management, using integrated software, rather than a spreadsheet
based recording system, may deliver a significant return on investment through a range of
direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent
potential in every employees work day i.e. the time they spend not actually doing their job.
Benefits may include :

Direct financial gains

• Grow sales
• Reduce costs
• Stop project overruns
• Aligns the organization directly behind the CEO's goals
• Decreases the time it takes to create strategic or operational changes by
communicating the changes through a new set of goals

Motivated workforce

• Optimizes incentive plans to specific goals for over achievement, not just business as
usual
• Improves employee engagement because everyone understands how they are directly
contributing to the organisations high level goals
• Create transparency in achievement of goals
• High confidence in bonus payment process
• Professional development programs are better aligned directly to achieving business
level goals

Improved management control

• Flexible, responsive to management needs

• Displays data relationships
• Helps audit / comply with legislative requirements
• Simplifies communication of strategic goals scenario planning
• Provides well documented and communicated process documentation

Organizational Development Definitions

• In organizational development (OD), performance can be thought of as Actual

Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could
 constitute the performance improvement zone. Performance management and
improvement can be thought of as a cycle:

1. Performance planning where goals and objectives are established

2. Performance coaching where a manager intervenes to give feedback and adjust
performance
3. Performance appraisal where individual performance is formally documented and
feedback delivered

A performance problem is any gap between Desired Results and Actual Results.
Performance improvement is any effort targeted at closing the gap between Actual
Results and Desired Results.
Other organizational development definitions are slightly different. The US
Government's Office of Personnel Management indicates that Performance
Management consists of a system or process whereby:

1. Work is planned and expectations are set

2. Performance of work is monitored
3. Staff ability to perform is developed and enhanced
4. Performance is rated or measured and the ratings summarized
5. Top performance is rewarded

GLOBAL HRM PRACTICES WHICH ITC HOTELS FOLLOWS

1.Dealing with work overload

Dealing with employees who complain of work overload is a challenge that most HR
professionals are facing increasingly often
Employees who are allotted more work than they can handle are likely to demonstrate
diminished enthusiasm and productivity, face burnout, or quit the organisation altogether.
The main point that HR needs to keep in mind is that work should be distributed according to
capacity and nature of work, rather than equally. four ways to handle situations where due to
the nature of business, late working or week-end working is unavoidable in spite of good
work practices:
• Communicate to employees - Inform the employees about the need for extra working and
also the importance of such a situation.
• Keep them in the loop - Update them periodically about the situation, particularly if they
are told that the work over load is temporary in nature. If they can see light at the end of the
tunnel, they will be less likely to complain and more likely to work harder to complete the
job.
• Reward them for their efforts. Rewards need not always be cash rewards. Recognising their
effort, intangible rewards mechanism including a few kind words can go a long way towards
reassuring employees when they are on work overload.
• Be present - HR always used to take back seat when the entire organisation is on work
overload situation. Demonstrate to the team that HR is also available to support the
employees who are extending their hours of work, when in need.

2.HR, the good listener

The recent slowdown witnessed many organisations approaching their employees, in an
endeavour to receive valuable, insightful suggestions on different ways to improve the
bottom-line. People managers point out that such measures not only have a larger impact on
the overall performance of the company, but also foster employee motivation and
productivity

3.Engaging employees the non-monetary way

It’s a known fact that employee engagement and motivation are prime issues of concern
for HR. It’s vital to understand that employees these days prefer non-monetary
forms of benefits as opposed to monetary ones Employees look forward to a good
working atmosphere where meritocracy is respected, various employee engagement
activities are practiced, good talent is recognised and opportunities are provided to
grow and interact with members of the senior and top management..

Thus, good employees need both, tangible and non-tangible benefits and it is time
organisations invest in providing a steady mix of both to their employers to attract and
retain the best talent.

4.Beat the monotony at work

Drudgery at work is something most of us grapple with on a daily basis. However, there is no
reason why one should accept the monotony as inevitable. It is definitely possible to keep the
interest alive with a little effort and support from HR

HR manager of ITC says “We focus on employee engagement in a holistic manner. This may
include providing opportunities to everyone to do buddy-ship, mentoring, deliver short
training, contribute to design and architecture discussions and generally push everyone to
have some or other client facing opportunities. We have large quantum of HR-induced
people engagement events to break monotony. These include birthday celebrations, contests,
festival celebrations, parties, get-togethers, picnics. We also do not mind people taking
breaks from their seats for a short while from time-to-time, unlike in many companies
There is a lot that employees can do from their side as well.

Another way to dispel monotony is to prevent work from getting too serious. “'Work has to
be fun’ is the motto we adopt. We try and keep the atmosphere light and keep employees
engaged. We have month end parties to celebrate the birthdays and celebrate achievements.
This helps us in keeping the employees engaged and does not let boredom set in at work,”
Thus, a combination of proactive behaviour and an open environment at work can help
convert monotony into enthusiasm.