HUMAN

RESOURCE
MANAGEMENT
Presentation on
Training and Developing Employees
(Chapter 8)
Performance Management and Appraisal
(Chapter 9)
Coaching, Careers, and Talent Management
(Chapter 10)

Presented By : Group 3

TRAINING AND DEVELOPING

EMPLOYEES

ORIENTATION
Make the new employee feel welcome and a part
of team.
Make sure the new employees have basic
information to function effectively.
Help the new employee understand the
organization in a broad sense.
Start the person on the process of becoming
socialized into firms culture values and way of
doing things.

ORIENTATION PROCESS
Explanation of basic
matters by human
resource specialist.
HR Specialist introduces
new employee to
supervisor.
Familiarize the new
employee with his
colleagues.
Encourage new
employees to engage in
activities like taking
breaks with current
employees.

Informal orientation to
open up and be relaxed.
Upper management
invites new employee
over tea or lunch.
(practiced by Philips
Electronics)
Special sessions for
family members.
(practiced by Convergys
India)
Identify a buddy who is
similar to new hire in
parameters like age.

TRAINING
Training means giving new or current employees
the skills they need to perform their jobs.
Hindustan Petroleum Corporation LimitedSamavesh
Orientation: What is HPCL? How does HPCL
work?
Rigorous and continuous evaluation of learning
and performance.
Top 10% trainees awarded with laptops and
customized training programs at IIMA.
Result: Attrition during first six months got
reduced from 55% in 2007 to 8% in 2008.

STEPS OF TRAINING
PROCESS
Need Analysis- Identification of skills required by
the job and comparison of these skills with the
skills possessed by trainee.
Instructional Design- formulate training
objectives, review the program content and
estimate a budget for training program.
Implement the program- Train the employees
using methods like on-the-job training and online
training.
Evaluation of the success of the program.

Implementing Training Programs

On-The-Job-Training (OJT)
Coaching
Job Rotation
Special Assignments
Apprenticeship Training
Job Instruction Training
Programmed Learning

Implementing Training Programs (Contd..)

Audiovisual-Based Training
Vestibule Training
Videoconferencing
Electronic Performance Support Systems (EPSS)
Computer-Based Training
Internet-Based Training

Management Development Programs

Management development is an attempt to
improve current or future management
performance by imparting knowledge ,changing
attitudes or skills.
The process of management development
consists of:
1) assessing the companys strategic needs.
2) appraising managers current performance.
3) developing the managers and future
managers.

Managerial On-the-Job
Training
Various On-the-job training techniques are:
Job Rotation
Coaching/Understudy approach
Action learning

Off-the-Job management
Training
Various Off-the-job training techniques are:
Case study method
Management games
Outside seminars
University related programs
Role playing
Behaviour modeling

Organizational Change
Changes can be strategic ,cultural, technological
or changes in employees themselves i.e. their
attitudes, skills and behavior.
Techniques to implement an organizational
changes are:
Lewin s change process
Organizational development

Evaluating Training Programs

Methods to evaluate training programs:

Time series design
Controlled experimentation
Four basic categories of training outcomes can
be measured:
Reaction
Learning
Behavior
Results

PERFORMANCE
MANAGEMENT
APPRAISAL

PERFORMANCE MANAGEMENT
AND APPRAISAL
Performance management continuous process of
identifying, measuring and developing the
performance of individuals and teams and
aligning their performance with the organization's
goals
Performance appraisal evaluating an employees
current and/ or past performance relative to his or
her performance standards.
Setting standards
Assessing performance
Proving feedback

DEFINING THE EMPLOYEES

GOALS AND STANDARDS
Set SMART goals

Assign specific goals

Assign measurable goals
Assign challenging but doable goals
Encourage participation

WHY APPRAISE
PERFORMANCE?
Most employers still base pay and promotion
decisions on it
Boss and subordinate develop a plan correcting
any deficiencies
Useful for the purpose of career planning
Performance appraisal system (PMS) serves as a
source of most of the current employee
information

PERFORMANCE
APPRAISAL TOOLS

Graphical rating scale method

Alternation ranking method
Paired comparison method
Forced distribution method
Critical incident method
Behaviorally anchored rating scales (BARS)
Computerized and web-based performance
appraisal

GRAPHICAL RATING SCALE

METHOD
It lists traits and range of performance values

Generic job dimensions

Jobs actual duties
Competency based forms
Specific objectives based forms

ALTERNATION
RANKING METHOD
Distinguish between best and worst
employees
List all the employees
Rank best and worst
Rank second best and worst and so on...

PAIRED COMPARISION
METHOD

FORCED DISTRIBUTION
METHOD
Predetermined percentage of ratees
20% top, 70% middle and 10% bottom
High performance team have to cut down
10% and low performance team retain 90%

CRITICAL INCIDENT
METHOD
A log of positive and negative examples of a
subordinates work-related behaviour is
maintained
Evaluation is round the year and not just
based on recent performance
Not very useful for comparing salaries

BEHAVIORALLY ANCHORED
RATING SCALES (BARS)
It anchors a numerical rating scale with
specific examples of good or poor
performance
Steps to develop BARS
Write critical incidents
Develop performance dimensions
Reallocate incidents
Scale the incidents
Develop a final instrument

POTENTIAL
APPRAISAL
PROBLEMS
Unclear Standards too open to interpretation
Halo Effect influence of a raters general impression
on ratings of specific ratee qualities
Central Tendency Rating all employees average
Leniency/Strictness Tendency to rate all subordinates
either high or low
Recency effects Recent performance overpowers over
the year performance (keep a diary for effective
appraisal)
Bias individual differences affecting appraisal ratings

WHO SHOULD DO THE

APPRAISING?
Immediate Supervisor The supervisor is usually in
the best position to evaluate the subordinates
performance.
Peer appraisals Assessment by immediate working
environment
Rating Committee Composite ratings
Self Rating Positively biased
Appraisal by Subordinates Upward feedback
360o Feedback Developmental feedback from all
around an employee

Performance Management
It is the continuous process of identifying,
measuring, and developing the performance
of individuals and teams and aligning their
performance with the organizations goals.

COACHING, CAREERS
AND
TALENT
MANAGEMENT

IMPROVING YOUR
COACHING SKILLS
COACHINGS
IMPORTANCE
COACHING

MENTORING

EDUCATING, ADVISING,
INSTRUCTIN
COUNSELING
G, AND
, AND
TRAINING
GUIDING.
SUBORDINAT
ES.
SHORTER
TERM JOB
RELATED
SKILLS.

NAVIGATE
LONGER
TERM
CAREER
HAZARDS.

A Survery of 2,500 Human Resource and Training and Development Managers

0.67

0.72

0.69

0.69

Coaching a
Performance
Problem
Communicating
Performance
Standards
Coaching a
Development
Opportunity
Conducting a
Performance
Appraisal

A SAMPLE OF
COACHS
SELF
EVALUATION
CHECKLIST

METHODS OF CAREER
MANAGEMENT
The Employers Role
Career Centers
Career Planning Workshops
Role Reversal
Organize Career Success
Provide Career Coaches
offer online Programs
Carrier Oriented appraisal

Cont
Mangers Role
Building Your mentoring skills
Mentoring Caveats
The effective mentor
Improving Productivity through HRIS:
Career Planning and development

Employer Life-Cycle Career

Management
Promotions and transfers are particularly
important aspects of most peoples careers.
Making Promotion Decisions
Decision 1- Is seniority or
competence the rule?
Decision 2: How should we
measure competence?
Decision 3: Is the process
Formal or Informal?
Decision 4: Vertical, Horizontal
and Other?

Managing Transfers:
A transfer is a move from one job to another, usually with no
change in salary or grade.
Why transfer ?
1) To vacate a position.
2) To boost productivity by consolidating positions.
3) To expose employees to a wider range of jobs.

Managing Retirements:
For many employees, years of appraisals and career planning end
with retirement.
In a survey done at U.S. : 78% of employees wanted to work even
after retirement.
64% of them wanted to do part time
work.
REASON- Financial reasons.

Methods used by employers to

recruit/ retain retirees:
Create a culture that honors experience.
Modify selection procedures.
Offer flexible or part-time work.

TALENT MANAGEMENT
Talent management is the automated end to
end
process
of
planning,
recruiting,
developing, managing, and compensating
employees throughout the organization.
From the employee point of view, talent
management is career management in a
sense. The employee wants to align his or
her skills, training, performance feedback,
and development in ways as to have a
successful career.

TALENT MANAGEMENT SYSTEMS

Talent Management is usually information
technology based. Software providers offer
specialized talent management suits which
include and integrate talent management
components such as e-recruiting, e-training,
performance reviews, and rewards. Some
examples are:
Talent Management Solutions talent
management suite includes e-recruiting
software, employee performance management,
a learning management system, and
compensation management.
Silk Road technologys talent management
solution includes applicant tracking,

Talent Management
Process

Strategic
Strategic
Goals
Goals

THANK YOU.