Advance Competency Assessment

Benefits of a Competency Framework Key elements in closing the competency gap Help become aware of competencies of different positions Become a basis to develop and upgrade incumbents crucial to future success Impact on organizational structure, processes and culture Types of Competencies: Strategic: essential for strategy achievement. Business: functional in nature but are applied across functionally Functional: required for a particular or job family Five steps in creating a job profile1. Review the job data2. Review key accountabilities3. Review current competency framework4. Produce the job profile5. Final interview Assessment Exercise by Competency Matrix Analysis Strategy Teamwork Influencing Development Achievement Planning Monitoring What is good about assessment centers Provides a realistic job preview Favorable candidate reaction Involvement of line managers Good validity evidence Strategic value Key strategies in the design of an assessment center Identify competencies people wish to measure Identify and work within practice constraints Identify or design exercises and other measures Arrive at a decision rule Attend to the logistics, especially timetables Communicate with internal stakeholders Brief candidates Train assessors Monitor and evaluate the center Best Practices Guidelines Mix of Expert Panels High performing individuals Managers of the role HR specialists familiar with the role Internal customers of the role or individuals who work closely with people in the role Best Practice Guidelines- Job Competency Questionnaire Completed by the expert panel and as a tool for discussion to help build consensus Can be distrusted to a wider audience Best Practices Guidelines- Behavioral Event Interviews Clearer understanding of what differentiates superior from average performers Higher degree of confidence of the validity of the competency profile Provision of role specific role specific situation data which can offer real insight into challenges the jobholder faces Factors by Stakeholders- Line Managers Understand the competency framework and the central role it plays in the plays in the people management process and skilled in talking about job requirements in competency terms Able to utilize competencies as the link between individual skills/ knowledge/behavior and business goals Able to use competencies to define development needs and consequently appropriate development plans Able to apply competencies for performance evaluation Types of Interview Directive Interview asks for specific information. The interviewer here uses a form to record the answers to specific questions about the background of the applicant. Non-directive Interview Non directive questions are broad, open-ended and require a narrative answer. Group Interview The group interview is still another method used by some companies. This interview is conducted by a panel of committee of three or five interviews sitting as a panel. Team Method In this method of interview, a team of three interviewers may interview an applicant separately and then compare note afterwards. Middle range planning involves the setting up of organizational goals and objectives within a 2 to 5 year period. These usually target in sales, volume of production and the like. The Five Steps to Human Resource Planning1. Determining the workload inputs based on the corporate goals and objectives2. Studying the jobs in the company and writing in the job description and job specifications.3. Forecasting of manpower needs, determination of the number and skills of people require for work. 4. Inventory of manpower- an analysis of the present manpower compliment of the company to determine whether it has enough or less or more personnel5. Improvement plans- determination of the appropriate steps to implement the human resource plan in order to ensure that the company has the right number and right quality of people, properly assigned to jobs for which they are most useful.

The five essential steps are discussed briefly below:1. Determining the workload - the first step in the process of human resource planning is to determine the business objectives of the company and analyze their impact on each departments operational responsibility.2. Study of jobs in the company (job description and job specifications)3. Forecasting human resource needs- Forecasting manpower needs comes next after determining the work input, and is known as the panned and logical method of determining, both quantitatively and qualitatively.4. Inventory of manpower- the fourth step in the planning process is the inventory of available current manpower.5. Improvement Plan the fifth key element of human resource planning is to tailor, the implementation and improvement plans to meet the objectives of the corporation or department. Importance of a Well- Organized Selection Program The main objective of good employee selection is to acquire people who possess the ability and competence to accomplish successfully the duties and responsibilities not only of the job to be filled but also of the patient to grow with the company. The success of any enterprise, large or small, chiefly depends on the ability and efficiency of the persons in it rolls. People are hired to do jobs to attain the objectives of the enterprise. People with specialized knowledge and skills are needed to render services. Elements of a Good Recruitment and Selection Program The objective of employee selection is to hire the best qualified candidate or employee available for the position to be filled. Related to employee selection and appraisal is the companys policy of promoting employees from within. The ties in with the point mentioned about the desirability of selecting employees who have the potential for growth and development. In selecting employees, the company may not always be right. From time to timw, a person may be placed in a job not exactly suited to his qualifications or be given responsibilities that he is not prepared to handle. Factors that Make a Good employee A job applicant may be motivated by the considerations other than income alone. Such factors, as opportunities for demonstrating ones stability, security on the job, the chances for advancement and professional growth, and desirable working conditions, may mean more to a man in deciding whether or not to take the job than the wages he may receive. Reasons for Proper selection of Employees The company objectives are better achieved by workers who have been properly selected An incompetent worker is a liability to the company Personnel requirement vary from job to job People have varying degree of intelligence, aptitudes and abilities. Labor laws protect employees, making it difficult to fire incompetent and problem employees Individuals have different interests, goals and achievements in life. Careless hiring is costly and can cause problems to the company, especially to the supervisors and managers who have to deal with the workers. The rights of labor as provided in the Philippine Constitutions as well as in the Labor Code may be summarized as follows: Right to protection by the States Right to full employment Right to equal work opportunities, regardless of sex, race or creed Right to self-organization and peaceful concerned activities Right to collective bargaining and negotiations Right to security of tenure Right to just and humane conditions of work Right to a living wage Right to participate in policy and decision- making processes affecting their rights and welfare Right to compusalry arbitration as may be provided by law Installing a Program for Recruitment, Selection and Hiring1. Recognition of the Need by Managementa. In developing a program for recruitment, selection and hiring of employees, the first consideration is the recognition by management of the needs for sound policies and procedures on recruitment, selection and hiring of desirable employees for the organization.2. Selling the Programa. The program must be sold to all executives and supervisors to obtain their wholehearted cooperation to make it work.3. Communication the Programa. Management should define its overall objective and establish the necessary policies and procedures of the program.4. Responsibility for Recruitment, selection and Hiringa. It must be emphasized that employee selection is a joint responsibility of the personnel manager and the line managers and therefore they must cooperate with one anothers.5. Forms and Recordsa. The various forms needed for the effective implementation of the program must be designed that the records and appropriate record system set ups.6. Labor Code of the Philippinesa. The policies and procedures of the company on employment should also take into consideration the Government Rules and Regulations on this matter more particularly those provided in the Labor code and its implementing Rules and Regulations7. Selection of Employees from Within or Outside the Companya. This also involves the company policy on transfers and promotions of employees to fill in vacancies.8. Job analysis; Job Description and Specifications9. Employment Test and Interviewa. This would cover tests for applicants for certain types of jobs and should indicate who would conduct the tests, how the tests would be given and who would interview the applicant10. Checking of References, Police Records and Clerances11. Prior Registration with the Social Security System for SSS Number, Medicare12. Physical Examinations13. Introduction, including and orienting the new employee to his job and the company14. Probationary period of new employeea. This refers to the company policy on the length of probationary period and related conditions. The labor code provides for a maximum of six months probationary period.

Procedures in Recruitment, Selection and Hiring Step 1: Studying the different jobs in the company and writing the Job description and Specification The first requirement of the selection process is knowing what kind of a man the job needs. This requires the knowledge of a. the exact nature of the job to be filled; b. its duties and responsibilities c. the steps taken to perform those duties and responsibilities. D. the tools and equipment used e. the working conditions under which the specific job if performed f. the amount of authority delegated to the job as education, skills and physical demands. Jobs description: tells what is done on the job, how it is done, why it is done, the skills involved and the tools and equipment used in doing it. Job specification: is likewise necessary to know the specific qualifications required of the man who is to do it. Step 2: Requisition for New Employee: To inform the employment office about the existence of a vacancy to be filled, the line supervisor of the department head concerned should be accomplish, a formal requisition form indicating the facts and information about the vacancy to be filled, such as date when the new employee will be needed, his rate of pay, the required qualifications of the employee and etc. Step 3: Recruiting Qualified Applicants: Recruitment is process by which prospective applicants are induced to apply to the company in order that their qualifications for present and anticipated vacancies can be evaluated through sound screening and selection procedures. Step 4: Reception of Appraisal: Not all applicants are allowed to go through the entire process of selection. Some of them are eliminated by means of the preliminary screening or sight screening. Step 5: application Form: Screening is the process by which the applicants are classified under two categories: those to be given examinations and further interviews and those who should not be considered at all. Step 6: Testing: The employment officer gives over the application form. On the basis of the information contains and from the impression the officer gathered at the preliminary interview. Tests are needed to discover mental ability, aptitude, proficiencies, potential ability, skills, and knowledge of an applicant. They can predict failure better than success because the job depends not only on the applicants specific attitudes, skills and abilities but also on such other factors as motivation and incentives, personal problems, working conditions, and the like which may not be measured through tests and interviews. Psychological tests should not be used as the only basis for employee selection because they have their own limitations. Step 7: Checking the applicants work experiences, school records and personal reference: The application forms of those who pass the examination are separated and the information in them checked for veracity.

Step 8: Interview: The purpose of interview are a. to find out how well qualified the applicant is for vacancy b: to give the information he needs in order to decide whether or not he will take the job if offered to him Step 9: Matching the applicant with the job This step involves the matching of the qualifications of all the applicants against the requirements of the job as in the job description and job specifications. Step 10: Final selection by immediate supervisor or Department Head This job is a joint responsibility of the personnel manager and the line manager. The line manager, being responsible for the success of his department should be given a free hand in the selection of the man assigned in the department. Step 11: Physical and Medical Examination: The selected applicants are required to pass a physical and medical examination. In small companies the applicant may be reffered to a company physician or a medical consultant for the medical and physical check-up. Step 12: Hiring: The condition employing a person whether probationary, temporary, contractual etc. Final evaluation of the applicant: After completing the interview, tests and other fact-finding procedures, the employment officer makes his final evaluation of the applicant, the total man who will work for the company. Categories of employees: Regular employees: a regular employee or worker is a person having passed through a probationary period of employment, is placed on the regular rolls of the company or one who is assigned to perform work directly to his job description. Probationary Employee: A probationary employee or worker is person hired to occupy a permanent or regular position in the company for a specified trial period to improve if he is acceptable for the job. Temporary employee: A temporary employee is a person hired to perform work in a specific project job, or period upon completion of which the workers employment is terminated. Contractual employee: A contractual employee is one hired on an individual employment contract or basis to perform a work on specific project. Casual employee: By connotation, a casual worker is one who is hired for only a few days or few months at a time to perform a unit of work to fill the gap in the absence of another.

Psychological Tests and Management Assessment

Definitions: Test is a systematic procedure for gathering data for the purpose of making intra or inter- individual comparison. It is a sample of behavior. Test is a group of questions or tasks to which a student is to respond. Is a technique for measuring objectively an individuals personal characteristics, potentialities, or accomplishments especially by comparing his behavior with others on whom the particular technique is said to have been standardized. Purposes: Prediction: tests are given to obtain a measure of ability, achievement, and or other characteristics that will offer a solid basis on which individuals can make decisions. Selection: tests are used by institutions and industry to accept one individuals and reject others. Classification: is an arrangement according to some systematic division into classes or groups. Evaluation: tests are used to assess and evaluate program, methods, treatments and the like. guidance: to help analyze personality profile. Help analyze an individual. Advantages of tets: The most reliable and accurate means of selecting candidates Most objective way of assessing an individual. Disadvantages of tests: May accurately predict an applicants ability to perform the job, but they are less successful in indicating the extent to which the individual will want to perform. A potential problem of applicants honesty. Problem of anxiety Authorized Causes for Termination Installation of Labor Saving Devices Management is authorized by law to introduce labor saving devices in order to mechanize or modernize his business with a view to effect efficiency and economy in the methods of production. Redundancy: exist where the service of an employee are in excess of what is demanded by the actual requirements of the establishment/ enterprise, which may be due to some factors. Retirement: to avoid or minimize losses is recognized by law. Serious Misconduct: It is the improper or wrong conduct; transgression of some established and definite rule of action, a forbidden act, a dereliction of duty, willful in character, and implies wrongful intent and not mere error in judgement. The misconduct to be serious must be of such a grave and aggrevated character and not merely trivial or unimportant. Willful Disobedience: Willfulness characterized by a wrong and perverse mental attitude rendering the employees act inconsistent with proper insubordination. Neglect of Duties: The neglect of duty must not only be gross but also habitual- not single or isolated, acts of negligence. Gross negligence has been defined as the want of any slight care or the utter disregard of consequesnces. Dishonesty, loss of confidence: Fraud has been defined as any act, omission or concealment which involves a breach of legal duty, trust or confidence justly reposed and is injurious to another. Analogous Cases: The determination of whether the cause for terminating employment is analogous to any of those enumerated in Art. 282 of the Code will depend on the circumstances of each case. To be considered as analogous to the just causes enumerated, a cause must be due to the voluntary and/ or willful act or omission of the employee.Retirement: -To give up active participation in a business or other occupation especially because of advance age.Requisites to a Rewarding Retirement Stage I: Pre-retirement Pre-retirement covers life from about ages 40-60 a time to take stack of yourself and what you can prepare for a long life. This applies to us whether or not we will retire from paid employment. Stage II: Decision Time Rehearse for retirement: Plan what youd like to do with free time and try it out on weekends and vacations. Gradually reduce your work hours of responsibilities. Stage III: Retirement: Sometimes circumstances take retirement out of control. Even the best planned retirement can have emotional bumps. Dr. Richardson found out that feelings of loss, the blues, restlessness, anxiety, mild depression or preoccupation with the past are normal for many people during the first six months.

Professional Success Through Motivation One of the goal of management is to motivate staff to work for the hospital goals and objectives. But in order to understand motivation, administrators must consider the needs of staff members, what they want and expect from their job. Researchers have proven that the best way to motivate a person, is to show him that you are conscious of his needs, ambitions and fears, and recognize him as an individual. Health care professionals have an important role in rendering care to patients. It is believed that if the health care provider is to remain in the hospital as an efficient and effective health worker, he/she must experience some kind of satisfaction in his/her work. The nature of their work in the hospital requires equal amount of dedication and commitment, and this can be expended by someone who is equally motivated and self directed.

Labor RelationMajor Components and Definitions: Labor relations: relations between the workers and management Unionization: organizations of workers Collective bargaining: organization of workers to bargain for working conditionsUnionization:1. Organizing Phase:a. Establish internal contacts.b. Knowledgeable about related law c. Identify frustration level/ extent of employment problemd. Assess interest in unionizatione. Commitmentf. Informational meetingsg. Coordination efforts, development of unityh. Education about collective bargainingi. Participation2. Recognition Phase:a. Organizers must get at least 20% to be represented to sign individual authorization cards before the labor organization can act on behalf of the group.b. Recognition by employer (good faith doubt)c. Petition for election 50% of potential membersd. Preliminary hearing before election is scheduled.e. Election: during working hours on the employers premises about a month after hearing.Labor Law:1. 1935 NLRA- National Labor Relations Act. Or Wagner Act:a. Prevented some employers from cutting wagesb. Employers could not legally fire employees who sought unionization.NLRA created NLR Board:c. To investigate and initiate administrative proceedings against employers who violated a law that listed employer violations only.2. Taft- Hartley Act or Labor Management Relation Act:a. Listed union restrictions to restore equality between employers and employeesb. Non profit health care institutions: exemptedc. Union developed public reltions problems when some of them went on strike during war/ union blamed for postwar inflation.3. Landrum- Greffin Act or Labor-Management Reporting and Disclosure Act 1959a. Safeguard against corrupt financial and election procedures used by some unions:i. Post NLRB election notices starting the time, date and place of electionii. No electioneering around the polling place.4. Public Law 93-360 in 1974, the Non profit Health Care Amendments to Taft-Hartley Act.a. Collective bargaining rights to private sector employeesb. Notification procedures that must precede a strike/ ensured employees of the right to join, or refrain from joining a union.Decertification: When employee no longer want to be represented by their present union 90 days period before expiration of contract Pre-election hearing Better off without a union Nurse Managers Role in Collective Bargaining Management Skills Motivational Techniques Listen carefully to staff concerns and represent staff associates wishes to stop management Nurse administrators need to know about labor relations.Key Terms Used in Collective Bargaining Agency shop: a business where nonmembers are required to join to union as a condition of employment Arbitration: procedures for using the services of a third party to settle labor disputes Arbitrator: the person chosen by agreement of both parties to decide the dispute between them Authorization cards: cards the employees sign to authorize representation by a specific union. Bargaining agent:a person or group accepted by an employer and chosen by members of the bargaining unit to represent them in collective bargaining. Bargaining unit: an employee group that the state or National labor Relations Board recognizes as an appropriate division for collective bargaining. Certification:the official recognition by a labor organization as the exclusive bargaining agent for employees of a specific bargaining unit. Contract violation: acts that break the terms of contract. Collective Bargaining A legal process used by organized employees to negotiate with an employer about wages and related concerns resulting in an employment contract. Deadlock: A stall in negotiations when neither party is willing to compromise about an issue. Decertification: The withdrawal of official recognition of a union as the exclusive bargaining unit. Grievance: Any complaint by an employer or union concerning an aspect of employment. Grievance procedures: Steps both sides have agreed to follow to settle disputes. Meditation: A process for settling labor disputes where a mediator helps the parties to reach their own agreements. Open shop: A business where employees are not required to belong to the bargaining unit.

Job Design The act of specifying the content and methods of jobs The goal is to create a work system that is productive and efficient, taking into consideration the costs and benefits of alternatives for the organization and the workers. Job designers are concerned with who will do a job and how the job be done and where the job will be done. Successful designs must be: Carried out by experienced personnel who have the necessary training and background Consistent with the goals of the organization In written form Understood and agreed by both management and employees. Changing nature of jobs and job design Scientific Management: Principles of scientific management was developed by F.W. Taylor in 1880s and 1890s by breaking down jobs into elemental activities and simplifying job design to the extent that a very limited skills were required to learn a job, thus minimizing the time required for learning. The assembly line The adoption of assembly line production meshed with the principles of scientific management between 1909 and 1929. Limitations and Failures of Traditional job Design Approaches Task specialization have advantages like high output, low cost and minimal training but it also resulted a lot of disadvantages, boredom, lack of motivation, and mental fatigue. Behavioral Influence/Approaches to Job Design Due to workers dissatisfaction, the behavioral approaches began in 1960s and early 1970. Contemporary Trends in Job DesignThe major trends in work and job design come from the Japanese. It emphasize the Japanese approach to job design because that is were.1. Job and task Flexibility:a. Japanese train workers to do a variety of jobs and tasks because Japanese management had greater flexibility in labor deployment than US counterparts.2. Quality Improvement Responsibilitya. In the traditional US approach, quality management responsibility, whereas Japanese approach says quality is the responsibility of the worker.3. Increased Skill and Ability Levels:a. Extensive job training and job rotation are the characteristics of Japanese system once worker joins a Japanese comp.4. Employee Involvement:a. It is a key feature of Japanese production systems, involvement is realized through groups or teams.5. Evaluation and Reward:a. Job security is a key factor in Japanese reward system.6. Worker compensation:a. The 2 basic forms of worker payment are both tied in time are:i. Hourly wage; the longer someone works, the more they will be paidii. Individual incentive or piece rate wage workers are paid according to the number of units or output they produce.7. Technology and Automationa. The worker-machine interface is the most crucial aspect of the job design because technology has broadened the scope of job design and heightened the need for workers with better skills and abilities and more job training due to the rapid development of new technologied8. Job satisfaction:a. Workers take greater pride in their jobs and have a contribution to the success of the organization.9. U.S. adaptation of trends in job designa. U.S companies adopted the Japanese management principles.Job Analysis Is a study of what is required to do a job satisfactorily, and the work methods how the job is done. It determines what major work-connected behavior and traits, responsibilities, capabilities, experiences and the like are needed to perform a job. It helps to find out what the job entails and what kind of people could do the job.Tools of Method Analysis on how the Job or Work processes are Done:1. Process Flowchart:a. Is a graph of the steps of a job. This is used to review and critically examine the overall sequence of an operation by focusing on the movements of the operator or the flow of materials.2. Worker-machine Chart:a. Determines if worker and machine time are used efficiently.Work Measurement Is concerned with determining the length of time is should take to do a job. The unit of measure in work measurement is the estimation of time required to do a job. The standard time is the time required by an average worker to perform a job. Work measurement and time study was introduced by Taylor in order to develop an equitable piece-rate wage system based on fair standard job times.Forecasting A prediction of what will occur in the future In management these forecast methods are sometimes used: Qualitative forecasting method: based on their judgment, opinions, past experience, expert opinion, or make guesses to make forecast. Quantitative forecasting method: used in aiding management in making planning decisions. Forecasting and Quality Management Forecast or product demand are a vital necessity for almost all aspects of operational planning while total quality management (TQM) is more imprint in providing good-quality product and quality customer service. Components of Forecasting Demand1. Time Frame:a. Indicates how far into the future one is forecasingClassifications: Short range forecast: Is one encompassing the immediate future. Concerned with the daily operations of a company, dictated by daily or weekly demand.` Medium Range-range forecast: Covered from 1-2 months up to 2yrs. Forecast of length is used to developed an annual production plan or annual budget or development of a project or program Long range forecast: Encompasses a period of time longer than 2 yrs. Used by management for strategic planning for new products for changing markets entry into new markets etc. in general, the future management seeks to predict, the more difficult forecasting becomes.2. Demand behavior:a. The demand sometimes performs in random, irregular fashion, with no apparent patterns.3. Forecasting methoda. Time series method:i. Are statistical techniques that use historical demand data to predict future demand. Often used for short and medium range forecast.b. Causal forecasting Methodi. Attempt to develop a mathematical relationship between demand and to other factors that cause demand behaviorc. Qualitative methodsi. Based on managerial judgment, expertise, and opinions to make forecast. Frequently used for medium and long range forecasting. Steps of Forecasting Process:1. Identify the purpose of forecast2. Collect historical data3. Plot data and identify problems4. Select a forecast model that seems appropriate for data5. Develop/ compute forecast for period of historical data6. Check forecast accuracy with one or more measures7. Is accuracy of forecast acceptable8. If yes, forecast over planning horizon. If no, select new forecast model or adjust parameters of existing model9. Adjust forecast based on additional qualitative info. And insight10. Monitor results and measure forecast accuracy. Qualitative Methods1. In house Forecastinga. The management, marketing and purchasing and engineering are sources for internal qualitative forecast because they are generally most familiar with their own capablilities and resources and the market for their products.2. Consumer Resercha. Consumer or market or research is an organized approach using surveys to determine what products and services customers want and will be done through mailings, contacts, or interviews.3. The Delphi Methoda. Is a procedure for acquiring informed judgments/ opinions from knowledgeable individuals using a series of quationnaires in order to develop a consensus forecast about what will occur in the future.4. Forecasting Industrya. Another new consulting firms that specialize in forecasting demands assist companies in determining what new products and should be introduced to the market and the demand that will result.Managing People as People The critical role of people in corporations People indeed can make a business enterprise to prosper or flounder]. Sophisticated techniques processes or systems cannot by themselves produce a high quality products of services. People are indispensible both in conceptualizing such works of wizardry and in implementing them. Refocusing on people as a Pivotal resource: The tragic part of it all is that during the past one hundred years or so, people have been over managed but underled, as Warren Bennis, the American leadership guru, would put it. Focusing on people as a strategic pivotal resource owes its early beginnings to the combined research project of Harvard Elton Mayo and Fritz Roethlisberger in the much celebrated Hawthrone Experiments.Modules in Treating People Module 1: Treat People with Dignity and Respect Rating/categorization Exercises Reflect even for a moment how to rate or categorize people around you in the most fundamental way in terms of their individual worth or value and the corresponding dignity and respect a person with such worth value deserves. Module II: Expect Excellent Performance from People Self-Fullfiling Prophecy or Pygmalion Effect The self fulfilling prophecy as a concept must have originated from Greek Mythology. In the history of interpersonal relations, the self-fulfilling prophecy or Pygmalion effect is one of the most powerful form its ever formulated. It was first prescribed as scientific idea by Robert K. Module III: Decision Making Points Before you actually begin to rank your candidates, you should determine the decision making options you will be using.these are: A. Unanimous decision Best used for a critical or high profile position. If many people will have to work with a new employee should try for a unanimous decision B. majority decision Best used for most jobs C. input- only decision Best used if manager or main interviewer understands the position well, or if position involves contact with others.] Module IV: Be sensitive to your peoples feelings, moods and emotions Employee morale: a factor in corporate success High morale: high job satisfaction Laying the groundwork for motivation Developing a morale sensitivity Understanding and adapting to change Supporting notes and/or research data Module V: be open to your peoples thoughts, ideas and suggestions The motivation appeal of open mindedness: Paying attention and giving consideration to thoughts and ideas of people you manage seem to be a little off based. The reality that working members of organizations have a lot of ideas to share if anyone would care to listen is not new. Module VI: Inspire Your People with the worthness of the organizations vision and mission and give meaning and purpose to what they do Business organization in order to grow and prosper, must be governed by any all compassing vision and mission. A vision is a long term image of how a corporation should become at the of a certain number of years Every manager and unit leader must know by heart their companys vision and mission because these things are the tools that they must use in inspiring members. People are moved by a grand noble purpose. The ordinary human being loves heroism, folklore, myths and legends. Guidelines for Effective Empowerment1. Believing and trusting in a members capability to perform with no or limited supervision.2. Being extra patient in giving team member time to learn3. Providing team member with direction and guidance at the beginning4. Teaching skills in small and incremental steps5. Posing questions that challenge the trainee-member to think in new ways.6. Generously sharing practical tips and information about work.7. Giving timely and constructive feedback, always supporting and encouraging a team member throughout the learning process.8. Suggesting other ways of doing the same thing (alternate thinking)9. Acknowledging team members personal improvement via actual results. Module VII: Keep score of your people performance and regularly let them know how they are doing Keeping performers on track through feedback: A feedback system by way of a performance appraisal structure is a must not only to monitor who is doing well and who is doing badly but, more importantly, to be able to keep work perofmers interested in their day to day accomplishments. Positive application of Feedback: A feedback system should be used in a very positive and constructive way both for the excellent performers, average performers and poor performers. Feedback as a Motivational tool Positive reinforcement is the magic wand that motivators used in maintaining outstanding performance. The most fundamental step is to target close enough to people so we can actually assess their personal needs and apirations. Working people can only be sufficiently motivated if they know how they have been doing and what they must do in order to achieve the results that are expected of them which enable them to get what they wanted. Feedback from a Gaming Perspective Raising peoples over all interest and enthusiasm for work can be achieved by designing a formal and structured work appraisal system that uses the scoring methodology to create excitement among participants. Module IX: Manage People based on who they are and how they work Reconciling conflicting management ideas: Leadership style would come into the picture in the setting of goals in this way;authoritative-manager presets the goals for employee, consultative manager discusses goals with employee before finally pre-setting them participative manager and employees arrive at a consensus in pre-setting goals. Managing people by results The old fashion interpretation of leadership is anchored on the brute force that] power possess. The fundamental assumptions behind the authocratic, otherwise known as exploitative-authoritarian leadership style are best explained by Douglas McGregors Theory X which briefly goes this way: the typical person dislikes work and will avoid it as possible. Application of Leadership Styles People seem to be with people whether they are in work, at play, at home or anywhere else. People seem to adapt tovarying situations or types of people they are dealing with. Module X: Show that you care about the people and their welfare The human side of business: Business is run and operated by flesh and blood people. It seems that as people advance to the new country in hand with technology and science, the former become more drawn into themselves, becoming assertive of their right to satisfy their needs, dreams and aspirations through their work. The dynamics of Caring for people: It is impractically if not utterly unrealistic to get people to commit themselves, fullheartedly and voluntarily to the attainment of corporate objectives unless you and the rest of management become one with the people. Reaching out to the Emotional side of the people A habitual gesture of caring and concern for peoples welfare reaches out and touches their positive emotions. Caring and being concerned about the peoples welfare includes but are not limited to:helping them to do their jobs better, encouraging them to learn and grow through training and other-means, guiding them plan their careers, being concerned about their health and physical well-being and other aspects of their lives.

Coaching and Counseling

Coaching and counseling are two leadership roles that managers and supervisors must assume in dealing with people. The fundamental difference between coaching and counseling is that coaching is the art of transforming people to gradually become the very best that they can be while counseling is the skill of helping a team member overcome a problem or problems, both personal or work related, in order to improve his/her job performance.Coaching: Essentially, coaching is a face to face and a higly personalized leadership role, although sometimes, coaches when needed perform their coaching task as a team builder by talking to his/her people simultaneously. To coach is to facilitate which can literally means to make easy the work environment and job processes in terms od making them both less discouraging and less bound up with excessive controls and complications. To be truly effective, coaches must know their individual team members personal limitations and should pull each one up to his/ her limits but never push anyone of them beyond their capabilities and thus cause discouragement. Coaches must above all be value shaper. Coaching involves lots of listening to members of ones team. It is not easy to know people unless coaches are predisposed to actively listen to the former.Counseling: Counseling is the discussion of a problem (personal or work related) that usually has an emotional content between a manager and a supervisor or between the supervisor and a rank and file employee in order to help the latter cope with the problem and find a solution. There are six functions of counseling:1. Advice2. Reassurance3. Communication4. Release of emotional tension5. Clarified thinking6. Reorientation Counseling can be classified into three types:1. Directive counseling:a. Is the process of listening to a troubled employee, deciding with him what actions must be done and then telling and motivating the employee to take those actions.2. Non-directive counseling:a. Known as client-centered counseling; is at the other end of the continuum. It is the process that skillfully listening and letting the counselee to explain the problem troubling him/her.3. Participative counseling:a. Also known as cooperative counseling; is a mutual counselor relationship that involves a cooperative exchange of ideas at solving the troubles employees problem.

The Global Perspective of HRM Globalization: Buzz word in business/academic circles Need attention to foreign market/ forces for prosperity/ survival. Foreign direct investment (EPI) Tremendous flow of capital and technology-majot impact on business from: Strategy formulation Sales and marketing Human resource Problem of hiring quality personnel Conflict between expatriates and their local work force North American Free Trade Agreement (NAFTA) ratified. To work at a U.S. or a foreign headquarters/or emerging cross national alliances dotting the global landscape. European Economic Community (EEC) will be able to decide where they want to work and for whom. Unprecedented openness-opportunity/ threat.A number of related developments are explored: An increase in the number and level of managerial positions occupied by women in general, and in international operations in particular An increasingly complex legal environment cutting across national boundaries that forces globalization even on the most reluctant business players Enhanced efforts toward localization of foreign affiliates and, at the same time, an enhanced impact of such affiliates on the operation of domestic business. A dramatic increase in the number and scope of strategic alliances that question the very concept of the corporation. A continuous increase in the proportion of part time workers in developed nations. A growing disparity between the educated, skilled workforce and the nonskilled contingent Cross-boarder encounters make us aware of what we share as human beings/ also of the competition. Call for more interdisciplinary cooperation/ reach beyond traditional boundaries.The globalization of Human Resource Management: The Interdisciplinary Challenge

Extend current knowledge from its domestic base into foreign lands. Development of a specialized field of study focused on human resource issues unique to international business. Cultural, political, social, economic and technological sectors of the environment must be explored. Explore the legal aspects of human resource management in global arena. Clustering if countries in terms of similarity of work-related values Foreign affiliates- strategic management. Remove barriers dividing academic camps/ academic and practitioners. The state of research and practice Clashes in custom, culture and management style.

Strategic International HRM Integration of human resource planning into overall planning process for the organization. Understanding of cultures and socioeconomic environments in which firm operates FlexibilityChanges In Original Etc.1. Borderless structure and bottom-up decision making process that encourage communication and information flow among all components of the company and extend the network to its key suppliers, distributors, and other business partners2. Custodial leadership t]hat emphasizes values and vision and is skillfully unassertive, while energizing and challenging middle managers with demanding targets.3. Human resource management including socialization, training and promiotion by means of hierarchy of ranks, job rotation, and appraisal systems that promote hard work, commitment and competition among peers.4. Incremental planning and control that help a company expand little by little, focusing on new products and the relentless pursuit of operating improvements, rather than grand designs for competitive advantage.5. An extended family model that encourages and rewards commitment.Psychological Tests and Management Assessment Definition: Test is a systematic procedure for gathering date for the purpose of making intra or inter individual comparison. Is a group of questions or tasks to which a student is to respond. The purpose being to produce quantitative representation of the students rate that is designed to measure. Is a technique foe measurinf objectively an individuals personal characteristics, potentialities, or accomplishments especially by comparing his behavior with others on whom the particular technique is said to have been standardized. Purposes: Prediction Tests are given to obtain a measure of ability, achievement and or characteristics that will offer a solid basis on individuals and or other decisions. Selection: Tests are used by institutions and industry to accept some individuals and to reject others. Classification; Is an arrangement according to some systematic division into classes or groups. Evaluation Tests are used to assess ]and evaluate programs, methods treatments and the like. Guidance: To help analyze personality profile. Help analyze an individual. Advantages of Tests: The most reliable and accurate means of selecting candidates from a pool of applicants Most objective positive way of assessing an individual Disadvantages of tests May accurately predict applicants ability to perform the job, but they are less successful in indicating the extent up to which the individual will want to perform. A potential problem of applicants honesty. Problem of anxiety. Characteristics of Properly Designed Tests: Standardization: Refers to the uniformity of the procedures and conditions related to administering tests. Norms: Provide a frame of reference for comparing an applicants performance with that others. Reliability: Is the extent to which a selection test provides consistent results. Validity: Is the extent to which a test measures what is purposes to measure. Objectivity: Testing is achieved when everyone scoring tests obtains the same results. Multiple choice and true and false tests are said to be objective. Test Usability: The used of tests that is usable and with benefit to both employer and employee. Classification of Tests:1. Standardized or non-standardized test:a. Standardized tests are administered and scored by specific directions; norms available to compare performanve.b. Non-standardized test are tests constructed by users, usually for informal evaluation; norms not available.2. Individual and Group tests:a. Individual test: a test adminis]tered by a trained examiner to one subject at a time.b. Group test:}] test designed to be given to more than one person at a time.3. Performance and Paper and Pencil test:a. Performance Test: a test where subject manipulates objects or assemble parts or perform worksb. Paper and pencil Test: a test where subject marks answer sheet or provides written responses.4. Maximum and Typical Performance Test;a. Maximum test: a test where individuals are required to perform their bestb. Typical Performance Test: a test which determines what the persom usually does or is most likely to do.

Competency Is an essential characteristic of a person that predicts excellent performance. Behaviors, motivations and qualifications that determine employee performance Includes k]knowledge, skills, abilities and personal traits that are matched with particular job, requirements, business objectives and/or company values. Essentially seeks to described the behavior thought necessary to achieve the desired outputWhere Can Competencies be Used?1. Manpower planning2. Selection and assessment3. Performance management4. Training and development5. Succession planningRequirement of CBI:1. Clarity of competencies2. Clear benchmarks3. Uniformity of interpretation of competencies4. Skills in evaluating competenciesAdvantages of Competencies:1. Effective communication2. Validation3. Reinforcement4. IntegrationWhat competencies can do:1. Translate strategic direction into action2. Clarify behaviors that support important values and principles.3. Establish standards of excellence that are shared across functions and boundaries4. Focus learning and development on the achievement of business outcomes.5. Provide a basis for ongoing performance feedback and development6. Identify emerging vis--vis declining skill sets to help facilitate organizational transititions.7. Accelerate development of a learning culture.8. Facilitate self-directed learning and career development for enhanced employability.9. Identify and leverage high performers or competency carriers.Competency Model: A profile or model for success for a given job or role Consists of behavior based on the knowledge, skills , abilities, motivation and other personal characteristics that lead to successful performance in that role. Impacts on success in the form of critical behaviorsMethods of Deriving Competencies: Structured interviews Structured observations Repertory grid analysis Critical incident analysis Expert system

The Competency-Based Interviewing Technique A competency-based interviewing technique is an interview that asks focused questions about the candidates ability to demonstrate knowledge, skills, behavior and characteristics needed for the jobs success.Features of Competency-based Interviewing Techniques Gather performance data vs. candidates ideas Collect information on real behavior Structured and focused probing schemeAdvantages of CBI over Traditional Interview Methods: More focused towards pursuing detailes information Increase in quantity and quality of information gathered Defined overlaps Shift in interviewers focus from hire/ not-hire decision to gathering valid information Less subjective Fair to allBenefits of Using CBI Technique Belief accuracy of selecting the right ]person for the job Better person-job fit Shorter development period Reduced turnover Lower-hiring cost Higher levels of productivity/ contributionObjectives of CBI Technique: Identify candidates past behavior patterns to predict the extent to which he/she will be successful in the future job.Job Description A group of duties, responsibilities and activitie]s assigned to an individual. A summary of the most important features of the job in terms of its general nature and of the type of the job i]n terms of its general nature and of the type of operatio]n required to perform it in an efficient manner.Content of Job Description1. Basic informationa. Summary statementb. Relationshipsc. Specific dutiesd. Responsibilitiese. Authorityf. Qualifications2. Complete informationa. Job titleb. Unit of assignmentc. To what higher position it is tied tod. How much direction and supervision is given to the jobe. Specific duties personnelf. Unrelated tasks that could be assigned, as for instance, during emergency, vacancies, resignation, absence etcg. Extent of authorityHiring the Right Person for the Job Organizations must attract good, qualified people or perish. Organizations cannot survive unless they have the right personnel. Managers throughout the organization share the responsibility of staffing. Each position in the company should be carefully matched and filled with the appropriately qualified individual. Training is an expensive proposition for organizations.A fit with culture Along with examining skills, the astute manager considers an applicants fit with the organizations culture.The atmosphere The setting of the interview is extremely important to get it off to the right start. The interview is a two-way process. This is an opportunity for the applicant to interview and judge the orientation.A skills inventory Prior to the interview, the manager should carefully review the job description. An inventory of the skills required for the job should be performed.During the Interview Initially the interviewer should engage in small talk to break the ice. It usually takes only a few minutes to help put the applicant at ease. Care should be taken, though to move on offer a few minutes. At this stage, the manager can generally determine if the applicant is an extrovert or in introvert.Realistic Job Previews The interview is a two way process. The manager is interviewing the applicant and the applicant is interviewing the organization. The manager then is not the only one making a decision, the applicant is also gathering information to decide if the position is the right-match.Human Resource Planning Also known as manpower planning Is a process of analyzing organizations human resource needs under changing conditions and developing the activities necessary to satisfy these needs. Employing the right number of people with the right skills and assigned to the right jobs where they can contribute effectively to the productivity and profability of the company. Elements of Human Resource Planning: Organizational planning Selection and placement Training Development Motivation of employee

Human Resource Planning: boarder aspects1. Systematic forecasting of manpower needs:a. On the basis of business conditions and forecasts, manpower needs are planned and monitored closely.2. Performance managementa. Analyzing, improving and monitoring the performance of each employee and the organization as a whole.3. Career managementa. Determining, planning and monitoring the career aspirations of each individual in the organization and developing them for improved productivity.4. Management developmenta. Assessing and determining the development needs of managers for future succession requirements.Advantages of Using the Elements of Human Resource Planning:1. Through a systematic planning of human resource, a company can be better assisted in attaining its goal and objectives2. It helps the company determine its manpower needs and provides a method of meeting them.3. It can be an effective means of planning the development and growth of employees4. It can assist in placing the employees properly in jobs where can they maximize the use of their skills and potentials.Five steps to Human resource Planning1. Determining the workload inputs based on corporate goals and objectives.2. Studying the jobs in the company and writing the job descriptions and job specifications.3. Forecasting of manpower needs4. Inventory of manpower5. Improvement plansFactors That Make a Good Employee Income Opportunities for demonstrating ones ability Security on the job Chances for advancement and professional growth Desirable working conditionsReasons for Proper Selection of Employees1. Company objectives are better achieved by workers who have been properly selected.2. An incompetent worker is a liability to the company3. Personnel have varying degree of intelligence, aptitudes and abilities.4. Labor laws protect employees, making it difficult to fire incompetent and problem employees.5. People have varying degree of intelligence, aptitudes and abilities6. Individuals have different interests, goals and objectives in life.7. Careless hiring is costly and can cause problems to the company, especially to the supervisors and managers who have to deal with the workers.Step-by-Step Procedures in Recruitment, Selection and Hiring

1. Studying the different jobs in the company and writing the job description and job specifications2. Requisition for new employees3. Recruiting qualified applicants4. Reception of applicants5. Application Form6. Testing7. Checking the applicants work experiences, school records and personal reference8. Interview9. Matching the applicant with the job10. Final selection by immediate supervisor or Department Head.11. Physical and mental examination12. HiringQuality assurance: A problem solving process that systematically assess the quality of care and corrects any defects that is observedObjectives of Quality Assurance Program:1. To ensure that patients have the right to health and to quality health services2. To fulfill the ethical duty of the health professionals.3. To maintain minimum standards of quality care.4. To ensure safe use of potentially harmful technology and procedure.5. To detect variation in the quality of care in various hospitals.6. To prevent wasting resources in substandard medical services.7. To ensure that patients derive the full benefit effective diagnostic and therapeutic procedures.8. To minimize the risk of errors resulting from the complexity of patient ease.Steps in Quality Assurance Cycle:1. Problem identification2. Problem prioritization3. Assessment of quality of care4. Problem analysis5. In-depth study of the problem6. Identification of remedial actions7. Implementation of remedial actions,8. Monitoring and evaluation of the problem]Nature of HRD in Healthcare Setting Characteristics of the healthcare HRD department: Consist between one and five persons Centralized in healthcare organizations Reports to a hospital administrator who is in the area of nursing or human resources. Market the HRD products outside of the institution Revenue generating by administration Typical name of HRD department is healthcare education department or education training department

HRD Department Activities Management development Nursing orientation Organizational development Satellite programming Employee orientation Continuing nursing learning Audiovisual services Library Patient learning Guest relations Community education Health promotion Emergency technician Continuing medical education Trustees training.Human Resource Planning Also known as manpower planning is a process of analyzing an organizations human resource needs under changing conditions and developing the activities necessary to satisfy these needs.Discipline: As applied in business and industry, discipline is an employers action against and employee for infraction of company policies or rules.Objectives of Discipline: The preliminary objective of discipline is to motivate an employee to comply with the companys performance standards. Another purpose of discipline is preventive, that is to prevent the commission of an act which violates the policies, rules and regulations of the company. It is the form of control to protect the interest of the company as well as those of the employees.Authorized causes of termination:1. Redundancy2. Installation of labor- saving devices3. Retrenchment to prevent losses4. Prejudicial ailment5. Where the employee have reached the retirement age.Categories of Discipline Problems:1. According to their severitya. Minor infractions:i. These instances do little harm, but may be serious when happen frequentlyb. Major vaiolations: these are disciplinary problems that substantially interfere with orderly operation of the business.c. Intolerable offenses: these misconducts are disciplinary problems of such drastic, dangerous and illegal in nature that they endanger employment.2. According to their naturea. Against personb. Against propertyc. Honesty integrityd. Orderliness/ Good conducte. Attendance and punctualityf. Conflict of interestg. Moralityh. Non-performanceProbable causes: Absence of codified guidelines or inconsistent application of rules. Unfairness or perception of unfairness Personal circumstances motivation, lack of knowledge and skills, illnesses No inadequate performance management system Insufficient resources to perform job Inadequate supervision management style-concern for task vs for people.Positive Discipline Corrects unsatisfactory behavior through support, respect and people-oriented leadership. The purpose of positive discipline is to help rather than harass.Steps in Positive Discipline Clarify responsibility for discipline Define expected employee behavior Communicate discipline policy, procedures and rules Collect performance data Employ corrective coaching Administer progressive disciplineStrategic Planning Is only one management tool which can help make organization successful.Why Develop a Strategic Plan?a. To improve performanceb. To solve major organizational problemsc. To stimulate thinking and future directiond. To build cohesion and teamworkHow to develop a strategic plan?1. Mission statementa. Review and update current mission statement, or development of a new statement2. Vision statementa. Development of long term view of the organizations dreams and ideals, and a statement of what the institution hopes to become.3. Analysis of SWOT and critical issuesa. Undertaken to focus upon the critical issues facing the organization4. Strategiesa. A strategy statement listing the major strategic changes is developed and then

5. Goals and objectives:a. Development of hospital performance targets for coming period are usually listed.Developing a Strategic Plan Strategic planning is a way of thinking and a way of dealing with change. No plan is perfect and complete Keep the plan simple and manageable Try to be honest and objective in assessments Use imagination and creativity in solving problems Involve the key decision makers Use a planning horizon of 3-5 years, not 15-25 years as things change too fast to plan for longer periods. Strategic planning is not an end in itself, it is just one tool in accomplishing the organizational plan.Steps of Strategic Planning Step I: Getting Organized for strategic Planning Step 2: taking stock of the organization Step 3: developing strategic plan Step 4: Drafting and refining the plan Step 5: implementing strategic planDeveloping a Human Resource Strategy Step 1: Understand the business strategy Step 2: developed a mission statement or statement of intent relating to the people side of the business Step 3: Conduct a SWOT analysis Step 4: conduct a detailed human resources analysis, concentrate on the organizations culture Step 5: go back to the business strategy and examine it against the SWOT and COPS analysis Step 6: highlight the options for managerial action Step 7: implementation and evaluation of the action plans

Sixteen Steps in the Employee Selection Process1. Decide which of the following steps to use2. Examine the job description3. Determine your specific expectations for the person who will fill the job4. Identify the behavioral qualities necessary5. Identify the credentials required6. Create an application form that collects as much high quality data as possible7. Recruit candidates8. Analyze applications and conduct brief telephone interviews to screen for the best candidates.9. Conduct record checks with previous employers.10. Design interview questions to collect as much information as possible11. Conduct one or two selection interviews for one to three hours with each candidate.12. Introduce candidates to future co-workers for their opinions.13. Call references for additional information, as needed, on the targeted behavioral qualities in one, or even two interviews.14. Review all the data collected on each candidate to assess the strengths and weaknesses of each.15. Make the selection decision16. Make an offer.