Human resources (hr) management for non hr managers

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<ul><li><p>1 </p><p>Human Resources (HR) </p><p>Management For Non HR </p><p>Managers </p></li><li><p>Equipping ASL Non HR and Line </p><p>Managers with People Management </p><p>Skills Required for Optimal Corporate </p><p>Productivity and Sustainable </p><p>Performance 2 </p></li><li><p>Module 1: Setting the Learning Context </p><p>3 </p></li><li><p>Programme Objective </p><p>At the end of this 1 day session. You will be able to; </p><p>1. Describe how Human Resource Management and People Management interplay impacts on overall Management effectiveness and achievement of organizational goals. </p><p>2. State why they must have at least a basic hands on knowledge of Human Resources Management in order to manage their people for effective performance </p><p>3. Explain what the key Human Resources Management functions are and how they impact Line Management of the people </p><p>4. Identify the key HR processes critical to effective Line Management and how to manage these processes </p><p>5. Clearly differentiate between the specific role of the HRs and line manager in people management </p><p>6. Relate the critical role of Employee Policy to the process of effective people management </p><p>4 </p></li><li><p>The Human and Professional Ladder of Learning </p><p>Unconscious </p><p>Incompetence </p><p>The State of Blissful </p><p>Ignorance </p><p>Conscious </p><p>Incompetence </p><p>The State of Enlightened Ignorance </p><p>Conscious </p><p>Competence </p><p>The State of enlightened Awareness </p><p>Unconscious </p><p>Competence </p><p>The State of Blissful </p><p>Enlightenment </p><p>5 </p></li><li><p>What is a Management </p><p> Management is the efficient, effective and economic use of resources to achieve results with and through the efforts of other people. </p><p> From a Balanced Scorecard Strategy Point of View, there are 4 critical Areas of Results every Management will primarily focus on. </p><p> People </p><p>Internal </p><p>Processes </p><p>Financial </p><p>Customers </p><p>6 </p></li><li><p>Your People Are Your Strategic </p><p>Advantage: Dont Mess with them! </p><p>There are only three measurements that tell you nearly </p><p>everything you need to know about your organizations </p><p>overall performance: employee engagement, customer </p><p>satisfaction, and cash flow. </p><p>It goes without saying that no company, small or large, </p><p>can win over the long run without energized employees </p><p>who believe in the mission and understand how to </p><p>achieve it. Jack Welch, former CEO of GE </p><p>7 </p></li><li><p>Line and People Management </p><p> Who is a Line Manager? </p><p>A manager who is authorized to direct the work of </p><p>subordinates and is responsible for accomplishing the </p><p>organizations tasks. </p><p> The tasks of a manager are essentially people-oriented. </p><p>Unless there is some understanding of people, </p><p>management will be unsuccessful. </p><p> Poor people management is an important contributor to </p><p>project failure. </p><p> The way your employees feel is the way your customers </p><p>will feel. And if your employees dont feel valued, neither </p><p>will your customers. Sybil F. Stershic, Taking Care of the </p><p>People Who Matter Most: A Guide to Employee-</p><p>Customer Care. </p><p>8 </p></li><li><p>Manage People </p><p>Manage Projects &amp; Change </p><p>Manage Your Technical Area </p><p>Manage Self </p><p>Manage Financial </p><p>Resources </p><p>The Five Must Have Key Competencies of a Manager </p><p>9 </p></li><li><p>Module 2: Introduction to HR, People and </p><p>Line Management </p><p>10 </p></li><li><p>What is HR Management? </p><p> HR Management is the systematic application of specialized, scientific principles and approach in the effective management of people in the organization covering the life-cycle process of planning for and managing their; </p><p>Workforce </p><p>Planning &amp; </p><p>Recruitment </p><p>Induction &amp; </p><p>Onboarding </p><p>Professional </p><p>Development </p><p>Professional </p><p>Progression </p><p>Motivation &amp; </p><p>Reward </p><p>Performance </p><p>Optimization </p><p>Administrative </p><p>Needs </p><p>Exit From The </p><p>Organization </p><p>Competency </p><p>Development </p><p>11 </p></li><li><p>The 3 Broad Employee Life Cycle Phases </p><p>Recruitment Development Management </p><p> Workforce Planning </p><p> Recruitment </p><p> Orientation </p><p> Onboarding </p><p> Induction </p><p> Competency </p><p>Development </p><p> Professional </p><p>Development </p><p> Successor </p><p>Development </p><p> Career Progression </p><p> Performance </p><p>Management. </p><p>Motivation and </p><p>Reward </p><p> Administration </p><p> Exit Management 12 </p></li><li><p>The Line Managers are HR Business Partners </p><p> While the HR department is responsible for providing specialist and </p><p>technical support in terms of the system; consisting of the </p><p>processes, procedures. policies and training on Human Resource </p><p>Management, the Line Management has the responsibility for </p><p>execution of this system. </p><p> The HR department is the originator and custodian of the Human </p><p>Resources Management system while the executor in chief is the </p><p>Line Management </p><p> Therefore The Line Management in leading 21st century </p><p>organizations has the primary responsibility for People Management </p><p>as Line Managers are the most proximate representation of senior </p><p>management at the line with the people. </p><p> They have become HR Business Partners in the frontline and shop </p><p>floors of the organization </p><p>13 </p></li><li><p>What is People Management? </p><p> It involves skillful handling of the following cycle of critical </p><p>factors of PEOPLE MANAGEMENT required for achieving </p><p>optimal organizational objectives. </p><p>Employee Administration </p><p>Discipline </p><p>Consequence Management </p><p>Employee Engagement </p><p>Employee Development </p><p>Employee Productivity and </p><p>Motivation </p><p>Employee Progression </p><p>Employee Disengagement </p><p> Manpower Forecasting </p><p>Planning </p><p> Recruitment </p><p> Induction </p><p> Competency </p><p>Gap </p><p>Identification </p><p> Training(Class &amp; </p><p>(OTJ) </p><p> Coaching &amp; </p><p>Counseling </p><p> Performance Management </p><p>and Improvement </p><p> Rewards and Recognition </p><p> Succession Planning </p><p> Career Mentoring </p><p> Exit Counseling </p><p> Employment Reviews </p><p>14 </p></li><li><p>WORKFORCE PLANNING, HIRING, ORIENTATION, </p><p>INDUCTION AND ONBOARDING </p><p>Module 3:Employee Recruitment </p><p>15 </p></li><li><p>Some of the greatest Punch lines on Recruitment From the worlds Greatest </p><p>Business Leaders </p><p> "The key for us, number one, has always been hiring very smart people." </p><p>Bill Gates </p><p> "Hire people who are better than you are, then leave them to get on with it. Look for </p><p>people who will aim for the remarkable, who will not settle for the routine." "If each of us </p><p>hires people who are smaller than we are, we shall become a company of dwarfs. But if </p><p>each of us hires people who are bigger than we are, we shall become a company of </p><p>giants." </p><p>David Ogilvy </p><p> "When I find an employee who turns out to be wrong for a job, I feel it is my fault </p><p>because I made the decision to hire him." </p><p>Akio Morita </p><p> "Somebody once said that in looking for people to hire, you look for three qualities: </p><p>integrity, intelligence, and energy. And if you don't have the first, the other two will kill </p><p>you. You think about it; it's true. If you hire somebody without [integrity], you really want </p><p>them to be dumb and lazy." </p><p>Warren Buffet </p><p> "The secret of my success is that we have gone to exceptional lengths to hire the best </p><p>people in the world.""You need to have a collaborative hiring process." </p><p>Steve Jobs 16 </p></li><li><p>Recruitment </p><p> The responsibility for getting it right in workforce planning and recruitment lies </p><p>with the Human Resources Function as the custodian and administrator of the </p><p>process. </p><p> The Human Resources Function provides the technical support as facilitators </p><p>of the process and the priests of its scared requirements . </p><p> The Accountability for hiring the right persons lies with the line management </p><p>who are the greatest beneficiaries of a hit or mishit in the hiring process, </p><p> The impact of hiring a PURE (Previously Unidentified Recruitment Error) staff </p><p>is greatly felt by the line and the organization. </p><p> A line Manager should therefore be actively involved in the recruitment of the </p><p>workforce it requires to achieve management objective for which it will be held </p><p>accountable. </p><p> The Boston Consulting Group found that recruiting ranked No. 1 among 22 </p><p>different HR functions as having the highest impact on revenue and profit </p><p>margins. </p><p> 17 </p></li><li><p>The Cost of Recruitment Errors </p><p> The Harvard Business Review revealed that as much as 80% of employee turnover is due to bad hiring decisions. </p><p> the Labor Department estimates it can cost on average one-third of a new hires annual salary to replace him or her and that those costs increase the higher up in the organization the turnover occurs. In some cases, it can total in the millions of dollars if that person is the CEO </p><p> Statistics say that if you made a mistake in hiring and you recognize and rectify the mistake within six months, the cost of replacing that employee is even going to cost you two and one-half times the persons salary </p><p> According to a study by the Society for Human Resources Management (SHRM), it could cost up to five times a bad hires annual salary. SHRM also found that the higher the persons position and the longer they remain in that position, the more it will cost to replace him or her. </p><p> No story captures the impact of hiring the wrong person than the hiring of John Sculley from Pepsi by the late Steve Jobs as his CEO in 1983 with the famous wooing words Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world. Sculley infamously fired Steve Jobs from Apple in 1985 and when he was fired in May 1993, Apple had $2 billion in cash and $200 million in debt. </p><p> 18 </p></li><li><p>Recruitment </p><p>Business Planning </p><p> Workforce </p><p>Planning( Collating </p><p>all workforce </p><p>forecasts </p><p> Analyzing the </p><p>impact on the org </p><p> Developing a </p><p>workforce plan </p><p>Talent </p><p>Requisitioning </p><p> Conduct Job </p><p>Analysis &amp; </p><p> Documentation of </p><p>the JD </p><p> Job Advertisement </p><p>(Internal &amp; </p><p>External </p><p> Talent Sourcing </p><p>Talent Selection </p><p> Coordinate all the </p><p>shortlisting agaisnt </p><p>profile </p><p> Coordinate all </p><p>aptitude and </p><p>psychometric tests </p><p> Facilitates all </p><p>competency based </p><p>interviews </p><p>Talent Hiring </p><p> Negotiations </p><p> Offer of </p><p>employment </p><p> Pre-Resumption </p><p>communication </p><p>with new Hire </p><p> Drives the, </p><p>orientation, </p><p>onboarding and </p><p>induction process </p><p>HR </p><p>Business Planning </p><p> Workforce </p><p>Forecasting (How </p><p>many &amp; what </p><p>people are needed </p><p>to meet goals </p><p> When do I need </p><p>them &amp; how much </p><p>will they cost ? </p><p>Talent </p><p>Requisitioning </p><p> Job Profiling </p><p> Job Performance </p><p>and Person </p><p>specification </p><p> Formal </p><p>Recruitment </p><p>Requisitioning </p><p>Talent Selection </p><p> Final Shortlisting </p><p> Lead Competency </p><p>based Interviews </p><p>and assessments </p><p> Lead role in the </p><p>selection of final </p><p>candidates to be </p><p>hired </p><p>Talent Hiring </p><p> Pre- Resumption </p><p>communication </p><p>with New Hire to </p><p>kick start their </p><p>induction and </p><p>onboarding </p><p>process </p><p> Active role in the </p><p>induction and </p><p>onboarding of staff </p><p>Line </p><p>19 </p></li><li><p>Workforce Planning and Recruitment- Reality Project Exercise </p><p> You have been given the opportunity to nominate from the following list below, </p><p>people who can kick start a project called New Nigeria with the aim of making </p><p>Nigeria a corruption free, secured, well governed, technologically advanced </p><p>and economically buoyant nation. Choose 6 people in your group (with very </p><p>strong reasons) from the list below that you will choose to be a part of this </p><p>project </p><p>1. A Soldier </p><p>2. A Policewoman </p><p>3. A Politician </p><p>4. A University Professor </p><p>5. A Public Servant </p><p>6. A HR manager </p><p>7. A Company Board Chairman/CEO </p><p>8. A Judge </p><p>9. A banker </p><p>10. A lawyer </p><p>11. A doctor </p><p>12. A journalist </p><p>13. An Economist </p><p>14. A pregnant Woman </p><p>15. A Cleric( Moslem/Christian) </p><p>16. An Engineer </p><p>20 </p></li><li><p>COMPETENCY, PROFESSIONAL AND SUCCESSOR </p><p>DEVELOPMENT </p><p>Module 4: Employee Development </p><p>21 </p></li><li><p>Great Punch liners from Worlds greatest Leaders on Employee </p><p>Development </p><p> My main job was developing talent. I was a gardener providing water and other </p><p>nourishment to our top 750 people. Of course, I had to pull out some weeds, too. </p><p> Jack Welch </p><p> If you wish to plan for a year sow seeds. If you wish to plan for ten </p><p>years plant trees. If you wish to plan for a lifetime develop people Kuan Chung </p><p>Tzu </p><p> All that is valuable in human society depends upon the opportunity for </p><p>development accorded the individual. Albert Einstein </p><p> "Tell me and I forget; teach me and I may remember; involve me and I will learn. </p><p>Not having heard something is not as good as having heard it; having heard it is </p><p>not as good as having seen it; having seen it is not as good as knowing it; </p><p>knowing it is not as good as putting it into practice. Chinese Confucian </p><p>philosopher Xunzi (312-230 BC) </p><p> Give me six hours to chop down a tree and I will spend the first four sharpening </p><p>the axe. Abraham Lincoln </p><p> Someone's sitting in the shade today because someone planted a tree a long </p><p>time ago. Warren Buffett </p><p>22 </p></li><li><p>Development </p><p> The responsibility for each employees personal development is the employees </p><p> The responsibility for providing the employee with opportunities for professional and </p><p>career development is that of the HR function </p><p> The responsibility and accountability for the professional development of the </p><p>employee and job successor is the Line Managers </p><p> In a study by global staffing firm Randstad, 73% of employers said fostering </p><p>employee development is important, but only 49% of employees said leadership is </p><p>adhering to this practice. </p><p> A 2012 Deloitte survey, Talent 2020, found that when employees were asked to </p><p>indicate the top factors that would cause them to look for new employment over the </p><p>next 12 months, lack of career progress topped the list, whereas lack of challenge </p><p>in the job came in at No. 5, suggesting the need for career development plans. 23 </p></li><li><p>Development </p><p>Competency </p><p> The Line defines technical </p><p>specific competencies </p><p>required for effective </p><p>performance on each job </p><p> Identifies competency gaps </p><p>and the interventions to </p><p>address them in staff </p><p> Deploys OJT, coaching 7 </p><p>other approaches to </p><p>address gaps </p><p>Professional </p><p> Identify professional </p><p>development </p><p>opportunities for </p><p>employees </p><p> Provides Professional </p><p>mentoring and coaching </p><p>where necessary </p><p>Successor/Leadership </p><p> Defines key </p><p>competencies and </p><p>performance </p><p>requirements for </p><p>MISSION CRITICAL </p><p>POSITIONS (MCPs) </p><p> Identifies successor </p><p>candidates for (MCPs) </p><p> Grooms employees for </p><p>MCPs </p><p>Line </p><p>Competency </p><p> Provides competency </p><p>framework and system </p><p> Facilitates the process of </p><p>employee Competency </p><p>Assessment </p><p> Conducts with the support </p><p>of the line Learning </p><p>development needs </p><p>analysis </p><p> Creates a development </p><p>plan </p><p>Professional </p><p> Provide a professional </p><p>development process &amp; </p><p>platform for employees </p><p> Provides advisory </p><p>services to the Line on </p><p>development </p><p>opportunities </p><p> Facilitates the execution </p><p>of professional </p><p>development </p><p>interventions </p><p>Successor/Leadership </p><p> Provides process, and </p><p>tools for successor </p><p>development </p><p> Provides specialist </p><p>advisory services </p><p> Coordinates and </p><p>facilitates all successor </p><p>and leadership </p><p>development </p><p>interventions </p><p>HR </p><p>24 </p></li><li><p>Development Syndicate Exercise </p><p>Stone Fisher is a hardworking and high flying staff in the organization. He has been in the supervisory role for the past 5 years and he is due to be made manager having met the performance requirements for promotion to the position of a manager. But the following gaps were identified in his last performance appraisal. </p><p>25 </p><p>1. Inability to finish tasks within </p><p>deadline </p><p>2. Struggle with managing multiple </p><p>schedules and deliverables </p><p>3. He is always breaking down due to </p><p>severe work load and pressure despite </p><p>having a full compliment of team </p><p>members </p><p>Kindly advise the management if Stone Fisher should be prom...</p></li></ul>