modul 7...complte

7/31/2019 Modul 7...Complte

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Human Resources Management

Task 01.01 Plan Department ManpowerRecruitment


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1. Job Description (JD)

- A document that states the task,duties and responsibilities of the job

- must relevant and accurate

- Contained with minimum qualification that a person should passess to perform a particular job.

- Includes educational requirement,experience,personality traits and physical abilities

- The items frequently included in JD are these;a) mojar duties performed

b) percentage time devoted to each duty

c) performance standart to be achieved

d) working condition

e) number of employees performing the job

f) the machines & equipment used

A good job description;

Serves as a reference guide for determining comparable industry salaries.

Helps maximizes dollars spent on employee compensation for position by ensuring experience and skills need for the

job, are detailed and matched to prospective applicants.

Funtions as a foundation for developing interview question.

Details information about the position that can be incorporated intohelpwanted ads.

Discourages employees from refusing to do something because it is not my job.

Provides a basis for employee reviews,salary increases,setting goals,and growth paths. Serves as legal documentation that can be useful in the event an employee files a termination or discrimination lawsuit

against the company


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What to INCLUDE in a Job Description

An effective job description details the primary function of the job, how the task will be carried out and the necessary

skill needed to perform the job.

It should anticipate employee growth and potential problems with misunderstanding.

That is, a job description is not just an analysis of the position, it should also address potential question about the

position in the future.

A job description sholud include the following:

Job Title: clarifies the position,job title and rank or level (if applicable)

Salary Range : List starting salary, mid-range, and high (maximum) salary for the position.You should also include

information about how employee may be engine for additional compensation (i.e., sales commissions,performance

bonuses,annual raises)

Statement of Purpose and Objectives : a general statement,summarizing in three or four sentences,the purpose or

objective of the position

Job Descrption : a detailed list of specific duties and task in their order of significance(the most important duties

should appear at the top of the list). This should cover every actuvity that will take 5% or more of the employee time

and include any accountability the employee may be have for meeting certain objective.

Descrption of Reporting Structure : provides a detailed description of any and all roles the employee will

hold.Include their own supervisory roles )if any) as well as who they are subordinate to directly and indirectly.

Experience and Skill : be as specific as possible when detailing the experience and skill required performing the

job.For example,if the positio required the uses of a computer,list the type of software or hardware used to perform the

job.

Description of Ideal Candidate : detail other strengths neede to perform the job such asability to work with tight

dadlines and multiple bosses.

Work Location and Schedule : list the physical location of the job,the day and hours of the position and include any

potential overtime that may be required to perform the job.


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2. Organizational Chart

A graphic representation of how authority and responsibility is distributed within a company or other organization

called org chart.

A diagram representing the management structure of a company,showing the responsibilities of each

department,relationships of the department to each other and the hierarchy of the management.

An organizational chart (i.e;organization chart,organigram(me),or organogram(me) is a diagram that shows the

stucture of an organization and the relationships and relative ranks its part and positions/jobs.

The term is also used for similar diagram,for example ones showing the different element of a field of knowledge or a

group of languages

An organizational chart of a company usually shows the managers and sub-workers who make up an organization.it

also shows the relationships between the organizations staff members which can be one of the following:

Line ; direct relationship between superior and subordinate

Lateral : relationship between different department on the same hierarchal level

Staff: relationship between a managerial assistant and other areas.The assistant will be to offer advice to a line

manager.However,they have no authority over the line manager action.

Functional : relationship between specialist position and other areas.The specialist wll normally have authority

to insist that a line manager implement any of their instruction.

Limitations of an organizational chart

It only shows formal relationship and tells nothing of the pattern of human (social) relationship which develop.

It show nothing about the managerial style adopted (e.g; autocratic or democratic)

It very quickly becomes out-of-date,especially in large organizational which change their staff regularly

When starting a business or when changing from one organizational from one organizational structure to another,its

appropriate that owners consider advantages and disadvantages of each structure in meeting business, personel and

family goals.

The best stucture for one type of business may not be the best for another.The best stucture for a business mey not be

suitable as the business expands.


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Example of an organizational chart

Simple hierarchal organizational chart

An example of a line relationship in the chart would be between the general and the general and the two colonels.These two

colonels are directly responsible to the general.

An example of a lateral relationship in this chart would be between Sergent A, and Sergent B who both work on level

and both report to the Captain A.

Various shapes such as rectangle,squarea,triangles,circles etc. can be used to include different roles.

Color can be used both for shapes borders and connection lines to indicate differences in authority and responsibility and

possibly formal,advisory and informal links between people. A department or position yet to be created or currently vacant might be shown as a shape with a dotted outline.Importance of

the position may be both with a change in size of the shape in addition to its vertical placement on the chart.

General

Colonel A Colonel B

Captain A Captain B Captain C

Sergent A Sergent B

Private A Private B


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3. Standard Operating Procedure

Is a set of instruction having the force of a directive,covering those feature of operation that lend themselves to a

definite or standardized procedure witout loss of effectiveness.

Can be effective catalysts to drive performance improvement and improving organizational results.

In Manufacturing Practice

SOP is a written document/instruction detailing all step and activities of a process or procedure. These should be

carried out without any deviation or guarantee the expected outcome.Any modification or deviation from a given SOP

should be throughly investigated and outcomes of the investigation documented according the internal deviation

procedure.

These SOPs should be the basis for the routine training program of each employee.SOPs should be regularly updated

to assure compliance to the regulatory requirement and the working practice.A minimum review schedule of 3 years

is recommended.

Part of the activity list such changes should be to update the related SOP.SOPs should be in place for all QualitySystem plus the specific operational activities on site.The stucture of an SOP System and the total amount of

induvidual SOPs should be carefully taken inta consideration.Too many SOPs could lead to a collapse of the SOP

System.System SOPs should not be mixed up to keep systems and interaction between quality system easy.

ISO 9000 is essentially simply a directive to document all procedures used in any manufacturing process that could

affect the quality of the product.

Information technology industry usethe information technology industry uses the terms Standard Operating

Procedure(SOP) to describe a best practice approach to executing tasks related to the production and maintainance

of hardware and software as well as incident and change management.There are a number of solution available toautomate the execution of SOPs for large enterprise,as it pertains to information technology,such as Creekpath,,

iConclude and Stratavia


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01.02 CONDUCT STAFF INTERVIEWa) Comminucation Skills

Source EncodingChannel Decoding ReceiverMsg Msg Msg Msg

Context

Feedback

Source Clear what youre communicating what you want to communicateNedd to be confident about the information that communicate is useful and

accurate

Message The message is the information that want to be communicated

Encoding Transfer the information that want to communicate into a form that can be sent andcorrectly decoded at the end.

The success in encoding depends on the ability to convey information;clearly andsimply;anticipate and eliminate sources of confusionKnow the audience; or they might misunderstood

Channel Messages are conveyed through channels;face-to-face meetings,telephone and videoconferencing;and written channels;letters,emails,memos and report.

Decoding The successful encoding is a skillThe successful decoding;taking the time to reaad a message carefully or listen actively to

it.

The Communication Process


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Receiver The message is delivered to individual members of your audience.Each of the individuals enter intothe process with ideas and feelings and might influence their understanding of your message and their

response. To be a successful communicator,you should consider these before delivering your message and actappropriately

Feedback The audience will provide feedback as verbal and nonverbal reactions to be communicated message.

Pay close attention to the feedback,as it the only thing that can give you confidence that youraudience has been understood your message.If there has been a misunderstanding,at least you have the oppurtunity to send the message a second

time

Context the situation in which your message is delivered is the context.This may include the surroundingenvironment or broader culture(corporate culture,international culture and so an)

c) Job Profile

Is a list of the general tasks or function and responsibilities of a position. Include to whom the position report,specification such as the qualifications needed by the person in the job,salary

range for the position,etc.

Job description is usually developed by conducting a job analysis,which includes examining the tasks and sequences of

tasks necessary to perform the job.The analysis look at the area of knowledge and skills needed by the job.

Note that a role is the set of responsibilities or expected result associated with a job.

A job usually includes several roles:

1. Job summary : also called the Job Objective or Purpose Statement; a short paragraph of no more than 3 to 4

sentences which concisely informs the reader of the nature,level and objective of the position.The nature of job

that an individual is devoted to perform.It also state about the Characteristic of Job.2. Job duties : also called Tasks Performed;may be as lengthy as necessary to fully describe each essential duty or

responsibility which comprise the employees function ,generally starting with principle duties.

3. Roles and Responsibilities : includes supervisory level,managerial requirement and any working

relationships.The position that an individual hold in the organization.It basically means the soft skills required

by a person to fulfill the given job or tasks and even the job description can attain some preference.

4. Job specification or qualification : Include education,experience-level,knowledge and skill set as well as any

physical limitations(such as able to lift 30 lbs).Is the minimum requirement that is needed for the specific job

or position.


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5. Key role interaction : defines the people and/or department which the position will be require to relate with in

the course of the job.Though not necessary an exhaustive list,certainly will provide both interviewer and

applicant a basis of understanding when discussing past position and potential responsibilities.

6. Professional skills : describes in enough detail the key ability sets and experience which will be required from

past position to allow a new hire to function and perform the duties of the job from day one.


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d) Interviewing techniques

Method of interviewing :

1. One to one interviewthe applicant meet one to one with interviewer

2. Group interviewa meeting in which several applicant interact in the presence of 1 or more company representative

3. Board inter viewa meeting in which 1 candidate is interviewed by several representative of a company

4. Stress interviewa form of interview that intentionally create anxiety to determine how a job applicant will react incertain type of situation

5. Videotaped interviewthe consulting company that looking to fill a high level position and interviewing a desirable

candidate

e) Interviewing technique for multimedia personel

1. One to one interviewthe applicant meet one to one with interviewer

2. Group interviewa meeting in which several applicant interact in the presence of 1 or more company representative


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01.03 Select Staff for Recruitment

1. Review short listed candidates resume

Resume : A common method used by job seeker to present their qualification

b. Job Profiles

Marital Status : (Single/Married/Divorce/Single Parent)

Spouses Name : __________________________________________________

Childrens Name : __________________________________________________

__________________________________________________

Name Photo

Title : Mr/Mrs/Dr

Address

Email

Introduction

Qualification

Interest

Output

Interest


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Cont..

Salary

Recruitment requirement

Method used Internal Recruitment

Method used in External Recruitment

High Schools and vocasional school Advertising

Community colleges Employment agencies;public and private

Colleges and universities Recruiters

Competitors and other firms Special events

Older individuals Intership

Professional association

Programs

Courses

Other Professional Activities

Image/Multimedia Gallery

Job Posting A procedure for communication to company employees the fact that a

job opening exists

Job Bidding A technique that permits individual in organization who believe that

they posses their required qualification to apply for a posted job


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Cont..

Advertising : a way of communicating the firms employment needs to the public through media such as radio,news paper or

industry publication.

Employment agency : oganization that assist firms in recruiting employees and also aid individuals in their attempt to locate jobs

Private employment agencies : agencies utilized by firms for virtually every type of position;best known for recruitingwhite collar employees

Public employment agencies : employment agencies that are operated by each state but receive overall policy direction

from the goverment

Special events : a recruitment method that involve an effort on the part of a single employer or group of employers to attarct a

larger number of applicants for interviews.

Intership : A special form of recruitment that involves placing students in temporary jobs with no obligation either by the

company to hire the students permanently or by the students to accept a permanent position with firms following graduation.

2. Short listing sucessful candidates for recruitment

a. Recruitment individual

b. Preliminary interview

c. Review of application and resume

d. Selection tests

e. Employment interview

f. Reference and background checks

g. Selestion decision

h. Physical examination

i. Employed individual

3. Submit the list for recruitment

a) HRM


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b) Evaluate Job Profile

Understanding and being able to undertake effective job analysis and evaluation is an essential activuty for the humanresources professional and a powerful tool for line manager to use.

Together these technique form the basis of the requirement of a job role and determine the jobs value or worth to theorganization,thereby helping ensure appropriate remuneration is applied.

This allow position to be objectively evaluated and the most structure for your organization to be developed. This seminar is desinged to provide participants with an understanding of job analysis and evaluation;how job analysis and

evaluation is used as the basis for designing pay and grade structure and how these factors link to broader issues of employeemotivation.

Objective :

Understand job analysis and evaluation technique

Incorporate behavioral competencies with job evaluation

Comprehend the various stages involved in a job analysis and evaluation project

Apply a pay structure to the job evaluation

Explore connections between job analysis and job evaluation

Examine different ways to implement these processes

Develop different types of salary review arrangements

Those who responsibility for influencing pay policy within thei organisation and want to understand more about jobevaluation and what is involved in the design of pay and garding structure.This will include generalist line and HRprofessionals as well as compensation and benefits specialist.

Competencies Emphasised,Analytical Thinking,Attention to Detail,Information Seeking,Interpersonel Understanding,Management Control,Organisational Awareness,Planning and Organising,Teamwork and Personel Impact.

Those attending will have increased understanding of the powerful role that the job evaluation and the associated structurehave on employee commitment and motivation.As a result they will return to work equipped and energized to put thelearning into practice.

Organisational Impact

This organisation will benefit from having staff who will have increased understanding of the issues surrounding job evaluationand pay salary stucture design.

This in turn is designed to help ensure that emloyees feel adequately rewarded and properly motivated.


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Training Methodology

The seminar will be conducted in a partipative style with the emphasis being on involvement and discussion.There will be series of

practical exercise as well as a number of case studies and syndicate exercise.

Personel planning

c) Identify most suitable candidate for the job

Application date Make date for application

Help manager know when the form was completed and give them an idea

of the time limit

Educational Background The applicant should provide grade school,high school,college

Experience Any question that focus on work experience related to the job are

permissible

Arrest and criminal conviction Questions about arrest alone re not permissible.But question about

convictions are fine

Country of citizenship Such question are not permitted.

References It is both permissible and advisable that the names,addresses and number

phone of reference provided

Disabilities Employer may ask now if an applicant needs reasonable accomodation-ifthe disability is abvious or if the applicant has voluntarily disclosed the

disability.


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01.04 Implement Department Recruitment Policies and Procedure

Department recruitment policies and procedure

PERSONNEL RECRUITMENT

Recruitment shall consist of all authorized activities designed to provide applicant pools from which to select qualifiedapplicant for specific position vacancies.

A position vacancy shall be announced for a minimum of 14 days or reannounced for a minimum of 7 days,unless the

position vacancy qualifies for open posting.When there is a continual need for qualified applicants in a specific Support

Personnel class may be listed continuously on a position vacancy announcement with the application deadline listed as

open.

Consideration of an application may be discontinued when it is determine that the applicant :

1. Does not meet the minimum education,training and experience requirement established for a class or does not possesessappropriate licensure or other requirement as specified on the vacancy announcement.

2. Has willfully falsified or failed to complete the application/resume.Willful falsification of an application/resume is cause for

dismussal of an employee already by the University

3. Has an unsatisfactory employment record

4. Has been convicted of a felony or frist degree misdemeanor related to the position of employment sought

5. Is a male between 18 and 26 who has not registered for the selective service?

PROMOTION PROCEDURE FOR VACANT POSITIONS

Organization shall observe all policies,procedures and applicable collective bargaining agreements concerning the promotion

of employees to vacant positions.All employees applying for position will be required to meet the minimum training andexperience requirements specifications as well as any special requirement or skills by the employing department.

Procedure :

Employees may apply for a promotion by submitting an updated Employment Application to the office of Human Resources.Suchrequest shall indicate the position number of the position for which the employee would like to be considered.

Employing Department

Review credentials of all qualified candidates and make selection of those candidates to be interviewed.


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PRE-EMPLOYMENT REQUIREMENTS

Any person who has a felony conviction for offenses committed and involving selling or trafficking a controlled substance,is

disqualified from being employment in organization,unless:

1. The person completed all sentence of imprisonment or sanction imposed by the court,by law; or,

2. The person has complied with the conditions monitored by the Department of Corecctions while the person is under any

supervisory sanctions which may include:

a. Enrollment in a drug treatment and rehabilition program as specific by the court and

b. Submits to periodic drug testing pursuant to procedures prescribed by the law.

Verification

If the applicant indicate in the Pre-employment Requirements Form that he/she has been convicted of a felony involving selling or

trafficking a controlled substance,verification of compliance with the provisions shall be obtained by completion of the Pre-employment Vertification Form

When the applicant indicates that he/she has completed all sentences of imprisonment or supervisory sanctions imposed by the

court,the Parole Commission or by law,Human Resources.

SEARCH,SCREEN AND SELECTION GIIDELINES.

Human Resources

The Department of Human Resources assists in the recruitment and employment activity of all departments within the

organization.

This is accomplished through coordination with the hiring officials and/or the screening committees.

Receiving and possessing the Recruitment plan submitted by hiring officials

Creating and posting the Position Vacancy Announcements

Developing and placing advertisement

Collecting self identification information from applicants of gender and ethnicity

Reviewing and processing Equal Opportunity Officer certifications and appointment forms for approvals

Receives and processess employment applications materials online

Screening application materials for minimum qualification using job specific questions

Routing application materials to hiring managers via the web

Providing applicants automated updates regarding the status of their applications


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THE HIRING OFFICIAL

The development of the Recruitment Plan and selection process is delegated to hiring officials within each division and

and/or department.Screening committees shall be used to fill all ranked position.Some specific responsibilities of the hiring

official are :

To complete and submit through system a Recruitment Plan form for approvals

To recruitment and hire persons in all job classifications without regard their sex,race,religions,marital status,national

origin,veteransstatus,age,disability or ethnicity.

To ensure that the criteria utilized for all hires is job related

To ensure that all applicants are given equal oppurtunity in employment consideration and

To submit through system the request for approval to hire

When using an interview panel,the hiring official through system:

Screens the applications

Select the applicants to be forwarded for interview pool certification and

Completes other appropriated duties performed by a search committee chair

EMPLOYMENT PROCESS

A. The recruitment Plan

The appropriate administrator or authorized hiring official in the budget entity where the vacancy exist shall forward the

Recruitment Plan,which at a minimum should contain the following information/compenents :

1. Position title,requisition number and the name and title of the supervisor

2. Position informationjob description

3. Departmenta written description of the minimum and preferred education and experience, and rank(s) advertised;4. Admin & Personnela copy of the updated position description approved by the Department of Human Resources;


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SCREENING AND EVALUATING APPLICANTS

Screening

After the applicant pool has been certified by Equal Opportunity Officer :

1. Where a search committee is used,each member of the search committee will have the oppurtunity to review applications

through system.When agreeable to committee members,application materials may be screened by a subcommittee of the

entire committee to eliminate any applicants not meeting published criteria.However,the committee must bi in majorityagreement on any and all screening techniques used to identify suitable candidates.

2. An interview panel must be used when a screening committee is not used.In these cases,the hiring officials conduct the

initials screening of applications.

HIRING DECISION

1. The hiring official complete the appointment form via system SOAR and submit the recommended candidate,including the

salary range to be used for negotation,to the manager/CEO.

2. After evaluating the selected applicants and the proposed terms of the offer ,HR Manager will inform the hiring authority of

his/her support of the ofer or of any question to be considered prior to the extending of a verbal offer.

3. The hiring official may then contact the candidate and extent a verbal offer and negotiate the salary within the approved

range and any other conditions of the offer

4. Following the required approvals and the acceptance of the verbal offer,the hiring official must complete the Appointment

Form located in system for the appropriate job classification.

Monitor the policies and procedures

a. The strength and weakness of staff

Step 1Explain the Processsince time is usually at a premium for meeting participants,it is important that the participants

understand why they are at the meeting and what the expected outcomes of the meeting are.SWOT Analysis the process of

documenting the agencys


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Strength,Weaknesess,Opportunity and Threats.

Step 2List Strengths

Develop a list of all of the internal strength of the agency incorporating feedback from the team members,emails and

surveys.Discuss the strengths and clarity any question or confusion.Examples of strength could included an experienced staff or

good employment training program.

Step 3Identify Weaknesess

Repeat the process you used to identify strength to generate a list of the agencys weaknesess.Weaknesess are internal factors that

may impact workforce palnning negatively.Examples of weaknesess could included an absence of procedural manuals or lacks ofan employee mentoring program.It is possible that a strength could also be a weakness.

Step 4List Opportunities Repeat the process to list opportunities.Opportunities are external factors,as opposed to the internal

factors of strength and weakness.Opportunities could included new relevant training at educational or an emerging diverse

workforce.

Step 5Identify Threats Repeat the process to identify threats.Threats are also external factors.Threats could have a

negative impact on your workforce planning and could included a projected increase in the cost of employee health

insurance or an expected reduction in government funding.

Sample Meeting Ground Rules

Teams meeting to complete a SWOT Analysis should develop ground rules that define how team members want the meeting to be

conducted.Ground rules help promote meeting efficiency and member participation.The ground rules should be developed and agreed

upon by the team members at the start of the meeting.Ten of the most common meeting ground rules include :1. Respect each other and refrain from making personnel attacks.

2. Acknowledge that it is OK to disagree3. Listen to other,dont interrupt.

4. Everyone participates; no one domibates,value the diversity of team members.5. Honor time limits : be on time,start on time,end on time

6. Recognize that all ideas are potential ly good ideas,dont rush to evaluate suggestions;keep an open mind

7. Stick to the agendastay on tasks.Usually the meeting leader or another designated individual serves as a facilitator and isresponsible for facilitating the meeting and keeping it on task and on time.

8. Be prepared for the meeting by reviewing materials distributed beforehand and bringing any requested materials with you

9. Respect confidentiality,what is said in the meeting should stay in the meeting

10. Make arrangements to not be interrupted during the meeting;turn off cell phones.


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Step 6Establish Priorities

You will have 4 lists once youve identified yourStrength,Weaknesess,Opportunity and Threats.Use a prioritization process to

reduce each of the four lists to five top priorities.Two options for doing for doing this are :

Sample Completed SWOT Matrix

Step 7

Discuss Next StepsThe next step begin the process of turning the result of the Enviroment Scan and SWOT Analysis into something actionable.

Encourage group discussion about the 4 priortized list by asking :

How can we maximize the use of our strength?

How can we overcomes the threats identified?

What do we need to do overcome the identified weaknesess?

How can we take advantages of our opportunities?

Strength (internal) Weaknesess (internal)

The agency has an experience and dedicated workforce

There is a good training program for new employeesSenior management is committed to work force planningHuman resources staff are easy to work with and willing to try

new recruitment ideas.50% of the staff hold a professional certification.

Over 50% of the managers and supervisor are eligible for

retirementThe agency does not offer a mentoring programThe agency lacks the technology tools to be more efficientProcedural manuals need to be updatedThe current workforce is not very racial/ethnic diverse

Opportunities Threats

New information technology tools can provide quicker data

sharing between agencies and client information retrievalThere are job sharing opportunities with other agenciesA larger number of retired baby boomers are considering

returning to the workforce on a part-time basis.

The demand for workers in the field exceeds the supply of

potential workersThere is less federal money available for training grantsBudget and full-time positions have been limitation by the

legislatureEducational institutions are reducing the number of coursesoffered in this field.


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Guidelines : Conducting Effective and Efficient Meetings

Distribute the agenda prior to the meeting.Define the purpose of the meeting,list the agenda items and times allotments and

include any references materials that should be reviewed prior to the meeting.

Write the agenda and meeting goals on a blackboard or flipchart in the meeting room.This will help keep the members

focused on the tasks at hand.Follow the agenda,start on time and end on time.

Your meeting should have a facilitator,either the meeting leader or another designated individual.The role of the facilitator is

to keep the discussion focused on the topic,stay on the agenda,and stay on time.It would be very easy for a meeting onworkforce planning to turn into a meeting with participating discussing everything about the organization.The facilitator

control the meeting by establishing time limits,listing specific agenda items,defining the purpose of the meeting and

controlling the discussion.

Make introductions,have team members introduce themselves and tell where they work or what they do.

Use a warm-up activity,sometimes called an icebreaker.This activity serves 2 purposes :

1) It promotes participants and communication;

2) It encourages team work and team building

Have the team members develop and agree upon meeting ground rules.These agreements establish norms for participantsbehavior and define how the meeting will be conducted.

b) Recognize staff workload

The human and financial cost of work overload and stress is considerable within Australian workplaces.According to the National

Occupational Health & Safety Commision,in 1996/97 :

Stress accounted for 2.9% of successful workers compensation claims

The average duration of absence from work for those claims was 15.4 week (longer than any other mechanism of injury or

disease)

The average cost of those claims was $13,500 (higher than any other mechanism of injury or disease)

Within the education sector,stress claims are disproportionately high.In 1996/97

12.8% of all successful claims in education were for stress

Education accounts for 13.25% of all stress claims.


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Compensation statistic reveal only the iceberg of stress within workplace.ABS data indicates that an estimated 53.2% of

workers do not claim compensation desprite an entitlement to do so.

The majority of workers suffering from work related stress do not claim compensation.Instead,many take sick leave,annual

leave or leave without pay ,while others remain at work despite health effects,leading ro increased turnover ,low

productivity,inefficiency,frustation,tiredness,burnout and poor health.

Recent studies have examined the nature of workloads and the relationship of work overload to stress.Stressors identified by

academics included decreased time for reading and research,while general staff most commonly identified competingdeadlines and lack of recognition for work.

The study showed a correlation between stress,increased workload and decreased job satisfaction.Between 1996 and

1998,over half of academic staff respondents reported a decrease in job satisfaction while for general staff the figure

was 38%.

The drivers of reduced job satisfaction included the quality of working life,opprtunities to undertake research and other

scholarly activity,the quality of university management and administration/ organization,funding levels,career

prospects and promotion opportunities.

c) Evaluate staff productivity

How to Communicate your Weaknesess

1. Understand the question

2. Be prepared

3. Avoid the most common mistake.My greatest weakness is that Im too much of a perfectionist I hold myselfta a higher

standard than I expect from other.That frankly irritates the interviewer.It also shows,very clearly that you live in denial of

yourself.

4. Be clear and concise

5. Immediately follow with good news

6. Stop and wait.After you answer the question ,stop talking.

7. Dont be a one-hit-wonder

8. Analyzed regulary


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Communicating Tips

Communicating your weaknesess also plays an important role in having a healthy relationships.

You may be able to use this exersice to augment your annual performance reviews by identifying areas in which you

can improve and help to identify specific goals.

If you have staff,helping them become proficient at this will give you a great indicator of how to play to their strength

and assisgn less critical effort that would make use of their weak areas. Make notes from time-to-time about how well your compensatory techniques are working(or how theyre not) so you

can tweak them to your best advantages.

You can extract from the strength portion of the excersice to improve a cover letter.

Your strength are things you bring to table for a potential employer and its much more impressive if you know

definitively what those are.

Keep in mind that strength and weaknesess often go together.For example,a tendency to over-commit may reflect a

dedication to a project or to helping other members of a team.


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Identify staff training requirement - Before initiating any training programmed, the manager needs to identify what training is required. This involves both

looking at the processes to be carried out and the people who will undertaking them.

- Training programmed for permanent staff need to reflect the career development potential of those staff and meet theirtraining needs, which may very in substance and content depending on the task.

- The situation with temporary staff is usually simpler.

Consistency - Training programmed also need to be prepared to cover changes in legislation or working practices and the introduction of

new technology or processes. - To achieve a sustainable, non-partisan, and transparent electoral process, it is essential that personnel understand and learn

how to apply the rules governing elections, including the electoral code of conduct. - The decision is difficult enough with proper training; without it, the electoral manager may find that two members of the staff

faced with the same markings on a ballot paper have made different decision at different counting centre. A good training programmedcould be designed to avoid this type of problems. Training of consistency is one way of doing so.

b) Levels of need assessment

02.01-DETERMINE TRAINING NEEDS

Level What is measured

Organization Where training is needed and the condition in

which training will be conducted

Task What must be done to perform the job effectively

Person Who should be trained and what kind of trainingthey need


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c) Staff development and performance appraisal technique

- Dealing with difficult employees- How to be a better leader

- Management and development of staff

- Dealing with discipline- Pay reviews will not help firms

- Britain has 2bn expense bill error- Reducing salary- Sugar spearheads apprenticeship campaign

- Effective management save money

The key to staff appraisal meeting is that there should be no surprises. For instance, if an employee tells a manager that the 6months since the last review have gone really badly, it should not be the first theyve heard of it. This is because staff

appraisals must not exist in isolation, but should be part of an ongoing process in which both management and staff have a

responsibility .

Staff appraisals

1) Be prepared-Prepare by referring to a list of agreed objectives and notes on performance through out the year.2) Create the right atmosphere-a successful meeting depends on creating an informal environment in which a full, frank but friendly

exchange of views can take place. It is best to start with a fairly general discussion before getting into any detail.

3) Work to a clear structure-The meeting should be planned to cover all the points identified during preparation with time allowed for

individuals to fully express their views.4) Use positive feedback-Where possible, reviewers should begin with praise for some specific achievement.

5) Let the employee do the talking-This enables them to get things off their chest and helps them to feel that they are getting a fair hearing.

6) Invite self-appraisal-This is to see how things look from the employee point of view and to provide a basis for discussion many people

underestimate them selves.7) Performance, not personality-Always refer to actual events, behavior and results.

8) Encourage analysis of performance9) Dont deliver unexpected criticism.


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Motivational programs

Motivation involves the basic psychological reasons for a persons actions and behavior. These are the forces or

factors that cause a person to act a certain way or to behave in the manner that they do. There are various types of

motivations that can influence a person. These include the following:

Primary or Basic Motivation

This mainly pertains to motives involved with our need for self-preservation. This includes needs such as hunger and

thirst, warmth, sex, avoidance of pain and other primary motives which influence a persons behavior at a very basic

level.

Secondary Motivation

More known in psychology as learned motivation, this type drives differ from one person to another. In many

ways they Involved a persons own sense of value and priorities in life. Many of behavior derived from secondary

motivation are conscious Ones. That is, a person consciously desires a particular goals or result , and behave in a

way that brings them closer to that something which they currently do not have r possess. This kind of motivation

generally falls into 2 basic type: intrinsic and extrinsic motivation.

Extrinsic Motivation

Extrinsic motivation is likely to involves the concept of rewarded behavior. Thus, by engaging in a particular type ofactivity or behaving in a particular manner, you are rewarded by a desired end results. For instance, you are

motivated to save money for a vacation. Hence, you resist the urge to make impulsive purchases & in general

become more discriminating in how you Spend your money. After a time you find that you have a steadily growing

amount of saving which you set aside. When you find That you have saved enough for that trip, you utilize yoursavings for the intended purpose & go on vacation. The external Motivation is the vacation, which is also the reward

for your act of saving for it.

02.02 ORGANISE STAFF TRAINING


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Internal Motivation

It would be a mistake to say that such behavior does not come without its own reward. To be more precise, the end

goal is not Visible or external thing, but more internal & psychological. The achievement of these goalsby itself

also correctly seen as a rewardis in general not visible to others person. Thus, for instance, a student ismotivated to get good grades ( external motivation ) or simply, he desires to know more about particular subject (

intrinsic motivation ). Getting good grades is the reward visible to others. For the student, the fact that he hasbecome an expert in particular subject or lesson is also a psychological reward for his intrinsic desire to learn.

Successful Motivated Behavior

Good & effective actions or behavior usually involves the harmonizing of these two types of motivation. If one isdriven by both intrinsic & extrinsic motivations, then inner conflict is reduced & a person is more likely to devote

uninterrupted the harmonious actions toward a particular task. The inner & external rewards too, are good

reinforcing mechanisms. For many People, this is really means towards success. By choosing that you desireboth in its intrinsic & extrinsic rewardsyou can harmonize your own actions & devote your energies to your goals.

In such instances, the chances of achievement increases greatly.

Need assessment for training

Induction training

Introduction training is important as it enables a new recruit to become productive as quickly as possible. It canavoid costly mistakes by recruits not knowing the procedures or technique of their new jobs. The length of

introduction training will vary from job to job & will depend on the complexity of the job, the size of the business &

the level or position of the job within the business. The following areas may be included in induction training:

Learning about the duties of the job Meeting new colleagues Seeing the layout the premises Learning the values & aims of the business Learning about the internal workings & policies of the business


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On - the - job training

On the job training occurs when workers pick up skill whilst working along side experienced workers at their place

of work. For example this could be the actual assembly line or office where the employee work. New workers may

simply shadows or observe fellow employee to begin with & are often given instruction manuals or interactive

training programmers to work though.

Off - thejob training

This occurs when workers are taken away from their place of work to be trained. This may take place at

training agency or Local College, although many larger firms also have their own training centers. Training can

take the form of lecturers or selfstudy & can be used to develop more general skills & knowledge that can be

used in a variety of situations, e.g. management skills programmer.

The respective advantages of on - the - job & staff off - thejob training are summarized below:

On-the Job Training Off-the-Job training

Cheaper to carry out Learn from specialists in that area of work who can provide more in-

depth study

Training is very relevant & practical dealing with day to day

requirements of job

Can more easily deal with groups of workers at the same time

Workers not taken away from jobs so can still be productive Employees respond better when taken away from pressures of

working environment

Employees who are new to a job role become productive as quickly

as possible

Workers may be able to obtain qualifications or certificates


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CONDUCT TRAINING

Finalize training materials, & schedule training classes for all effected personnel. Conduct all training sessions inaccordance with the Training Plan, & monitor training activities to determine if the selected training techniques are

achieving the desired results. Include the following activities:

Finalize Training Materials Finalize Training Schedule Conduct Training Sessions Evaluate Effectiveness of Training

Modify Training Materials as Necessary

6.2.1 Finalize Training Materials

Complete all materials necessary to support the scheduled training, including training booklets, online exercise,

& presentation materials. Review these materials to ensure compliance with the project Training Plan. Modifytraining materials to reflect any corrections or changes to the system that may have resulted from deficiencies

found during systems acceptance & pilot test.

6.2.2 Finalize Training Schedule

Complete scheduling of training sessions for all required personnel. Develop the training rosters & attendance

sheets for each sessions. Notify all personnel to be trained about the time & location of their respective sessions.Ensure that the training facilities & equipment have been reserved in advance.

6.2.3 Conduct Training Sessions

Cary out the approved training sessions in accordance with the project Training Plan. At the completion of eachtraining session, elicit feedback from personnel to ensure training objectives were met.

6.2.4 Evaluate Effectiveness of Training

Analyze all feedback received from personnel attending training sessions; & based on this analysis, makerecommendations for changes to training procedures or materials to ensure that training objectives are met, as

described in the project Training Plan.


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6.2.5 Modify Training Materials as Necessary

Respond to recommendations made as results of analyzing feedback. Update or change training materials &

course procedures to ensure compliance with all approved recommendations received. Changes to the system

itself also may require updating the Training Plan & related courses & materials.

Summary of approaches

The following table is used to summarize each approach in terms of four attributes organizer, purpose, strengths,& weakness. The organizer represents the main considerations or cues practitioners use to organize a study. The

purpose represent other attributes that should be considered when deciding whether to use the approach for aparticular study. The following narrative highlights differences between approaches grouped together.

Summary of approaches for conducting evaluations

Approaches Attributes

Organizer Purpose Key strengths Key weakness

Politically

controlled

Threats Get, keep or increaseinfluence, power or money.

Secure evidenceadvantageous to the client in a

conflict.

Violets the principle of full &frank disclosure

Public relations Propaganda needs Create positive public

image.

Secure evidence most likely

to bolster public support.

Violets the principles of

balanced reporting, justifiedconclusions & objectivity.

Experimental

research

Causal

relationships

Determine casual

relationships betweenvariables.

Strongest paradigm for

determining causalrelationships.

Requires controlled setting,

limits range of evidence, focusesprimarily on results.

Management

information

system

Scientific

efficiency

Continuously supply

evidence needed to fund,

direct, & control programs.

Gives managers detailed

evidence about complex

programs.

Human service variables are

rarely amenable to the narrow,

quantitative definitions needed.


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Testing programs Individuals differences Compare test scores of

individuals & groups toselected norms.

Produces valid & reliable

evidence in manyperformance areas. Very

familiar to public.

Data usually only on tester

performance, overemphasizestest-taking skills, can be poor

sample of what is taught or

expected.

Objectives based Objectives Relates outcomes to

objectives.

Common sense appeal,

widely used, usesbehavioral objectives &

testing technologies.

Leads to terminal evidence

often too narrow to providebasis for judging to value of a

program.

Content Content of a Describe & draw Allows for Sample may be

Analysis Communication Conclusion about a

communication.

Unobtrusive analysis of

large volumes ofunstructured, symbolic

materials.

Unrepresentative yet

overwhelming in volume.Analysis design often overly

simplistic for question.

Accountability Performance expectations Provide constituents with

an accurate accounting of

results.

Popular with constituents.

Aimed at improving

quality of products &services.

Creates unrest between

practitioners & consumers.

Politics often forces prematurestudies.

Decision oriented Decisions Provide a knowledge &

value base for making &defending decisions.

Encourages use of

evaluation to plan &implement needed

programs. Helps justify

decisions about plans &actions.

Necessary collaboration

between evaluator &decisions-maker provides

opportunity to bias results.


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Policy study Board issue Identify & assess potential cost &benefits of competing policies.

Provide general directionfor broadly focused

actions.

Often corrupted or subvertedby politically motivated

actions of participants.

Consumer- oriented Generalized needs &

values, effects.

Judge the relative merits of

alternative goods & services.

Independent appraisal to

protect practitioners &

consumers from shoddy

products & services.High public credibility.

Might not help practitioners

do a better job. Requires

credible & competent

evaluators.

Accreditation/

certifications

Standards & guidelines Determined if institutions,programs, & personnel should be

approved to perform specified

functions.

Helps public makeinformed decisions about

quality of organizations

of personnel.

Standards & guidelinestypically emphasize intrinsic

criteria to the exclusion of

outcome measures.

Connoisseur Critical guideposts Critically describe, appraise,&illuminate an object.

Exploits highlydeveloped expertise on

subject of interest. Can

inspire others to more

insightful efforts.

Dependent on small numbersof experts, making evaluation

susceptible to subjectivity,

bias & corruption.

Adversary Hot issues Present the pro & cons of an issue. Ensures balances

presentations of

represented perspectives.

Can discourage cooperation,

heighten animosities.

Client-centered Specific concerns &

issues

Foster understanding of activities

& hoe they are valued in a given

setting & from a variety ofperspectives.

Practitioners are helped

to conduct their own

evaluation.

Low external credibility,

susceptible to bias in favor of

participants.


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02.03 MONITOR STAFF WELFARE

Collect information of staff needs recruitment

Needs Assessment

What are the steps in conducting a needs assessment study?

Establish a working committee to solicit individual & community involvement & develop a plan of action. List important issues to be addressed. Identify the population to be surveyed. Determine the information that is neededit may be existing information which must be collected, or it may be information gathered using a

survey. Select a random survey of persons to survey. Develop & pretest a questionnaire. Collect information Analyze the data Report the results

Who Will Conduct the Study?

The first step in performing a needs assessment is to decide who will conduct the study. A needs assessment

study can be carried out by outside consultant, volunteers, or staff. These are advantages & disadvantages thatmust be evaluated & these are reviewed in this section.

Outside consultant have expertise in how to conduct research studies. They provide objectivity in the need assessment process by offering an

outsiders view. Since consultant are experienced at performing research, this option makes better use of your limited time. The primary

disadvantage to using outside consultant is the cost. Consultant are your most expensive option. Volunteers from the community are another possibility. Volunteers provide several advantage: they dont cost & they save staff time. Staff can also perform needs assessment. While staff are less expensive than hiring outside consultants, many staff are inexperienced in

research methods & do not have the time to perform a needs assessment on top of their regular possibilities.


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What Kind of Information Will Be Collected?

The second step in performing a needs assessment is to decide what you hope to learn about your community & what kind of information you

plan to collect. For example, do you hope to perform a broadbased study or one that is focused on a particular area? Some of the categories

of information you might be interested in collecting include:

1. Historical Development: to help you understand how the community became what it is today & to provide insight into the kind of resources

to collect & weed;2. Geographical & Transportation Information: to help you understand your communitys growth patterns & population distribution;

3. Political & Legal Factions: to help you decide strategies for community - based selection;

4. Demographic Data ( e.g., age characteristics, size, race, & transience of the population ): to help you recognize the demographics of your

community & identify population distributions changes;

5. Economic Data: to help you identify your communitys economic base;

6. Social, Cultural, Educational & Recreational Organizations: to help you determine your communitys values & social patterns.

How Will the Information Be Collected?

Decided on types of information you want to collect about your community, you need you determine how to collect that information. You can collect data by interviewing key informants in the community, holding a community forum, researching social

indicators/demographic information from public records & reports, & performing field surveys.

How Will the Information Be Used?

In order to make use of the information you have collected, the results have to be interpreted. To interpret thedata, some statistical analyses are often applied to identify what the majority of the community feels are the most

important needs.

When the data analysis is complete, it should be possible to produce a rank -ordered list of the most important changes identified by thecommunity, this ranking can be used to set budget priorities.

At the end of this process, it is a good idea to share your findings with the community in some way: holding a group meeting, creating displays

at the library, or writing articles to appear online.


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b) Problem solving method

Problem solving forms part of thinking. Considered the most complex of all intellectual functions, problem solving has been defined as higher

order cognitive process that requires the modulation & control of more routine or fundamental skills. It occurs if an organism or an artificial intelligence system does not how to proceed from a given state to a desired goal state. It is part of the

larger problem process that includes problems finding & problem shaping. Problems solving is of crucial importance in engineering when products or processes fail, so corrective action can be taken to prevent further

failure. Perhaps of more value, problem solving can be applied to a product or process prior to an actual fail event ie. A potential problem can

be predicted, analyzed & mitigation applied so the problem never actual occurs. Techniques like Failure Mode Effects Analysis can be used to proactively reduce the likelihood of problems occurring. Forensic engineering

is an important technique of failure analysis which involves tracing products defects & flaws. Corrective action can then be taken to prevent

further failures.

The nature of human problem solving methods has been studied by psychologists over the past hundred years.

There are several methods of studying problem solving, including; introspection, behaviorism & computer

modeling, & experiment.

Working with individuals with frontal lobe injuries, neuropsychologist have discovered that deficit in emotionalcontrol & reasoning can be remediated, improving the capacity of injured persons to resolve everyday problems

successfully ( Rath, Simon, Langenbahn, Sherr, & Diller, 2003 ).

Characteristic of difficult problems As elucidated by Dietrich Dorner & later expanded upon by Joadhim Funke, difficult problems have some typical characteristics that can be

summarized as follows:

Intrasparency ( lack of clarity of the situation )

commencement opacity

Continuation opacity Polytely ( multiple goals )

Inexpressiveness

Opposition

Transience


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The resolution of difficult problems requires a direct attack on each of these characteristics that are encountered.

For example, kindergarteners could be asked how many fingers are these on all the gloves of 3 children, which

can be solved with multiplication.

Some problemssolving techniques Divide & conquer: break down a large, complex problem into smaller, solvable problems.

Hillclimbing strategy, ( also called gradient descent/ascent, difference reduction, greedy algorithm ) attempting at every step to movecloser to the goal situation. The problem with this approach is that many challenges require temporarily moving farther away from the goal

state. For example, travelling 1,000 miles to the west might require driving a few miles east to an airport. ( see river crossing puzzle ).

Meansends analysis, more effective than hillclimbing, requires the setting of sub goals based on the possess of getting from the initial

state to the goal state when solving a problem.

Trialanderror ( also called guess & check )

Brainstorming

Morphological

Method of focal objects

Lateral thinking


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c) Appropriate welfare program

The statutory welfare schemes include the following provisions:

1. Drinking water: at all the working places safe hygienic drinking water should be provided

2. Facilities for sitting: in every organization, especially factories, suitable seating arrangements are to be provided.

3. First aid appliances: first aid appliances are to be provided & should be readily assessable so that in case of any minor accident initial

medication can be provided to the needed employee.

4. Latrines & Urinals: a sufficient number of latrines & urinals are to be provided in the office & factory premises & are also to be provided inthe office & factory premises & are also to be maintained in a neat & clean condition.

5. Canteen facilities: cafeteria or canteens are to be provided by the employer so as to provide hygienic & nutritious food to the employees

6. Spittoons: in every work place, such as ware houses, store places, in the dock area & office premises spittoons are to be provided in

convenient places & same area to be maintained in a hygienic condition.

7. Lighting: proper & sufficient lights are to provided for employees so that they can work safely during the night shifts.

8. Washing places: adequate washing places such as bathrooms, wash basins with tap & tap on the stand pipe are provided in the port area in the

vicinity of the work places.

9. Changing rooms: adequate changing rooms are to be provided for workers to change their cloth in the factory area & office premises.

Adequate lockers are also provided to the workers to keep their clothes & belongings.

NON STATUTORY SCHEMESMany non statutory welfare schemes may include the following schemes:

1. Personal Health Care ( Regular medical checkups ): some of the companies provide the facility for extensive health checkup.2. Flexi-time: the main objective of the flextime policy is to provide opportunity to employees to work with flexible working schedules. Flexible

work schedule are initiated by employees & approved by management to meet business commitments while supporting employee personal

life needs.3. Employee Assistance Programs: various assistant programs are arranged like external counseling service so that employees or members of

their immediate family can get counseling on various matters.4. Harassment Policy: to protect an employee from harassments of any kind , guidelines are provided for proper actions & also for protecting the

aggrieved employee.5. Maternity & Adoption Leave: employee can avail maternity or adoption leaves. Paternity leave policies have also been introduced by various

companies.

6. Mediclaims Insurance Scheme: this insurance scheme provides adequate insurance coverage of employee for expenses related forhospitalization due to illness, disease or injury or pregnancy

7. Employee Referral Scheme: in several companies employee referral scheme is implemented to encourage employees to refer friends &

relatives for employment in the organization.


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02.04 Propose Departmental Human Resource Function

Company Policy

A plan or course of action,as of a government,political party,or business,

Intended to influence and determine decisions,actions and other matters.

Sample Sex Harassment Policy

Sexual or Other Harassment:

It is our policy that there shall be no harassment of any our employees on account of sex or because of any other classification

protected by law. Is an insidious practice. It demeans individuals and creates unacceptable stress for the entire organization. Significant costs are involved and morale is adversely affected. Work effectiness decline. Persons harassing others will be dealt with swiftly annd vigorously.

Any employee who violates this policy is subject to disciplinary action up to and including discharge.

What To Do If You Believe Or Harassment Has Occurred:

1.Any incident or situation that you believe involves illegal discrimination or harassment, sexual or otherwise, by any Company

employee or third parties on our premises over whom we have control, should be brought to the immediate attention of yoursupervisor, your supervisors supervisor, or the human resource department. It is your obligation as an employee to do so.

Any supervisor or manager who becomes aware of any possible harassment should immediately advise the human resource

department .human resource will handle such matters in a lawful manner to ensure that such conduct does not continue. No person

will be adversely affected in employment with the company as a result of bringing complaints of harassment. Such incidents orsituations will be investigated and any corrective action that the company determines is appropriate will be taken, up to and

including discharge. Any individual who intentionally makes a false claim of harassment is subject to discipline, up to and includingtermination.

2. Determine reason to upgradePotential staff performance background performance appraisal can be viewed as process of assessing and recording staffperformance for the purpose of making judgment about staff that lead to decisions.Performance appraisal should also be viewed as a system of highly interactive processes which involve personnel at all levels indiffering degrees in determining job expectations, writing job descriptions, selecting relevant appraisal.


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Objective For Performance Appraisal Policy can best be understood in terms of potential benefits.Mohrman, Resnick- West and Lawler (1989) identify the following:

Increase motivation to perform effectively. Increase staff self-esteem. Gain new insight into staff and supervisors. Better clarify and define job functions and responsibilities.

Develop valuable communication among appraisal participants. Encourage increased self-understanding among staff as well as insight into the kind of development activities that are of value. Distribute rewards on a fair and credible basis. Clarify organizational goals so they can be more readily accepted. Improve institutional/departmental manpower planning, test validation and development of training programs.

Using the Staffing Model in Performance Appraisal

Performance appraisal should be viewed as a process, and not simply as the creation of ubiquitous standards.

The overriding purpose of performance appraisal is to help staff to improve and thus to improve organizational effectiveness.

Performance appraisal therefore addresses institutional needs as well as staff member needs, abilities, motivation, and

expectancies.

The integrated staffing model suggests two integrated functions toward this purpose : the evaluation of staff relative to job

requirements and the development of staff for improved performance. Thus, performance appraisal and staff development are

closely related and should operate in concert with one another.

The integrated staffing model also suggests that staffing practices occur within a larger context of institutional

culture.Thus,judgment about performance appraisal as well as the design and implementation of appraisal systems, should beconsidered

contextually.

Effective appraisal systems should address clarity,openness and fairness; recognize productivity through rewards; and be cognizantof appraiser leadership qualities.

A i l S t t ib t Cl it O d F i


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Appraisal System atrributes: Clarity Openess and Fairness

The performance appraisal system must possess the attributes of clarity, openness and fairness.These attributes are related to the historic values

of the student affairs profession.While specific implementation of these attributes may vary, the following should be represented. In effective

performance appraisal:

Ongoing Review of Position and Performance

Effective performance appraisal systems conduct ongoing evaluations of both the position and the staff member occupying it.With ongoing

position analysis and performance appraisal, there are few surprises, and changes in the environment are quickly

incorporated into the official appraisal.

Job Descriptions

Job descriptions should be reliable, valid, understandable, and specific enough to provide direction for staff behavior. Job descriptions should

focus on what the staff member does (e.g. advises the student government association) and what outcomes are expected.These outcomes should

be clearly linked to departmental and institutional objectives and needs.

Appraisals of Team Performance

Creamer and Janosik(in press) acknowledge that much of todays work is done in collaborative arrangements.The successful performance

of such teams can be critical to achieving organizational objectives and goals.Thus, appraisal of team and team member

performance should be integrated into team- based activities.Appraising teams and team member can, however, be problematic.Creamerand Janosik suggest a team appraisal matrix in which team members are listed on a vertical dimension, and specific tasks on

the horizontal.Such an arrangement reflects individual performance, and collectively reflects the overall team performance.

Religion and Performance Appraisal

Although religion should not be considered in the appraisal process, you may want to be sure that all supervisors or employees to

cognizant of the religious customs and practices of employees they supervise.This will make sure that employee are

not held liable for actions inappropriately.

Gender Issues in Performance Appraisal

Evaluate the employee on work related elements, which have been make clear.

Do not evaluate on differences in communication style.

Issues and Performance Appraisal


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pp

According to Blank & Slipp (1994) when conducting performance appraisals, supervisors should clearly convey work expectations and

make sure that employees understand expectations.This can be accomplished by incorporating equal performance standards for allemployees.

Equally important is realizing that some managers expect some workers to be superstars and from others they will expect very

little.Supervisors should reexamine judgements to make sure that poor perrformance is not overlooked due to being uncomfortable aboutproviding feedback to those different than oneself.If supervisors provide feedback often and equally to all members of the workforce this

issues prevail.Failure to give legitimate feedback because of being feared labeled as sexist, racist, or discriminatory can demean the

importance of the workers career goals and expectations.Proposal Checklist

What do I propose to do?

Can I do it? How do I propose to do it? Is this possible or feasible?What evidence can I introduce to demonstrate that what I propose to do will actually get the derived results? What evidence can I use to convince my reader that my way is the best way to obtain the desired results? How can I show my ability to do what I propose to do? How much will it cost me to do the task?

How much shall I charge to perform the task? What evidence must I show to convince the reader that this cost is acceptable?

Is my time schedule appropriate?

Proposal Part or

Section

Readers Concerns Writers Persuasive Point

*Introduction What is this about? I want to do something.

*Problem Whats the problem?

Why is the proposed project needed?

The problem is important.

*Objectives In order to be successful, what features will a solution to the

problem need?

A successful solution must achieve the objectives I have

listed.

*ProductMethod

Schedule

Qualifications

Management

Whats in it for me?How is the proposed project to be carried out?

Can the proposal writer and project deliver as promised?

Heres what I plan to produce and how it will workeffectively to achieve a solution to the problem.

I can do what I propose because I have a good plan of

action; the necessary facilities, equipment/resources; a

workable schedule; appropriate qualifications; and a soundmanagement plan.

*Costs What will it cost me? The cost is very reasonable.

Formal Proposals Generally Include (in this order):


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Formal Proposals Generally Include (in this order):

Item Explanation

Letter/Memorandum of

Transmittal

This one-page document identifies the proposal, gives highlights & general overview, expresses interest in doing the

work, and refers to the circumstances that gave rise to the proposal (such as an RFP)

Cover Sheet/Title Page This identifies the proposal and includes the following: the title of the proposal; name, title, and address of the personor organization for whom the proposal is written; identifying number (if there is one); date of submission; and name,

title, and address of the person or organization submitting the proposal.Summary or Abstract This is a brief statement of the total proposal sometimes only a paragraph or two usually not longer than one page.

Table of Contents (if the proposal is more than five pages).

Statement of Request This includes who wishes to do the work, what the work is, and what the costs will be often only a few sentences in

length.

Body: Explanation

Statement of the Problem This is a description of the problem. This is very important.

Background This is the history, state of the art context surrounding the problem, conditions leading up to the problem (sometimes

included with the Statement of the Problem).

Scopes This states the limits within which the writer will work. Since this may be legally binding, it is important to state whatwill not be done and what is not to be expected.

Methodology This tells how the work is do be accomplished the methods that will accomplish the work.

Facilities Where the work will be accomplished and the benefits of the facilities.

Personnel This lists who will do the work (including titles, responsibilities, and resumes).

Advantages &Disadvantages

This is the list of the side benefits, savings, knowledge, etc. & possible short comings/problems (since this may be alegally binding contract, it is important to say that you are not responsible or possible problems or shortcomings).

Duration This tells how long the work will last; how long it will take to complete the project.

Costs This is a specific, itemized breakdown of the costs.

Reports This mentions the types, titles, due dates of all the reports and the personnel responsible for generating these reports.

Conclusion This is a general summation of the proposal and its highlights sometimes omitted.


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Business

Within the business world, word processors are extremely useful tools. Typical uses include:

Legal copies

Letters and letterhead

Memos

Reference documents

Businesses lend to have their own format and style for any of these. Thus, versatile word processors with layout editing and similar capabilities find

widespread use in most businesses.

Guiding for writing a proposal

Check to see if the agency you have in mind has any specifications for the Title Page (often they have a required format).

Usually the Title/Cover Page includes signatures of key people in your organization (Department Head, Supervisor, Contracts Officer,etc.).If your proposal is built on collaborating with other groups/organizations it is usually a good idea to include their names on the

Title/Cover Page.Your cover should look professional and neat.The title should be clear and unambiguous (do not make it cute).Think of your title as a mini-abstract. A good title should paint a quick picture for the reader of the key idea(s) of your project.The words you use in your title should clearly reflect the focus of your proposal.Try to remove words from your title that really are not necessary for understanding. Title #1 has too many words.Try and use only a single sentence for your title.

Evaluation Plan

Its important to describe in your proposal exactly how you will decide whether or not your project has been successful, achieved its

objectives, etc. The Evaluation Plan will tell the prospective funding agency how you will be going about showing them at the end of theproject that their investment in you was a good one.If you plan to use a survey or questionnaire to help in evaluating the success of your project you may want to include in the Appendices adraft of what you are considering for the questionnaire/survey.Your evaluation plan does not have to be elaborate but it is important to indicate to the prospective funding agency that you have not

forgotten this important step.It is easy to create a summative evaluation /product evaluation plan if you have done a good job of clearly stating your project objectives orEvaluation InstrumentInclude a draft copy of the actual evaluation instrument you plan to use (survey, questionnaire, interview guide, etc.).

This will let your prospective funding agency know that you are serious about making evaluation an integral part of your projectand fundingagencies like to hear this! Indicate DRAFT at top of the instrument and then make it look as real as possible


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Conduct meeting

The process used in a meeting depends on the kind of meeting you plan to have, e.g., staff meeting, planning meeting, problem solving meeting, etc.

however, there are certain basics that are common to various types of meetings. These basics are described below:

i. Selecting Participants- The decision about how is to attend depends on what you want to accomplish in the meeting. This may seem too obvious to state,

but its surprising how many meetings occur without the right people there.

- Dont depend on your own judgment about who should come. Ask several other people for their opinion as well.- If possible, call each person to tell them about the meeting, its overall purpose and why their

ii. Developing Agendas

- Develop the agendas together with key participants in the meeting. Think of what overall outcome you want from the meeting andwhat activities need to occur to reach that outcome.

- Design the agenda so that participants get involved early by having something for them to do right away and so they come on

time.

- Next to each major topic, include the type of action needed, the type of output expected and time estimates for addressing eachtopic.

- Ask participants if theyll commit to the agenda.- Keep the agenda posted at all times.- Dont overly design meetings; be willing to adapt the meeting agenda if members are making progress in the planning process.

iii. Opening Meetings

- Always start on time; this respects those who showed up on time and reminds late-comers that the scheduling is serious.- Welcome attendees and thank them for their time.

- Review the agenda at the beginning of each meeting, giving participants a chance to understand all proposed major topics, change

them and accept them.- Note that a meeting recorder if used will take minutes and provide them back to each participant shortly after the meeting.

- Model the kind of energy and participant needed by meeting participants.- Clarify your role(s) in the meeting.iv. Establishing Ground Rules for Meetings

- Four powerful ground rules are: participate, get focus, maintain momentum and reach closure.

- List you primary ground rules on the agenda.

v. Time Management- One of the most difficult facilitation tasks is time management; time seems to run out before tasks are completed. If the planned time

on the agenda is getting out of hand, present it to the group and ask for their input as to a resolution.

vi. Evaluations of Meeting Process


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- Its amazing how often people will complain about the meeting being a complete waste of time; but they only say so after the meeting. Get their

feedback during the meeting when you can improve the meeting process right away. Evaluating a meeting only at the end of the meeting is

usually too late to do anything about the participants feedback.

- Every couple of hours, conduct 5-10 minutes satisfaction checks.

- In a round-table approach, quickly have each participant indicate how they think the meeting is going.

vii. Evaluating the Overall Meeting

- Leave 5-10 minutes at the end of the meeting to evaluate the meeting; dont skip this portion of the meeting. - Have each member rank the meeting from 1-5, with 5 as the highest, and have each member explain their ranking.

- Have the chief executive rank the meeting last.

viii. Closing Meetings

- Always end meetings on time and attempt to end on a positive note.

- At the end of a meeting, review actions and assignments, and set the time for the next meeting and ask each person if they can make it or not (toget their commitment).

- Clarify that meeting minutes and/or actions will be reported back to members in at most a week (this helps to keep momentum going).

02 05 Recommended Staff Promotion


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02.05 Recommended Staff PromotionStaff performance:

Getting the right people to do the right things, at the right time. This involves a complex set of management practices that all combine

to:

Get the right people, with right mix of skill, knowledge, behavioral characteristics, motives, and values, to be able to perform the

job to a high standard.

Develop systems and procedures that assist, not hinder, the employees ability to perform.

Create a workplace environment where people want to perform, this includes motivational as well as satisfying components.

Ensure that each staff member knows exactly what is expected of them and how their performance will be measured.

Progressively measure performance and provide timely and focused feedback that allows the staff member to improve their

performance.

Manage difficulties that arise through a wide variety of causes

Adequately assess and minimize the risk to the organization through staff not performing.

How can staff performance can be used?

Staff performance is a critical aspect of an organizations ability to meet its objective, survives, and thrive. Best practice in staffperformance involves a full range of managerial practices.

Types of Department The collection department is subset of organization. An element of company department is a major sub-organization of a business,government, or academic organization. An element of company department is part of the organization to which it belongs, NOT a separate

legal entity (such as a partly or wholly owned subsidiary company).

It performs some of the activity of that organization. In Cyc, the collection company department includes generically what may be called adivision, department, office, bureau, ministry, etc., within an actual o

modul 7...complte

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