2. Functions of Human Resource Management
1. Job Organization and Acquisition
2. Human Resource Retention
3. Development of Human Resources
4. Separation
3. Objectives
By the end of this session, participants should
be able to:
Define training, learn its goals and
objectives, and explain its significance to the
organization
Identify and explain the 4-stage Training
Cycle
4. Objectives
Give examples of training strategies that
organizations use for human resource
development
Define career planning, learn its goals and
objectives, and explain its significance to the
organization
Enumerate the 4 steps in the career planning
process and explain the strategies used
5. Objectives
Define employee engagement and explain its
significance to human resource development
Give examples on how to generate
employee engagement in the organization
7. Training & Development Definition
Training – an organization’s planned effort to
facilitate employees’ learning of job-related
competencies
Development – formal education, job
experiences, relationships, and assessments of
personality and abilities that help employees
prepare for the future.
8. Objective of Training
To help the organization achieve its mission and
goals by improving individual and, ultimately,
organizational performance
9. Significance of Training
Maintains qualified products and/or services
Achieves high service standards
Provides information for new comers
Refreshes memory of old employees
Achieves learning about new things;
technology, products/service delivery
10. Significance of Training
Reduces mistakes – minimizing costs
Opportunity for staff to give
feedback/suggest improvements
Improves communication & relationships –
better teamwork
17. Career Planning
Career - the series of work-related positions a
person occupies throughout life
Career planning - establishing a plan that
indicates an individual’s path in his career, in
consideration of his skill sets, interests, and
future goals
18. Significance of Career Planning
Goal-driven productivity
Personal and organizational growth
Succession planning
Position alignment with skills and interests
Financial advantages of in-house experts
19. Objective of Career Planning
Develop employee career plans that take into
account their skills, interests, expertise, and
preferences, matching them with specific steps
and actions for development and growth, in
alignment with a company’s organizational
goals
21. Career Planning: Organizational & Individual
Organizational Individual
Note changes in interests & goals
as career and life stage change
Assess alternative paths inside &
outside the org
Plan life & work goals
Identify personal abilities &
interests
Develop & audit a career system
for the org
Assess individual potential &
training needs
Plan career ladders
Identify future organizational
staffing needs
22. 4-Step Career Planning Process
Self
Assessment
Exploration
& Research
Gaining
Experience
&
Credentials
Implementing
Career
Strategy
23. Strategies in Career Planning
Aptitude and personality testing
Income graphing
Job rotations
Internal hiring
Lateral and vertical transfers
Work-life balance
29. Employee Engagement Drivers
Employee
perceptions of
job importance
Employee clarity
of job
expectations
Career
advancement
opportunities
Regular
feedback and
dialogue with
superiors
Quality of
working
relationships
with coworkers
Perceptions of
the values of the
organization
Effective internal
employee
communications
30. Characteristics of an Engaged Employee
Highly
productive
Involved
Takes ownership
Committed
Empowered
32. How 3 Organizations Ensure
Human Resource Development through
Training, Career Planning, and Employee
Engagement
33. Directly hires employees except utility staff
Conducts employee orientation after
contract signing
New hire classroom/exposure training for 7
days, 1 month buddy system (shadowing)
Contractual employees for 5 months,
performance evaluation for regularization
before 6th month
34. Bi-annual performance appraisals
Medical, dental, and cooperative benefits
upon regularization
Basic salary with incentives and bonuses
Training for newly-rolled out polices and
processes, constant training for customer
care
Training for leadership, communication,
decision-making, team building
35. Lateral and vertical job movements
Loyalty awards with rewards for year
5/10/15/20…
36. Directly hires employees except utility staff
Conducts employee orientation after
contract signing
New hire classroom training for at least 3
weeks (depending on client requirements),
at least 2 weeks of nesting
6-month probationary period, quarterly
performance appraisals with yearly
performance-based salary increase
37. Lifestyle benefits: Teletech passport
(discount card), game rooms, concerts,
award nights, family day, summer outing,
team building activities, etc.
Internal lateral and vertical job movements
with opportunities for interim positions,
leadership and management trainings
Basic salary, allowances, and performance-
based incentives, commissions, bonuses,
Teletech Dollars and Teletech Store
38. Employee referral programs
Teletech University
Technology based systems for
transparency: Intranet system, Kronos for
schedule and pay monitoring, Sick Hotline
for calling in sick, IT portal for technology-
related issues, etc.
Partnership with Cornell University for
online courses
39. 1-month new hire training and orientation
at Training Center, branch immersion
1-2 days for existing employee seminars
(branch, region, hub)
Technical training (branch, region, hub)
1-month training for Customer Service
Representative (CSR) to New Accounts
Clerk (NAC)
2-week training for CSR to Loans
40. 1-week training for lateral operations
transfers
1-month New Systems Training (Training
Center), 1-week immersion, 1-month
rotation among departments and/or
branches
4-month training for Branch Operations
Officers at the Training Center
41. 6-month Managerial Training at the Training
Center
Think Big Program - little ideas that can
create a huge impact by economies of scale
Other Orientations and Seminars
Quarterly bonuses, performance-based
salary increase, bonuses for year 5/10/15,
bonus for passing board or bar exams
42. Medical, dental, and optical benefits
Outings, anniversary and holiday parties
43. Sir Ken Robinson
“You cannot predict the outcome of human
development. All you can do is - like a farmer -
create the conditions under which it will begin
to flourish.”
44. References
Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human resource management: a strategic
approach, 4th ed. Fort Worth : Harcourt College Publishers.HF5549 .A866 2002
Crim, Dan and Gerard H. Seijts (2006). "What Engages Employees the Most or, The Ten C’s of
Employee Engagement". Ivey Business Journal. Retrieved 2013-01-24.
Employee Commitment Remains Unchanged..... Watson Wyatt Worldwide. 2002. Retrieved
2006-11-07.
Engage Employees and Boost Performance. Hay Group. 2002. Archived from the original on
2006-11-23. Retrieved 2006-11-09
Fresno State University Website
(http://www.fresnostate.edu/studentaffairs/careers/alumni/planning/)
Goldstein, I. L., Ford J.K. (2002) Training in organizations: needs assessment, development,
and evaluation, 4th ed. Belmont, CA . HF5549.5.T7 G543 2002
Greer, C.R. (1995) Strategy and human resources – a general managerial perspective,
Prentice Hall.
Hamilton, Chris Top Ten Ideas for Employee Engagement
http://smallbusiness.chron.com/top-ten-ideas-employee-engagement-31543.html
Hulme, Virginia A. (March 2006). "What Distinguishes the Best from the Rest". China
Business Review.
Kruse, Kevin Forbes Website http://www.forbes.com/sites/kevinkruse/2012/06/22/employee-
engagement-what-and-why/
Mathis, R. Human Resource Management 13th Edition
45. References
MSG Experts (2013). Management Study Guide. Retrieved January 26, 2015, from Employee
Training: http://www.managementstudyguide.com/employee-training.htm
Noe, R. A. (2008). Employee Training & Development, 4th ed., New York: McGraw-Hill Irwin.
Riley, Michael, (1996) Human resource management in the hospitality and tourism industry,
2nd ed. Oxford ; Boston : Butterworth-Heinemann. TX911.3.P4 R55 1996
Ryan, Richard M. and Edward L. Deci (January 2000). "Self-Determination Theory and
Facilitation of Intrinsic Motivation, Social Development, and Well-Being". American
Psychologist Association 55: 68–78. doi:10.1037/0003-066x.55.1.68. Archived from the original
on 2006-12-12. Retrieved 2006-11-06.
State Government of Victoria Website (http://careers.vic.gov.au/exploration/a-fair-workplace)
United State General Accounting Office. (2004). Human Capital: A Guide for Assessing Strategic
Training and Development Efforts in the Federal Government. GAO-04-546G.
Editor's Notes
A review on the Functions of Human Resource Management
It is important to note that training focuses on improving an employee’s skill level as related to his/her current job; while development has a more long-term focus intended to help an employee prepare for future jobs.
Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well.
1. Improved employee morale – Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover.
2. Less supervision – A well trained employee will be well acquainted with the job and will need less supervision.
3. Fewer accidents – Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less chances of committing accidents and the more proficient the employee becomes.
4. Chances of promotion – Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization.
5. Increased productivity – Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money, and resources if employees are properly trained.
New Hire Training - New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations, and the working conditions.
Retraining - The existing employees are trained to refresh and enhance their knowledge.
Technology Training - If any updates and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing new equipment, changes in technique of production, computerization, among others. The employees are trained about use of new equipment and work methods.
Uptraining - When promotion and career growth becomes important, training is given so that employees are prepared to share the responsibilities of the higher level job.
1. On the job training – this training method takes place in a normal working situation. It is a simple and cost-effective training method. The employees are trained in actual working scenario. The motto of such training is “learning by doing”.
2. Off the job training – this training method is provided away from the actual working conditions. It is generally used in case of new employees. Such method is costly and is only effective if a large number of employees have to be trained within a short time period.
In order for the training to be effective, employers and trainers must follow the established training cycle. Training Designs are never generic. The processes vary depending on the needs of a particular company and the type of employees to be trained.
Mentorship is a personal developmental relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person
Leadership Training is aimed at developing leadership abilities and attitudes of individuals
Executive Education refers to academic programs at graduate-level business schools worldwide for executives, business leaders and functional managers
Goal-driven productivity – employees are more driven to perform
Personal and organizational growth – there is growth both in the individual employees and the organization as a whole as employees become more driven to succeed and move up the ladder
Succession planning – responsibilities and accountabilities can be more clearly defined along with the roles the hierarchy
Position alignment with skills and interests – each person is matched with a position that matches his skill and interest
Financial advantages of an in-house experts – it is usually cheaper to promote within the organization that hiring externally
Organization-centered career planning - focuses on identifying career paths that provide for the logical progression of people between jobs in an organization
Individual-centered career planning - focuses on an individual’s responsibility for a career rather than on organizational needs
Effective career planning considers both organization-centered and individual-centered perspectives.
4 Steps in the Career Planning Process
Self-Assessment
Personal Assessment (Skills, Values, Interests, Needs, Aptitudes & Personality)
Self-Care: Consider the work-life balance that you need
Geography
Finances
Exploration and Research
Occupational Research
Informational Interviews with people in your field of interest
Educational Research – What sort of training or credentials would you need?
Industry Research
Professional & Trade Associations in the field
Gaining Experience & Credentials
Short-Term Training
Education (Classroom and e-Learning)
Internships
Volunteer Work
Interim or Temporary Employment
Job Shadowing
Implementing Career Strategy
Updating CV
Job Application
Salary Negotiation
Divide class into 2 groups
Each group should select 2 “soldiers”
The 2 soldiers need to cross the minefield blindfolded, while the rest of the group will be the navigators, guiding them through it
Each group will be timed on how quickly they can get their 2 soldiers safely out of the minefield
The group with the shortest time record wins
Employee Engagement is
a workplace approach designed to ensure that employees are
committed to their organization’s goals and values,
motivated to contribute to organizational success, and
are able at the same time to enhance their own sense of well-being.
Engagement boils down to
an employee’s passion and commitment to the organisation and their job (investment) and
the drive to deliver the organisation’s objectives, (motivation)
going the extra mile to do so.
Engagement is not transactional - it’s about emotion, behaviors and relationships;
there’s a connect between the employee and the organisation.
Engaged employees have pride in their job and the organisation and are more likely to recommend the organisation, its products, and services to others.
Studies conducted by Gallup and Aon Hewitt over the past several years have shown a conclusive correlation between an employee's engagement in a company and increased and higher quality productivity. When an employee feels invested in a company, he is driven to go above and beyond the minimum required of him. Engaged employees are more inclined to stay with the company and work at making it better rather than leaving it for better opportunities elsewhere.
Engaged workers have bought into what the organization is about and are trying to make a difference. This is why they're usually the most productive workers.
Gallup researchers studied the differences in performance between engaged and actively disengaged work units and found that those scoring in the top half on employee engagement nearly doubled their odds of success compared with those in the bottom half. Those at the 99th percentile had four times the success rate of those at the first percentile.
The same studies have shown that the level of engagement in employees leads to higher earnings per share brought about by higher customer satisfaction ratings and increased revenues.
Employee engagement is enabled by four (4) factors, specifically:
Strong Leadership - a visible and empowering leader who can provide a a clear vision about the company, what it stands for, where it comes from, and the direction it is headed.
Charismatic Managers - managers who can focus their people and give them direction in attaining the goals of company.
Employee Voice -giving employees a say in how the company is run is key to employee engagement. It reinforces the view that their opinion counts and their participation appreciated.
Integrity - the values of the company, what it stands for, must be reflected in its day to day operations. There can be no gap between what it says and what it does.
Employee engagement is driven by
Employee perceptions of job importance - the employee needs to feel that what he does matters to the company, a vital cog in the great machine. Surveys have shown that this had the greatest impact on loyalty and customer service than all other employee factors combined.
Employee clarity of job expectations - the employee must know what is expected of him and must be given the tools he needs to do his job. This prevents confusion and frustration, which will eventually lead to employee disengagement.
Career advancement / improvement opportunities - the employee must be able to better himself. A dead end job does not motivate an employee to do better because he has nowhere else to go.
Regular feedback and dialogue with superiors - Feedback is the key to giving employees a sense of where they’re going and if they are on the right track. A simple pat on the back is sometimes enough.
Quality of working relationships with peers, superiors, and subordinates - employee engagement is a direct reflection of how employees feel about their relationship with the boss. If the employee's relationship with his managers is fractured, no amount of perks will persuade the employees to perform at top levels.
Perceptions of the ethos and values of the organization - the employee needs to feel that the company is doing the right thing, not just doing business at the expense of others. He must feel pride in the company, otherwise he can never be engaged in it.
Effective internal employee communications - there must be channels for internal communication across the organization. This will allow employees to feel that they are part of the organization.
Highly productive
Involved in the welfare of the company
Takes ownership and pride in the company
Committed to his job and does things above and beyond what is required
Empowered and feels a part of the company
Planning
It is important that from the very start, the right man is chosen for the job. An employee who can not do the job well will feel inadequate and his job satisfaction will be lowered, thus decreasing his engagement in the company. Orientation after hiring to let the employee know what is required of him and training to prepare him for the job.
Survey
Recent studies suggest that the traditional annual review of employee engagement is no longer enough in a volatile business environment. Companies must redefine engagement into a continuous and holistic part of its business strategy instead of a mere tool.
http://www.forbes.com/sites/joshbersin/2014/04/10/its-time-to-rethink-the-employee-engagement-issue/
Flexibility
A company must be flexible enough to adapt to the changing needs of its environment. This includes changing internal policies and procedures to better engage its employees and maintain its edge, keeping the organization a well oiled machine.
Trust
Companies have to be open and transparent when dealing with employees. Rules must be clearly stated and enforcement equal among all.
There is an old truism “ people leave managers, not organizations.” Research suggests this is no longer true. When people leave it is usually a combination of the organization and all its elements that cause turnover. A bad manager can force someone to leave, but usually there are many other factors that create low performance or a departure.
Compensation
A fair wage for a fair day's labor. Employees expect to be compensated fairly for their work. Compensation packages which include stock options and profit are often better at making employees more engaged in the company because then they feel that they have a stake in it.
Games
All work and no play makes for a burnt out and ineffective employee. A bit of healthy competition could break the monotony of work and increase productivity.
Recreation
Company get togethers and meet and greet events boost for employee morale and make them feel that it is more than just impersonal bricks and mortar and that there are flesh and blood people at the helm.
It is important to note that training focuses on improving an employee’s skill level as related to his/her current job; while development has a more long-term focus intended to help an employee prepare for future jobs.
Think Big Program: (e.g. reuse paper, paperclips, rubber bands, integration of forms to eliminate rubber stamps, Metrobank Online)
Sir Kenneth Robinson (born 4 March 1950) is an English author, speaker and international advisor on education in the arts to government, non-profits, education and arts bodies.