Leveraging Business through effective Human Resources planning
|
|
- Jonah Singleton
- 7 years ago
- Views:
Transcription
1 Human Resource Planning Leveraging Business through effective Human Resources planning The PerFact Service Academy By: Adith Abraham Case study dated - 15/4/211 1 P a g e : This white paper is the property of Adith Abraham, the Performance Factory. It s usage without prior permission is illegal.
2 Introduction to the Company The Performance Factory s PerFact Service Academy is one of the leading retail training institutes in the UAE established in 29 as an arm of a Training firm, a leading training companies in the Middle East. The vision of PerFact Service Academy is to be A significant player in training and supplying high quality sales and service talent to the UAE retail sector and be the brand of choice for developing world-class local talent. The shared organizational values are, a. Shareholder relationship b. Quality c. Performance orientation d. Discipline to closure e. Innovation f. Intrapreneurship Corporate objectives Keeping in view the vision and business factors, the PerFact Service Academy decided to obtain overall market leadership in the coming year. The strategic goal of the company was to make this year the Year of Growth, and the prime focus areas or the corporate objectives were as mentioned below: 1. 4% revenue growth 2. Trainee quality 3. Customer delight All activities and plans in the coming year will be focused towards achievement of the above mentioned corporate objectives. Performance oriented culture was one among them. Specific HR practices of PerFact Service Academy included: Manpower Planning Increasing the investment in training & development To make Performance evaluation system for all the employees in the academy Having a succession planning program in place Thus the overall HR strategy was to integrate these strategies effectively with the business strategy to achieve its corporate objectives such as, Trainee Quality, growth and Customer delight. 2 P a g e
3 Scenario / PEST Analysis for PerFact Service Academy Ltd. It is very important that an organization considers its environment before beginning the marketing process. In fact, environmental analysis should be continuous and feed all aspects of planning. The organization's environment is made up of: 1. The internal environment e.g. staff (or internal customers), office technology, wages, etc. 2. The micro-environment e.g. external customers, agents and distributors, suppliers, our competitors, etc. 3. The macro-environment e.g. Political (and legal) forces, Economic forces, Sociocultural forces, and Technological forces. These are known as PEST factors. With reference to the PerFact Service Academy, following is the PEST Analysis. Diagram of PEST Analysis 3 P a g e
4 HRP Model for the PerFact Service Academy. After reviewing the internal, external factors including the strength & weakness, we will be able to identify or understand the three corporate objectives which have been identified by this institute. Through the Strategic HR planning of forecasting & planning we would be able to identify the strategies & factors that would impact its functional objective to obtain its overall corporate objective. The company has already implemented sound HR practices over the past 2 years, some of which includes: Manpower Planning, Recruitment & Selection, Induction, PMS, Training, & Culture building activities. Changes in the HR plans and its impact on the overall business strategy can also be explained through this model. Understanding how to develop strategy is a motivation to progress to HR strategic planning. A strategic plan consists of a series of actions designed to accomplish defined objectives. And a HR plan is described as strategic since such plan is intended to help organization achieve their business plan. A human resource strategic plan is aligned to the organization's strategic business plan. With the model we tried to: 1. Know the company/organization s business and strategic plan 2. Doing an external scan 3. Forecasting workforce demand 4. Forecasting workforce supply 5. Positioning all the departments in line with the plan with a proper communication channel throughout the departments. 6. Developing HR strategies including programs, policies, practices and activities - such as workforce supply and demand - and linking them to the business strategies 7. Having developed the plan, linking the plans with the four corporate objectives identified. 4 P a g e
5 Proposed HRP Model 5 P a g e : This white paper is the property of Adith Abraham, the Performance Factory. It s usage without prior permission is illegal.
6 Demand Forecasting As per the case, for the demand estimation & rest of HRP, we are considering the increase of training capacity from 48 trainees a year to 12 trainees a year. Current Manpower status of training center to train 48 trainees a year (1% of manpower utilization): Permanent Staff Department Staff48 Mgt. Staff Total Ratio Marketing Operations : 1 HR & Admin : 1 Secretarial Total : 1 In the current manpower scenario the training academy has a total of 13 permanent employees. In which there are a total of 11 Unionized and 2 Management staff with an average ratio of eight (5:1) staff for every management staff. While we intend to increase the number of both staff and management staff we aim to keep the ratio more or less constant as it is a healthy figure presenting a healthy management or supervision style. Proposed Manpower strength for training 12 trainees a year at 1% manpower utilization Department Staff12 Mgt. Staff Total Ratio Marketing : 1 Operations : 1 HR & Admin : 1 Secretarial Total : 1 The Academy wants to raise its production capacity from 48 trainees a year to 12 trainees a year. The staff has been increased however we recommend only a marginal increase in the management staff. This has enabled us to maintain the staff to management staff ratio to an institute average of 5:1. 6 P a g e : This white paper is the property of Adith Abraham, the Performance Factory. It s usage without prior permission is illegal.
7 Supply Forecasting The supply forecasting has been done considering the overall capacity increase & the keeping in mind the three focus areas of the year. We have considered the: turnover estimation, absenteeism, promotion effect & external sources of supply. Turnover Analysis- The average turnover of 5% is expected among the unionized staff and 12% for the management staff. Type Turnover Proposed Turnover rate Current + Future HC Possibility of Resignation Marketing 4% 3% 1 3 Operations HR & Admin Secretarial Management Total 35% 4% % 3% 3% % 7 2 % 2 25% Absenteeism Analysis: An absenteeism of around 17% on an average is noticed among the staff of 11 workers. However, with the employee engagement initiatives, the current absenteeism levels can be reduced accordingly to the reduced forecast of absenteeism rate from 17% to 1%. Manpower Planning: Given the organizational strategy & objective along with the current HR practices, the manpower planning given below seeks to achieve the manpower requirement for training 12 trainees year with 1% effective manpower utilization. Turnover Rate Type Turnover % Total Estimated Turnover New Turnover % Estimated New Turnover Management Staff 4% 2 1 3% 3 Staff 29% % 1 7 P a g e
8 Manpower can effectively be utilized if the turnover rate is kept under control. The coming year has targets set with reduced rates of turnover for both the Management staff and staff. Demand Estimate Number Estimates Current Manpower for training 48 trainees a year 13 Estimated Manpower for training 12 trainees 32 Extra Manpower required for targeted productivity 19 Estimated new turnover for the year 13 Total manpower required for the year 32 The manpower forecasted is 32 for both staff and management staff. However after considering the turnover and yearly attrition rate 13 more employees need to be recruited this year to maintaining the optimum workforce to achieve the Company s objectives for the plant in concern. Recruitment Plan PerFact Service Academy believes that right persons at right roles are the key to the delivering quality training to the delegates and ensuring consistency in Customer Satisfaction. And in order to achieve the overall objective capacity target of 12 trainees at the end of the year, the recruitment & selection plan needs to align to the overall strategic plan to achieve optimum competitive advantage & cost effectiveness. Our strategies for recruitment & selection have been focused mainly on the quality & the salary structure: a) Quality: In order to achieve market leadership it is imperative to look at the quality of the human resources carefully especially the new recruits. Screening of any new recruits with the minimum required qualification. To enhance the qualification criteria & competency level of the new recruits at the operations and marketing departments. b) Salary Structure: the salary structure of a management staff category would be AED 15, per month, the salary for operations staff would be AED12, per month and the salary for marketing staff would be at AED 9 per month. The selection process can be scheduled quarterly to have the cost flow in safe manner. So that the overall cost of the manpower will be in control and at the same time, the focus on quality resources can be obtained. In our case, the total required head count of 32 can be hired in the following cycle: 8 P a g e
9 Period Recruits Prod. Q Trainees Q Trainees Q Trainees 1 Year Trainees Suggested schedule for the recruitment & selection process. Area Completion Date Responsibility Remarks Requisition of manpower requirement Forecast of manpower requirement Advertisement / Employee referral notification Receipt of the completed application form Screening of application forms Employment test Comprehensive interviews Employment Offer Before the 1st o every quarterly month i.e. Mar Jun Sep Dec First of every quarter months Fifth of every quarter months 15th of every quarter months 17th of every quarter months 24th morning of every quarter months 24th Afternoon of every quarter months On or before 3th of every quarter months Head of Department HRD Department Recruitment & Selection Committee HRD Department Recruitment & Selection Committee Recruitment & Selection Committee Recruitment & Selection Committee HRD Department Induction Plan- At the PerFact Service Academy, the new employees who are hired will attend induction training programs to socialize and familiarize themselves with the organization, their department and also the people in the organization. The organization believes that during the induction period, the new entrants into the organization shape their attitudes towards work, towards the organization, towards various functions, towards himself and his competencies. Therefore, lots of importance is given to the induction activities at the PerFact Service Academy. Though the HR department facilitates the induction process for the new inductees, the ownership and responsibility of the effectiveness of delivery lies with the line managers who the inductees will report to. 9 P a g e
10 The objectives of the induction activities are a. To provide the new entrants with comprehensive understanding of the vision, values, mission, structures, people etc b. To provide them with an understanding of what is valued in the organization and accepted behaviors c. To provide a detailed understanding of the nature of tasks performed by people The Induction plan Category Quarter-1 Quarter-2 Quarter-3 TOTAL Management team i. No of inductees ii. Induction dates Unionised work force 7thFeb- 25thFeb 11thApr- 22ndApr 11thJul - 22ndJul 1 working days iii. No of inductees iv. Induction dates 7thFeb-4th Mar 11thApr- 6thMay 11thJul-5thAug 2 working days 1 P a g e
11 Induction Schedule Week Unionised work force Management team Week-1 (5 working days) - Reporting to the organization - Class room induction to be facilitated by the HR Dept and Heads of Dept focusing on a. History of the Organization b. Management Philosophy c. Organizational Values d. The Vision and Mission e. Company products f. Introduction to Organizational Structure and departments g. HR Policies and procedures - Reporting to the organization - Class room induction to be facilitated by the HR Dept and Heads of Dept focusing on a. History of the Organization b. Management Philosophy c. Organizational Values d. The Vision and Mission e. Company products f. Introduction to Organizational Structure and departments g. HR Policies and procedures Week-2 (5 working days) - Informal discussions with senior members - Department orientation visit - Informal discussions with senior members - Department orientation visits - Placement - Performance Management discussions Week-3 (5 working days) - Placement - Mentoring assignment - Performance Management discussions Week-4 (5 working days) - On the job learning - Conduct induction evaluation a. Level-2 assessment b. Performance assessment c. Behavioural assessment 11 P a g e : This white paper is the property of Adith Abraham, the Performance Factory. It s usage without prior permission is illegal.
12 Training Plan & Schedule Category Agencies Focus Cost per person (AED) Total No of Emps. Type of trg Mandays /person Total (AED) Remarks Schedule Mgt IIR Leadership: Industry knowledge Winning attitude 45 5 Public 2 22,5 Open workshops Operations Up to plant Retail: Retails Management Operational efficiency Customer Service 1,2 per training 27 Public 6 97,2 Open workshops TOTs Train the trainer 1,5 27 Inhouse Internal capability to train BUDGET 12, TOTAL 119,7 12 P a g e
13 Training Schedule Since the business focus for the year is the Year of Growth and also a business expansion target of training 12 trainees per year from the earlier 48 trainees, the staff will undergo a series of functional training and all employees in the management team will undergo programs on leadership training to enhance performance of the organization. The focus of training for the organization is as follows: Levels Competence Focus List of programs Mid Management Operations Management Competence - Industry leadership - Winning attitude Staff Functional Competence - Retails Management - Operational efficiency - Customer Service - Train the Trainer The purpose of the training programs are activities carried out to improve individual performance through increase in knowledge, skills and attitudes. Also, the programs are strategically aligned to the business requirement of the year. The training need identification is based on the skills inventories and competency profiling. The competency assessments are conducted against ideal standard prescribed for each job profile. On completion of the training, the first level assessments are completed on the reaction of delegates who attended the training. Some of the programs on Leadership and Management are further assessed to Level-2 to ensure knowledge transfer has occurred. On the job training and coaching are other training methodologies adopted by the organization to ensure improved performance. Performance Management This year s performance management system at PerFact Service Academy will reflect the core performance areas detailed in the vision, mission and strategic objectives articulated in the corporate plan. The corporate objective of the year Year of Growth is achieved by embedding the 3 thrust factors into the PMS such as 4% Revenue Growth, Customer Delight and Trainee Quality. 13 P a g e : This white paper is the property of Adith Abraham, the Performance Factory. It s usage without prior permission is illegal.
14 All the department goals for the year will reflect the 3 thrust factors and every individual will be appraised on the same. The appraisal sheets will therefore reflect as follows. Priority (1) Team or Ind Goals (2) 1 Productivity Targets 2 Contribution to 4%revenue growth 3 Customer Delight Targets 4 Trainee Feedback 5 Quality Targets Assessment of Performance (3) Self Appraiser Reviewer O G A B O G A B O G A B Weight age to goal (out of 1) (4) Rating Score (5) 6 Conformity to Org Values TOTAL SCORE 1 Though the above appraisal sheet reflects the core objectives for the year for all employees striving to achieve the organizational goals, the weight age will vary for employees in different departments based on the expected contribution and the nature of work being done. Targets are usually planned and set by the management team along with employees based on key result areas and attributes. The performance review is conducted on a quarterly basis to track the year to date performance results in the organization. The management team assumes the role of coach, mentors or perhaps as a counsellor during the year to ensure employees are equipped, motivated and skilled to deliver their goals. Career & Development Plan- Career Develop consists of organized structure and sequence of patterns in an individual s work life. Career progress begins at the lowest rank and moves upward to the higher ranks taking into consideration the chain of command. Any job opening from Supervisor and above will be filled by internal job posting. Since we expect approximately 3 job vacancies through the year, we plan to make eligibility to promote individuals based on 3 criteria. a. Experience b. Performance c. Potential The 3 criteria will take into account the individuals past performance, his ability to learn new skills, the behaviors, the ability to influence for higher performance and also the number of years he has spent in the organization. Although we propose that individuals who have spent a reasonably long duration of time within the organization should be considered for promotion, the eligibility criteria for career progression will also include consistency of past performance over the past 2 years. 14 P a g e
15 As a policy, we propose to maintain the ownership of career progression of staff to themselves while tools such as competency framework, IJP announcements for all jobs at all levels will be made available to every employee in the organization. Succession Planning- Succession planning is a process for identifying and developing internal people with the potential to fill key leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. With a detailed PMS system well established in PerFact Service Academy, HR will implement the replacement method of succession planning as a strategy to internally identify, develop and make staff ready to be promoted in the future. Succession/replacement planning programs are implemented to ensure the development of a sufficient number of qualified people to fill future vacancies in key managerial and professional positions. A timeline for a bench strength plan may be an important part of a total plan. Planning for three years out requires a different type of strategy than planning for ten or fifteen years in the future. Key considerations when putting into place a succession planning program, or revising an existing one, include: The Year of Groeth mission and the strategic drive of the organization paves the way for how the plan is designed and how decisions are made towards replacement method Identify those with the potential to assume greater responsibility in the organization Provide critical development experiences to those that can move into key roles Engage the leadership in supporting the development of high-potential leaders The performance of individuals and the gaps of high-potential candidates are assessed on a yearly basis and IDPs are developed towards developing those gaps. The replacement chart will depict the readiness and the performance of each individual in the management team. An example of a replacement chart is as follows: Succession codes Readiness Performance A. Ready Now 1. Outstanding B. Ready in 1 year 2. Above Average C. Ready in 2 years 3. Average/ Good D. Readiness not determined/ review 4. Below Average 5. Unacceptable 15 P a g e
16 16 P a g e
Succession Plan. Planning Information and Plan Template December 2010. Succession Planning 2010
Succession Plan Planning Information and Plan Template December 2010 Northland Foundation The Keeley Group Page 1 Introduction Succession Planning is an important component often addressesd as part of
More informationChapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES
Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee
More informationCHANGING HRM PRACTICES WITH SPECIAL REFERENCE TO RETENTION POLICIES AT TCS
CHANGING HRM PRACTICES WITH SPECIAL REFERENCE TO RETENTION POLICIES AT TCS Ms. Ruchita Petkar Asst. Professor ATSS CBSCA, Chinchwad, Pune Dr. Suhas Sahasrabudhe Principal CSIT, Shahu Nagar, Pune Abstract:
More information3300 PERFORMANCE EVALUATION SYSTEM 3301 PROBATIONARY SYSTEM. A. Policy
3300 PERFORMANCE EVALUATION SYSTEM 3301 PROBATIONARY SYSTEM A. Policy The probationary system ensures that newly hired or promoted employees are aware of the expectations of their supervisors and are apprised
More informationManual Guide of The Induction Program for New Employees in the Federal Government
United Arab Emirates Federal Authority For Government Human Resources Manual Guide of The Induction Program for New Employees in the Federal Government Building a Productive Institutional Culture @FAHR_UAE
More informationInduction Guidance for Managers
Induction Guidance for Managers 1. Introduction Induction of new staff can be defined as the whole process whereby new employees are helped to adjust and acclimatise to their jobs and working environments
More informationJDS FOR POSTS TO BE ADVERTISED EXTERNALLY
JDS FOR POSTS TO BE ADVERTISED EXTERNALLY 1 HUMAN RESOURCES DIVISION HUMAN RESOURCES DEVELOPMENT AND PERFORMANCE MANAGEMENT UNIT 2 Performance Management Coordinator JOB DESCRIPTION FORM KENYA REVENUE
More informationCareer Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
More informationSOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW
SOCIETY OF ST. VINCENT DE PAUL OF VANCOUVER ISLAND EMPLOYEE PERFORMANCE REVIEW NAME: PROGRAM: POSITION: REVIEW PERIOD: Introduction As part of the annual employee performance evaluation and review process,
More informationRunning Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM
HeartShare s Management Training Program 1 Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM HeartShare s Management Training Program COA Innovative Practices Award Case Study Submission HeartShare
More informationWE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS
WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS HR Solutions & Services www.ajyal-hr.com RECRUITMENT Talent is the single most important item on the minds of CEO s today.
More informationGraduate Diploma in. Management. (Grad.Dip.Mgmt)
cmi-ireland.com T: 01 492 7070 Graduate Diploma in Management (Grad.Dip.Mgmt) CMI Page 1 Graduate Diploma in Management About the Course CMI have teamed up with the ICM Institute of Commercial Management
More informationVocabulary list Business English I
Unit 1 Management (co-)founder consultant market value objective performance promotion public sector resources revenue shareholder skill staff subordinate target to accomplish to allocate to execute to
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationRISK BASED INTERNAL AUDIT
RISK BASED INTERNAL AUDIT COURSE OBJECTIVE The objective of this course is to clarify the principles of Internal Audit along with the Audit process and arm internal auditors with a good knowledge of risk
More informationHUMAN RESOURCES SPECIALIST
1 HUMAN RESOURCES SPECIALIST Santa Conradie (Former Tiger Brands and ABSA / Barclays Bank) 32 Years of Human Resource experience in the Manufacturing, Pharmaceutical and Financial Services industry. Passionate
More informationNAVSEA Leadership Development Continuum
NAVSEA Leadership Development Continuum The Continuum allows employees to focus on leadership development through various stages of their careers, in preparation for future opportunities with the organization.
More informationRecruit the Right Talent To Increase Sales Effectiveness. ManpowerGroup Solutions Recruitment Process Outsourcing
Recruit the Right Talent To Increase Sales Effectiveness ManpowerGroup Solutions Recruitment Process Outsourcing Executive Summary The most successful sales professionals are often promoted to leadership
More informationSAMPLE JOB DESCRIPTIONS
SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant
More informationJOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver
JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB GOAL: The Director, Human Resources & Communications plans, directs and
More informationHUMAN RESOURCES STRATEGY FOR RESEARCHERS AND ACTION PLAN FOR THE PERIOD 2015-2018
HUMAN RESOURCES STRATEGY FOR RESEARCHERS AND ACTION PLAN FOR THE PERIOD 2015-2018 March 2015 (This document has been submitted to the European Commission for review) Contents: 1. Introduction... 3 IBEC...
More informationRoadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service
1 Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service Purpose of Presentation 2 To seek input on the draft document Roadmap for a Human Resources
More informationWORKFORCE AND SUCCESSION PLANNING
2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:
More informationContinuing the Possibilities: Succession Planning for Library Leadership. pmsinger@singergrp.com www.singergrp.com
Continuing the Possibilities: Succession Planning for Library Leadership Paula M. Singer, PhD pmsinger@singergrp.com www.singergrp.com The Singer Group, Inc. } Succession Planning: What & Why? } Business
More informationMilitary Recruiting Consulting & Training Services Proposal
In Partnership with Military Recruiting Consulting & Training Services Proposal Prepared For: March 9, 2015 Our Understanding of Your Needs XYZ is a rapidly growing organization with... An evolving military
More informationCareer Management. Succession Planning. Dr. Oyewole O. Sarumi
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
More informationSupport Services Evaluation Handbook
Support Services Evaluation Handbook for members of Paraprofessionals and School-Related Personnel (PRSP), Baltimore Teachers Union, Local 340 City Union of Baltimore (CUB), Local 800 Baltimore City Public
More informationDepartment of Human Resources Strategic Plan
Department of Human Resources Strategic Plan Planning Period: 2011-2015 State of Vermont Department Strategic Plan Page 1 Table of Contents Message from the Commissioner... 3 Department Overview... 3 Department
More informationKEYS TO ENHANCE YOUR SUPERVISORY SUCCESS (KEYS)
Foundations Track Principles of Supervision: Setting the Context This course will help participants understand the role of the supervisor, and its relationship to the organization. We will focus on what
More informationQUALITY MANAGEMENT POLICY & PROCEDURES
QUALITY MANAGEMENT POLICY & PROCEDURES Policy Statement Cotleigh Engineering Co. Limited specialises in the recruitment of engineering & technical personnel in the oil & energy, rail, civil engineering,
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationTalent management strategy template
Talent management strategy template 2012 Halogen Software Inc. All rights reserved. Halogen, Halogen eappraisal, Halogen ecompensation, Halogen elearning Manager, Halogen esuccession, Halogen e360 Multirater,
More informationHealth and Safety Policy and Procedures
Health and Safety Policy and Procedures Health & Safety Policy & Procedures Contents s REVISION AND AMENDMENT RECORD : Summary of Change Whole Policy 4.0 05 Nov 08 Complete re-issue Whole Policy 4.1 10
More informationstructures stack up Tom McMullen
Making sure your organization structures stack up October 21, 2009 Tom McMullen Building effective organizations Trends in organization design Optimizing Focusing resources and reducing headcounts Removing
More informationHR WSQ Qualifications. Certified HR Professional Programmes
Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant
More informationDEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
More informationCourse Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky
Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students
More informationSuccession Management/Planning Talent Management
Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need
More informationB408 Human Resource Management MTCU code - 70223 Program Learning Outcomes
B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,
More informationCORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
More informationContact Person: Alice Muigai T. +254 723 803 580 Email. alice@flexi-personnel.com
Contact Person: Alice Muigai T. +254 723 803 580 Email. alice@flexi-personnel.com 1 Our Vision 4 Our Mission.... 4 Our Core Values... 5 Our Services. 6 Recruitment and Selection..... 6 Outsourced Labour
More informationEMPLOYER OF CHOICE RECOGNITION PROGRAM
EMPLOYER OF CHOICE RECOGNITION PROGRAM WHAT IT MEANS TO BECOME AN EMPLOYER OF CHOICE In today's highly competitive employment world, employers of all kinds are eager to differentiate themselves from other
More informationTalent Measurement Training
Talent Measurement Training Learn with the People Experts PLAN RECRUIT ASSESS DEVELOP ENGAGE PERFORM Now we can make sure that the right people with the right skills and behaviours are in the right place
More informationSTRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY
STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic
More informationJob Description / Performance Evaluation ASSISTANT EXECUTIVE DIRECTOR OF NURSING
Hamad Medical Corporation Department of Nursing Job Description / Performance Evaluation ASSISTANT EXECUTIVE DIRECTOR OF NURSING Name: Corp. No. : Title : No. of Day(s) Sick : Department : No. of Day(s)
More information5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services
PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent
More informationLIMRA s International Bancassurance Multi-Level (Sales and Sales Management) Training Series
The Centre for Professional Development LIMRA s International Bancassurance Multi-Level (Sales and Sales Management) Training Series LIMRA s International Bancassurance Multi-Level (Sales and Sales Management)
More informationStrategic Action Planning for Diversity & EEO
Strategic Action Planning for Diversity & EEO Presented by Georgia Coffey Deputy Assistant Secretary for Diversity and Inclusion U.S. Department of Veterans Affairs 1 Purpose To share lessons learned and
More informationSuccession Planning Tool Kit
Succession Planning Tool Kit Succession planning is the process of identifying the key leadership positions within each department and developing employees within state government to assume these positions.
More informationADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT
114 Management and Economics ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT Jaroslav NEKORANEC Jaroslav.Nekoranec@aos.sk Lenka NAGYOVÁ lenka.nagyova@mil.sk
More informationLeadership Competency Self Assessment
USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:
More informationCAREER-BANDING. HANDBOOK for MANAGERS and HUMAN RESOURCES PROFESSIONALS
CAREER-BANDING HANDBOOK for MANAGERS and HUMAN RESOURCES PROFESSIONALS NC OFFICE OF STATE HUMAN RESOURCES January, 2009 Table of Contents Introduction Implementation Process Page 3 5 Chapter 1 Roles and
More informationHuman Resource Development and Cultivation
Human Resource Development and Cultivation Workforce Diversity Wistron is a caring organization that encourages participation and development of personal skills. We value diversity in the workforce, suppliers
More informationUSDA New Supervisor Training Standard
USDA Virtual University, College of Leadership and Professional Development United States Department of Agriculture Office of Human Resources Management Virtual University 1400 independence Avenue, SW
More informationChapter 15 Personnel Management
Chapter 15 Personnel Management In the corporate sector, it s called human resources. And it makes sense, since your personnel are perhaps your most important resource. You can have the best operating
More informationComprehensive Leadership Development Program. Human Resources - Learning & Development
Comprehensive Leadership Development Program Human Resources - Learning & Development City of Greensboro Human Resources Development Program Highlights of Development Program How it Works Next Steps Comprehensive
More informationPOSITION DESCRIPTION KEY RESULT AREAS
POSITION DESCRIPTION Position Title: Human Resources Officer Date: Feb 2013 Department: Human Resources Sub department: HR ANZ Location: Sydney Reports to: Human Resources Manager ANZ Direct Reports: Nil
More informationSwinburne University of Technology Gender Equality Strategic Action Plan 2015-2016
Swinburne University of Technology Gender Equality Strategic Action Plan 2015-2016 Page 1 of 8 1. Introduction 1.1. Context and Swinburne s HR Strategic Planning Framework Swinburne has established its
More informationOrganizational Management- Organizational Structure Creation
Organizational Management- Organizational Structure Creation Applies to: SAP ECC6.0 (Release 700, SP 12). For more information, visit the Enterprise Resource Planning homepage. Summary HR applications
More informationHuman Resource Planning and Policies
Click to edit Master title style Click to edit Master text styles Second level Human Resource Planning and Policies Third level Fourth level» Fifth level Steve Burns - Steve Burns Consulting Blair Baldwin
More informationSUCCESSION PLANNING AND MANAGEMENT GUIDE
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
More informationBoard Governance Principles Amended September 29, 2012 Tyco International Ltd.
BOD Approved 9/13/12 Board Governance Principles Amended September 29, 2012 Tyco International Ltd. 2012 Tyco International, Ltd. - Board Governance Principles 1 TABLE OF CONTENTS TYCO VISION AND VALUES...
More informationProcess Management: Creating Supply Chain Value
Process Management: Creating Supply Chain Value Carol L. Marks, C.P.M., Director of Purchasing and Business Management Systems Industrial Distribution Group, Southern Division 704/398-5666; carol.l.marks@idg-corp.com
More informationClassified Staff and Service Professional Performance Appraisal
Classified Staff and Service Professional Performance Appraisal EMPLOYEE INFORMATION Employee Name:Dana Jones NAU ID (not SSN): 1234567 Date: 7/30/08 Title: Fiscal Operations Manager Department: Graduate
More informationDEPT: Human Resources UNIT NO. 1140 FUND: General - 0001. Budget Summary
Budget Summary Category 2014 Budget 2014 Actual 2015 Budget 2016 Budget 2016/2015 Variance Expenditures Personnel Costs $5,710,284 $5,581,227 $5,982,709 $6,342,873 $360,164 Operation Costs $284,245 $256,846
More informationProgram Prospectus Human Resources Management
The Institute of Public Administration Program Prospectus Human Sector: Human General Goal of Program: Prepare students for undertaking management of human resources effectively in both public and private
More informationTo provide administration support to an administration team.
The Role of Administration Officer Date: 1 September 2007 Central Administration and Finance Team Grade: Grade K Hours of work: 37 Flexible working hours: Yes Suitable for Job Share: Yes Purpose To provide
More informationPUBLIC SERVICE COMMISSION
ANNEX A PUBLIC SERVICE COMMISSION Open Merit Based Recruitment and Selection Guideline 1 1.0 OBJECTIVES 1.1 The objectives of this guideline are to: Define Merit and provide the policy basis for Permanent
More informationRecruitment and retention strategy Safeguarding and Social Care Division. What is the recruitment and retention strategy? 2. How was it developed?
Contents What is the recruitment and retention strategy? 2 How was it developed? 2 Newcastle story where were we? 2 Newcastle story where are we now? 3 Grow your own scheme 4 Progression 4 NQSW support
More informationSYLLABUS Class: - B.B.A. II Semester. Subject: - Human Resource Management
SYLLABUS Class: - B.B.A. II Semester Subject: - Human Resource Management UNIT I Introduction: Importance of Human Resource Management Meaning, Nature and Scope, Functions and Role of HR Manager Advisory
More informationCall Center Operations Guide OUTLINE. Sales: (925) 485-4949
OUTLINE Sales: (925) 485-4949 http://www.mmcad.com MMC AD Systems PO Box 12281 Pleasanton, California 94588 1997 MMC AD Systems, Pleasanton, California. All Rights Reserved. 1.0 Mission Statement 2.0 Goals
More informationJoin the Teaching Leaders Primary coaching team
Join the Teaching Leaders Primary coaching team Teaching Leaders and TL Primary programme overview Teaching Leaders is an education charity, specifically focused on developing outstanding middle leaders.
More informationSBBC: JJ-002 FL: 28 THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA JOB DESCRIPTION. Approved School-based Administrators Salary Schedule
THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA JOB DESCRIPTION POSITION TITLE: CONTRACT YEAR: PAY GRADE: School Assistant Principal Eleven Months* Approved School-based Administrators Salary Schedule QUALIFICATIONS:
More informationTechnical Specifications SCOPE OF WORK
REQUEST FOR PROPOSAL FOR SERVICES (RFPS): ONE-ON-ONE TELEPHONE COACHING PROGRAMME FOR THE PARTICIPANTS OF THE NEW AND EMERGING TALENT INITIATIVE (NETI Programme) Technical Specifications SCOPE OF WORK
More informationTemplate for Recruitment Career Path
Job Roles and Responsibilies Here are some suggestions for businesses wanting to implement roles and responsibilities please note this list is not exhaustive and to be changed as you wish. Trainee Resourcer
More informationHuman Capital Management (HCM)
SAP University Alliances Version 2.20 Authors Claudia Kroliczek Mark Lehmann Stefan Weidner Human Capital Management (HCM) Product SAP ERP 6.0 EhP4 Global Bike Inc. This teaching material is an introduction
More informationDeveloping a High Performing Workforce in the Current Economy
Developing a High Performing Workforce in the Current Economy Presented by: Kim Koller, Account Manager, NEOGOV Kathleen Walker, City of Little Rock NEOGOV Overview Mission: To improve services public
More informationExcellence comes when you ask more of yourself than others do.
Professional Patterns of Management A management development course leading to Chartered Financial Field Leader for Managers Excellence comes when you ask more of yourself than others do. Overview The
More informationStrategic HR Partner Assessment (SHRPA) Feedback Results
Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how
More informationV E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065)
V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065) I. DESCRIPTION OF WORK Positions in this banded class supervise of a group of mechanics,
More informationBANGLADESH INSTITUTE OF MANAGEMENT 4 Sobhanbag, Mirpur Road, Dhaka-1207 POST-GRADUATE DIPLOMA IN HUMAN RESOURCE MANAGEMENT SYLLABUS FOR PART-I
BANGLADESH INSTITUTE OF MANAGEMENT POST-GRADUATE DIPLOMA IN HUMAN RESOURCE MANAGEMENT SYLLABUS FOR PART-I Evaluation Criteria : Class Attendance : 10% Class Test : 20% Final Examination : 70% Name of Subjects
More informationPeople Management and Leadership Training That Gets Results!
and Leadership Training That Gets! Welcome to Great Managers! A 5 year Australian Government-funded research report, Leadership, Culture and Management Practices of High Performing Workplaces: The High
More informationHuman Resource Management Report
Washington State Human Resource Management Report Prepared by: Department of Personnel April 2006 (rev 6/06) Updated through FY 2006 1 st & 2 nd Quarters 1 Human Resource Management Report - Reporting
More informationACI-NA 2010 Spring Conference Integrated Talent Management
ACI-NA 2010 Spring Conference Integrated Talent Management Michelle A. Hebert Talent Management Administrator Hartsfield-Jackson Atlanta International Airport April 16, 2010 1 Hartsfield-Jackson Atlanta
More informationInternational Conference on Human Resource Development for Nuclear Power Programmes: Building and Sustaining Capacity
1 #169 International Conference on Human Resource Development for Nuclear Power Programmes: Building and Sustaining Capacity Human Resource Management in the Belgian TSO Bel V M. Roobaert 1, B. Bernard
More informationROLE OF HRM & OB IN TODAY S EDUCATIONAL INSTITUTION/UNIVERSITY ADMINISTRATION
ROLE OF HRM & OB IN TODAY S EDUCATIONAL INSTITUTION/UNIVERSITY ADMINISTRATION Dr. M.L. Vasitha Associate Professor, Department of Business Administration Jai Narain Vyas University, Jodhpur Mr. B.S. Chauhan
More informationBob Hassell. Hassell Blampied Associates February 2013
Bob Hassell Hassell Blampied Associates February 2013 Look at the concept of organisational strategic objectives and competitive advantage of HR using these as guides Understand the competencies HR needs
More informationHuman Resource Strategic Plan
Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and
More informationHOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE
HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE A DEPARTMENT OF THE NAVY HANDBOOK Published in 2012 Deputy Assistant Secretary of the Navy (Civilian Human Resources) and the Executive Diversity Advisory
More informationOverview of Performance Management
Overview of Performance Management Individual Performance Plan Performance Review & Evaluation 1 Performance Management: Why Me? Why Now? 2 Purpose To Provide an Overview of: The Who, What, and Why of
More informationBusiness Administration - Course SLOs
Business Administration - Course SLOs BA CSLO Cerritos College Date: 11/13/2014 BA110 - Advertising Students prepare a consumer research questionnaire given a specified product. Students describe how to
More informationHow To Understand Organizational Power And Politics
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
More informationInvestors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited
Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number
More informationEmbedding our Values. Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay)
Embedding our Values Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay) Making a Difference Together Here at UCLH we are clinically excellent, consistently in the
More informationLeadership & People Management WSQ
Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to
More informationSUCCESSION PLANNING. Susan A. Henry May 2012
SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.
More informationProposal for Effective Selling Skills Program
Proposal for Effective Selling Skills Program Training is a process not an Event In the era of ever changing business dynamics career paths are more complex than ever before. Selling is one of the Key
More informationHuman Resource Management Systems for Your Business. Vital Business Solutions
Human Resource Management Systems for Your Business Vital Business Solutions About Vital Business Solutions A team of professionals with a minimum of 7 years industry experience per team member Established
More informationHow To Recruit For A Contact Center
How to Win the War for Contact Center Talent: Seven Secrets to Better Hiring A Business Optimization White Paper by: Kevin G. Hegebarth Vice President, Marketing HireIQ Solutions, Inc. 1101 Cambridge Square,
More informationPreliminary Certificate in Marketing
Preliminary Certificate in Marketing April 5 th, 2015 Examination PCM I 2015 85 th Intake, 25 th Year Candidate s Registration Number (As per in the examination admission form / Student ID) 0 0 0 0 0 For
More information