Prepared by: Jo B. BitonioPresenter/Discussant

• Getting the right people and firing the wrong ones

• HRD.

Recruitment & selectionDeveloping People

Orientation/trainingPersonnel careMotivation/RewardDiscipline/GrievancesSeparationRetirement

Effective people management boil down to four fundamental skills of selecting, directing, evaluating, and rewarding

Successful entrepreneurs have earned their wealth and prestige through hard work and by having the right product, the right market, right people and the right time.

Attracting the right staff to your business is vital. In order to thrive, any business needs well-qualified people who are good at what they do and suited to your business.

How do we get the right people?

prepare job descriptions, person profiles and suitable questions to assess the applicant, conduct an interview and get the best from the applicant without offending the individual

Realize one of the primary functions of recruitment and hiring is to build and reinforce the cooperative image and culture as well as to increase cooperative capabilities and

productivity

Selection processes vary: a. rigorous selection processes (finding

people with good mind set attitude personal attributes and skills)

b. hiring processes poorly designed & shabbily executed

c. Based on “intuition” or "gut feel”.

• good hires • bad hires (collateral

damage)? • The vicious circle of losing,

replacing, training and losing again is costly, demotivating and time-consuming.

Results

The most common -- and fatal -- hiring mistake is to find someone with the right skills but the wrong mind-set and hire them on the theory, "We can change ‘them.“ or We can fire ‘them”

You can't build a great company without great people. The problem: How do you know the great people when you see them?

Hire for Attitude Train for Skill

Are People the most valuable organizational asset ?

Human Resource our most Important Assets

human capital can be enhanced by the further investment of education and training, ` just as the physical capital of a factory can be modernized. Equally, both can deteriorate thru ageing, obsolescence and neglect.

– we are an organization of the people, by the people and for the people

– do we meet the required human capital of our cooperative? The required quantity and quality of our human capital? (overstaff/under staff)

– Can we match the leadership need and management requirement in terms of skills, competence and attitude as well as demand for growth and advancement of our organization and that of the industry?

Improving our HR why? Because

Do we have people that are truly skilled and competent in their areas of specialization?

Do we have people that are fully qualified to manage our coops’ various operations in a sound and prudent manner?

• Are we are enlighten employer to our employees that implements fair and progressive practices?

• Do we have comprehensive policy to that effect? Describing the competitive position in terms of compensation, benefits, leave, entitlements, responsibilities and other staff issues.

• Specifies the incidence of full-time/part-time staff an d address issues such as job sharing, diversity in workplace, flextime, wellness and balanced lifestyle

• Describe the importance of continuous learning in the coop services (e.g. financial services) and industry and specifies the nature and scope of staff and director training requirements

A firm policy statement adopted by the Board that there should be provision in the annual budget for educating the BOARD. In this way the Board can be kept up to date with the changes continually taking place in the field of business.

• It is essential for the BOARD to train capable young members ready to take place of directors who retire.

• New Board needs orientation

• All BOD should have training on basic business, financial, policy, effective meetings, Problem solving, decision making, HR, etc.

• Understand thoroughly all of the services provided by the cooperative. • Request the cooperative GM/CEO to give the Board a personalized tour of the cooperative on an annual basis

• Visit other cooperative and study their best practices (Coop on wheel/Lakbay Aral)

• Induction and sign Oath of Office • Provide newly elected BOD briefing kit containing the following:

by laws organizational chart policy manual and description of a directors duties Employee Manual GA resolutions

Code of Conduct & Ethical Standard Code of Good Governance COOP-PESOS Other issuances from Authorities

• These kits remain the property of the coop and are returned upon the retirement of the director

• Advise BOD on appropriate procedures and forms in reviewing financial reports

• Inform Board the concept of DDD Debate/Decide/Direct

• Understand the sole purpose of the coop and what results should members expect

• Productivity is the life blood of your organization• Employees affect productivity

• Conducts regular staff development seminars• Continue to hone their skills by sending them to seminar /trainings or • Provide scholarship to deserving staff

Develops, plans, and implements regular educational and information activities for members and community