mgmt. and retension

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Talent Acquisition

HRP

AuditPolicies


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Human Resource Planning (HRP)

Importance of HRP

Future personal needs

Part of strategic planning

Creating highly talented personnel

Foundation for personnel function

Increasing investments in human resource


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Audit

Objective

To review the system

To evaluate the policies and programs

To identify shortcomings in the management

To evaluate the human resource staff


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Audit (cont.)

Importance

Employees participation in the activities

Continuous feedback

Management can meet facing challenges with

trade union through audit

Due to rising Labour cost

Protect employee interest, central and stategovernment intervene


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Policies

Importance

Clear thinking

Uniformity and consistency of administration

Continuity and stability

Control


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Talent Development

Training and development

Performance appraisal

Potential appraisal and succession planning


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Talent Development

Talent development, part of human resourcedevelopment, is the process of changing anorganization, its employees, its stakeholders, andgroups of people within it, using planned andunplanned learning, in order to achieve and maintaina competitive advantage for the organization.

law of talent development: "The resources will comewhen the business becomes attractive to the best-and brightest who adapt skills to become part of anexciting opportunity"


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Performance Appraisal

Performance Appraisal is an objective assessment of anindividuals performance against well definedbenchmarks.

Broadly, performance appraisal serves four objectives,

I. Developmental Uses

1. Performance feedback

2. Identification of individual strengths and development needs

II. Administrative Uses/Decisions

1. Promotion2. Retention or Termination

3. Identification of poor performance

4. salary


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Performance Appraisal (Contd.)

III. Organizational Maintenance/objectives

1. HR Planning

2. Determining organization training needs

3. Information for goal identification

IV. Documentation

1. Documentation for HR decisions

2. Helping to meet legal requirement


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Training and Development Compared

Pints Of Distinction Training Development

Contents Technical and Mechanical

operation

Conceptual and

Philosophical concepts

Participants Non-managerial personnel Managerial Personnel

Time Period Short-term one shot affairs Long-term continuousprocess

Purpose Specific, job related skills Total personality

Initiative From management-external

motivation

From individual himself-

internal motivation

Nature of the process Reactive process-to meetcurrent need

Proactive process-to meetfuture need


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Succession planning

Succession planning is a process for identifying and developing internal

personnel with the potential to fill key or critical organizational positions.

A strategic business plan can only be realized when the right people are

at the right place and at the right time to do the right things

There are four stages to developing an effective succession plan

Identifying roles for succession

Developing a clear understanding of the capabilities required to

undertake those roles

Identifying employees who could potentially fill and perform highly insuch roles

Preparing employees to be ready for advancement into each identified

role.


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Succession planning (Contd.)

Without the implementation of a succession plan, there can

be significant impacts on an organization including

Loss of expertise and business knowledge

Loss of business continuity

Damaged client relationships

Time and effort to recruit and train replacement employees


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Potential Appraisal The potential appraisal refers to the appraisal i.e.

identification of the hidden talents and skills of aperson. The person might or might not be aware ofthem.

Potential appraisal is a future oriented appraisalwhose main objective is to identify and evaluate the

potential of the employees to assume higher positionsand responsibilities in the organizational hierarchy.

Potential appraisal can serve the following purposes:

To advise employees about their overall careerdevelopment and future prospects

Help the organization to chalk out succession plans


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Talent Management

Performance management

Reward and recognition


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Performance Management

Performance Management can focus on

performance of :-

-. the organization,

-. a department,

-. processes to build a product or service,

-. employees, etc.


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Where PM Applied

Armstrong and baron (1998) defined it as

A strategic and integrated approach toincreasing the effectiveness of organizations

by improving the performance of the people

who work in them and by developing the

capabilities of teams and individual

contributors


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BENEFITS

Effective delivery of strategic and operational

goals.

Clear and immediate correlation.

May deliver significant return.


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REWARDS AND RECOGNITION

Wage incentives refers to performance linked

compensation.

It helps to improve.

It may cause damage.


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REWARDS AND RECOGNITION

(CONT)

Essentials of a sound wage incentive plan.

Individual incentive plans includes Halsey,Rowan, Taylor, Merricks etc.

Improve morale and productivity of

employees as well as Workers income and

living standard.

Does not have motivational value.


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Talent retention

Career development

Quality of work life

Compensation management

Labour relation

Removal/reduction


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Talent Retention

MeaningIt is a process in which the employeesare encouraged to remain with the organization for

the maximum period of time or until the completion

of the project.


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Quality of work life

Adequate and fair compensation.

Safe and healthy working condition.

Immediate opportunity to use and develop human

capacities.

Future opportunity for continued growth and

security.

Work and total life space.


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The Role Of Supervisor of QWL

Having a nurturant Supervisor.

Receiving adequate help assistance.

Having a few labour standard problem (such as-Safety

hazard, non availability of material, or poor transportation.) Fair promotional policies.

Supervisor not supervising to closely.


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Career Development

Meaning- Career development is essential for

implementing career plans. It consists of activities

undertaken by the individual employee and the

organization to meet career aspiration and jobrequirement.

Career development include four point.-

Career need assessment.

Career opportunities.

Need opportunity alignment.

Monitoring career moves.


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Compensation Management

Compensation is what employees receive

in exchange for their contribution .

Compensation management

helps the organization obtain ,maintain

and retain a productive workforce.


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Compensation is More than a

Salary

Salary

Benefits - the other paycheck

Work environment

A three legged stool!


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Objectives of Compensation Management

Acquire qualified personnel

Retain present employee

Ensure equity

Reward desired behaviour Control cost


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Why Employees Stay

A feeling of connection Feeling valued Personal and professional growth Continuous learning Making a difference Good management Cant afford to leave Fair pay and benefits


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Retention Begins with Relationship


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Labour Relations

Introduction

Objectives

1. Protect the interest of workers

2. Avoid industrial disputes

3. To increase performance through reducing labour

turnover and frequent absenteeism.

4. Protect workers against harmful effects


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Exit Interview

Concept

Different Methods to conduct exit

interview1.Online exit interview

2.Phone exit interview3.Internal exit interview


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Reduction/Removal

Alternatives To Removals (redundancies):

1 Reduce Workweek-

2 Extend Time Off/Defer Hiring

3 Mergers and acquisitions

4 Shut down the business for a short period of time:


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Reduction/ Removal (cont.)

5 Hiring Freeze

6 Dont renew contracts withContingent workers

7 Two-tier flexibility: raises for some,but not others

8 Reduce or Eliminate Overtime9 Retrain employees for new positions; change

business model

Abstract:


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Case -Study : Microsoft Corporation

The case examines the employee motivation andretention strategies of the US based Microsoft

Corporation (Microsoft). Since its inception,

Microsoft was appreciated for its employee-friendly HR practices. However, during the late

1990s, as the company was growing rapidly in

size, it lost the popular elements of its work

culture. Moreover, several racial discriminationlawsuits and antitrust proceedings affected the

company's corporate image and financial

performance adversely. In the early 2000s, in

order to improve its profit margins, Microsoft


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They are as follows:1. Compensation and Benefits

2. Recognition and Rewards3. Training, Professional Development,Career Planning

4. Recruitment & Orientation5. Healthy Workplace or Wellness Programs6. Work-Life Balance7. Job Design & Work Teams8. Employee Participation & Communication


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Bibliography

Human Resource Management

Biswajeet Pattanayak

K Ashwathappa

Gerry Dezler


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mgmt. and retension

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