sm6 human resources ohps

8/14/2019 SM6 Human Resources OHPs

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Human Resource Planning

Objective areas Resourcing & Development

Valuing employees and volunteers

Relationships


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Human resource planning (HRP)

Aims Attract & retention of staff

Anticipate too many or too few workers

Develop the workforce

flexible work arrangements


3/20

Human Resource Planning

Predict future people needs (demandforecasting)

Predict future availability (supplyforecasting)

Draw up plans to match supply todemand( Resourcing strategy)


4/20

Performance Management

(Armstrong 2001) A means of getting better results from

teams and individuals by understanding

and managing performance within anagreed framework of planned goals,

standards and competence

requirements.


5/20


(cont.) It is a process for establishing shared

understanding about what is to be

achieved in both the short and longterm. It is owned and driven by line

management


6/20


(activities) Communication

continuing dialogue around expectations,

mission, values and objectivesmutual understanding

develop a framework to ensure work will beachieved

high involvement organisation


7/20

Performance agreements

Establish targets and standards

Determine measures to be used

Measure results not effort Measures must be objective and data based

Results are within jobholders control

CBA - standards, levels and evidence? Establish review/assessment dates


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Assessing performance

5 key elements Measurement

Feedback

Positive reinforcement

exchange of views

agreement


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Feedback

The process of informing another

person of your observation of their

behaviour. Purpose to help people learn and

become more effective

badly done - hinder learning anddamage confidence


10/20

Giving feedback

As soon as possible

time to highlight problems and solutions

before you give feedback.

+ve feedback comes before suggested

improvements

Specific order to follow


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Feedback Order

Worker Manager

+ve aspects 1 2

Areas forimprovement

3 4


12/20

NB when giving feedback

How & when as important as what

amount worker can use, not you can give

whose needs are being satisfied?

Focus on things that can be changed

effect of behaviour not intention

be specific and give examples

maintain confidentiality

balance between +ve and improvement

worker to suggest alternatives


13/20

NB when receiving feedback

Listen carefully

check for understanding

try not to be defensive

assume its for your benefit, to improve

your performance

notice your reactions

thank the giver


14/20

Foskett and Lyall

devised for the pastoral care field

based on the principles of adult learning

concerned with learning from

experience

4 phase sequence (cycle)


15/20

Foskett & Lyall

Phase 1 -

Experience

recall and represent

the actual events

avoid digression intoother areas

simply recall their

experience


16/20

Foskett & Lyall

Phase 2 - Reflection

and observation

reflect on the

experience

support and showrecognition rather

than judge

raise consciousness


17/20

Foskett & Lyall

Phase 3 -

Understanding and

Meaning

place the experience

into a wider context

bring cognitive

processes into play

look at how the

experience is

understood

theory/practice

relationship


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Foskett & Lyall

Phase 4 -

Experiment -

preparing for futureexperiences

look at alternatives look at what has

been learned look at how this

learning can betaken back into their

work anticipate new

experiences


19/20

Contracting

Supervision can become a more

effective and satisfying activity for both

supervisor and supervisee in anysetting, if there is a more EXPLICIT

contract on what it is about

Pat Hunt 1986


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Essential Features

goals

kind of relationship

responsibilities methods

purpose

match/mismatch inexpectations, hopes

and fears

identify conflicts in

purpose, style or

assumptions groundrules

reviews

emergencies evaluation of the

supervisor

sm6 human resources ohps

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