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HUMAN RESOURCES MANAGEMENT
Basic training
1
WELCOME
Human Resources Management March 2009
2
INTRODUCTIONbull Getting to know one another bull About the topic and importance bull Method of working Način radabull Work ethics bull Expectations (exercise 1th)
Human Resources Management March 2009
OBJECTIVESbull To provide basic understanding how to
ndash Be able to design the structure job description for each of the position in hisher company and handbook (white book)
ndash Do the recruitment and selection processndash Recognize the costs incurred by an organization when a wrong hiring decision is madendash Develop a fair and consistent interviewing process for selecting employeesndash Prepare better job advertisements and use a variety of marketsndash Be able to develop a job analysis and position profilendash Use traditional behavioral achievement oriented holistic and situational interview questionsndash Enhance communication skills that are essentialndash Effectively interview difficult applicantsndash Check references more effectivelyndash Understand the basic employment and human rights laws that can affect the hiring processndash Use tools and techniques for motivating employeesndash Implement the performance and appraisal system for its employeesndash Be able to manage the compensation system in their companiesndash Make Training Needs Assessment (TNA) and career plans ndash Design training plans and to choose training providersndash Evaluate trainings and to get the results
3Human Resources Management March 2009
TOPICS PER DAY1 Practical Human Recourses Management for small
business with organizational structure job descriptions employee handbook
2 Recruitment and selection process
3 Recruitment and selection process
4 Compensation motivation and performance management
5 Labour law contracts and human resources development (Training management)
4Human Resources Management
March 2009
EXPECTATIONS of PARTICIPANTES
Discussion Questionsbull Did anyone feel uncomfortable doing this exercise Is so whybull Can anyone explain why it is good for us to set expectationsbull How can we use these expectations for the rest of the training event
5
From The Course KnowledgeNew Skills
From The Trainer ExpertiseExperienceDirection
From Others ConfidentialityHonesty
From Me ParticipationSupport
Human Resources Management March 2009
TOPIC PER 1th DAY
bull Human resources management for small enterprises with organsational structure and job description
6Human Resources Management March 2009
WHAT IS HUMAN RESOURCES MANAGEMENT (HRM) IN CONTEXT OF THE
ORGANIZATIONAL STRUCTURE
HUMAN RESOURCES MANAGEMENT-
- it isbull A systematic recruitment development
and usage of human resource potential in order to accomplish the goals of the organization
7Human Resources Management March 2009
Plan of Organisation (1)
In order to analyse the organisational structure the following five elements should be considered
bull The degree of specialisation of activitiesbull The degree of standardisation of activitiesbull The degree of co-ordination of activitiesbull The degree of centralisationdecentralisation of decision-
making bull The size of the working unit
Human Resources Management March 2009
8
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
2
INTRODUCTIONbull Getting to know one another bull About the topic and importance bull Method of working Način radabull Work ethics bull Expectations (exercise 1th)
Human Resources Management March 2009
OBJECTIVESbull To provide basic understanding how to
ndash Be able to design the structure job description for each of the position in hisher company and handbook (white book)
ndash Do the recruitment and selection processndash Recognize the costs incurred by an organization when a wrong hiring decision is madendash Develop a fair and consistent interviewing process for selecting employeesndash Prepare better job advertisements and use a variety of marketsndash Be able to develop a job analysis and position profilendash Use traditional behavioral achievement oriented holistic and situational interview questionsndash Enhance communication skills that are essentialndash Effectively interview difficult applicantsndash Check references more effectivelyndash Understand the basic employment and human rights laws that can affect the hiring processndash Use tools and techniques for motivating employeesndash Implement the performance and appraisal system for its employeesndash Be able to manage the compensation system in their companiesndash Make Training Needs Assessment (TNA) and career plans ndash Design training plans and to choose training providersndash Evaluate trainings and to get the results
3Human Resources Management March 2009
TOPICS PER DAY1 Practical Human Recourses Management for small
business with organizational structure job descriptions employee handbook
2 Recruitment and selection process
3 Recruitment and selection process
4 Compensation motivation and performance management
5 Labour law contracts and human resources development (Training management)
4Human Resources Management
March 2009
EXPECTATIONS of PARTICIPANTES
Discussion Questionsbull Did anyone feel uncomfortable doing this exercise Is so whybull Can anyone explain why it is good for us to set expectationsbull How can we use these expectations for the rest of the training event
5
From The Course KnowledgeNew Skills
From The Trainer ExpertiseExperienceDirection
From Others ConfidentialityHonesty
From Me ParticipationSupport
Human Resources Management March 2009
TOPIC PER 1th DAY
bull Human resources management for small enterprises with organsational structure and job description
6Human Resources Management March 2009
WHAT IS HUMAN RESOURCES MANAGEMENT (HRM) IN CONTEXT OF THE
ORGANIZATIONAL STRUCTURE
HUMAN RESOURCES MANAGEMENT-
- it isbull A systematic recruitment development
and usage of human resource potential in order to accomplish the goals of the organization
7Human Resources Management March 2009
Plan of Organisation (1)
In order to analyse the organisational structure the following five elements should be considered
bull The degree of specialisation of activitiesbull The degree of standardisation of activitiesbull The degree of co-ordination of activitiesbull The degree of centralisationdecentralisation of decision-
making bull The size of the working unit
Human Resources Management March 2009
8
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
OBJECTIVESbull To provide basic understanding how to
ndash Be able to design the structure job description for each of the position in hisher company and handbook (white book)
ndash Do the recruitment and selection processndash Recognize the costs incurred by an organization when a wrong hiring decision is madendash Develop a fair and consistent interviewing process for selecting employeesndash Prepare better job advertisements and use a variety of marketsndash Be able to develop a job analysis and position profilendash Use traditional behavioral achievement oriented holistic and situational interview questionsndash Enhance communication skills that are essentialndash Effectively interview difficult applicantsndash Check references more effectivelyndash Understand the basic employment and human rights laws that can affect the hiring processndash Use tools and techniques for motivating employeesndash Implement the performance and appraisal system for its employeesndash Be able to manage the compensation system in their companiesndash Make Training Needs Assessment (TNA) and career plans ndash Design training plans and to choose training providersndash Evaluate trainings and to get the results
3Human Resources Management March 2009
TOPICS PER DAY1 Practical Human Recourses Management for small
business with organizational structure job descriptions employee handbook
2 Recruitment and selection process
3 Recruitment and selection process
4 Compensation motivation and performance management
5 Labour law contracts and human resources development (Training management)
4Human Resources Management
March 2009
EXPECTATIONS of PARTICIPANTES
Discussion Questionsbull Did anyone feel uncomfortable doing this exercise Is so whybull Can anyone explain why it is good for us to set expectationsbull How can we use these expectations for the rest of the training event
5
From The Course KnowledgeNew Skills
From The Trainer ExpertiseExperienceDirection
From Others ConfidentialityHonesty
From Me ParticipationSupport
Human Resources Management March 2009
TOPIC PER 1th DAY
bull Human resources management for small enterprises with organsational structure and job description
6Human Resources Management March 2009
WHAT IS HUMAN RESOURCES MANAGEMENT (HRM) IN CONTEXT OF THE
ORGANIZATIONAL STRUCTURE
HUMAN RESOURCES MANAGEMENT-
- it isbull A systematic recruitment development
and usage of human resource potential in order to accomplish the goals of the organization
7Human Resources Management March 2009
Plan of Organisation (1)
In order to analyse the organisational structure the following five elements should be considered
bull The degree of specialisation of activitiesbull The degree of standardisation of activitiesbull The degree of co-ordination of activitiesbull The degree of centralisationdecentralisation of decision-
making bull The size of the working unit
Human Resources Management March 2009
8
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
TOPICS PER DAY1 Practical Human Recourses Management for small
business with organizational structure job descriptions employee handbook
2 Recruitment and selection process
3 Recruitment and selection process
4 Compensation motivation and performance management
5 Labour law contracts and human resources development (Training management)
4Human Resources Management
March 2009
EXPECTATIONS of PARTICIPANTES
Discussion Questionsbull Did anyone feel uncomfortable doing this exercise Is so whybull Can anyone explain why it is good for us to set expectationsbull How can we use these expectations for the rest of the training event
5
From The Course KnowledgeNew Skills
From The Trainer ExpertiseExperienceDirection
From Others ConfidentialityHonesty
From Me ParticipationSupport
Human Resources Management March 2009
TOPIC PER 1th DAY
bull Human resources management for small enterprises with organsational structure and job description
6Human Resources Management March 2009
WHAT IS HUMAN RESOURCES MANAGEMENT (HRM) IN CONTEXT OF THE
ORGANIZATIONAL STRUCTURE
HUMAN RESOURCES MANAGEMENT-
- it isbull A systematic recruitment development
and usage of human resource potential in order to accomplish the goals of the organization
7Human Resources Management March 2009
Plan of Organisation (1)
In order to analyse the organisational structure the following five elements should be considered
bull The degree of specialisation of activitiesbull The degree of standardisation of activitiesbull The degree of co-ordination of activitiesbull The degree of centralisationdecentralisation of decision-
making bull The size of the working unit
Human Resources Management March 2009
8
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
EXPECTATIONS of PARTICIPANTES
Discussion Questionsbull Did anyone feel uncomfortable doing this exercise Is so whybull Can anyone explain why it is good for us to set expectationsbull How can we use these expectations for the rest of the training event
5
From The Course KnowledgeNew Skills
From The Trainer ExpertiseExperienceDirection
From Others ConfidentialityHonesty
From Me ParticipationSupport
Human Resources Management March 2009
TOPIC PER 1th DAY
bull Human resources management for small enterprises with organsational structure and job description
6Human Resources Management March 2009
WHAT IS HUMAN RESOURCES MANAGEMENT (HRM) IN CONTEXT OF THE
ORGANIZATIONAL STRUCTURE
HUMAN RESOURCES MANAGEMENT-
- it isbull A systematic recruitment development
and usage of human resource potential in order to accomplish the goals of the organization
7Human Resources Management March 2009
Plan of Organisation (1)
In order to analyse the organisational structure the following five elements should be considered
bull The degree of specialisation of activitiesbull The degree of standardisation of activitiesbull The degree of co-ordination of activitiesbull The degree of centralisationdecentralisation of decision-
making bull The size of the working unit
Human Resources Management March 2009
8
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
TOPIC PER 1th DAY
bull Human resources management for small enterprises with organsational structure and job description
6Human Resources Management March 2009
WHAT IS HUMAN RESOURCES MANAGEMENT (HRM) IN CONTEXT OF THE
ORGANIZATIONAL STRUCTURE
HUMAN RESOURCES MANAGEMENT-
- it isbull A systematic recruitment development
and usage of human resource potential in order to accomplish the goals of the organization
7Human Resources Management March 2009
Plan of Organisation (1)
In order to analyse the organisational structure the following five elements should be considered
bull The degree of specialisation of activitiesbull The degree of standardisation of activitiesbull The degree of co-ordination of activitiesbull The degree of centralisationdecentralisation of decision-
making bull The size of the working unit
Human Resources Management March 2009
8
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
WHAT IS HUMAN RESOURCES MANAGEMENT (HRM) IN CONTEXT OF THE
ORGANIZATIONAL STRUCTURE
HUMAN RESOURCES MANAGEMENT-
- it isbull A systematic recruitment development
and usage of human resource potential in order to accomplish the goals of the organization
7Human Resources Management March 2009
Plan of Organisation (1)
In order to analyse the organisational structure the following five elements should be considered
bull The degree of specialisation of activitiesbull The degree of standardisation of activitiesbull The degree of co-ordination of activitiesbull The degree of centralisationdecentralisation of decision-
making bull The size of the working unit
Human Resources Management March 2009
8
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Plan of Organisation (1)
In order to analyse the organisational structure the following five elements should be considered
bull The degree of specialisation of activitiesbull The degree of standardisation of activitiesbull The degree of co-ordination of activitiesbull The degree of centralisationdecentralisation of decision-
making bull The size of the working unit
Human Resources Management March 2009
8
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Plan of Organisation (2 and 3) Influencing the design of the
organisational structure (Leavittrsquos model)
bull Strategy (plans for achieving objectives)
bull Technology (used to carry out the strategy)
bull People (qualifications functions and numbers used to carry out the strategy)
bull Size of the total organisation
The plan of organisation - description of an organisation -shows in general
bull Distribution of workbull Principle of leadership (line-
functional- and linestaff principle etc)
bull Line of command (responsibility and authority)
bull Lines of communicationbull Level of organisationbull Area of controlbull Job names if any
Human Resources Management March 2009
9
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
What is organisational structure
bull Org structure expresses the arrangement of people and groups in relation to work assignments and organizational goals
bull It allows for clear specification of roles responsibilities and mutual relationships of individuals
Human Resources Management March 2009
10
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Matrix organisation bull Advantagesbull Gives flexibility to the
organisationbull Stimulates interdisciplinary
co-operationbull Develops employee skillsbull Motivates people to identify
with end productbull Allows experts to be moved
to crucial areas as needed
bull Disadvantagesbull Risk of creating a feeling of
anarchy and risk of management losing control
bull May lead to more discussion than action
bull Requires high interpersonal skills
bull Costly to implementbull Affects morale when
personnel is rearranged
Human Resources Management March 2009
11
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
FROM TRADITIONAL TO STRATEGIC HRM
bull Many are afraid of risks which changes bring however many companies risk the most by not changing anything
Management Wissen
12Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
FROM TRADITIONAL TO STRATEGIC HRM
CHARACTERICS TRADITIONAL HRM STRATEGIC HRM
HUMAN RESOURCES RESPONSIBILITIES
SPECIALISTS LINE MANAGEMENT
GOALS BETTER PERFORMANCES INCREASE OF UNDERSTANDING
HRM ROLE CORRESPONDS TO NEEDS
LEADS INSPIRES UNDERSTANDS
TIME GUIDELINES SHORT TERM RESULTS LONG TERM RESULTS
CONTROLE POWER POSITION FLEXIBILITY BASED ON HUMAN RESOURCES
ORG CULTURE BIROCRATIC PARTICIPATIONAL
EMPHASIZE RESPECTING ROLES HUMAN DEVELOPMENT
13Human Resources Management March 2009
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
FROM TRADITIONAL TO STRATEGIC HRM
TRADITIONAL HRM
bull RELATIVELY ISOLATED FUNCTION
STRATEGIC HRM
bull INTEGRAL PROCES WITHIN THE GENERAL AND STRATEGIC MANAGMENT
14Human Resources Management March 2009
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
What involves The Human Resource Management
15Human Resources Management March 2009
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
ANALYSIS DESCRIPTION JOB or one of the first steps in HRM
Def Process of gathering and evaluating all relevant data which relate to the job business nature and content skills knowledge and abilities
Purpose recruitment and selection compensation performance evaluation training
16Human Resources Management March 2009
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
EXERCISE Describe your job
bull What is the nature and content of your presentfuture job
bull What knowledge skills and characteristics are necessary in order to complete the job
17Human Resources Management March 2009
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Procedures and phases of job analysis
1 Procedures of data gathering questioners interviews journals observation
2 Data analysis
3 Job specifications and description
18Human Resources Management March 2009
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
WHAT IS THE FINAL RESULT OF JOB ANALYSIS
bull JOB DESCRIPTION (ASSIGNMENT CATALOG CERTAIN JOB DUTIES AND RESPONSIBILITIES)
bull PROFILE OF DEMANDS (WHAT KNOWLEDGE SKILLS ABILITIES AND CHARACTERISTICS ARE NEEDED TO SUCCESSFULLY CARRY OUR A JOB)
19Human Resources Management March 2009
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
PROFILE OF DEMANDS1 PROFESSIONAL PROFILE
INCLUDES needed skills professional and additional knowledge
2 PSYCHOLOGICAL PROFILE intellectual abilities personality characteristics and interests
3 PHYSICAL CHARACTERISTICS20Human Resources Management
March 2009
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Employee handbook
bull Index HR ManualIntroduction amp Implementation of
Human Resource Policies amp Procedure In RAKO Group of Companies
bull Employment Manual
Human Resources Management March 2009
21
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Guest lecturer
bull Manager in a small business with highly developed practice for HRM
Human Resources Management March 2009
22
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
RECRUITMENT AND SELECTION
part II
TestsInterviews
Mart 2009 23
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
24
PSYCHOLOGICAL TESTS
Mart 2009
What we consider to be a psychological test an instrument which satisfies psychometric characteristics
Types1common intellectual abilities test2special abilities test3personality test (inventories) ndash condition tests and personality traits tests
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
CONDITIONES WHICH ALLOW PSYCHOLOGICAL TESTING TO BE
REALISED bull Tests which are published by the
Društvo psihologa Srbije ( sl Glasnik 251996)
bull Licensed test packages which are bought from credible institutions
bull There isnrsquot any third option
Mart 2009 25
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
EXERCISE I ndash psychological testing
bull Participants have an opportunity to see examples of basic types of psychological tests
Mart 2009 26
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Unavoidable INTERVIEWSAn interview is a technique of selection by which data
is acquired which is not available using other waysbull Observation and assessment of the candidates
appearance and behaviorbull Direct communicationbull Data of the candidates characteristics
(characteristics motivation values) which may not be acquired by a more reliable way
bull Vivo emotional stability test of the candidate
27Mart 2009
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
WHEN IS THE INTERVIEW POWERLESS
lsquorsquoAn interview is in fact a very weak method in the field of the candidates abilities and many researches have given occasional catastrophic results
but it should be said that it is a very necessary addition to the test results specifically to the motivation sector the candidates life opportunities and even some abilities which could not be measured by tests eg the candidates communication skillshellip
( Source BPetz1987 )
AND WHEN ITrsquoS POWERFULQuestions during the interview cover 4 main regions
1 Work experience
2 Education and training
3 Certain personal characteristics
4 Activities and interests
Mart 2009 28
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
AND WHEN THE INTERVIEW IS STILL POWERLESS
List of frustrations
bull Your are pleased during the interview but after it you know little about the real skills and abilities of the person who was interviewed
bull You make assumptions about the personality and abilities of the candidate
bull You have no more questions for the candidate
bull Sometimes you are unable to make a difference between candidates
bull You are not capable of deciding to whom to offer the job
bull You are frustrated during the whole time of the interview
Mart 2009 29
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
WHAT MUST BE KNOWN ABOUT AN INTERVIEW
Which activities are performed during the interviewbull Planning and preparing for the conducting of the interview bull Conducting the interview gathering informationbull Giving information and explanations (two-way process of
choice ndash forming of the so called Psychological contract)bull Observation (estimating)bull Interpreting evaluating
Interview elements
Gathering information about the candidate
Giving information to the candidate
Interpreting information and giving decisions about the proposal
30Mart 2009
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
DO YOU HAVE THE SKILLS NEEDED TO CONDUCT A INTERVIEW
bull Planning skills opinion towards planningbull Communication skillsbull Active listening skillsbull People observation skillsbull Data interpretation skills
31Mart 2009
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
DEMANDS PLACED BEFORE THE INTERVIEWER
bull The starting point of the interview is the description of the job and the demands towards the worker
bull Discriminative questions are avoided bull Same interview procedures are introduced
towards every participantbull Candidates are given enough time to thinkbull Interested candidates are given information about
the employment date
Mart 2009 32
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Interviewing Barriers bull Leniency or Stringency
bull HaloHorn Effect
bull Error of Central Tendency
bull Stereotyping
Danger of making conclusions based on
non-verbal communication
Mart 2009 33
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Behavioral InterviewsIn traditional interviews we ask questions likebull Where do you want to be in 5 yearsbull What kind of supervisor do you likebull What are your strengths Weaknesses
bull Behavioral interviewing is based on this model
Mart 2009 34
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Purpose of Behavioral Interviewing
bull The behavioral interviewing tools will ensure that the selection process is
bull Objectivebull Consistent and transparentbull Based on the competencies and
proficiency level of the jobbull A good predictor of performance
Mart 2009 35
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Evaluation and how to deal with ldquodifficultrdquo candidates
bull Which are the ldquodifficultrdquo people in communication
bull How to recognize ldquodifficultrdquo people in communication
bull Reaction models in communication with ldquodifficultrdquo people
bull The advantages of developed communication modes ndash organizational and personal
Mart 2009 36
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
WORK PHASES WITH ldquodifficultrdquo candidates
bull RECOGNITION
bull REACTION MODELS
bull INCREASED EFFICIENCY EFFECTIVENESS OF THE
INTERVIEWMart 2009 37
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
EXERCISE IIbull Role-Play
bull Job Interview
bull Feedback of the Role-Play and De-briefing
bull Scoring Responses from the applicants
Mart 2009 38
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
39Human resource management march 2009
RECRUITMENT AND SELECTION
Part I
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Six stages to the recruitment and selection process
Human resource management march 2009
40
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
RECRUITMENT
Notion A process of attracting qualified and high-quality candidates
Ways in which recruitment is approached
1 Intern recruitment ndash A call for employees to apply for a free position ndash Information system ndash a employee competence
database
2Extern recruitment
41Human resource management march 2009
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
RECRUITMENT ndash types of extern recruitment
ndash Formal methods advertising employment agencies head hunting agencies colleges
ndash Informal methods recommendations former employees self initiative employment
3 Extra recruitment temporary employee lending contract employing
42Human resource management march 2009
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
THE COSTS
bull Analysis of position advertisement costs
bull Pre selection process
bull Reference check
Human resource management march 2009
43
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
SELECTION
Definition A process of choosing between candidates for a specific job and making a decision about admission
Selection is performed through gathering of information about predictor
Act of pre selection44Human resource management
march 2009
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Instruments for gathering data about predictor
1 Instruments for gathering
Biography data
Form for application and CV forms or tests about biography data
2 Instruments for ability and characteristics data acquisition ability tests personality tests job sample tests clinical physical tests
3 Interview
Human resource management march 2009
45
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
EXERCISE IParticipants who are divided into two or three groups consider
questions about recruitment and selection and present the answers to the group and the end Short discussion and conclusions
bull What can go wrongbull Why do things go wrongbull How can such problems be preventedbull What are the costs involved in hiring a new employeebull What are the costs of hiring the wrong personbull What part does the recruiter play in all of this
bull
bull Human resource management
march 200946
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
EXERCISE I - additionbull List of things that can go wrong
bull Separating the most sensitive parts of the Recruitment and Selection process
bull Psychological essence of the process - making decisions taking responsibilities and risks
Human resource management march 2009
47
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
Factors in the Hiring Process Level III traits tend to be highly stable
Human resource management march 2009
48
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
YOUR GOAL IS TO PREDICT FUTURE PERFORMANCE BY GETTING A DEEPER UNDERSTANDING OF HOW SOMEONE HAS DISPLAYED LEVEL III QUALITIES IN THE PAST
Human resource management march 200949
Level III traits tend to be highly stable
The best predictor of future behavior is past behavior
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
SELECTION TECHNIQUES
bull Application forms questionersbull Suitable psychological testsbull Interviewsbull Portfoliobull Previous estimates (Assessmet centers work and
behavior samples)bull Trial workbull Other methods mainly informal
Human resource management march 2009
50
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
APPLICATION FORMS questioners Curriculum Vitae
(CV)bull The participants are divided into
groups and are given one sample of a application formCV and motivation letter have to question the quality of data which it possesses
bull Debriefing
Human resource management march 2009
51
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
GENERAL PRINCIPLES AND RECOMMENDATIONS IN WORK
PHASES ON APPLICATION FORMS AND CVs- sum up - CV
Reliable indicators
Unreliable indicators
Motivation letter Reliable
indicators
Unreliable indicators
Human resource management march 2009
52
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
RECOMMENDATIONS FOR USING SELECTION TECHNIQUES
bull Relying on one technique is not recommended Aiming to reduce costs of selection can later show to be extremely expensive
Human resource management march 2009
53
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
54
4th day
Performance management
and motivation
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
55
What is Motivation
bull Managers want to motivate employees up to higher level of loyalty dedication to organization and stability at work
bull Good managers are oriented on getting the best from their employees That is motivation in short
bull Main cause of failure is to insist only on one thing - first that good salary can solve everything - or second that the salary is not important if manager
can find a real thing to move all employees energy bull Advice for Success is in the middleA good salary is a middle of the right management strategy
but on manager himself is to understand what is the positive energy that motivate his people
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
56
The human resources model The complex man
(McGregor Maslow Argyris and Likert)
bull Abraham Maslow and his Motivation theory hellip
bull Lower needs should be satisfied in certain level as a precondition for higher needs level
bull A main thing is in the certain measure and how big that measure is depends of whom is about and which situation
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
57
A system view of motivation in organisations
Situation characteristics regarding the job
EnvironmentOrganization
Culture
Individual characteristics
Interests Attitudes Needs
Job characteristics Appraisal system
AutonomyReaction
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
58
Basic elements of good motivation policy
To offer1 Basic salary with bonuses for certain results (material
rewards treat as needed but not sufficient condition for people motivation)
2 To provide a decent and well organized working conditions for employees with healthy interpersonal relations
3 To built in interesting and provoking tasks in working that are going to be delivered to people
4 Try to transparent all established results ndash let all see that you care for good results and good workers
5 To show people how they can built in the same time their personal success and development with development of theirs enterprise
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
59
bull To look to hear and to understand people with whom is working with
bull To start from my self what is the satisfied level of salary for me in what working environment and relations I want to work etchellip
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
60
Presentation on Appraisal system
The completed Appraisal Format should be collected by the Personnel Department and processed for scoring by the Personnel Department The scoring should be done under the supervision of the HR Manager
The result of the Appraisal should be made available to the departmental head for final decision on Promotion Transfer Demotion or any other corrective measures
The HR department should communicate the final decision to the employees concerned and take necessary steps to implement the decision
The HR department may introduce any new performance appraisal technique such as 360 Degree Performance Appraisal Technique in order to obtain the best result
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
61
Examples
Employee evaluation
Appraisal record form supervisor
Performance appraisal format
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
62
Wage amp Salary Procedures The wage card salary card should be prepared by the line
supervisors head of the department respectively The payment of salary wage should be scheduled on any one
day of every month and the payment of salary shall be in kinds
The payment of salary for the staff members should be transferred directly to their bank account in order to help the employees to get maximum benefits which can be availed by them from their banker due to this transaction
The Gross salary wage of one employee should remain confident to the extent possible To promote this idea the relevant appropriate stationary should be used
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
63
Remuneration system example
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
64
Exercise
Development of appraisal system and design of pay relates system
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
65
Guest speaker
bull Manager of small enterprise with developed compensation and motivation system
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
66
5th day
Compensation Labour law practical guide for employee relations contracts
Exit interviews
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
67
All employees are entitled to Workersrsquo Compensation benefits This coverage is automatic and immediate and protects employees from work-related injury or illness If an employee cannot work due to a work-related injury or illness Workersrsquo Compensation insurance pays his or her medical bills and provides a portion of his or her income until he or she can return to work
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
68
Job contract HR manual - example
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
69
Open discussion
- Importance of
- ldquoclosing interviewrdquo
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
70
Guest speaker
Lawyer or accountant to present different compensation systems
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
71
Training and development bull HR manager interpretation - Support to others HR managers to
develop and implement plans and trainings
- Find the resource of adequate solutions for training and development
- Calibrations of the training influence and efficiency
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
72
Attainable modules
bull open type programs you come to us and
bull in-house trainings we come to You which are specific for each organization and groups of employees
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
73
Purpose of training
bull trainings appropriate for business requirements
bull increasing the effectiveness of the employees and development of the employeesrsquo personal skills and competences
bull developing talents
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
74
Case study - Training and development -
bull Ann has recently came to your organization as a junior expert for development She has just passed the final exam on the faculty of economics She has just moved away from the another part of Serbia Follow up the list of 10 trainings that can be used hers initial training You have to rang it by the sequence you think its appropriate ndash if there is only 1 activity rang it as 1 etc when you finish make a meeting with the members of your team to compare the scores
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
75
ACTIVITY Individual mark
Team mark
Final
Meeting with managers of all existing departments
Reading and introduction with Regional Development Strategy
Presence on the Regional Council meetings
Fill the application for the Local Economy Development
Presence on the three ndash day conference organized by the Standing Conference of Towns and Municipalities
One week attendance to the European Commission in Brussel
Meeting with the agency director
Attendance to other agency for development
Presence on the three meetings of senior management
Association to director and team leaders on the meetings with the mayors of municipals
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
76
Evaluation of Training and measuring organizational impact
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
77
Evaluation of Training
bull Reactionbull 1048766 Did employees like the training think it was
useful feelbull more confident in their abilities bull Learningbull 1048766 Did employees learn anything newbull Behaviouralbull 1048766 Do trainees behave any differently back on the
jobbull Resultsbull 1048766 Did the training have the desired outcome
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