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8/9/2019 Basic HR for Business Starters (v1.0)
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HRM Series
1
2008 Jasmiza Solutions Sdn Bhd832516-K
All rights reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted in any form orby any means (electronic, mechanical, photocopying, recording or otherwise) without the permission of the copyrightJasmiza Solutions.
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Introduction to HRM
Identifying Business Needs
Designing jobs, responsibility hierarchy, and organization charts
Writing a job description
Evaluating job and personnel competency
Closing Gap Competency Gap
Human Resource Policy
Benefit and Compensation
Retaining Talents
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Basic Human Resource
Chapter 1
3
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Activities
Theme
Year
Initiative
Purpose
Culture
LeadershipStyle
Production/
Operation
1950 -1985
Production
Establishment ofoperating manual.
Start up-operate-shutdown
AutocraticSeniority
Boss chase staff
Quality
1990-1995
Meet CustomerRequirement
Compliance tostandards andcustomersrequirement.
ISO 9001, QA
Autocratic +DemocraticSeniority
Customer chaseboss
Total Quality
Management
1995-2000
ContinuousImprovement
Debottlenecking/revamp
QCC, 5S, ESS
ISO 14001,18001,17025
Democratic ,Seniority PerformerCompetency
Preventive vscorrective
Operational Excellence
Knowledge Management
2002
Balanced Scorecards
Reliability Integrity
Lean
2008
Self Driven,
Innovations,
Synergize
Feedback
Coaching
Mix style : Visionary, Servant, PrincipleBase, Result Focus , Young EnergeticLeaders, Experts
Proactive
Self driven
Whats init for me
Whats in it for higher purpose?Can I make a difference?
CapabilityBuilding,
Lean
Work LifeBalance
Source: JSSB Study on Local Organizational Growth/ Lifecycle, 2008Maslow Need Analysis
PMS
6 Sigma
integration,
Optimization
System automation,
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5Source: Gartner, 2009
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Balanced Score Card
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Module 12 - Basics of humanresource management 8
The HRM process consists ofplanning, attracting,developing, and retainingthe human resources(employees) of anorganization.
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Module 12 - Basics of humanresource management 9
HR Planning
strategic HR planning;job design
Attractingemployees
recruiting; selecting
Developingemployees
training & development;performance appraisal
Retainingemployees
compensation;maintenance; laborrelations; separation
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Module 12 - Basics of humanresource management 10
Planning for the future personnel needs of an organization,
taking into account both internal activities and factors in the
external environment
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Module 12 - Basics of humanresource management 11
Job Design
usually done prior to recruitment
the process of describing the work that needs tobe done by an employee and
specifying the requirements needed in fulfilling
the job
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Basic Human Resource
Chapter 2
12
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Stage 1 : SIPOC
Stage 2 : Process Flow
Stage 3 : Work Flow
Stage 4 : Job Description
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What is SIPOC ?
Acronym for Supplier, Input, Process, Output and Customer relationship.
Suppliers
Inputs
Process
Outputs
Customers
Providers of
the requiredresources
Resources
required bythe process
Top leveldescription of
the activity
Process Boundaries
Deliverables
from theprocess
Anyone whoreceives a
deliverablefrom theprocess
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Function
CONTROLS
OUTPUTS
PEOPLE / SYSTEMS
INPUTS
PROCESS OUTPUTS CUSTOMERSSUPPLIERS INPUTS
Utilities AssetRaw Water Supplier
Electricity Supplier
Other Vendors / Suppliers
Startup ParametersProcedures
Production Plan
Feedstock
Consumables
Chemicals
Utilities
Demin water, steam, electricity, N2Daily Operation Report
Field Operator Logsheet
Panel Operator Logsheet
Executive Report
Trend Sheet
Maintenance Notification
Next Course of Action
Main Process PlantCustomers
Maintenance Section
Reliability Management Section
Manage &Operate Utility
Plant
Monitor UtilityPlant
Operations
Process : Produce Utility
Start-up UtilityPlant/Equipment
Supply utilities toCustomers
ShutdownUtility Plant
Example : Produce and Manage Utility Plant & Processes(Demin water, Steam, Electricity, N2)
INPUT & OUTPUT DIAGRAM
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Function
CONTROLS
OUTPUTS
PEOPLE / SYSTEMS
INPUTS
PROCESS FLOW DIAGRAM
NODE: 0.A
See 3.A
MonitorUtility PlantOperations
3
See 1.B
Start-upUtility
Plant/Equipment
1
See 5.B
Supply ofUtilitiesProduct
5
See 2.B
Manage &Operate
Utility Plant
2
Note 1
Note 2
Note 3
Note 5
See 4.B
ShutdownUtilityPlant
4Note 4
Startup Parameters Feedstock Chemicals Utilities Consumables
Plant Startup Schedule
Plant Startup Procedures Plant Startup Checklist
Next Course of Action Maintenance Notification
StabilisePlant Operation
Production Plan Feedstock
Chemicals Consumables
Production ManagerProduction EngineerShift SupervisorField OperatorPanel Operator
Plant Normal Operation Schedule Plant Normal Operation
Procedures Plant Normal Operation Checklist
Operating Parameters
Plant Slowdown
Plant Normal Operation Schedule Plant Normal Operation Procedures Plant Normal Operation Checklist Work Instructions / SOP Sampling Schedule Inspection Plan
Maintenance Plan Production Plan
Maintenance Issues Production Issues Plant Performance Issues Safety Issues Environmental Issues Inventory/Quality of Feedstock/Consumables/Chemical
Field Operator Logsheet Panel Operator Report Trend Sheet Maintenance Notification
Utilitiesproduct(Deminwater,Steam, N2,Electricity)
Unplanned Shutdown
Planned ShutdownProduction Plan
Plant Shutdown Schedule
Plant Shutdown Procedures Plant Shutdown Checklist
Log SheetProduction ReportKPI Report
Production PlanWork Instructions/SOP
Production PlannerShift SupervisorField OperatorPanel Operator
Plant Shutdown
Product Inventory Issues
Production ManagerProduction EngineerShift Supervisor
Field OperatorPanel Operator Production Manager
Production EngineerShift SupervisorField OperatorPanel Operator
Production ManagerProduction Engineer
Shift SupervisorField OperatorPanel Operator
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NODE: 2.B
Field Operator
PanelOperator
Shift Supervisor/Production
Engineer / PanelOperator / Field
Operator
MonitorUtility PlantOperations
ConductDaily ShiftHandoverMeeting
HighlightPerformance /
Issues / Targets
ConductShift
Meeting
Prepare PlantOperationWork Plan
Review plant/equipmentoperation
Correct anydeviation
Monitorchemical
consumption
ReviewEquipment &
Operate Valves
Monitor plantparameters
Correct anydeviation
Stabilize plant &carry outprocess
optimization
Change in utilityquality/quantity
requirement?
Shift Supervisor
ProductionEngineer
Coordinate tabletalk for procedure
change/ takeaction on newrequirements
Communicatechange in
procedure
Procedure
approved?
No
Yes
No
Yes
DetermineQuality & Quantityof utilities required
RequestTSD/Maintenance
to rectifyproblem
WORK FLOW DIAGRAM : MANAGE & OPERATE UTILITY PLANT
Carry out routinelab analysis
CorrectionCan be done from
DCS?
No
Yes
AnyAbnormality?
AnyAbnormality?
Yes
Yes
Carry outCPS
Analyzeproblem, take
Corrective action
No
Problem canbe solved?
No
Yes
Design/EquipmentProblem?
NoReview
procedure
No
Yes
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Basic Human Resource
Chapter 2
18
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Every organization has both a formal and an informal organizationalstructure. Examples of organizational structures are: Hierarchical structure (typical for the small, entrepreneurial
organization) Line-staff structure Functional or Departmental structure (based on function,
products/service, customer type, geographic region) Matrix structure (dual reporting lines)
These formal structures of organizations can be represented in the formof an organization chart. Sometimes also referred to as organizationalchart, organigram, organogram, or org chart.
It graphically shows the hierarchical authority, roles and responsibilities,functions and relations within an organization. For a new employee, theorganization chart helps to understand what should happen within thefirm. (The informal structure represents what is actually occurring withinthe organization.)
19Source: 12 Mana e
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Applications
Defining the roles and responsibilities of all personnel withinthe organization.
Establishing a hierarchical structure of authority, power and,
hence, decision-making. Establish communication channels and information flows,
incorporating a chain of command with specific rules andregulations relating to reporting procedures and accountabilitymethods.
Establishing control mechanisms, such as the degree ofcentralization and the span of control.
Establishing strategies for co-ordination of work practices.
Establishing decision-making processes.
Establishing specific operational functions and tasks.
20
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2121
Functional semiskill / high skill
managerial
Functionalhigh skill /semi skill
managerial
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Basic Human Resource
Chapter 4
22
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IS..
A reference documentdesigned to meet work
requirement at 100%efficiency. Elements might vary from
one organization to anotherbased on stated strategy.
Must be revised after
business process flowreengineering and reorg. A life document used during
job orientation andperformance appraisal.
IS NOT..
Documenting current
incumbent capability. A template cast on stone. Individual Strengths
23
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CONVENTIONAL
1. Job title2.
Job summary3. Job duties4. Roles and responsibilities5. Job specifications or
qualifications
6. Key role interactions7. Professional skills8. Salary and benefits
PCJD
1. Job Title2. Job Purpose
3. Job Challenge4. Reporting to5. Supplier6. Customer7. Process Owned
8. Key Accountabilities9. Key Performance Indicators10. Key Competencies11. Qualifications12. Experience
24
Example
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Level:Competency Area
Basic Intermediate Expert
Specific
TechnologyProjectManagement
Communication
Business Savvy
The level of competency shall reflect business needs, it canrange from 3 or 5 level, depending on Human Resource
Career Option Path, but for PCJD, 3 is recommended.
Competency Area shall be derived from Deployment Chartand Job Challenge identified earlier
Level Definition for each level is compulsory to be defined
first by HR/manager as to promote standard of
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Score Level Definitions
1 Awareness Has some basic/minimum knowledge Recognise, identify ask when help needed
2 Knowledge
Has most of the knowledge and some skills
required to perform the job Contribute, participate do with help
3 Skill Has all the knowledge and skills required to
perform the job Apply, demonstrate do without help
4 Advanced Mentor, integrate teach others how to do
5 Expert Network, originate advise others how to do
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Technology Classifications Definition
Base Technology Essential to be in business
Widely exploited by competitors Little competitive impact
Key Technology Well embodied in product and process
Competitive impact
Pacing Technology Under experimentation
Competitive impact likely to be high
Emerging Technology At early stage or emerging in other industries
Competitive impact not known, but promising
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Knowledge
Comprehension
Application
Analysis and inferences.
Synthesis
Evaluation
28
Perception
Set
Guided Response
Mechanism
Complex Overt Response
Origination
ReceivingPhenomena
Responding toPhenomena
Valuing
Organization
Internalizing values (characterization)
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Basic Human Resource
Chapter 5
29
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FunctionalEvaluation
PerformanceEvaluation
CompetencyEvaluation
Business needs analysis is being used
as a compassing document How many task performed out of totaltask.
Can be used in jobevaluation/salary/wage estimation.
Countered by years of experience andtenureship.
Business target is being used as thecompassing document forperformance contract.
Result, Impact, Challenge and Effortare being used as evidence inevaluation..
Countered by leadership/teamwork,
company values.
Professional attributes/ technology inventoryis being used as compassing document.
Depending on organization human resourcestrategy and policy determining how deepand wide one can proceed career.
Valuable in knowledge based value stream. Countered by business needs.
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Job Challenge /Impact
Years oftenureshipHigh/Semi
skilledProfessional
PCJD identified job challenge by thoroughlybreak down business needs, therefore,wages/salary or job value can be determinedfairly.
in normal practice, performance is discounted ifa person has been doing the same job for morethan 3 years, therefore, in the performancecontract , improvement and preventive action ismore valued compared to efficiency. Take notethat PCJD focus on 100% efficiency.
To some organization, knowledge worker andprofessional worker becomes the revenuegenerator, but to high manpower consumedoperation, the needs of high skill often diluted;too high salary/maintenance , too limited
resource, professionals services are outsourced toconsultants.
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Task/Efficiency
BelowExpectation
MeetExpectation
ExceedExpectation
Outperform
Collect Data
Report cases
Conductbriefing
32
The evaluation should differentiate efficiency level
Thetasks are
basedon PCJD
The result should be able to tell competency/capability gap.
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Objective KPI BelowExpectation
MeetExpectation
ExceedExpectation
Outperform
EnsureHSE Zero LTI
To reduce
cost
20%
To instill
awareness
100%
communicat
ion
33
The evaluation should differentiate on RICE level
Objective
shall be
derived
from
CompanyStrategy &
Initiative or
scorecards
The result should beable to tell
competency/capability
gap.
The KPI should bederived from cause-
effect or logic tree.
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Technology Inventory Basic Intermediate Expert
Reservoir Performance
Analysis
Production Plan
Recovery Processes
34
The evaluation should differentiate on competency levelTechnologyInventory
shall see the
whole
spectrum of
careeradvanceme
nt in
specific
professional
/ skill group
The result should beable to tell
competency/capability
gap.
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Basic Human Resource
Chapter 6
35
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ExpectedResult
Current Result Gap Gap ClosingActivity
Date
36
After assessment being done, it ismost important that leaders help staff
to plan for their gap closing activity.Most of the time, leaders do not dothis structuredly and fail to deliver
correct training budget to HRM.
There are many ways to closecompetency gaps;1. Training/classroom2. Coaching3. On job training/attachment
4. Participate/Lead Project5. Community of Practice6. E-learning7. Visits8. Seminar/conference9. Etc..
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ExpectedResult
Current Result Gap Gap ClosingActivity
Date
37
In all management systems,especially ISO 9001, it is a
requirement that organizationensure that effectiveness is being
measured.
There are many ways to measurecompetency:1. Exams2. Interview3. Project deliverables
4. 3605. Nonconformance report and
other related evidence(complaints)
6. Observations7. Coaching & Feedback
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ExpectedResult
Current Result Gap Gap ClosingActivity
Date
38
Activities shall be planned inaccording to job or performanceexpectation, not forgetting the
evaluation cycle i.e.yearly/quarterly. Often leaders
neglect this plan and accumulateall at the end of the year, hence,HRM was being blamed for notmanaging training efficiently.
There are many ways to set date forgap closing activities:1. Periodically
quarterly/monthly/yearly2. Performance Before project,
during project, after project
3. As per budgeted
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Basic Human Resource
Chapter 7
39
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Human resource policies are systems of codified decisions,established by an organization, to support administrativepersonnel functions, performance management, employeerelations and resource planning.
The establishment of policies can help an organizationdemonstrate that it meets requirements for diversity, ethicsand training. In order to fire a person it may be necessary toshow cause compliant with employment contracts andcollective bargaining agreements; the establishment of HR
Policies to document steps in procedures, includingdisciplinary procedures, is now standard.
40
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1) Employment (Engagement) Policy
Recruitment
Interview
Selection & Posting (Placement)
Induction
Probation
Confirmation
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2) Performance Management Policy
Appraisal
Balanced Scorecard
Performance Contracts
Work plans
3) Compensation (Reward) Policy
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4) Code of Ethics & Conduct
Sexual Harassment
HIV/Aids
Conflict of interest
Dress code
Working Hours
5) Discipline Policy & Procedure
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6) Staff Benefits
Allowances
Loans
Parking for staff cars
Staff canteen & clinic Daycare
Medical Covers & insurance
Retirement Benefits Scheme
On-Job-Rotation
Transfer Policy Statutory Contributions Policy
Education, Training & Development
Team Building Policy
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13) Health, Safety & Security at work place
Fire/ disaster assembly point
First aid
Clean drinking water
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14) Email and Internet Policy15) Leave Policy
Annual leave
Compassionate leave
Maternity leave
Paternity leave
Sick leave Study leave
Leave of absence
Unpaid leave
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16) Misuse of Organizations property
16) Traveling policy
16) Trade unions policy
16) CSR policy
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All these policies when compiled in one booklet maybe referred to as staff manual.
Policies depend on the strategies of an
organization. These policies must be inline with the labour laws,
human rights and the constitution. The policies should also have a clause on how they
can be amended to incorporate any changes.
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Basic Human Resource
Chapter8
49
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Reward is.. Inneuroscience, thereward system is acollection of brainstructures whichattempts to regulate andcontrol behavior byinducing pleasurableeffects..
50
Recognition.. insociology is publicacknowledgement ofperson's status ormerits .. is one of thethree basic memorytasks. It involves
identifying objects orevents that have beenencountered before..
Consequence isoutcome of an eventespecially as relative toan individual
The Challenges are..
1. Not to condition staff by carrot and stick2. To instill motivation from inside3. To be objective in evaluation/wages/salary
band based on job value.4. Business Needs first..
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Module 12 - Basics of humanresource management 51
Compensation the adequate and equitable
remuneration of personnelfor their contribution in theachievement oforganization objectives.
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Module 12 - Basics of humanresource management 52
Labor relations entails recognizing the validity of unions, negotiating for the
collective bargaining agreement, and being able to handle
strikes and other forms of mass action.
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Module 12 - Basics of humanresource management 53
Maintenance the process of providing the following
services to employees:
career counselling
safety & health programs
Also involves the minimization ofabsenteeism and tardiness
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Module 12 - Basics of humanresource management 54
Separation the process of reintregrating employees to society;
entails the following:
employees should be terminated for a just
cause
a retirement plan must be provided for oldemployees as an aid when they leave the
company.
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Basic Human Resource
Chapter 9
55
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Module 12 - Basics of humanresource management 56
Recruitment
development of a pool of job candidates in
accordance with a human resource plan
its purpose is to provide mgmt. with enoughcandidates from which they can select qualified
employees
internal versus external
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Module 12 - Basics of humanresource management 57
Selection
the mutual process whereby the organization
decides to make a job offer and the candidate
decides whether or not to accept it.
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Module 12 - Basics of humanresource management 58
Job Application
Initial Interview
Testing
Background InvestigationIn-depth Interview
Physical Exam
Job Offer
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Module 12 - Basics of humanresource management 59
Orientation
a program designed to help employees fit
smoothly into an organization
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Module 12 - Basics of humanresource management 60
Training
a process designed to maintain or improve current
employee performance Development
a process designed to develop skills and attitudes
necessary for future work
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Module 12 - Basics of humanresource management 61
Performance Appraisal
process of providing feedback to subordinates
regarding their performance on the job.
Informal versus Formal
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Please see our list of courses in advance human performance managementfor more effective management of talent.
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Jasmiza Solutions Sdn Bhd is a consultationcompany that focuses on Human CapitalDevelopment and Systems Management .
Amongst services offered are mindset andbehavioural change, performancemanagement system, knowledgemanagement, capability building and otherhuman resource strategic inputs.
Established since 2008, some of oursatisified clients are GSK, PETRONAS,PERNEC, Assar Senari, MIDA, MAFC, UniKL,Integrax, TNB, Shell IT and many more.
We exist to Return Soul to Human andGiving Soul to Systems.
Contact us for advance training and personalcoaching to manage human performance:
mailto:[email protected]:[email protected]