hr management in practice

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-Eman Elbana -Mohamed Yasser HR Management in Practice Presented by

Author: mohamed-yasser

Post on 11-Aug-2014




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Learn How To Practice HR Management Different Functions to Hire, Retain & Develop Best Talents in the Market. Components: - HR Purpose & Major Functions - Recruitment & Selection - Training & Development - Performance Management


  • -Eman Elbana -Mohamed Yasser HR Management in Practice Presented by
  • What is the purpose of HR function? The popular purpose is:
  • What is the purpose of HR function? The real purpose is: A Supportive Function To: Hire, Retain, Develop the best talents to achieve organizations goals.
  • Personnel Human Resources Human Capital Talent management The Evolution of HR:
  • The Major Functions of HR: What are the main responsibilities of HR?
  • The Major Functions of HR:
  • Recruitment & Selection: -Personnel Planning -Job Analysis & Description -Recruitment -Selection
  • Training & Development: -Training Process -Career Management
  • Performance Management:
  • Compensation & Benefits: - Salary survey -Job evaluation -Grading System -Paying Salaries
  • Personnel & Employee Relations:
  • HR Needed Qualifications:
  • How To Be The Best? -Stay Updated. -Stay Connected. -Stay Focused. -Plan Big, Achieve More.
  • How To get a job in HR? -Network. -Network . -Network. -Show Your Value.
  • Dont be afraid to Try HR.
  • Recruitment & Selection How To Recruit Top Talents .. Presented by: Eman Elbana
  • Agenda Learn Enjoy
  • Take our 20 best people away and I will tell you that Microsoft would become an unimportant company -Bill Gates
  • By the end of this module, YOU shall be able to: Know how to recruit these 20 people
  • By the end of this module, YOU shall be able to: Define the Recruitment and identify its process Define Job Analysis, its elements and uses Identify Methods for gathering Job Analysis Information Identify the types of Recruitment (advantages and disadvantages) Identify the Recruitment channels and process Identify purposes of Interview and the main types of selection interviews List and explain main errors that can undermine an interviews usefulness Establish hiring criteria and build a competency model Deal with different mentalities Conduct an effective Interview (Prepare Start Manage Close) Finish the Recruitment
  • Road Map S Main Topics 1 Main Introduction Personnel planning Job analysis 2 Recruitment 3 Selection
  • What is Recruitment? The process of finding and hiring the best-qualified employees who have the skills to fulfill the organizations needs. Simply try to get the right person for the right job.
  • Important Definitions Employment or personnel planning The process of deciding what positions the firm will have to fill, and how to fill them. Succession planning The process of deciding how to fill the companys most important executive. Sourcing Sourcing is the stage which encompasses candidate attraction. Selection A process involving a range of techniques & methods designed to help match, assess and select the most appropriate individual based on their skills, knowledge and experience.
  • The Recruitment & Selection process
  • Job Analysis Job description Job specification Job analysis Job requirements Job competencies Knowledge, Skills and Abilities ( KSA) Duties, Tasks, and Responsibilities (DTR)
  • Job analysis Recruiting and Selection Decisions Training Requirements Performance Appraisal Job Evaluation-wage & Salary Decisions (Comp & Ben) Job description & job specification Job analysis uses:
  • Qualitative methods for collecting Job Analysis Info. Qualitative Methods for Collecting Job Analysis Info. Interviews Observations Diaries/Logs Questionnaires
  • Road Map S Main Topics 1 Main Introduction Personnel planning Job analysis 2 Recruitment 3 Selection
  • Types of Recruitment Internal External
  • Advantages Vs. Disadvantages Types of Recruitment Advantages Disadvantages Internal Less cost and less time Less training and orientation required More accurate view of candidates skills Candidates have a stronger commitment to the company Motivate other employees Other positions will be vacant Failed applicants become discontented External Builds teams of HR experts expand the pool of qualified candidates Cost to hire is high More time consuming More training and orientation required
  • 6 Recruitment Channels 1 5 Advertising (AIDA) Website & Social Media Campus Booth Opening Head Hunt Outsourcing Referrals4 3 2
  • AIDA Attention-Interest-Desire-Action. 1) Unique Job title
  • 2) Company description 3) Job description & requirements 4) Call to action
  • Road Map S Main Topics 1 Main Introduction Personnel planning Job analysis 2 Recruitment 3 Selection
  • Assessment Center | Selection process Screening Applications | Resumes Testing Interviewing Candidates Checking References and Background SELECT
  • Recruiting yield pyramid 16% 75% 67% 50% Recruiting yield pyramid The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.
  • Purpose of Interview Selection Interview (evaluate candidates & market your company) Appraisal Interview Exit Interview Interviews formats Structured Unstructured
  • Types of Interview Types of Interviews One to one Interview Panel Interview Mass Interview Case study Interview On-Job Interview
  • Competency Model Competencies Demonstrable characteristics of a person that enable performance of a job. Definition Choose one definition for every competency. Behavioral Indicators BIs A behavioral indicator is used to provide an objective description of the behavior that you might view from the candidate that provides evidence that they either have or do not have the competence that you are assessing. Assessment cases Questions You ask questions that elicit facts you want to know instead of opinions to provide a comprehensive picture of the interviewee.
  • Types of Competencies General Competencies (core) . Activity Technical Competencies (Functional) Committee Leadership Competencies ... Head of Committee STAR technique Situation Task Action Result
  • Interviews Questions Situational interview Behavioral interview Job-related interview Types of Questions asked Stress interview
  • Iceberg Model Of Competencies
  • How to deal with different mentalities? Talkative (summaries what he said to stop him politely) Aggressive (be cool with him and try to make him came down and smile) Silent (motivate him to speak) Funny (use booker face) Ego (ask him advanced questions and let him speak about his disadvantages or you get it) Liar (lying signs + STAR technique)
  • How to detect Lies?
  • How to tell the applicant about his Interview on phone? Say Hi Introduce yourself Tell him, his application is accepted Tell him the time and place of the Interview Ask him to bring a personal photo Ask him if he has any questions Summarize what you said again
  • How to prepare for the Interview? Review the job description and competency based on interview. Review your question bank and interview guide. Review well the applicant Resume / application. Have a paper and pencil to take notes. Give yourself enough time between interviews. Have a room conducive to an formal interview. Go to get the person. Shake hands.
  • How to start the interview? Smile. Begin with ice breaking. Introduce yourself. Start with general questions. Ask the interviewee to tell you more about him self.
  • How to manage the interview? Maintain eye contact Take notes about every thing the interviewee says Speak 30% of the interview and let the 70% for interviewee Notice interviewee self confidence. Focus on every word in the application and ask him about it. Ask questions directly and in sequence from what he say. Use STAR technique to evaluate the interviewees responses and actions. Do not help or motivate. Control the interview and handle different mentalities. Take care of your body language.
  • How to close the interview? Thank the interviewee for his time. Tell him about the result announcing time and way. Ask him if he has any question about the interview and give him 2 min. to say anything he didnt mention during the interview. Ask interviewee to evaluate the interview and evaluate you and himself during the interview. Thank him with smile and say nice to meet you.
  • Interview Result 1) You will call him and say congrats You accepted to be one of us. 2) Start the Induction Program. Accepted Not Accepted 1) You will send a rejection letter via E-mail. 2) Ask him to follow your organization on the social media and apply at the next recruitment.
  • Training & Development How to Plan, Design & Implement a full training program for your employees.
  • Start Training Using ADDIE Model
  • Analysis A 3 Levels Of Analysis: 1.Organizational TNA 2.Task TNA 3.Individual TNA
  • 1.Organizational TNA
  • It compares job requirements with employees KSA to identify areas requiring improvement. 2.Task TNA
  • It focuses on individual employee performance to determine areas requiring training or development 3.Individual TNA
  • Design D 1-Defining goals 2- Setting objectives 3- Defining the target audience 4- Selecting an instructional designer
  • Goals
  • Objectives
  • Audience
  • In House Off The Shelf instructional design
  • Development D 1-Types of training programs: Orientation (induction) Skill development 2-Delivery methods: Classroom training Self-directed study E-learning Blended learning On-the-Job training
  • 1. Orientation (optionally followed by induction) Orientation is an initial phase whereby new employees acquire general knowledge about organizational goals, strategies, benefits, job responsibilities and company policies.
  • 2-Skill and knowledge development: Employee skill and knowledge development is an ongoing challenge. Most people can expect their job descriptions to change as organizations realign strategies to maintain a competitive advantage
  • 2-Delivery methods: Classroom training
  • 2-Delivery methods: Self-directed study
  • 2-Delivery methods: E-learning
  • 2-Delivery methods: Blended learning
  • 2-Delivery methods: On-the-Job training
  • Implementation I 1. Scheduling the program Selecting a facilitator Selecting a facility (location) Environmental considerations Space requirements Seating arrangements 2. Announcing and implement the program
  • 1. Scheduling the program Selecting a facilitator
  • 1. Scheduling the program Selecting a facility (location)
  • The effective way to increase interest in an upcoming training program is to launch an internal marketing campaign. 1. Scheduling the program -Environment considerations
  • 1. Scheduling the program Space requirements
  • 1. Scheduling the program Seating arrangements
  • Few considerations for comfortable classrooms are good seating, acoustics, vision site- line, room design, lighting, temperature, ventilation and media equipment. Breaks should be carefully planned to keep participants refreshed and alert 3. Announcing and implement the program
  • Evaluation E
  • Performance Management Ensure Employees Activities & Outputs aligned with organization goals
  • 1.Setting performance expectations & Standers (Values, Goals, employee objectives, targets, tasks, activities, behavior, ..etc) 2. performance appraisal 3.Feedback & Rewarding (maintaining a dialogue between supervisor and employee to keep performance on track) performance management phases:
  • 1.Setting performance expectations (Values, Goals, employee objectives, targets, tasks, behavior, ..etc) Values: are principles, standards or qualities considered worthwhile and desirable (they are usually expressed in the mission statement) Goals are the means and measures that reflect the success of the organization. Organizations Goals (Strategic Goals) are developed, set and achieved to ensure attaining the mission and vision.
  • Values Examples: Highly regarded values include : Putting the customer first (internal/external) Treating employees as well as treating customers Conducting business fairly and honestly Demonstrating creativity and innovation Utilizing teamwork to achieve goals
  • Results (WHAT) What does the organization want employees to produce? Behavior (HOW) How does the organization want employees to perform? 1.Setting performance Standards: (Values, Goals, employee objectives, targets, tasks, behavior, ..etc)
  • Results (WHAT): Using the S.M.A.R.T. model when writing objectives is a good example of setting results standards. Specific Measurable Achievable (Action oriented) Realistic Time bound
  • Competency Points Behavior Standard Team Work 1 Establishes and maintains good working relationships; is co-operative and helps when needed 1 Actively contributes; gets involved; volunteers 1 Respects the effort and time of others; is punctual for meetings 1 Shares own knowledge and expertise to help others 1 Listens to colleagues and recognizes their knowledge and skill Behavior (HOW):
  • Role Profile: The role profile (needed behaviors to perform the job duties) should be part of the job description. Employee competencies are then compared to the role profile of the job.
  • 2. performance appraisal
  • Performance appraisals accomplish three purposes: 1.Provide feedback and counseling 2.Help in allocating rewards & opportunities 3.Help in determining employees aspirations and planning development needs.
  • 3.Feedback & Rewarding
  • 1- Maslows Hierarchy of Needs 2- Herzbergs HygieneMotivator theory 3- Vrooms Expectancy Theory Theories of motivation
  • 1- Maslows Hierarchy of Needs
  • 2- Herzbergs HygieneMotivator theory
  • 3- Vrooms Expectancy Theory Motivation =
  • Hope this presentation Was Beneficial to All of You
  • Mohamed Yasser HR Generalist | Talent Branding consultant| I Help Talented People Shine, Discover & Show Their Brand Value. Find More About Me: Eman Elbana Talent Management & HR Head | Freelance Recruiter | Trainer | I enjoy helping youth showing up their talent to make their community a better place. Find More About Me: Mobile: 01062959003 Email: [email protected] Presented By