human resource management audit - hochschule · pdf fileassessment / case study • monthly...

HumanHuman ResourceResource Management AuditManagement Auditby means of Feuer Powertrain

Structure of presentation

1.1. SelectionSelection

2.2. AssessmentAssessment

3.3. RewardingRewarding

4.4. Training & DevelopmentTraining & Development

5.5. SuggestionsSuggestions

1.1. SelectionSelection

2.2. AssessmentAssessment

3.3. RewardingRewarding

4.4. Training & DevelopmentTraining & Development

5.5. SuggestionsSuggestions

Human Resource Management - Audit 2

Feuer Powertrain

• Since 2004

• Producing andsellingcrankshafts

• 500 employees

Human Resource Management - Audit 3

• Since 2004

• Producing andsellingcrankshafts

• 500 employees

1. Selection

• The process of interviewing and evaluatingcandidates for a specific job and selecting anindividual for employment based on certaincriteria

• The process of interviewing and evaluatingcandidates for a specific job and selecting anindividual for employment based on certaincriteria

4

Possible methods Possible criteria

• Head-hunting • Qualifications

• Interview • Job experience

• Test • Personal skills

• Assessment center • Personality

Human Resource Management - Audit

1. Selection / Case Study• Practical tests and qualifications

• Cooperation with employment agency / educationalproviders

• In collaboration with recruitment agency taking peopleafter the Army as employees

• Vacant positions are filled in short time

• 6 months for testing period

• Personnel turnover (rotation) due to the shift work

• Interested in long term relationship

• Practical tests and qualifications

• Cooperation with employment agency / educationalproviders

• In collaboration with recruitment agency taking peopleafter the Army as employees

• Vacant positions are filled in short time

• 6 months for testing period

• Personnel turnover (rotation) due to the shift work

• Interested in long term relationship

5Human Resource Management - Audit

2. Assessment

• Periodic procedure of assessment for employeesworking at the enterprise

• The act of making a judgment– Analyze the current situation

• Possible methods:– 360° feedback– Assessment interview– Case studies

• Periodic procedure of assessment for employeesworking at the enterprise

• The act of making a judgment– Analyze the current situation

• Possible methods:– 360° feedback– Assessment interview– Case studies


2. Assessment / Case Study

• Monthly assessment on points-based system

Only for employees of production

• Point number is depending on quantity and quality ofdifferent products

• Bonuses are performance-related (depending on number ofearned points)

• Extra Costs depends on bonuses

• Experiences:

– Development from poor to perfect

– Employees may misinterpret the performance

• Monthly assessment on points-based system

Only for employees of production

• Point number is depending on quantity and quality ofdifferent products

• Bonuses are performance-related (depending on number ofearned points)

• Extra Costs depends on bonuses

• Experiences:

– Development from poor to perfect

– Employees may misinterpret the performance


3. Rewarding

• Return of investment

Monetary Non-monetary

• Return of investment

8

Monetary Non-monetary

• Bonus • Recognition

• Perks • Responsibility

• Insurance • Career advancement

• Benefits • Flexibility


3. Rewarding / Case Study

• Stable month salary + performance-related bonuses

• Extra bonuses for good performers (patrol voucher)

• Regular feedback (both positive and negative) from thesupervisor

• Recognition of achievement

• Suggestion department (financial reward for goodsuggestions)

• Opportunity of career advancement

• Stable month salary + performance-related bonuses

• Extra bonuses for good performers (patrol voucher)

• Regular feedback (both positive and negative) from thesupervisor

• Recognition of achievement

• Suggestion department (financial reward for goodsuggestions)

• Opportunity of career advancement


4. Training & Development

• Organizational activity which is improvingindividual and organizational performance bydeveloping skills and competencies.

• Aim: better performance of individuals and groupsin organizational settings

• Organizational activity which is improvingindividual and organizational performance bydeveloping skills and competencies.

• Aim: better performance of individuals and groupsin organizational settings

10

Possible methods Possible criteria

• Lectures • Costumer survey

• Demonstration • Volume of sales

• Case study • Higher quality

• Business game • Statistics


4. Training & Development / Case Study

• Training & development methods: demonstrations from

the providers of new production technologies,

workplace learning, lectures.

• Training during the production process or in

separate rooms

• Annual Quality training in order to ensure best

performance

• Reserve personnel replaces employees while training

• Training & development methods: demonstrations from

the providers of new production technologies,

workplace learning, lectures.

• Training during the production process or in

separate rooms

• Annual Quality training in order to ensure best

performance

• Reserve personnel replaces employees while training


5. Suggestions for FEUER POWERTRAIN

1. To advertise Suggestion Department and financialrewarding for innovative thinkers as a part of good imageof organization in order to attract well qualifiedworkers

2. To provide additional motivation for working in a shifttime system

3. Slow steps to adjust to shift work

4. To develop more non financial instruments for motivation

5. Develop a job enrichment system in order to get newexperience

6. Reduce the testing period to three months

1. To advertise Suggestion Department and financialrewarding for innovative thinkers as a part of good imageof organization in order to attract well qualifiedworkers

2. To provide additional motivation for working in a shifttime system

3. Slow steps to adjust to shift work

4. To develop more non financial instruments for motivation

5. Develop a job enrichment system in order to get newexperience

6. Reduce the testing period to three months12Human Resource Management - Audit

Thank you for your attention!

Group members

Selection: Alexander Otto, Pascal Broszat, Miriam Schwarz, Gregor Roepnack

Assessment: Jan Berlsmann, Hadjer Dif

Rewarding: Alexander Gauert, Alexandra Baumann, Sandra Holzhüter

Training & Development: Christian Kurz, Robert Nowak, Waldemar Michel,Sebastian Franke

Lecturer: Jekaterina Bierne

Group members

Selection: Alexander Otto, Pascal Broszat, Miriam Schwarz, Gregor Roepnack

Assessment: Jan Berlsmann, Hadjer Dif

Rewarding: Alexander Gauert, Alexandra Baumann, Sandra Holzhüter

Training & Development: Christian Kurz, Robert Nowak, Waldemar Michel,Sebastian Franke

Lecturer: Jekaterina Bierne


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