HUMAN RESOURCES MANAGEMENT AUGUST 24, 2011 @ MADA HOTEL, THIKA ROAD
Importance of HR Only appreciating asset They constitute your competitive advantage They can make or break your business They have the relevant skills to make your business grow They are human beings with feelings
Talent Management HR as the strategic enabler of talent management processes that empower managers and employees while creating business value, defined by talent acquisition, performance management or incentive compensation. Taleo’s graphical representation emphasizes the mandate of talent management to respond to business goals and consequently be the driver of business performance. Next slide
Talent Management cont.. • Recruitment • Define the job you wish to fill through a job description • Clarity on the roles and responsibility as well as academic and professional qualification • Agree on gaps you are willing to compromise on which can be ‘filled’ through training and development • Have an interview process with clear questions for objectivity purposes • Use scenario based questions to get a better match for the position you wish to hire for
Talent Management cont.. • Rewards • How do you plan to motivate your staff to keep working for you? • Understand their motivation – is it monetary or non monetary? • Combine the two to ensure your are addressing both needs • The gaps identified during the recruitment process to be address through training and development [mentorship] as a means of rewarding • Benefits packages [medical, pension, education assistance?]
Talent Management cont.. • Retention • Identify the high potential employees – fast track them and motivate them to stay [20:80 rule] • Identify the average employees – find ways of improving their performance • Identify the low performers – deal with them in good time to avoid negative impact on other staff • Perform exit interviews at all times
Effective Delegation Skills • Delegation is one of the most important management skills • Good delegation • Saves you time, • Develops you people, • Grooms a successor, and motivates. • Poor delegation will cause you • Frustration, • Demotivates • Confuses the other person, and • Fails to achieve the task or purpose itself.
Delegation – Key Steps 1. Define the task: confirm in your own mind that the task is suitable to be delegated. Does it meet the criteria for delegating? 2. Select the individual or team: what are your reasons for delegating to this person or team? What are they going to get out of it? What are you going to get out of it? 3. Assess ability and training needs: is the other person or team of people capable of doing the task? Do they understand what needs to be done. If not, you can't delegate.
Delegation – Key Steps 4 Explain the reasons: you must explain why the job or responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things? 5 State required results: what must be achieved? Clarify understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done.
Delegation – Key Steps 6 Consider resources required: discuss and agree what is required to get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services. 7 Agree deadlines: when must the job be finished? Or if an ongoing duty, when are the review dates? When are the reports due? And if the task is complex and has parts or stages, what are the priorities?
Delegation – Key Steps 8 Support and communicate: think about who else needs to know what's going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the person about any awkward matters of politics or protocol. Inform your own boss if the task is important, and of sufficient profile. 9 Feedback on results: it is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.
Harnessing HR • ROI analysis: too time consuming – and too simplistic • ROI is overly simplistic because it collapses all costs and benefits into a single number – the rate of return – equal to the ratio of the monetary value of the benefits over the monetary value of the costs. • The appeal of ROI is that, in theory, the solitary rate of return provides an aide to decision making because it can be used to evaluate very different projects using the same metric. • The reality, however, is much different. By collapsing very different costs and benefits into one number, ROI throws out information that may be critical for decision making
Harnessing HR cont.. • Cost-benefit analysis: greater complexity and more meaning, but … • Cost-benefit and ROI analysis essentially are two halves of the same whole. • In contrast to ROI analysis, cost-benefit analysis does not collapse all monetized costs and benefits into a single rate of return. • Thus, cost-benefit analysis preserves the rich details of the individual costs and benefits. This enables decision makers to see each cost and each benefit detailed on its own, with a dollar value assigned to each.
Harnessing HR cont.. • Impact analysis: built on models of individual and group behavior • If we relax the requirement that all costs and benefits be expressed in monetary terms, that leads us to impact analysis. • Impact analysis involves identifying the causal links between individual and group factors, on the one hand, and process improvements on the other hand. • Impact analysis is a precursor to conducting both cost-benefit and ROI analysis.
Performance Management Includes activities that ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
Innovation and Creativity • There are several components to creative thinking. These included a person’s ability to: • Generate new and effective solutions • Collaborate well with others • Sell and communicate ideas to others • Think creatively under stressful situations
Innovation and Creativity cont.. 1. Openness to experience Is about our inclination to seek out and appreciate new experiences. People who score high on this trait tend to enjoy having a lot of variety in their life, have a high level of curiosity, and use their imagination a lot. As a result, they perform significantly more creatively at work.
Innovation and Creativity cont.. 2. Creative self-efficacy Creative self-efficacy relates to a person’s confidence in their ability to think creatively. A person’s creative confidence is important because it directly influences the motivation and ability of a person to get stuck into creative problem-solving tasks. People who are high on this dimension have a strong belief in their ability to generate creative ideas, will immerse themselves in tasks that require creativity, and will seek to get the best ideas out of themselves. Simply having this self belief has been shown to significantly increase a person’s actual ability to think creatively.
Innovation and Creativity cont.. 3. Resilience Resilience is all about a person’s psychological ability to deal with stressful situations. People who are high in resilience bounce back easily from disappointments and failures, and can remain optimistic when things are not going their way. Being able to bounce back from rejections is critical to maintaining creativity and enthusiasm.
Innovation and Creativity cont.. 4. Confidence in intuition Intuition is an effortless, quick, and automatic form of thinking (our “gut feel”) that we rely on frequently to guide our actions. People who have a lot of confidence in their intuitive side tend to prefer this way of thinking over more analytical thinking and their confidence in the accuracy of these intuitive decisions. Having this confidence in one’s intuition can help immensely with creativity, as creative thought often involves tapping into intuitive, “gut” thinking.
Innovation and Creativity cont.. 5. Tolerance of ambiguity Tolerance of Ambiguity relates to how people react to problem solving tasks where the information provided is vague, incomplete or inconsistent, and where the solution and path to get to the solution are not immediately clear. People who are very tolerant of ambiguities are not bothered by problems that are perceived as open-ended or ambiguous as they tend to be highly flexible and dynamic, and they enjoy the autonomy and creativity ill-defined tasks require.
Innovation and Creativity cont.. 6. Cross application of experiences Cross-application of experiences occurs when a person draws on experiences from seemingly unrelated parts of their life to solve problems at work. People who demonstrate this behaviour frequently apply knowledge and concepts from outside of the work environment to solve work-related problems.
Resource mobilization Tips • Clear sense and commitment to your vision and mission -- who you are, where you are going, and how your mission relates to the communities served • Promising program that will yield results • Evidence of past accomplishments • Effective management and leadership by your board members and staff who will ensure the accountability and transparency of the organization
Resource mobilization Tips cont.. • Financial systems that will safeguard the resources raised, including adequate financial controls that demonstrate good management and builds trust • Solid reputation, credibility, and positive image Mutual respect and knowledge sharing between the organization and the community it benefits, as well as other stakeholders • The ability to attract, create, and sustain new resources, especially based in the local community