Final paper

HUMAN RESOURCE MANAGEMENT MSL660/MPA606 Hall #5 Developing Your Organization’s Talent

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Format for Hall session

• Introduction of the Hall • Hall Topics • Christian worldview applications • Major points for the week’s learning

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Topics we’ll cover

• Talent Management • Succession Planning • Careers & Career Planning • HR Development • Performance Management • Performance Appraisals

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Biblical Foundation: Ephesians 6:5-9

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Hall Objectives • Why talent management is important to the

organization • Why organizations need to make sure they do

succession planning • Who is responsible for career planning • How organizations develop their human

resources • How organizations assess performance

management • How to conduct performance appraisals

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Questions or Topics for Reflection & Study

• Who is responsible for career planning? • What is the difference between training &

development? • How do organizations identify & measure

performance? • Who conducts performance appraisals?

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Talent Management

• Fig. 9-1

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Succession Planning Process • Fig. 9-2

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Succession Planning • “Make” or “Buy” talent? • Potential vs. performance • Benefits:

▫ Provides pool of talented employees ▫ Provides career paths ▫ Continually reviewing needs ▫ Enhance “brand” & reputation

• Mistakes: ▫ Starting too late ▫ Not linking well to strategic plan ▫ Allowing CEO to make all decision regarding it ▫ Looking only internally

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Careers

• Career – Series of work-related positions a person occupies throughout life.

• Organization-centered career planning: ▫ Career paths ▫ Employer websites ▫ Accommodating individual career needs

• Individual-centered career planning ▫ Individual actions (self-assessment, feedback on

reality, setting of career goals) ▫ Individual career choices (interests, self-image,

personality, social backgrounds)

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HR Development

• Development – Efforts to improve employees’ abilities to handle a variety of assignments & to cultivate employees’ capabilities beyond those required by the current job.

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What’s the Difference Between Training & Development • Fig. 9-7

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

HR Development Approaches • Job-site approaches:

▫ Coaching ▫ Committee assignments ▫ Job rotation ▫ Assistant positions

• Off-site approaches: ▫ Classroom courses & seminars ▫ Outdoor development experiences ▫ Sabbaticals & leaves of absence

• Learning organizations: ▫ Corporate universities & career development centers ▫ E-development

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Management Development

• Supervisor development ▫ Human relations training

• Leadership development ▫ Modeling ▫ Coaching ▫ Management mentoring ▫ Executive education

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Performance Management

• Performance management – Series of activities designed to ensure the organization gets the performance it needs from its employees.

• Performance appraisal – Process of determining how well employees do their jobs relative to a standard & communicating that information to them.

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Performance Management Linkage

• Fig. 10-1

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Identifying & Measuring Employee Performance

• Quantity of output • Quality of output • Timeliness of output • Presence/attendance on the job • Efficiency of work completed • Effectiveness of work completed

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Uses for Performance Appraisals

• Fig. 10-6

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Decisions about the Performance Appraisal Process • Appraisal responsibilities • Informal vs. systematic appraisal

processes ▫ Informal (can happen anytime) ▫ Systematic (formal & planned) ▫ Timing (initially 60-90 days after hire, 6

months, yearly intervals)

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Elements of a Legal Performance Appraisal System • Insert table

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Source: Mathis & Jackson (2011), Human Resource Management (13th ed.), Mason, OH, Cengage Southwestern.

Legally Defensible Performance Appraisal System: • Appraisal criteria based on job analysis (i.e., job-related) • Absence of disparate impact and evidence of validity • Formal evaluation criteria that limit managerial discretion • A rating instrument linked to job duties and responsibilities • Documentation of the appraisal activities • Personal knowledge of and contact with appraised individual • Training of supervisors in conducting appraisals • Review process to prevent undue control of careers

• Counseling to help poor performers improve

Who Conducts Appraisals?

• Supervisor rating their employees • Employees rating their supervisor • Team members rating each other • Employees rating themselves • Outside sources rating employees • Multisource or 360º rating

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Tools for Appraising Performance

• Category scaling methods • Graphic rating scales • Comparative methods ▫ Ranking, forced distribution

• Narrative methods ▫ Critical incident, essay

• Management by objectives (MBO)

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Training Managers & Employees in Performance Appraisal • Rater errors: ▫ Varying standards ▫ Recency & primacy effects ▫ Central tendency, leniency, & strictness errors ▫ Rater bias ▫ Halo & horn effects ▫ Contrast error ▫ Similar-to-me/different-from-me errors ▫ Sampling error

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Effective Performance Management • To be effective, a performance management

system, including performance appraisals, should be: ▫ Consistent with the strategic mission of the

organization ▫ Beneficial as a development tool ▫ Useful as an administrative tool ▫ Legal & job related ▫ Viewed as generally fair by employees ▫ Effective in documenting employee performance

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Questions or Topics for Review

• Who is responsible for career planning? • What is the difference between training &

development? • How do organizations identify & measure

performance? • Who conducts performance appraisals?

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What next?

• Take the Hall Quiz • Complete your detailed reading • Answer the discussion questions • Complete the writing assignments

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References

• Mathis, Robert & Jackson, John. (2011) Human Resource Management (13th ed.) Mason, OH: Cengage Southwestern.

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This concludes Hall 1