Assignment 221
Delp10
B123-Chapter14-Spring18.pptB123
Chapter 14
Managing People
Managing individuals
- Human resource (HR) management is of direct relevance to anyone who has to achieve results through the efforts of other people.
- It concerns all management decisions and actions that affect the relationship between an organization and its members.
The flow of people
- HR policy concerns the flow of people into, through and out of an organisation. This includes:
- planning for staffing needs
- selecting and recruiting the right people
- their induction into the organisation
- internal staffing and promotion decisions
- the management of employees – including contract staff or, in the not for-profit sector, volunteers
- exit from the organisation, whether voluntary or involuntary.
- Managers need to make such choices as:
- the extent to which they rely on temporary or permanent staff
- the flexibility they require from employees in terms of patterns of working hours
- the extent to which they invest in employee development and training, or recruit for the skills they need
- the extent to which they will meet changes in demand by varying the numbers employed or hours worked.
Recruitment and selection
- The process of recruitment and selection is the first means by which an organisation seeks to engage employees with the right set of skills, motivation and potential to meet its needs.
- It is also the first stage in forming a relationship with employees.
The selection interview
- The aim of the selection interview is to ascertain whether the candidate is interested in the job and competent to do it. It also has other functions:
- to explain the work of the organisation, the job and any features such as induction and probation
- to set expectations on both sides, including a realistic discussion of any potential difficulties (if appropriate)
- to enable the candidate to assess whether they want the job being offered.
Performance management
Quantitative aspects: Some aspects of performance can be measured as quantitative targets:
Timescales
Deadlines
Amounts produced
Costs
Resource usage.
Qualitative aspects: Other aspects of performance may be more subjective and require a qualitative judgment which are associated with problems: such as
ethnicity,
gender,
appearance
personal biases.
Performance appraisal
- It is a method by which the job performance of an employee is evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.
Methods of assessment
- Observation & involvement
- Questioning & discussion
- Routine statistics & reporting
- Your own statistics
- Other reports
360 degree feedback
360-degree feedback
In the 360-degree feedback system, assessments are sought from a variety of people with whom the individual interacts –from the line manager, the individual’s own direct reports, their co-workers and colleagues, and their internal and external customers.
The 360-degree feedback method (also known as the multi-rater and multisource feedback method) has increased rapidly in recent years.
The underlying rationale has two elements.
First, it corrects for the bias and the imperfect and incomplete information associated with single-rater feedback.
Second, it encourages self-awareness and personal development by allowing individuals to identify and reflect on the gap between their own perceptions of their performance and those of others with whom they work.
Mentoring
- Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realised. It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect.
