Prepared & presented by: Behshid Hosami

HRM Presentation

September 2015

HR Main Responsibilities

2

Performance management

Employee communication & Relation

Policy & Plans development & implementation

Recruitment & Talent Management

Compensation & incentive plans administration

Training and development

Human Resource Functions

3

HR

Transformational HR

HR Business Partners

Transactional HR & Administrative

Support

Corporate HR

Leadership Pipeline 4

Leading Self

Leading Others

Self Awareness Problem Solving

Building Relationships Commercial Awareness

Continues Learning

Managing & Motivating team Decision making

Managing complexity & ambiguity Balancing project’s & team’s needs Bridging gap between Leadership &

team

Leadership Pipeline 5

Leading Function

Leading Enterprise

Creating the vision Communicating at the C-level

Understanding the business Drivers Innovation Management

Balancing short with long term strategic objectives

Navigating leadership in a global business

Adapting the complex challenges communicating at all levels Managing the stakeholders

Coaching 6

Planning & Goal Setting

Preference & Motivation

Core Career Objectives

Objective Testing & Decision Making

Commitments

Employee’s Motivation 7

Knowledge & Task Orientation

Balance between Skills & Challenges setting (Concern on flow)

WL & CW adjustment (Concern on energy)

Inspiring conditions’ creation, Value the divers strengths &

likes of employees

Empower & Sufficient Autonomy

Celebrate Success

Engagement /Recognition & Appreciation

Stealthstorming & Brainstorming Increase moments of

Connection & Give a voice

Create Work/ Life Balance

The Impact of effective Engagement & Recognition- Gallup & US Department of Labor’s Survey 8

Gallup(Global performance-management company) report shows: - 21% higher productivity - 37% lower absenteeism - 22% higher profitability - 25-65% lower turnover As per a report by US department of Labor: The Number One reason of employees leaving their jobs is because

of not feeling appreciated. Companies that effectively recognize excellence enjoy a return on

equity & assets 3 times higher than those that do not Less than 1/2 of high potentials have high intent to stay with the

employer. 20% of workforce are producing 80% of corporate performance.

People Management 9

Reward

Attract

Educate

Motivate

Empower Train

Four stages of Culture Shock 10

Honeymoon Stage

Frustration Stage

Adjustment Stage

Enthusiasm Stage

Customer’s Satisfaction 11

What can we sell to the customers? What jobs do they need to get done?

How can we reach customers most efficiently? How might we fit seamlessly into customers’ routine?

What relationship should we establish with customers? How might we meet customers’ relationship expectations?

How can we make money from our customers? How might we create value for which customers will pay?

Proposed OC-HR Goals & Objectives 12

High Level Organization Chart

HR Goals & Objectives 13 Goals Objectives Final Comments Conclusion

HR Plan & Vision Implementation:

System Design(ERP/HRIS):

Communication Protocole & Effective Supervision:

Performance Management Plan/Appraisal & 360 Feedback:

Job Design & JA (New and Existing Jobs):

Talent Management and Succession Plan:

Recruitment & Retention Plan :

Training & Development Plan:

Attendance & Punctuality Expectations :

HR Operational & Administration Plan:

Human Resource Management System 14

HRM Vision

Vision & Strategy

Organization performance

Business Efficiency

Strategic Objectives &

Initiatives

Customer Satisfaction

Top 3 in Organization’s Growth 15

Organization’s Growth Professional Development

Personal Development

Organizational Development

How to create a high-performance culture, by Gallup

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Gallup analyzed data from more than 30,000 employees in the GCC region from different sectors: Implement an effective performance

management process Create empowerment and authority Increase leadership capability at all levels of

the company Develop a customer-centric strategy Increase communication and collaboration Enhance training and development

Our Company’s needs, Ways to reach them

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What do we need? Performance Management Plan Talent & Recruitment Plan Training & Development Plan

How to reach a high performing culture? Align Execute Review Value & weight

Why do we need them? The advantage of having them 18

- To maximize employee’s engagement, productivity & efficiency, development & performance.

- To cope & surpass from the competitors in the booming market

- To recognize & enhance Hipos & top talents & increase corporate effectiveness.

- To lead to long-term success - To find the reasons of turnover & minimize turnover

rate & poor performance - To determine ROI-VOI - To develop a leadership training plan to support

implementation of a team-based culture.

Learning & Development Overview

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Organizational wills (Drivers)

Goals (Objectives)

Learning Model (The What &

How)

Continues Development

(Training)

Results

Employees Performance Management System- EPMS

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Performance Management 21

“Performance Management is an on-going process of communication which should be aligned with the company strategic objectives & goals.”

Goal Setting

Monitoring & Feedback

Review & Development Evaluation

Reward & Recognition

Value of Effective EPMS ANSI(American National Standards Institute) Report 22

Organizations with effective EMPS can have a competitive advantage in maximizing firm-wide productivity over the others. Maximizing employee potential Recognizing the high performers Clarifying expectations for all employees Addressing employees with low performances Helping lower unintended turnover

Keys to create a system that eliminates costly variation in employee performance 23

An effective performance management system includes these key components: Hiring and promoting employees into roles that

fit their talents Creating a supportive work environment Freeing teams to develop their own workflows An effective system should encourage collaboration, teamwork, and communication.

Performance Management System

Planning- Monitoring- Developing-Evaluation- Rewarding

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Set targets & Objectives as per company’s strategic Goals

Developing a work plan using measurable goals & relevant KPIs, IDPs as per job descriptions

Engaging all staff, starting from the top management

Monitoring the achievements on all three levels

Preparing for a performance evaluation Taking corrective actions & necessary adjustments

continually

Reinforcing the motivation factors & following up trainings

Improving the overall performance of the company

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EPMS Matrix

Where to see Future Leaders-EPMS Matrix- by Gallup /Oracle

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Needs Improvement Meets Expectations Exceeds Expectations

Pote

ntia

l

Significant(move 1 or more levels in the next 2-5 years) High ability , low motivation & engagement

Develop High ability &

moderate engagement

Promote High ability & high

engagement

Good(move 1 level in the next 5 years) moderate ability & Low engagement

Develop moderate ability &

engagement

Growth Moderate ability & high engagement

Limited Low ability & engagement

Develop Low ability& moderate

engagement

Hold Low ability & High

engagement

Performance

Evaluating Performance Evaluation by Gallup

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Job Description as per AIA Standards 28

Position Details Position Title

Position Information

JD Summary

Job Duties(What to do) Key accountability/Function of the position & Responsibilities

Duty Statements

Percentage of time

Performance Standards(How to do) Priority order of evaluated competencies

Measure of Success /Challenges & Opportunities

SMART goals (Performance Expectations)

Job Factors Education & Experience Essential Experience Knowledge/Skills/Abilities(KSA Level of education

PERFORMANCE MANAGEMENT CYCLE 29

Maximize time spent on developing a work plan Gain employee’s “buy-in” Minimize focus on end of cycle submission Maximize on-going communication and feedback

Plan Development of Work plan 30%

Manage Interim Review(s) & Performance Discussions 50%

Evaluate Annual Performance Evaluation 20%

PERFORMANCE MANAGEMENT CYCLE

Year-End Review

Interim Review

Goal Setting

Defining SMART Goals 31

Functional competencies are the framework for areas to be measured.

Specific provides a target: quality or quantity expected, deadlines to be met

Measurable: can we easily determine whether the employee met, exceeded or didn’t reach? How to use the information.

Align the goals by keeping current primary needs in mind

Relevant goals to reflect what we will try to achieve

How often do you need reports? How quickly do you want a response? How far ahead should an event be planned?

S M A R T

pecific

easurable

Ligned to Mission

elevant

ime-bound

Goal Setting

PERFORMANCE EVALUATION COMPONENTS Competency Priority SMART Goals Performance

Rating

Budgeting

Project Hand over

program knowledge

Productivity

Behavioral Competency Priority SMART Goals Performance

Rating

Accountability

Adaptability

Customer satisfaction

Initiative

Punctuality

Evaluation Methods

Methods of Evaluation

Supervisory Observation

360 Feedback

Self- Report(O3)

Project Results

Employees will submit comments on their assessment of their own performance prior to the rating and evaluation in HRMS. The method may be expected in some departments, but it is not required.

IMPROVEMENT PLAN Using PIP

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Corrective action plan-Performance Improvement Plan

Short-term action plan initiated when employee’s performance fails to meet expectations

TYPES OF REVIEWS: ANNUAL PERFORMANCE EVALUATION

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Rating scale 5 Outstanding 4 Very Good 3 Good (meets expectations) 2 Below Good 1 Unsatisfactory

Year-End Review

Appraisal Evaluation

Talent Management 36

Talent Management 37

What do we mean by talent? How to identify & perform it? How to measure it?

Retain talents & high performances Balance the high potentials with high

performances Finding the main reasons of the turnovers Finding the cost of turn over

Talent Management 38

Building trust & confidence Embracing values & behaviors Keeping the goals on the framework Brainstorming & thinking creativity

Cost of staff leaving: Onboarding cost(Training, Management time) Hiring cost Cultural Impact Lost Productivity Lost Engagement

Talent Identification 39

High Performance

High Potential

High Engagement

Top 10 reasons the companies fail to keep their best Talents- by Forbes

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Bureaucracy Who’s the boss The missing vision & goals Poor annual performance reviews Poor/No discussion about career development Not considering talent management & retention as a

priority Poor/No communication & employees’ engagement Shifting strategic priorities Poor/No recognition & value to the employees Poor/No clear vision about the diversity

Recruitment 41

Recruitment & Selection Process 42

Identify Vacancy

& Evaluate

needs

Develop position

description Post

Position Nominate Develop shortlist

Conduct Interviews

Select Hire

5 C’s to attract, engage & retain Employees

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Correct hiring Classify and manage appropriately Compensate fairly Currencies of choice Communicate with FOCUS

Feedback Objectives Career

Development Underlying Motivators Strengths

Future Performance Prediction- by Gallup

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Educational Qualification & Background

Interviews & CV

Job Samples & ability Tests

Training & Development 45

Training 46

Effective Development Survey-

by CIPD (Chartered Institute of Personnel and Development)

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0 10 20 30 40 50 60

Courses at external institutes

Job Rotation/Job Shadowing

Internal Secondements

360 degree feedback

In-House DevelopmentProgramms

Mentoring/Coaching

Training Methods(OTJ) 48

Job Rotation Coaching

Assignments Understudy

Selective Readings

Case Study Brainstorming

Conference & Seminars Lectures & Discussions

Special Courses Simulation, such as role

playing

On the job training Off the job Training

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A company can have a world-class system in place - but it's only as effective as the managers who implement it.

Thank you