Hi every respectable member,
I am also a member of your community for quite some time and always go through the message contents.
Now I thought that why should I not take the assistance of my all respected members regarding HR SYSTEMS, to which one company should have and how can these be implemented in the organization.
Actually, I am working as a Personnel Manager in a manufacturing company and my top management expects me to be proficient in HR and to implement HR systems in the company. They say that you are O.K. in IR and administrative part but average in HR. As I have total experience of 15 long years and I am now much worried about my career growth in this competitive age, so may I take a privilege in taking assistance from all of you in the following areas:
1. What HR systems should I know and implement in my company?
2. What MIS can I do with top management with regards to HR systems and in what form and how?
Hope, you all will help me in this regard. Kindly send all your valuable suggestions.
From India, Delhi
I am also a member of your community for quite some time and always go through the message contents.
Now I thought that why should I not take the assistance of my all respected members regarding HR SYSTEMS, to which one company should have and how can these be implemented in the organization.
Actually, I am working as a Personnel Manager in a manufacturing company and my top management expects me to be proficient in HR and to implement HR systems in the company. They say that you are O.K. in IR and administrative part but average in HR. As I have total experience of 15 long years and I am now much worried about my career growth in this competitive age, so may I take a privilege in taking assistance from all of you in the following areas:
1. What HR systems should I know and implement in my company?
2. What MIS can I do with top management with regards to HR systems and in what form and how?
Hope, you all will help me in this regard. Kindly send all your valuable suggestions.
From India, Delhi
:lol: Welcome Bharadwaj ,
I have seen your message, as you are familiar with adm and IR dept is not much difficult to deal with HR dept in this your are going to deal with human power. Concentrate more on recruitment selection,training and development process of employees. If your company ready to offer for a training programme try for good resource persons. Set an employee counselling sessions.
Make creative innovation to employee benefits,and appreciation. Benefits in terms medical facilities,performance appreciation in terms of rewards(not only in terms of money, it can general announcement, gift hampers,etc.,) ,notice on absentiseem and employee counselling.
Try this, u might appreciated. All thebest.
From India, Madras
I have seen your message, as you are familiar with adm and IR dept is not much difficult to deal with HR dept in this your are going to deal with human power. Concentrate more on recruitment selection,training and development process of employees. If your company ready to offer for a training programme try for good resource persons. Set an employee counselling sessions.
Make creative innovation to employee benefits,and appreciation. Benefits in terms medical facilities,performance appreciation in terms of rewards(not only in terms of money, it can general announcement, gift hampers,etc.,) ,notice on absentiseem and employee counselling.
Try this, u might appreciated. All thebest.
From India, Madras
HR SYSTEMS
*HR strategic planning system
*human resource planning system
*manpower planning system
*job profiling system
*recruitment &selection system
*performance appraisal system
*performance management system
*people development systems
*career planning and development system
*succession planning system
*job enrichment system
*compensation planning and packaging system
THIS is just a common list,
======================================
MIS FOR HR INCLUDES
*HR STRATEGIC PLANNING
*human resource planning
*manpower planning
*job analyses
*job description
*job specification
*recruitment
*selection
*performance appraisal
*performance management
*training
*development programs
*career planning
*job rostering
*promotions
*career development
*succession planning
*job rotation
*job enrichment
*job multiskilling
*compensation planning
*compensation package development
*staff leave management
*termination records management
REGARDS
LEO LINGHAM
From India, Mumbai
260*HR strategic planning system
*human resource planning system
*manpower planning system
*job profiling system
*recruitment &selection system
*performance appraisal system
*performance management system
*people development systems
*career planning and development system
*succession planning system
*job enrichment system
*compensation planning and packaging system
THIS is just a common list,
======================================
MIS FOR HR INCLUDES
*HR STRATEGIC PLANNING
*human resource planning
*manpower planning
*job analyses
*job description
*job specification
*recruitment
*selection
*performance appraisal
*performance management
*training
*development programs
*career planning
*job rostering
*promotions
*career development
*succession planning
*job rotation
*job enrichment
*job multiskilling
*compensation planning
*compensation package development
*staff leave management
*termination records management
REGARDS
LEO LINGHAM
From India, Mumbai
what is the difference between performance management system(PMS) and performance Appraisal(P.A) Regards, Anupama
From India, Madras
From India, Madras
Performance Appraisal : The regular (usual annual) process where an employees performance for the year is assessed by manager and/ employee. It is only one part of the performance management approach. Usually means the same as "performance review".
Performance appraisal is a formal, structured system that compares employee performance to established standards. Assessment of job performance is shared with employees being appraised through one of several primary methods of performance appraisals. Elements in performance appraisal methods are tailored to the organization's employees, jobs, and structure. They include objective criteria for measuring employee performance and ratings that summarize how well the employee is doing. Successful appraisal methods have clearly defined and explicitly communicated standards or expectations of employee performance on the job.
Performance Appraisal Methods
Performance appraisals take many forms. Written essays, the simplest essay method, is a written narrative assessing an employee's strengths, weaknesses, past performance, potential, and provides recommendations for improvement. Types of performance appraisal methods include comparative standards (such as, simple ranking, paired comparison, forced distribution) and absolute standards (such as, critical incidents, BARS, MBO).
· Comparative Standards or Multi-person Comparison. This relative, as opposed to absolute method, compares one employee's performance with that of one or more others.
In group rank ordering the supervisor places employees into a particular classification such as "top one-fifth" and "second one-fifth". If a supervisor has ten employees, only two could be in the top fifth, and two must be assigned to the bottom fifth.
- In individual ranking the supervisor lists employees from highest to lowest. The difference between the top two employees is assumed equivalent to the difference between the bottom two employees.
- In paired comparison the supervisor compares each employee with every other employee in the group and rates each as either superior or weaker of the pair. After all comparisons are made, each employee is assigned a summary or ranking based on the number of superior scores received.
· Critical Incidents. The supervisor's attention is focused on specific or critical behaviors that separate effective from ineffective performance.
· Graphic Rating Scale. This method lists a set of performance factors such as job knowledge, work quality, cooperation that the supervisor uses to rate employee performance using an incremental scale.
· Behaviorally Anchored Rating Scales (BARS). BARS combine elements from critical incident and graphic rating scale approaches. The supervisor rates employees according to items on a numerical scale.
· Management by Objectives. MBO evaluates how well an employee has accomplished objectives determined to be critical in job performance. This method aligns objectives with quantitative performance measures such as sales, profits, zero-defect units produced.
· 360 Degree Feedback. This multi-source feedback method provides a comprehensive perspective of employee performance by utilizing feedback from the full circle of people with whom the employee interacts: supervisors, subordinates and co-workers. It is effective for career coaching and identifying strengths and weaknesses.
================================================== ======
================================================== ==========
Definition of Performance Management
Performance management is the practice of actively using performance data to improve the organization's health. This practice involves strategic use of performance measures and standards to establish performance targets and goals, to prioritize and allocate resources, to inform managers about needed adjustments or changes in policy or program directions to meet goals, to frame reports on the success in meeting performance goals, and to improve the quality of management/organization practice.
Performance Management is an ongoing dialogue between manager and employee that links expectations, ongoing feedback and coaching, performance evaluations, development planning, and follow-up.
Set Expectations
As a best practice, we encourage supervisors to define expectations for every position. These expectations and performance measurement standards should be communicated to new employees, and reviewed at least once a year with all employees. Expectations for each position can include: purpose of the position, key responsibilities - both tasks and duties, conduct expectations, and performance standards, as well as, measures such as quality, quantity, timeliness, initiative, and teamwork for each key responsibility.
Gather Data
Performance evaluations should not be a one time event. Supervisors are encouraged to gather data regarding employee performance in a systematic manner throughout the year. The Performance Record and the Coaching Log are guides that can be used by supervisors, in addition to their own best practices, to gather data throughout the year and provide ongoing feedback to employees regarding performance. This information will then be available to supervisors when drafting the Annual Performance Evaluation.
Performance Evaluations
As a supervisor, your role is to set expectations, gather data, and provide on going feedback to your employees to assist them in utilizing their skills, expertise and ideas to produce results. To provide this direction, you should communicate to employees what is expected of them, define satisfactory performance for those expectations, and then monitor and evaluate the performance on an on going basis.
The Annual Performance Evaluation should provide a comparison of actual on-the-job performance to established performance measurement standards. The Annual Performance Evaluation encourages periodic and structured communication between supervisors and employees about the job, and should take place continuously. While day-to-day evaluation is usually informal,
Annual performance evaluations are the final phase of an effective performance management system. As a best practice, we recommend that the process start with performance planning between the supervisor and the employee in which they discuss expectations, performance standards, and objectives for the next year. The performance management process both ends and begins anew with the Annual Performance Evaluation.
Feedback
Feedback is a process by which effective performance is reinforced and less-than-desirable performance is corrected. Feedback should be information that highlights the relationship between what is expected and what has been accomplished after the work is performed or the action is taken.
Feedback can take many forms; it can be informal or formal. It can be given as praise in the form of reward and recognition, or it can be corrective in the form of disciplinary or corrective action.
Development Planning
Development planning is the process of creating experiences for your employees that promote skills and knowledge related to the position, as well as to professional growth.
Development plans draw from the Performance Evaluation:
Performance goals or needs (deficiencies) to be addressed
The employee, with supervisor assistance, identifies ways to achieve those goals and/or address performance deficiencies in systematic ways
Address opportunities for professional growth
Agreement and/or commitment between employee and supervisor
Planned follow-up
Purpose
It is the policy to maintain a Performance Management System approved by the corporate management. Such a system includes several components:
a corporate / HR policy,
individual employee work plans,
work profile
development plans,
an education/training program,
a dispute resolution process, and
a performance management and pay history.
The organization views the Performance Management System as a communications system designed to help employees succeed. It is directed by managers and supervisors but requires active participation by employees. The Performance Management System ensures that employees:
are aware of their principal job functions,
understand the level of performance expected,
receive timely feedback about their performance,
have opportunities for education, training and development, and
receive performance ratings and rewards in a fair and consistent manner.
Performance appraisal information is one consideration in making other personnel decisions such as promotions, performance-based disciplinary actions, and salary increases. Proposed personnel actions must be consistent with overall evaluations. Although there is a relationship between performance appraisals and determining employee eligibility for performance-based salary increases and bonuses, the System's primary focus is on managing employee performance towards the successful achievement of expectations set forth in the employee's work plan.
Performance Management Cycle
The Performance Management Cycle includes the following elements:
Work Plan
Work Profile
Development Plan [ education /training/development programs]
Work Planning Conference
Interim Performance Review
Annual Performance Review
REGARDS
LEO LINGHAM
From India, Mumbai
Performance appraisal is a formal, structured system that compares employee performance to established standards. Assessment of job performance is shared with employees being appraised through one of several primary methods of performance appraisals. Elements in performance appraisal methods are tailored to the organization's employees, jobs, and structure. They include objective criteria for measuring employee performance and ratings that summarize how well the employee is doing. Successful appraisal methods have clearly defined and explicitly communicated standards or expectations of employee performance on the job.
Performance Appraisal Methods
Performance appraisals take many forms. Written essays, the simplest essay method, is a written narrative assessing an employee's strengths, weaknesses, past performance, potential, and provides recommendations for improvement. Types of performance appraisal methods include comparative standards (such as, simple ranking, paired comparison, forced distribution) and absolute standards (such as, critical incidents, BARS, MBO).
· Comparative Standards or Multi-person Comparison. This relative, as opposed to absolute method, compares one employee's performance with that of one or more others.
In group rank ordering the supervisor places employees into a particular classification such as "top one-fifth" and "second one-fifth". If a supervisor has ten employees, only two could be in the top fifth, and two must be assigned to the bottom fifth.
- In individual ranking the supervisor lists employees from highest to lowest. The difference between the top two employees is assumed equivalent to the difference between the bottom two employees.
- In paired comparison the supervisor compares each employee with every other employee in the group and rates each as either superior or weaker of the pair. After all comparisons are made, each employee is assigned a summary or ranking based on the number of superior scores received.
· Critical Incidents. The supervisor's attention is focused on specific or critical behaviors that separate effective from ineffective performance.
· Graphic Rating Scale. This method lists a set of performance factors such as job knowledge, work quality, cooperation that the supervisor uses to rate employee performance using an incremental scale.
· Behaviorally Anchored Rating Scales (BARS). BARS combine elements from critical incident and graphic rating scale approaches. The supervisor rates employees according to items on a numerical scale.
· Management by Objectives. MBO evaluates how well an employee has accomplished objectives determined to be critical in job performance. This method aligns objectives with quantitative performance measures such as sales, profits, zero-defect units produced.
· 360 Degree Feedback. This multi-source feedback method provides a comprehensive perspective of employee performance by utilizing feedback from the full circle of people with whom the employee interacts: supervisors, subordinates and co-workers. It is effective for career coaching and identifying strengths and weaknesses.
================================================== ======
================================================== ==========
Definition of Performance Management
Performance management is the practice of actively using performance data to improve the organization's health. This practice involves strategic use of performance measures and standards to establish performance targets and goals, to prioritize and allocate resources, to inform managers about needed adjustments or changes in policy or program directions to meet goals, to frame reports on the success in meeting performance goals, and to improve the quality of management/organization practice.
Performance Management is an ongoing dialogue between manager and employee that links expectations, ongoing feedback and coaching, performance evaluations, development planning, and follow-up.
Set Expectations
As a best practice, we encourage supervisors to define expectations for every position. These expectations and performance measurement standards should be communicated to new employees, and reviewed at least once a year with all employees. Expectations for each position can include: purpose of the position, key responsibilities - both tasks and duties, conduct expectations, and performance standards, as well as, measures such as quality, quantity, timeliness, initiative, and teamwork for each key responsibility.
Gather Data
Performance evaluations should not be a one time event. Supervisors are encouraged to gather data regarding employee performance in a systematic manner throughout the year. The Performance Record and the Coaching Log are guides that can be used by supervisors, in addition to their own best practices, to gather data throughout the year and provide ongoing feedback to employees regarding performance. This information will then be available to supervisors when drafting the Annual Performance Evaluation.
Performance Evaluations
As a supervisor, your role is to set expectations, gather data, and provide on going feedback to your employees to assist them in utilizing their skills, expertise and ideas to produce results. To provide this direction, you should communicate to employees what is expected of them, define satisfactory performance for those expectations, and then monitor and evaluate the performance on an on going basis.
The Annual Performance Evaluation should provide a comparison of actual on-the-job performance to established performance measurement standards. The Annual Performance Evaluation encourages periodic and structured communication between supervisors and employees about the job, and should take place continuously. While day-to-day evaluation is usually informal,
Annual performance evaluations are the final phase of an effective performance management system. As a best practice, we recommend that the process start with performance planning between the supervisor and the employee in which they discuss expectations, performance standards, and objectives for the next year. The performance management process both ends and begins anew with the Annual Performance Evaluation.
Feedback
Feedback is a process by which effective performance is reinforced and less-than-desirable performance is corrected. Feedback should be information that highlights the relationship between what is expected and what has been accomplished after the work is performed or the action is taken.
Feedback can take many forms; it can be informal or formal. It can be given as praise in the form of reward and recognition, or it can be corrective in the form of disciplinary or corrective action.
Development Planning
Development planning is the process of creating experiences for your employees that promote skills and knowledge related to the position, as well as to professional growth.
Development plans draw from the Performance Evaluation:
Performance goals or needs (deficiencies) to be addressed
The employee, with supervisor assistance, identifies ways to achieve those goals and/or address performance deficiencies in systematic ways
Address opportunities for professional growth
Agreement and/or commitment between employee and supervisor
Planned follow-up
Purpose
It is the policy to maintain a Performance Management System approved by the corporate management. Such a system includes several components:
a corporate / HR policy,
individual employee work plans,
work profile
development plans,
an education/training program,
a dispute resolution process, and
a performance management and pay history.
The organization views the Performance Management System as a communications system designed to help employees succeed. It is directed by managers and supervisors but requires active participation by employees. The Performance Management System ensures that employees:
are aware of their principal job functions,
understand the level of performance expected,
receive timely feedback about their performance,
have opportunities for education, training and development, and
receive performance ratings and rewards in a fair and consistent manner.
Performance appraisal information is one consideration in making other personnel decisions such as promotions, performance-based disciplinary actions, and salary increases. Proposed personnel actions must be consistent with overall evaluations. Although there is a relationship between performance appraisals and determining employee eligibility for performance-based salary increases and bonuses, the System's primary focus is on managing employee performance towards the successful achievement of expectations set forth in the employee's work plan.
Performance Management Cycle
The Performance Management Cycle includes the following elements:
Work Plan
Work Profile
Development Plan [ education /training/development programs]
Work Planning Conference
Interim Performance Review
Annual Performance Review
REGARDS
LEO LINGHAM
From India, Mumbai
Good Information. I have pleasure the we have such type of guys who contribute and reply to every question/query raised by members. Zafar Iqbal
From Pakistan, Karachi
From Pakistan, Karachi
AS per your request,
I have provided few materials here.
1.SAMPLE OUTLINE OF A POLICY.
2. ADDITIONAL RESOURCES, which you can use to tailor
your policy.
BUT before you work on your policy, you will need
-company vision
-company mission statement
-company objectives
-company strategic directions
-COMPANY HR OBJECTIVES/ STRATEGY
-BUSINESS PROCESS
-business drivers of your company
-company succession plan [ if any]
-company retention plan
-performance appraisal systems
-performance management system
etc etc.
YOU NEED TO REFER THEM.
==================================
SAMPLE POLICY GUIDELINES.
The Career Pathing Policy
Our policy for career planning/development is a well thought out, planned process. Aim is to develop and prepare people for higher responsibilities. It assists them by identifying various roles they could undertake and skills they may need to develop in order to do full justice to their new role within the organization.
At OUR COMPANY , we place People first. In OUR COMPANY , we empower our employees with the strength of knowledge and create a 'climate' that is conducive to learning and personal and professional growth. We are a People driven organization that helps it's employees gain a level of freedom that provides security, satisfaction and, most importantly, a sense of professional fulfillment.
Recruitment and Selection IN OUR COMPANY:
We believe in the maxim "Right-person-for-the-right-job"
We believe in the phrase "catch-them-young" and hire a number of fresher as Trainees and Management Trainees from reputed Engineering and Management Institutions, impart extensive technical, behavioral and managerial training and create thoroughbred professionals out of them.
Induction:
The new entrants - Fresher as well as experienced persons joining the organization, across all levels, attend Induction programs individually and/or as groups. The objective is to begin the process of integration of the incumbent with the organization and ensure smooth entry into the organization. This consists of inputs on the following:
Company Values, Business Philosophy
Corporate Culture
Work Culture
Quality Process
Project Management
Information on Business and Future Plans
Information on Organization Structure
Systems and Policies
Performance Appraisal
Emphasis on building lasting Relationships & Team Effectiveness:
Team Development Workshops aimed at enhancing intra-team cohesion
We believe that it helps the goal accomplishment when people are able to relate with one another and build lasting relationships & sense of belonging to the organization.
We believe that it’s the teams of committed people who eventually deliver results. Intra-group cohesion in terms of shared understanding of goals and objectives, cooperation, and collaboration is given a priority.
Job Rotation
Job rotation in OUR COMPANY is aimed at optimum utilization of the available skill sets across the organization. We believe that job rotation is a crucial process which helps individuals to enhance their technical, behavioral and managerial competence.
IN OUR COMPANY , people are our greatest pride and resource. Our focus lies in bringing aboard some of the finest professionals in the industry and providing them with opportunities that match their drive and ability. With one of the lowest attrition rates in the industry, OUR COMPANY's people-force is inspired, committed, and thoroughly professional. If you have what it takes to become an integral part of an organization that's built and driven by people, then you are the person we are looking for. Simply access the "We Need You" section to post your resume on our site. It could be your first step towards getting closer to an organization full of self driven people. And closer to becoming a part of the collective people-energy that's OUR COMPANY - "A s force that's driving relationships globally."
At OUR COMPANY you are faced with a challenging Work Environment that is shared by a highly motivated group of over ...... people who choose OUR COMPANY because they believe that it's all happening here. We provide:
Opportunities for Entrepreneurship
Freedom to inspire ideas and be inspired
In-house training programs for personal and professional growth
Infinite access to the latest technologies
Opportunities to take on leadership roles early in your career
Freedom to experiment and be innovative
Compensation that is benchmarked with the leaders in the industry
HR polices that are aimed to strike a balance between work and personal welfare
Variable Compensation Schemes
The compensation policy of OUR COMPANY is designed to address the dual need of encouraging high performance amongst all it’s employees and at the same time aligning itself to the highly sensitive business scenario.
The total compensation package of an individual is made of fixed and variable components. These variable components are paid annually at different times of the year. The actual payment of the variable component is dependent on the individual’s performance and the company performance in the year under consideration.
The above compensation structure is guided by the principle of a strong emphasis on individual performance and at the same time encouraging a sense of participation and ownership for the company’s performance in any year.
The compensation review exercise is conducted annually. This exercise seeks to align the company’s compensation levels to that of the market. Individual salaries are revised after taking inputs from various sources like performance appraisal ratings, relative performance vis--vis others in the same business unit and various other factors
We Care...
We believe in employee centered approach and our HR policies and practices are aimed, mainly at, employee care.
We care for :
People's need for self expression and leisure time (E.g. Special Interest Groups plan, opportunities for putting up cultural show at the Bi-annual Awards ceremony, recreation facilities)
Self-worth of people (Awards Plan, Motivation Plan)
Collective excellence (CE's award for best managed project, Rolling trophy for SBU with best customer orientation)
People development (Technical and behavioral training, Team building workshops. Library, Higher Study Plan)
People's opinion (Communication meetings, open houses, climate surveys)
People's need to know (NEWSLETTER, Real Time, News Flash)
Policy Profile
The High Commitment Work Systems Policy :
As per our High Commitment Work Systems Policy, empowered and independent teams work with responsibility and accountability in an environment of openness. It increases employee involvement and develops a mature work culture. This in turn has a good bearing on the company helping it achieve goals and targets successfully in a competitive environment.
Performance Appraisal Policy
We appraise employee performance on an annual basis, giving people credit for their achievements and setting targets for the forthcoming year. We have developed a balanced policy that is both objective and holistic in its approach. Our HRD personnel facilitate the appraisal process and also train senior personnel in assessing individual performance. They resolve the areas of conflict and follow up on the outcomes of the appraisal.
Our Performance Appraisal System has several salient features :
An Opportunity for Self-review and Assessment
A clear and equal focus on both, the End Results and the Process
Identifying Training and Development needs
Distribution of incentives in an objective, value based manner
Recognition & Motivation
We believe that our people are our greatest assets and that they are not just employees but strategic partners in our journey to achieve organizational objectives. In furtherance of our stated philosophy, our well-developed policies help us to recognize performance at work.
Recognizing Individuals and Teams
We understand the crucial role recognition plays in motivating employees to demonstrate superior performance. There are many ways in which we acknowledge and appreciate good performance - from a sincere sharing of an ‘I Appreciate’ Note for a specific job well done to granting honors through an established formal ‘Employee Award Plans’.
So if you're an achiever with a passion for setting and attaining goals, you'll find many opportunities for being recognized at OUR COMPANY. The ‘Employee Motivation’ Plan at OUR COMPANY is another success story – an unique experiment to empower our line managers to recognize and give spot rewards to individuals and team in pursuit of excellence.
Recognizing Collective Excellence
In addition to the above, we have mechanisms to recognize collective excellence at an organization level, on an annual basis. One such initiative is our ‘CE’s Award for Best Managed Project’. The award recognizes excellence in the management of projects and encourages a competitive spirit amongst the Business Units to achieve better performance through higher standards in project management.
To encourages and foster the growth of a customer-oriented culture in the organization and within a business unit in particular, the ‘Rolling Trophy for the SBU with Best Customer Orientation’ has been institutionalized. This award encourages a competitive spirit amongst the business units to achieve better performance through higher standards in customer service.
Training for Development…
We believe in a learning organization, where learning is a continuous process. There is room for those driven by the zeal to surpass their peers and most importantly, themselves.
We mix and match intensive training with equal thrust on job skills and behavioral development. Group therapies and seminars are organized to encourage professional rapport and keep employee morale running high. We realize the value that people add to our organization and formulate policies that take into consideration individual needs and benefits.
Some of the activities that make learning a continuous process at OUR COMPANY are
An extensive orientation-cum-technical training program for OUR Trainee at our well-equipped Training Center
Conduct Focused Management Development Programs at the premium Management Development Center
Continuous skill up-gradation on new emerging technologies
Behavioral Training Programs offered to enhance personal and professional effectiveness of our project groups viz.
Customer orientation
Team work
Communication
Self development
We engage the best faculties in the field for conducting the programs. We also make use of training events offered by premium management institutions like IIM, Administrative Staff College of India.
================================================== ==================
ADDITIONAL RESOURCES, from which you can pick / choose
what suits your needs for the organization.
Career Development Programs.
The career development program
is designed to help team members progress as swiftly as their talents and
COMPANY opportunities permit. The program is designed to help team members make
the most of their capabilities. Career development is based upon a combination of
self-development and utilizing the individual development plan (IDP) with
constant evaluation and guidance by management. This program has been
established to enhance team members’ capabilities for progressing to positions of
greater responsibility. These programs are tailored to facilitate both the successful
accomplishment of the COMPANY mission in the area of resources management
and to provide team members an excellent opportunity for full and rewarding
careers.
Career Development Assistance. Team members are encouraged to consult with their supervisors,
human resources offices, and Career Development
Steering Committee members on any matter requiring further information or
guidance. For questions regarding career development opportunities in elements of
the COMPANY'S other than natural resources management, team members should contact
their human resources offices.
Career Developing Steering Commitee. The Career Development Steering
Committee is a group of management personnel selected from HR/
project, district, and division offices. They provide input from the field to THE career development
and training-related issues. Additionally, the committee informs the field of new
developments through a periodical NOTES on an
electronic bulletin board.
Career Advancement Policy. The policy of the Company is to fill all positions
through selection of the best qualified candidates for the jobs.
Team members who grow in experience, skills, and competence will be
afforded increased opportunities for advancement. The following are criteria
for advancement:
demonstrating technical competence on all assigned tasks;
showing traits of adaptability, innovation, and initiative;
being dependable, responsible, and accountable;
developing good working relationships with other team members;
performing as an effective communicator; and
remaining geographically mobile.
Devlopmental Policy. The COMPAY fosters team member development
continuing basis to meet both the immediate and the long-range
requirements of the COMPANY. This includes providing both job-related and
long-range developmental training, and encouraging team member selfdevelopement.
The objectives of development are to:
* insure the optimum performance of team members in present jobs;
*provide a reservoir of management, technical, and administrative skills
to meet the goals AND future needs of the COMPANY; and
opportunity for team members to grow toward their career
Supervisors and team members have a shared responsibility for team
member development However, one of the supervisor’s primary
responsibilities is to ensure team members are aware of career development
programs and have an opportunity to participate.
Individual Involvement in the Development of Training Plans. It is
important that team members become actively involved in the development
of their own IDP training plan by discussing training needs with the
appropriate supervisors and training officers. An individual’s training needs
should be documented on their Performance Evaluation System
support form or counseling checklist. This information should spell out the
training needed to improve the team member’s job performance and to
encourage personal growth.
Training and Educational Opportunities. There are many opportunities
for team members to enhance their value to the COMPANY resources
management program and to increase their work satisfaction. Attendance at
special seminars, symposia, university courses, and COMPANY-sponsored training,
and participation in professional societies and activities are encouraged.
Training is viewed as an inherent part of the work environment within the
natural resources management program and is not to be viewed as a
“privilege” or “fringe benefit.”
Self-Development. Team members are also strongly encouraged to
pursue training on their own to increase proficiency and potential. Varied
experiences and diversity of responsibility will enhance the competitiveness
of team members for professional advancement.
Change of Duty Station. All team members should consider permanent
changes of duty between projects, areas, districts, and/or divisions as
varied experiences could enhance their competitive positions.
Professional Certification and Participation in Professional
Organizations. Team members are strongly
encouraged to actively participate in job-related professional organizations
and become certified or registered in their professional specialties.
================================================== ===
SOME MORE RESOURCES TO CONSIDER
Corporate Career Pathing
Career pathing programs provide both an analytical approach and practical implementation tools for maximizing strategic planning, succession planning, executive development, and employee retention strategies. By defining core competencies and correctly aligning your human capital plan to your overall strategic plan, you can help to reach your corporate goals by ensuring the right people are in the right roles at the right time.
By developing appropriately designed career pathing models closely tied to performance appraisal systems, you can see bottom-line results from retention of high potentials, increased employee productivity and morale, and an improved ability for employees to adapt to change and take on new responsibilities. The approach provides you a practical implementation that has a positive impact on recruiting, compensation, and individual effectiveness.
what is career pathing and career planning
Career Pathing is a set of diverse strategies that develop
articulated connections between jobs in the same or related industries to achieve occupational advancement or increased wages, skills and benefits for workers.
A sampling of strategies that are commonly used in career pathing include:
Ø Developing curriculum for new training to advance in a career field;
Ø Creating new job classifications that can provide additional “steps up” in a field;
Ø Training workers to start Being more productive.
Ø Working with employers to articulate paths or skill standards for advancement where
none existed previously;
Ø Upgrading skills for low-skill workers;
Ø Providing technical assistance to employers to demonstrate how to implement career
pathways;
Ø Creating new strategies for credentialing workers;
Ø Building education and training benefits packages where they don’t already exist;
Ø Investing in career counseling and mentoring programs for low-wage workers.
FOR THE SUCCESS OF SUCH CAREER PATHING PROGRAMS,
THE FOLLOWING APPROACH WOULD BE USEFUL.
SUCCESSION PLAN
Performance appraisal-------------------------------potential assessment
CAREER PLANNING
CAREER DEVELOPMENT PORGRAMS
personal development--training/development--career counseling--mentoring
=================================================
CAREER PLANNING
Career Planning is a critical element / outcome of SUCCESSION PLANNING,
Performance appraisal and Potential assessment systems.
The process of career planning
Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.
Career planning ‑ the competency band approach
It is possible to define career progression in terms of the competencies required by individuals to carry out work at progressive levels of responsibility or contribution. These levels can be described as competency bands.
Competencies would be defined as the attributes and behavioral characteristics needed to perform effectively at each discrete level in a job or career family. The number of levels would vary according to the range of competencies required in a particular job family. For each band, the experience and training needed to achieve the competency level would be defined.
These definitions would provide a career map incorporating 'aiming points' for individuals, who would be made aware of the competency levels they must reach in order to achieve progress in their careers. This would help them to plan their own development, although support and guidance should be provided by their managers, and HR specialists . The provision of additional experience and training could be arranged as appropriate, but it would be important to clarify what individual employees need to do for themselves if they want to progress within the organization.
The advantage of this approach is that people are provided with aiming points and an understanding of what they need to do to reach them. One of the major causes of frustration and job dissatisfaction is the absence of this information.
A competency band career development approach can be linked to
Aiming points
1. Competence band 1 definition
Basic training and experience
2. Competence band 2 definition
Continuation of medium training and experience
3.Competence band 3 definition
Continuation of advanced training and experience
Career planning is for core people as well as high‑flyers
The philosophy upon which career plans are based refers not only to advancing careers to meet organizational and individual requirements, but also the need to maximize the potential of the people in the organization in terms of productivity and satisfaction under conditions of change, when development does not necessarily mean promotion.
career planning is for individuals as well as the organization
Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.
Career plans must therefore recognize that:
* members of the organization should receive recognition as individuals with unique needs, wants, and abilities;
* individuals are more motivated by an organization that responds to their aspirations and needs;
* individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.
Career planning techniques
Career planning uses all the information generated by the succession plans, performance, and potential assessments and self‑assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance.
================================================== ====
Career Pathing
Mapping Careers for Organizational Success
The war for talent is intensifying on both quantitative and qualitative fronts. COMPANY's Career Pathing provides a winning strategy in the war for talent by attracting, retaining, and developing tomorrow's leaders today.
Engaging Performance
What drives commitment and retention among top performing employees? COMPANY's extensive research defines these as key drivers and predictors:
Supervisor/MANAGER helps to create an individual developmental plan
Supervisor/MANAGER spends time reviewing personal developmental plans
Supervisor/MANAGER provides useful feedback
Personal goals aligned with opportunities that exist in the company
COMPANY Career Pathing shows employees what their future can look like within the company and provides a roadmap of how to get there. Many discover non-traditional routes for career progression and a guide to help transition skills along the way.
Progressing Competencies
COMPANY maps the progression of competencies across key levels in the organization to identify the competency behaviors, training gaps and developmental needs. This competency map serves as a guide to evaluate current effectiveness and a predictive measure for success at the next level. By defining what good performance looks like at every level, the map enables employees to prepare and develop skills needed for the future... and as a result, organizational performance is accelerated.
Designing the Path
Career pathing includes:
Visual Flow chart/map customized for the organizational culture
Detailed qualification criteria
Selection process
Developmental tools
Other customized components identified in research
Realizing the Benefits of THE COMPANY Career Pathing
Building a strong pipeline of leadership talent
Engaging and retaining best talent
Focusing developmental resources
Accelerating organizational performance
Why COMPANY Expertise Makes a Difference
Specialization in TALENT GAUGING— assessment & development of people to drive organizational results
· Combination of psychological insights and real-world business experience
· Recognition that each organization is different, requiring unique but efficient solutions
· Extensive data base serves as a benchmark against which we validate ongoing client services
Career Mobility and Career Pathing Design & Development
The best approach to Career Pathing is to develop and maintain a strategic and future oriented view of the talent requirements for your organization. Once developed, it is critical to communicate this information to your workforce timely using multiple communication strategies in addition to integrating with your existing Human Resource systems. Seeing the entire system – what it takes to run your business - builds commitment and loyalty and gives individuals and managers the information they need to build and align their talents with the needs of your organization. “Career mobility and advancement options” are key retention factors of an organization. If your people can see multiple options to grow and build their careers they’ll stay with you and contribute fully.
TALENTMAPPING - STRATEGIC CAREER PATHING SERVICES
COMPANY approach to Career Pathing is called Talent Mapping. Working closely with your Human Resource partners, key stakeholders, functional area champions and subject matter experts, we will help you design an integrative career/ talent management system. Aligned with the mission and strategic intent of your organization, we’ll work with you to identify, clarify, and communicate your talent requirements. Key elements of our process include: Strategic Workforce Planning/Alignment
Build and align with your organization's mission and strategies
Identify the trends that will shift talent requirements in the future
Determine core professions/ job families required for organizational success
Identify key stakeholders and positions throughout the organization
Competency Development
Develop and/or customize robust competency models
- Develop profession-centered "functional" or "technical"
competency models
- Develop or clarify "business" competencies
- Develop or clarify "leadership" and "team" competency models
· Identify behavior strengths
· Develop functional accomplishments required for success
· Determine development experiences to build bench strength
· Link competencies to your existing resources for development
· Identify other key qualifications – software skills, certifications, etc.
· Identify educational requirements
Job/Position Profile Development - using web-based consensus building technology
Build consensus on elements of key positions
Build profession-centered position profiles
Communication - Career Pathing Information
Communicate this information to your workforce powerfully – in the context of your broader career development initiatives.
This information will align and motivate your workforce. It will enable managers to more easily develop succession plans and have meaningful performance and career development discussions. It will allow your people to see future options an enable them to build a career in your organization. This conceptual framework will enable you to integrate a variety of your existing Talent Management Systems.
Redeployment Strategy & Implementation
Proactive and aggressive redeployment/mobility initiatives make solid business sense. A case can be made both qualitatively and quantitatively in terms of initiative return on investment, (ROI). Through a QUALITIVE lens, the return may include:
Preservation/enhancement of external and internal corporate reputation
Promoted culture of employee responsibility/ownership of ones own Career Management
Promoted healthy/appropriate internal movement
Provided tools and resources to redeployed employees which enhance his/her ability to achieve an appropriate job-match(skill, competency, interest, style)
Through a QUANTITIVE lens, the return may include:
Dramatically reduces severance payments due to successful internal placement
Elimination of outplacement/transition fees as a result of successful redeployment
Reduced staffing (cost per hire) costs due to redeploying existing human resources
Diminished re-training dollars by redeploying internal talent fully versed in your culture and protocols
CAREER PATHING
Establishing formal career paths/models to support employee growth and advancement.
How do HR determine the core competencies and skills required for different positions?
How do HR develop a clear path for advancement in our organization?
How can HR help our employees develop and advance to the next level?
How can HR effectively communicate job requirements and career advancement opportunities to our employees?
Identifying the core competencies and skills required to succeed in your organization and supporting employee growth and development is critical to overall organizational success and retaining top performers.
Employees who understand the advancement path and opportunities in your organization and are actively involved in career planning and development are more likely to be loyal and committed. A career path can motivate and inspire your employees to be star performers.
In addition, having a clearly defined career path/model in place can help your organization:
Identify the core knowledge, skills, and abilities required to perform well in each position/at each level
Assess and place the right people in the right positions
Develop and grow employees, helping them to perform better in their current positions, make lateral moves, and/or prepare for the next level
Determine where to focus overall employee training and development efforts.
Work with organization to establish a formal career path/model that best meets your needs, from entry level to middle management to senior executive positions. As part of our offerings, we can help you to:
Identify the core knowledge, skills, and abilities required to succeed in different levels/positions in your organization
Develop and deliver assessments to determine the "fit" between individual employees and positions
Determine the training and development that is required for employees to develop and enhance their skills, advance in their careers, and make career moves/transitions within your organization.
CAREER COUNSELING
Delivering objective and caring counseling services to support employees and resolve career issues.
How can HR best provide support to our employees and help them deal effectively with career and workplace issues?
How can HR intervene and resolve performance problems requiring immediate attention?
How can HR ensure our employees are receiving the ongoing support and assistance they need to develop professionally and enhance our overall workforce performance?
At any time, your employees may experience career challenges which could seriously affect their success in your organization. If these difficulties go unresolved for a period of time, they are likely to impact your employees' ability to cope effectively on the job. For senior-level professionals, the impact can be even more devastating because their work usually has a direct impact on overall business strategy and direction.
Career counseling is a strategic resource that employees can use and managers can rely on when work performance, career transition, personal conduct in the workplace and/or culture fit becomes an issue. It provides a means for employers to encourage their employees to seek career assistance early to prevent small problems from getting out of hand and creating greater barriers to success. It's also a way to help key employees reach higher career aspirations so that they continue to add significant value to the company.
Employers today use career counselors not only as a cost saving measure, but, more importantly, to "do the right thing" for both the employees and the organization.
The HR can work with your organization to determine the objectives and format for delivering career counseling services that will best meet your needs. We can provide services on-site at your organization or offer a separate venue for delivery. Through our counseling services, we can help you to:
Increase employee productivity
Increase the effectiveness of supervisors
Reduce time spent managing low performers
Increase quality in employee performance
Improve employee morale
Demonstrate that your organization cares about employee well-being and retain valued employees.
PERFORMANCE PLANNING
Delivering objective and caring counseling services to support employees and resolve career issues.
How can HR help our employees develop the skills needed to advance and excel at the next level?
How can HR support our employees in creating strategic plans for their career development?
How can HR help our employees understand and overcome issues currently inhibiting their performance?
Performance planning is critical to help employees identify development needs, create plans to build needed knowledge and skills, and support successful performance in current and future roles.
HR can assist organization in developing performance plans for its employees, and help them prepare for and develop the skills needed to perform successfully in any role or level in your organization. We can work with your employees to develop and execute plans to address short term, immediate needs, as well as goals related to long-term career development.
professional development services can help your employees and executives work through roadblocks and deal with weaknesses, limitations, and fears effectively. Some of the areas/issues with which we can help include:
Improving poor performance
Setting clear expectations with managers/ directors
Integrating within the corporate culture
Collaborating effectively with team members and peers
* Enhancing internal business savvy.
CAREER ADVISOR COACHING
Helping organizations to develop and train internal resources to become qualified and effective career advisors.
What knowledge and skills are needed to serve as an effective Career Advisor?
How can our organization implement a formal, ongoing internal Career Advisor program?
How can we ensure that we have qualified resources in place to support the long-term growth and development of our people?
Internal Career Advisors play a critical role in the growth and development of employees. A Career Advisor is someone that employees can go to for:
Career advice and assistance with resolving issues
Honest and objective feedback on their performance
Assistance in defining career goals and developing performance plans
Support and advocacy for career growth and advancement.
It is imperative that organizations develop leaders to serve as Career Advisors to help ensure the ongoing growth, development, and advancement of employees throughout their careers/tenure at an organization.
Work with your organization to establish a formal Career Advisor program and develop and deliver internal Career Advisor Training to your leaders/ designees, to help ensure that your organization has effective and qualified Career Advisors in place to serve as ongoing sources of support, growth, and guidance for all levels of employees.
As part of Career Advisor Training, educate and prepare your Advisors to:
Understand and serve in the role of employee advisor, supporter, and advocate
Interview/meet with employees to gather relevant information on employment history, educational background, and career goals
Identify barriers to performance and career advancement
Identify development needs and assist employees in creating performance plans
Inform, advise, and provide options regarding:
Career planning
Internal position transfers
Training opportunities
*Alternate career paths and employment.
==============================================
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HOPE THIS IS USEFUL TO YOU
REGARDS
LEO LINGHAM
From India, Mumbai
I have provided few materials here.
1.SAMPLE OUTLINE OF A POLICY.
2. ADDITIONAL RESOURCES, which you can use to tailor
your policy.
BUT before you work on your policy, you will need
-company vision
-company mission statement
-company objectives
-company strategic directions
-COMPANY HR OBJECTIVES/ STRATEGY
-BUSINESS PROCESS
-business drivers of your company
-company succession plan [ if any]
-company retention plan
-performance appraisal systems
-performance management system
etc etc.
YOU NEED TO REFER THEM.
==================================
SAMPLE POLICY GUIDELINES.
The Career Pathing Policy
Our policy for career planning/development is a well thought out, planned process. Aim is to develop and prepare people for higher responsibilities. It assists them by identifying various roles they could undertake and skills they may need to develop in order to do full justice to their new role within the organization.
At OUR COMPANY , we place People first. In OUR COMPANY , we empower our employees with the strength of knowledge and create a 'climate' that is conducive to learning and personal and professional growth. We are a People driven organization that helps it's employees gain a level of freedom that provides security, satisfaction and, most importantly, a sense of professional fulfillment.
Recruitment and Selection IN OUR COMPANY:
We believe in the maxim "Right-person-for-the-right-job"
We believe in the phrase "catch-them-young" and hire a number of fresher as Trainees and Management Trainees from reputed Engineering and Management Institutions, impart extensive technical, behavioral and managerial training and create thoroughbred professionals out of them.
Induction:
The new entrants - Fresher as well as experienced persons joining the organization, across all levels, attend Induction programs individually and/or as groups. The objective is to begin the process of integration of the incumbent with the organization and ensure smooth entry into the organization. This consists of inputs on the following:
Company Values, Business Philosophy
Corporate Culture
Work Culture
Quality Process
Project Management
Information on Business and Future Plans
Information on Organization Structure
Systems and Policies
Performance Appraisal
Emphasis on building lasting Relationships & Team Effectiveness:
Team Development Workshops aimed at enhancing intra-team cohesion
We believe that it helps the goal accomplishment when people are able to relate with one another and build lasting relationships & sense of belonging to the organization.
We believe that it’s the teams of committed people who eventually deliver results. Intra-group cohesion in terms of shared understanding of goals and objectives, cooperation, and collaboration is given a priority.
Job Rotation
Job rotation in OUR COMPANY is aimed at optimum utilization of the available skill sets across the organization. We believe that job rotation is a crucial process which helps individuals to enhance their technical, behavioral and managerial competence.
IN OUR COMPANY , people are our greatest pride and resource. Our focus lies in bringing aboard some of the finest professionals in the industry and providing them with opportunities that match their drive and ability. With one of the lowest attrition rates in the industry, OUR COMPANY's people-force is inspired, committed, and thoroughly professional. If you have what it takes to become an integral part of an organization that's built and driven by people, then you are the person we are looking for. Simply access the "We Need You" section to post your resume on our site. It could be your first step towards getting closer to an organization full of self driven people. And closer to becoming a part of the collective people-energy that's OUR COMPANY - "A s force that's driving relationships globally."
At OUR COMPANY you are faced with a challenging Work Environment that is shared by a highly motivated group of over ...... people who choose OUR COMPANY because they believe that it's all happening here. We provide:
Opportunities for Entrepreneurship
Freedom to inspire ideas and be inspired
In-house training programs for personal and professional growth
Infinite access to the latest technologies
Opportunities to take on leadership roles early in your career
Freedom to experiment and be innovative
Compensation that is benchmarked with the leaders in the industry
HR polices that are aimed to strike a balance between work and personal welfare
Variable Compensation Schemes
The compensation policy of OUR COMPANY is designed to address the dual need of encouraging high performance amongst all it’s employees and at the same time aligning itself to the highly sensitive business scenario.
The total compensation package of an individual is made of fixed and variable components. These variable components are paid annually at different times of the year. The actual payment of the variable component is dependent on the individual’s performance and the company performance in the year under consideration.
The above compensation structure is guided by the principle of a strong emphasis on individual performance and at the same time encouraging a sense of participation and ownership for the company’s performance in any year.
The compensation review exercise is conducted annually. This exercise seeks to align the company’s compensation levels to that of the market. Individual salaries are revised after taking inputs from various sources like performance appraisal ratings, relative performance vis--vis others in the same business unit and various other factors
We Care...
We believe in employee centered approach and our HR policies and practices are aimed, mainly at, employee care.
We care for :
People's need for self expression and leisure time (E.g. Special Interest Groups plan, opportunities for putting up cultural show at the Bi-annual Awards ceremony, recreation facilities)
Self-worth of people (Awards Plan, Motivation Plan)
Collective excellence (CE's award for best managed project, Rolling trophy for SBU with best customer orientation)
People development (Technical and behavioral training, Team building workshops. Library, Higher Study Plan)
People's opinion (Communication meetings, open houses, climate surveys)
People's need to know (NEWSLETTER, Real Time, News Flash)
Policy Profile
The High Commitment Work Systems Policy :
As per our High Commitment Work Systems Policy, empowered and independent teams work with responsibility and accountability in an environment of openness. It increases employee involvement and develops a mature work culture. This in turn has a good bearing on the company helping it achieve goals and targets successfully in a competitive environment.
Performance Appraisal Policy
We appraise employee performance on an annual basis, giving people credit for their achievements and setting targets for the forthcoming year. We have developed a balanced policy that is both objective and holistic in its approach. Our HRD personnel facilitate the appraisal process and also train senior personnel in assessing individual performance. They resolve the areas of conflict and follow up on the outcomes of the appraisal.
Our Performance Appraisal System has several salient features :
An Opportunity for Self-review and Assessment
A clear and equal focus on both, the End Results and the Process
Identifying Training and Development needs
Distribution of incentives in an objective, value based manner
Recognition & Motivation
We believe that our people are our greatest assets and that they are not just employees but strategic partners in our journey to achieve organizational objectives. In furtherance of our stated philosophy, our well-developed policies help us to recognize performance at work.
Recognizing Individuals and Teams
We understand the crucial role recognition plays in motivating employees to demonstrate superior performance. There are many ways in which we acknowledge and appreciate good performance - from a sincere sharing of an ‘I Appreciate’ Note for a specific job well done to granting honors through an established formal ‘Employee Award Plans’.
So if you're an achiever with a passion for setting and attaining goals, you'll find many opportunities for being recognized at OUR COMPANY. The ‘Employee Motivation’ Plan at OUR COMPANY is another success story – an unique experiment to empower our line managers to recognize and give spot rewards to individuals and team in pursuit of excellence.
Recognizing Collective Excellence
In addition to the above, we have mechanisms to recognize collective excellence at an organization level, on an annual basis. One such initiative is our ‘CE’s Award for Best Managed Project’. The award recognizes excellence in the management of projects and encourages a competitive spirit amongst the Business Units to achieve better performance through higher standards in project management.
To encourages and foster the growth of a customer-oriented culture in the organization and within a business unit in particular, the ‘Rolling Trophy for the SBU with Best Customer Orientation’ has been institutionalized. This award encourages a competitive spirit amongst the business units to achieve better performance through higher standards in customer service.
Training for Development…
We believe in a learning organization, where learning is a continuous process. There is room for those driven by the zeal to surpass their peers and most importantly, themselves.
We mix and match intensive training with equal thrust on job skills and behavioral development. Group therapies and seminars are organized to encourage professional rapport and keep employee morale running high. We realize the value that people add to our organization and formulate policies that take into consideration individual needs and benefits.
Some of the activities that make learning a continuous process at OUR COMPANY are
An extensive orientation-cum-technical training program for OUR Trainee at our well-equipped Training Center
Conduct Focused Management Development Programs at the premium Management Development Center
Continuous skill up-gradation on new emerging technologies
Behavioral Training Programs offered to enhance personal and professional effectiveness of our project groups viz.
Customer orientation
Team work
Communication
Self development
We engage the best faculties in the field for conducting the programs. We also make use of training events offered by premium management institutions like IIM, Administrative Staff College of India.
================================================== ==================
ADDITIONAL RESOURCES, from which you can pick / choose
what suits your needs for the organization.
Career Development Programs.
The career development program
is designed to help team members progress as swiftly as their talents and
COMPANY opportunities permit. The program is designed to help team members make
the most of their capabilities. Career development is based upon a combination of
self-development and utilizing the individual development plan (IDP) with
constant evaluation and guidance by management. This program has been
established to enhance team members’ capabilities for progressing to positions of
greater responsibility. These programs are tailored to facilitate both the successful
accomplishment of the COMPANY mission in the area of resources management
and to provide team members an excellent opportunity for full and rewarding
careers.
Career Development Assistance. Team members are encouraged to consult with their supervisors,
human resources offices, and Career Development
Steering Committee members on any matter requiring further information or
guidance. For questions regarding career development opportunities in elements of
the COMPANY'S other than natural resources management, team members should contact
their human resources offices.
Career Developing Steering Commitee. The Career Development Steering
Committee is a group of management personnel selected from HR/
project, district, and division offices. They provide input from the field to THE career development
and training-related issues. Additionally, the committee informs the field of new
developments through a periodical NOTES on an
electronic bulletin board.
Career Advancement Policy. The policy of the Company is to fill all positions
through selection of the best qualified candidates for the jobs.
Team members who grow in experience, skills, and competence will be
afforded increased opportunities for advancement. The following are criteria
for advancement:
demonstrating technical competence on all assigned tasks;
showing traits of adaptability, innovation, and initiative;
being dependable, responsible, and accountable;
developing good working relationships with other team members;
performing as an effective communicator; and
remaining geographically mobile.
Devlopmental Policy. The COMPAY fosters team member development
continuing basis to meet both the immediate and the long-range
requirements of the COMPANY. This includes providing both job-related and
long-range developmental training, and encouraging team member selfdevelopement.
The objectives of development are to:
* insure the optimum performance of team members in present jobs;
*provide a reservoir of management, technical, and administrative skills
to meet the goals AND future needs of the COMPANY; and
opportunity for team members to grow toward their career
Supervisors and team members have a shared responsibility for team
member development However, one of the supervisor’s primary
responsibilities is to ensure team members are aware of career development
programs and have an opportunity to participate.
Individual Involvement in the Development of Training Plans. It is
important that team members become actively involved in the development
of their own IDP training plan by discussing training needs with the
appropriate supervisors and training officers. An individual’s training needs
should be documented on their Performance Evaluation System
support form or counseling checklist. This information should spell out the
training needed to improve the team member’s job performance and to
encourage personal growth.
Training and Educational Opportunities. There are many opportunities
for team members to enhance their value to the COMPANY resources
management program and to increase their work satisfaction. Attendance at
special seminars, symposia, university courses, and COMPANY-sponsored training,
and participation in professional societies and activities are encouraged.
Training is viewed as an inherent part of the work environment within the
natural resources management program and is not to be viewed as a
“privilege” or “fringe benefit.”
Self-Development. Team members are also strongly encouraged to
pursue training on their own to increase proficiency and potential. Varied
experiences and diversity of responsibility will enhance the competitiveness
of team members for professional advancement.
Change of Duty Station. All team members should consider permanent
changes of duty between projects, areas, districts, and/or divisions as
varied experiences could enhance their competitive positions.
Professional Certification and Participation in Professional
Organizations. Team members are strongly
encouraged to actively participate in job-related professional organizations
and become certified or registered in their professional specialties.
================================================== ===
SOME MORE RESOURCES TO CONSIDER
Corporate Career Pathing
Career pathing programs provide both an analytical approach and practical implementation tools for maximizing strategic planning, succession planning, executive development, and employee retention strategies. By defining core competencies and correctly aligning your human capital plan to your overall strategic plan, you can help to reach your corporate goals by ensuring the right people are in the right roles at the right time.
By developing appropriately designed career pathing models closely tied to performance appraisal systems, you can see bottom-line results from retention of high potentials, increased employee productivity and morale, and an improved ability for employees to adapt to change and take on new responsibilities. The approach provides you a practical implementation that has a positive impact on recruiting, compensation, and individual effectiveness.
what is career pathing and career planning
Career Pathing is a set of diverse strategies that develop
articulated connections between jobs in the same or related industries to achieve occupational advancement or increased wages, skills and benefits for workers.
A sampling of strategies that are commonly used in career pathing include:
Ø Developing curriculum for new training to advance in a career field;
Ø Creating new job classifications that can provide additional “steps up” in a field;
Ø Training workers to start Being more productive.
Ø Working with employers to articulate paths or skill standards for advancement where
none existed previously;
Ø Upgrading skills for low-skill workers;
Ø Providing technical assistance to employers to demonstrate how to implement career
pathways;
Ø Creating new strategies for credentialing workers;
Ø Building education and training benefits packages where they don’t already exist;
Ø Investing in career counseling and mentoring programs for low-wage workers.
FOR THE SUCCESS OF SUCH CAREER PATHING PROGRAMS,
THE FOLLOWING APPROACH WOULD BE USEFUL.
SUCCESSION PLAN
Performance appraisal-------------------------------potential assessment
CAREER PLANNING
CAREER DEVELOPMENT PORGRAMS
personal development--training/development--career counseling--mentoring
=================================================
CAREER PLANNING
Career Planning is a critical element / outcome of SUCCESSION PLANNING,
Performance appraisal and Potential assessment systems.
The process of career planning
Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.
Career planning ‑ the competency band approach
It is possible to define career progression in terms of the competencies required by individuals to carry out work at progressive levels of responsibility or contribution. These levels can be described as competency bands.
Competencies would be defined as the attributes and behavioral characteristics needed to perform effectively at each discrete level in a job or career family. The number of levels would vary according to the range of competencies required in a particular job family. For each band, the experience and training needed to achieve the competency level would be defined.
These definitions would provide a career map incorporating 'aiming points' for individuals, who would be made aware of the competency levels they must reach in order to achieve progress in their careers. This would help them to plan their own development, although support and guidance should be provided by their managers, and HR specialists . The provision of additional experience and training could be arranged as appropriate, but it would be important to clarify what individual employees need to do for themselves if they want to progress within the organization.
The advantage of this approach is that people are provided with aiming points and an understanding of what they need to do to reach them. One of the major causes of frustration and job dissatisfaction is the absence of this information.
A competency band career development approach can be linked to
Aiming points
1. Competence band 1 definition
Basic training and experience
2. Competence band 2 definition
Continuation of medium training and experience
3.Competence band 3 definition
Continuation of advanced training and experience
Career planning is for core people as well as high‑flyers
The philosophy upon which career plans are based refers not only to advancing careers to meet organizational and individual requirements, but also the need to maximize the potential of the people in the organization in terms of productivity and satisfaction under conditions of change, when development does not necessarily mean promotion.
career planning is for individuals as well as the organization
Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.
Career plans must therefore recognize that:
* members of the organization should receive recognition as individuals with unique needs, wants, and abilities;
* individuals are more motivated by an organization that responds to their aspirations and needs;
* individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.
Career planning techniques
Career planning uses all the information generated by the succession plans, performance, and potential assessments and self‑assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance.
================================================== ====
Career Pathing
Mapping Careers for Organizational Success
The war for talent is intensifying on both quantitative and qualitative fronts. COMPANY's Career Pathing provides a winning strategy in the war for talent by attracting, retaining, and developing tomorrow's leaders today.
Engaging Performance
What drives commitment and retention among top performing employees? COMPANY's extensive research defines these as key drivers and predictors:
Supervisor/MANAGER helps to create an individual developmental plan
Supervisor/MANAGER spends time reviewing personal developmental plans
Supervisor/MANAGER provides useful feedback
Personal goals aligned with opportunities that exist in the company
COMPANY Career Pathing shows employees what their future can look like within the company and provides a roadmap of how to get there. Many discover non-traditional routes for career progression and a guide to help transition skills along the way.
Progressing Competencies
COMPANY maps the progression of competencies across key levels in the organization to identify the competency behaviors, training gaps and developmental needs. This competency map serves as a guide to evaluate current effectiveness and a predictive measure for success at the next level. By defining what good performance looks like at every level, the map enables employees to prepare and develop skills needed for the future... and as a result, organizational performance is accelerated.
Designing the Path
Career pathing includes:
Visual Flow chart/map customized for the organizational culture
Detailed qualification criteria
Selection process
Developmental tools
Other customized components identified in research
Realizing the Benefits of THE COMPANY Career Pathing
Building a strong pipeline of leadership talent
Engaging and retaining best talent
Focusing developmental resources
Accelerating organizational performance
Why COMPANY Expertise Makes a Difference
Specialization in TALENT GAUGING— assessment & development of people to drive organizational results
· Combination of psychological insights and real-world business experience
· Recognition that each organization is different, requiring unique but efficient solutions
· Extensive data base serves as a benchmark against which we validate ongoing client services
Career Mobility and Career Pathing Design & Development
The best approach to Career Pathing is to develop and maintain a strategic and future oriented view of the talent requirements for your organization. Once developed, it is critical to communicate this information to your workforce timely using multiple communication strategies in addition to integrating with your existing Human Resource systems. Seeing the entire system – what it takes to run your business - builds commitment and loyalty and gives individuals and managers the information they need to build and align their talents with the needs of your organization. “Career mobility and advancement options” are key retention factors of an organization. If your people can see multiple options to grow and build their careers they’ll stay with you and contribute fully.
TALENTMAPPING - STRATEGIC CAREER PATHING SERVICES
COMPANY approach to Career Pathing is called Talent Mapping. Working closely with your Human Resource partners, key stakeholders, functional area champions and subject matter experts, we will help you design an integrative career/ talent management system. Aligned with the mission and strategic intent of your organization, we’ll work with you to identify, clarify, and communicate your talent requirements. Key elements of our process include: Strategic Workforce Planning/Alignment
Build and align with your organization's mission and strategies
Identify the trends that will shift talent requirements in the future
Determine core professions/ job families required for organizational success
Identify key stakeholders and positions throughout the organization
Competency Development
Develop and/or customize robust competency models
- Develop profession-centered "functional" or "technical"
competency models
- Develop or clarify "business" competencies
- Develop or clarify "leadership" and "team" competency models
· Identify behavior strengths
· Develop functional accomplishments required for success
· Determine development experiences to build bench strength
· Link competencies to your existing resources for development
· Identify other key qualifications – software skills, certifications, etc.
· Identify educational requirements
Job/Position Profile Development - using web-based consensus building technology
Build consensus on elements of key positions
Build profession-centered position profiles
Communication - Career Pathing Information
Communicate this information to your workforce powerfully – in the context of your broader career development initiatives.
This information will align and motivate your workforce. It will enable managers to more easily develop succession plans and have meaningful performance and career development discussions. It will allow your people to see future options an enable them to build a career in your organization. This conceptual framework will enable you to integrate a variety of your existing Talent Management Systems.
Redeployment Strategy & Implementation
Proactive and aggressive redeployment/mobility initiatives make solid business sense. A case can be made both qualitatively and quantitatively in terms of initiative return on investment, (ROI). Through a QUALITIVE lens, the return may include:
Preservation/enhancement of external and internal corporate reputation
Promoted culture of employee responsibility/ownership of ones own Career Management
Promoted healthy/appropriate internal movement
Provided tools and resources to redeployed employees which enhance his/her ability to achieve an appropriate job-match(skill, competency, interest, style)
Through a QUANTITIVE lens, the return may include:
Dramatically reduces severance payments due to successful internal placement
Elimination of outplacement/transition fees as a result of successful redeployment
Reduced staffing (cost per hire) costs due to redeploying existing human resources
Diminished re-training dollars by redeploying internal talent fully versed in your culture and protocols
CAREER PATHING
Establishing formal career paths/models to support employee growth and advancement.
How do HR determine the core competencies and skills required for different positions?
How do HR develop a clear path for advancement in our organization?
How can HR help our employees develop and advance to the next level?
How can HR effectively communicate job requirements and career advancement opportunities to our employees?
Identifying the core competencies and skills required to succeed in your organization and supporting employee growth and development is critical to overall organizational success and retaining top performers.
Employees who understand the advancement path and opportunities in your organization and are actively involved in career planning and development are more likely to be loyal and committed. A career path can motivate and inspire your employees to be star performers.
In addition, having a clearly defined career path/model in place can help your organization:
Identify the core knowledge, skills, and abilities required to perform well in each position/at each level
Assess and place the right people in the right positions
Develop and grow employees, helping them to perform better in their current positions, make lateral moves, and/or prepare for the next level
Determine where to focus overall employee training and development efforts.
Work with organization to establish a formal career path/model that best meets your needs, from entry level to middle management to senior executive positions. As part of our offerings, we can help you to:
Identify the core knowledge, skills, and abilities required to succeed in different levels/positions in your organization
Develop and deliver assessments to determine the "fit" between individual employees and positions
Determine the training and development that is required for employees to develop and enhance their skills, advance in their careers, and make career moves/transitions within your organization.
CAREER COUNSELING
Delivering objective and caring counseling services to support employees and resolve career issues.
How can HR best provide support to our employees and help them deal effectively with career and workplace issues?
How can HR intervene and resolve performance problems requiring immediate attention?
How can HR ensure our employees are receiving the ongoing support and assistance they need to develop professionally and enhance our overall workforce performance?
At any time, your employees may experience career challenges which could seriously affect their success in your organization. If these difficulties go unresolved for a period of time, they are likely to impact your employees' ability to cope effectively on the job. For senior-level professionals, the impact can be even more devastating because their work usually has a direct impact on overall business strategy and direction.
Career counseling is a strategic resource that employees can use and managers can rely on when work performance, career transition, personal conduct in the workplace and/or culture fit becomes an issue. It provides a means for employers to encourage their employees to seek career assistance early to prevent small problems from getting out of hand and creating greater barriers to success. It's also a way to help key employees reach higher career aspirations so that they continue to add significant value to the company.
Employers today use career counselors not only as a cost saving measure, but, more importantly, to "do the right thing" for both the employees and the organization.
The HR can work with your organization to determine the objectives and format for delivering career counseling services that will best meet your needs. We can provide services on-site at your organization or offer a separate venue for delivery. Through our counseling services, we can help you to:
Increase employee productivity
Increase the effectiveness of supervisors
Reduce time spent managing low performers
Increase quality in employee performance
Improve employee morale
Demonstrate that your organization cares about employee well-being and retain valued employees.
PERFORMANCE PLANNING
Delivering objective and caring counseling services to support employees and resolve career issues.
How can HR help our employees develop the skills needed to advance and excel at the next level?
How can HR support our employees in creating strategic plans for their career development?
How can HR help our employees understand and overcome issues currently inhibiting their performance?
Performance planning is critical to help employees identify development needs, create plans to build needed knowledge and skills, and support successful performance in current and future roles.
HR can assist organization in developing performance plans for its employees, and help them prepare for and develop the skills needed to perform successfully in any role or level in your organization. We can work with your employees to develop and execute plans to address short term, immediate needs, as well as goals related to long-term career development.
professional development services can help your employees and executives work through roadblocks and deal with weaknesses, limitations, and fears effectively. Some of the areas/issues with which we can help include:
Improving poor performance
Setting clear expectations with managers/ directors
Integrating within the corporate culture
Collaborating effectively with team members and peers
* Enhancing internal business savvy.
CAREER ADVISOR COACHING
Helping organizations to develop and train internal resources to become qualified and effective career advisors.
What knowledge and skills are needed to serve as an effective Career Advisor?
How can our organization implement a formal, ongoing internal Career Advisor program?
How can we ensure that we have qualified resources in place to support the long-term growth and development of our people?
Internal Career Advisors play a critical role in the growth and development of employees. A Career Advisor is someone that employees can go to for:
Career advice and assistance with resolving issues
Honest and objective feedback on their performance
Assistance in defining career goals and developing performance plans
Support and advocacy for career growth and advancement.
It is imperative that organizations develop leaders to serve as Career Advisors to help ensure the ongoing growth, development, and advancement of employees throughout their careers/tenure at an organization.
Work with your organization to establish a formal Career Advisor program and develop and deliver internal Career Advisor Training to your leaders/ designees, to help ensure that your organization has effective and qualified Career Advisors in place to serve as ongoing sources of support, growth, and guidance for all levels of employees.
As part of Career Advisor Training, educate and prepare your Advisors to:
Understand and serve in the role of employee advisor, supporter, and advocate
Interview/meet with employees to gather relevant information on employment history, educational background, and career goals
Identify barriers to performance and career advancement
Identify development needs and assist employees in creating performance plans
Inform, advise, and provide options regarding:
Career planning
Internal position transfers
Training opportunities
*Alternate career paths and employment.
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HOPE THIS IS USEFUL TO YOU
REGARDS
LEO LINGHAM
From India, Mumbai
plz. give me answer to this question .discuss the relationship between job analysis to man power planning. discuss the study of job requirement by job analysis.
From India, Gurgaon
From India, Gurgaon
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