Career bands provided employees to be rewarded for current performance and career growth. To support the new compensation system, the performance management system was developed. The system used performance goals that were tied to business strategies and objectives. So this system can work properly there were managerial training. The managerial training was key so managers could use the system effectively so they can tell the employees the importance of performance and its links to compensation.
Internal factors in an organization include strength and weaknesses. The strength of employees is also a vital internal business factor. Internal factors can determine how the organization can meet its objectives. To assess the company’s internal environment with respect to employee’s goals, a survey was carried to determine the culture, attitudes, willingness to change and competencies of employee’s goals. Engaged employees who are motivated, talented and hard-working performances are what managers expect from employees.
The strategic role of training influences the type of training and how the training is organized in the company. A number of studies have found that support of peers and managers is critical in motivating employees to attend training. Success of training depends on positive attitude of the employees about participating in the training activities (Noe & Colquitt, 2002). It is vital to examine the availability of training resources, company may decide to purchase a training program from a consultant or vendor. Some organizations build the training program in-house and the time taken to develop a training program depends.
Talent Acquisition: Creating positions that will cater to the demand of increased collusion and interaction between the products (sales) and the solutions (consultants) teams. These positions may be filled using internal labor market. Talent Engagement: The existing workforce to be made aware of the issues regarding the change in product lines – from individual products/ solutions to bundled services (combined products & solutions).To engage them use workshops, training modules where representatives from each cadre would function in unison, tweak incentive structure to promote
RECRUITMENT PROCESS Workforce Planning A continual process used to align the needs and priorities of the organization with those of its workforce to ensure it can meet its legislative, regulatory, service and production requirements and organizational objectives. Job Analysis An in depth study of the job to select the best fitting candidate. This includes making Job Description and Job Specification. Manpower Requisition Manpower requisition forms are filled and forwarded by respective Hiring Managers to the HR department as per the genuine requirements of the department. Job Rotation As an internal measure to fill job vacancies, along with giving a varied experience to employees, job rotation gives a lot of positive impulse to the company
What is HR? Human resource management is defined as the management of human resources. It is a function in every company designed to maximize employee performance in service of an employer 's strategic objectives. Human resources is primarily concerned with the management of people within all organizations, focusing on policies and on systems, said Johnason, P. (2009), HRM in changing organizational contexts. The Human resource management department members provide the knowledge, necessary tools, training, administrative services, coaching, legal and management advice, and talent management oversight that the rest of the organization needs for successful operation.
Recruitment can be a push process wherein candidates are called and proactively asked to change jobs by informing about a job opening with better benefits. Manpower planning helps in finding out the number of employees or manpower an organization needs. The manager of an organization knows the kind of job openings available, the description of the job i.e. the tasks, duties and responsibilities and hence he can decide the job specifications i.e. employee or manpower skills, qualification, experience
Performance management is about ‘aligning individual objectives to organization’s objectives’ (Armstrong, 2006). For PMS to succeed expectations have to be defined including: description of the job or what the employee is expected to do, skills and competencies that the employee is expected to have and the behavior or how the employee is expected to be (Armstrong, 2006). Indeed, it can be said that PMS are fundamental for the companies and having a PMS in place will be beneficial for the organization in several different ways: keeping the employees focused in tasks, aligning individual objectives with the company objectives and goals, full understanding of what is expected and how to achieve it, giving employees feedback, identifying needs in the organization, improving performance with training or coaching. It is crucial that managers and seniors support the implementation of PMS and have comprehensive understanding. It is fundamental that trained and skilled people conduct
Competency mapping is the process of identification, evaluation of employee competencies and organizational requirements and establishing perfect parity between them. Objectives of competency mapping: To align competencies with business strategies To find a match between a job and job incumbent. To plan for career and succession. To train and develop employees. To achieve individual and organizational growth.
Schuler and Jackson (1987) defined HRM practices as a system that attracts, develops, motivates, and retains employees to ensure the effective implementation and the survival of the organization and its members. Besides, HRM practices is also conceptualized as a set of internally consistent policies and practices designed and implemented to ensure that a firm’s human capital contribute to the achievement of its business objectives (Delery & Doty, 1996). Likewise, Minbaeva (2005) viewed HRM practices a set of practices used by organization to manage human resources through facilitating the development of competencies that are firm specific, produce complex social relation and generate organization knowledge to sustain competitive advantage. Against this backdrop, we concluded that HRM practices relate to specific practices, formal policies, and philosophies that are designed to attract, develop, motivate, and retain employees who ensure the effective functioning and survival of the