Jia Human Resources Management Trainer Guide

AIM Organisational Development Programme
Workshop 3: Human Resource Management

2004
Trainers Guide
AIDS/HIV Integrated Model (AIM) District Programme First Floor, Nakawa House Plot 3-7 Old Port Bell Road PO Box 12009 Kampala, Uganda Tel: (041) 222-011 Tel: (+256) 031 260657/8, (041) 222011/19/20/21 Fax: (+256) 041 222035 info@aimuganda.org; www.jsi.com/aim
Acknowledgements
The AIM Programme wishes to acknowledge the following people and organisations for their support in developing this training. Milton Bakeebwa and Apollo Musinguzi of Development Initiative Consult Ltd. developed the materials for this manual. Some sessions were adapted from a workshop on Performance Management Systems developed for World Educations Ntinga Microenterprise Support Project in South Africa. This publication was funded by the U.S. Agency for International Development (USAID) and the Centers for Disease Control and Prevention (CDC) through the AIDS/HIV Integrated Model District Programme (AIM), contract no. 617-A-00-01-00004. The views expressed are those of the authors and do not necessarily represent the views of USAID and CDC. AIM is a project of JSI Research & Training Institute, Inc., with partners World Education and World Learning.
Human Resource Management
Human Resource Management Trainers Guide Table of Contents

1 2 3 4 5 6 7 8 9 10 11 Introduction ......................................................................................................................................... 5 Overview of Human Resource Management................................................................................. 8 Human Resource Policy ................................................................................................................... 12 Strategic Context of HR Planning .................................................................................................. 19 Job Descriptions................................................................................................................................ 26 Recruitment........................................................................................................................................ 29 Induction ............................................................................................................................................ 30 Human Resource Development: Training ................................................................................... 31 Performance Management ............................................................................................................... 35 Compensation ................................................................................................................................ 48 Action Plans ................................................................................................................................... 52
Evaluation and Close................................................................................................................................ 54
Schedule of Activities
TIME DAY ONE 8.30 9.30 9:30 11:00 11:00 11:30 11:30 1:00 1:00 2:00 2:00 2:30 2:30 3:30 3:30 4:00 4:00 5:00 5:00 5:15 LENGTH 1 hr 1 hr 30 min 30 min 1 hr 30 min 1 hr 30 min 1 hr 30 min 1 hr 15 min TOPIC 1. Welcome and Introduction 2. Overview of Human Resource Management Tea Break 3. Human Resource Policy Lunch HR Policy Contd 4. Strategic Context of HR Planning Tea Break Strategic Context contd Evaluate the Day
TIME DAY TWO 8.30 8:45 8:45 10:15 10:15 11:15 11:15 11:45 11:45 12:45 12:45 1:45 1:45 3:45 3:45 4:15 4:15 5:15 5:15 5:30
LENGTH 15 min 1 hr 30 min 1 hr 30 min 1 hr 1 hr 2 hrs 30 min 1 hr 15 min
TOPIC Recap Previous Day 5. Job Descriptions 6. Recruitment Tea Break 7. Induction Lunch 8. Training Tea Break 9. Performance Management Evaluate the Day
TIME DAY THREE 8.30 8:45 8:45 9:45 9:45 10:15 10:15 11:15 11:15 11:45 11:45 12:15
LENGTH 15 min 1 hr 30 min 1 hr 30 min 30 min
TOPIC Recap Previous Day Performance Management contd Tea Break 10. Compensation 11. Action Plans Evaluation and Close
Trainers Guide
1 Introduction
Time: Resources: Methods: Objectives: 1 hour Flip Chart, Markers, Nametags, Zop Cards, Pre-Training Self-Assessment Paired Introductions, Plenary Presentation and Discussion By the end of the session, participants will be able to: Interact freely with one another List the objectives of the workshop
Activity details: Welcome the participants to the workshop. Introduce any visitors or observers and explain why they are attending. Remind participants that this workshop is the third in a series of six. The workshops were developed in response to a comprehensive Joint Institutional Assessment process of these 10 participating NGOs. The six crosscutting issues that were selected for workshops are: Strategic Management Monitoring & Evaluation Human Resource Management Financial Management Resource Acquisition District Operations
Introductions: Begin by telling participants that an important element of learning in this training course will be learning from each other. Participant contributions are actively encouraged. Participants are encouraged to share ideas and information from their own experiences, ask questions, and discuss issues that arise in further detail. Informal discussions may continue during meal times, in your small groups, possibly late into the evening! Before further exploring our workshop topics, then, encourage participants to get to know each other a little better. Introduction Activity: Ask participants to identify and pair up with any other participant who they do not know. Ask participants to discuss with each other about their designations, their names, likes and dislikes. In addition, each participant should ask the other any creative question about their social backgrounds. Participants are then asked to write each other details on a flash card and introduce each other.
Trainers Guide
AIM Organisational Development Programme Expectations:
Ask participants to write at least two expectations on a flash card. Ask one participant to read out all participants expectations as the facilitator writes them on a flip chart. The facilitator then reads through each expectation and briefly comments on whether it will be met or not. Objectives: Introduce the goals and objectives of the workshop. By the end of the workshop participants are expected to: Identify the role and importance of managing human resources in their organisations. Discuss the process of writing HR policies Identify and explain the Human Resource Planning Process. Describe the training and Development cycle. Post the goals on a flip chart on the wall for the duration of the training. As you go through the objectives, compare them to the expectations of participants and point out which ones will be met, and which may not. Logistics: Introduce the idea of the Classroom Volunteers and the Steering Committee as explained below: To help the facilitator with logistics and classroom management, participants will take turns serving as volunteers for the day. The team of volunteers will lead the recap at the beginning of the day, lead ice breakers after lunch, review the past days activities and evaluation in the morning, and help keep time during breaks. Request participants to sign up as classroom volunteers on the sign-up sheet posted at the back of the room. In addition, the volunteer team attends a Steering Committee meeting at the end of the day, to give feedback to the facilitator and workshop organizers. They ask for feedback on the workshops methods and content, as well as logistical issues such as meals and lodging, from their fellow participants and share it with the workshop organizers. In this way, the volunteers not only provide logistical assistance to the facilitator, but also give participants a voice in the management of the workshop. (Note: For the last day of the training, it may be preferable not to hold a Steering Committee meeting, or hold it during lunch, so that participants can travel home.) Remind participants that there will again be a series of Consultancy Clinics held after the workshop. A sign-up sheet is next to the door. Make announcements about logistical issues such as meals and out of pocket expenses. Go over the days schedule. Distribute the Pre-Training Self-Assessments. Tell participants that this assessment gives them a chance to reflect on their own learning. They will fill it in at the beginning of the workshop, and again at the end to see where they have learned new skills. The Pre-Training Self-Assessment also gives the trainer a measure of how much experience participants have with the workshop topics, so that he or she can focus the workshop accordingly.
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Finally, the Post-Training Assessment gives the trainer and course organisers a sense of how successfully the learning objectives have been met in the group. Emphasise that this assessment is not a test of the individuals ability. No one except for the trainer and the AIM representative will see the self-assessments; AIM will not share them with the participants organisation. Note: Participants may be requested to fill out the Assessment as they are entering the training room in the morning, to save time.
Trainers Guide
2 Overview of Human Resource Management

Time: Resources: Methods: Objectives: 1 hour 30 minutes Flip Chart/Board, Markers/Chalk, Masking Tape, Handout Brain Storming, Group Discussion, Question and Answer, Lecture/Presentation By the end of the session the participants should be able to: Identify the role and importance of managing human resources in the organisation Align human resource strategy with organisational strategy Explain the relationship between line management and the human resource function
Procedure: You can get capital and erect buildings, but it takes people to build a business Ask participants to give their understanding of this quotation.
What is Human Resource Management?
Human Resource Management is a strategic and coherent approach to the management of an organisations most valued asset the people working there who individually and collectively contribute to the achievement of its goals.
What are the concerns of HRM (that is people and performance)?
1. Concern for people It is a fact that competitive advantage is achieved through people People make the difference Concern for people means attracting, retaining, developing and motivating the right employees and helping them to develop an appropriate culture and climate. Concern for people implies an ethical approach to their management that is, respect for the individual, mutual respect, procedural fairness and transparency
Trainers Guide
AIM Organisational Development Programme 2. Concern for performance
HRM is concerned about the contribution individuals and teams make to improving organisational performance This means ensuring that the right skills are available and developed.
3. Characteristics of HRM Strategic integration of business and HR strategies Coherence- the need to adopt a coherent approach to the provision of mutually supporting and integrated HR policies and practices Commitment the need to gain the commitment of the people to the organisations missions and values Treating people as assets or human capital to be invested in through training and development Corporate culture- the need for a strong corporate culture expressed in mission and value statements and reinforced by communication, training and performance management.
Group Work Ask participants to work in small groups. They should discuss and outline on the flip charts the role and importance of human resource management in an NGO. They will have 15 minutes to work. When the groups are finished, ask them to briefly present their answers. Connect responses to the following lecture. Key HRM activities The key activities of HRM carried out by both line managers and HR practitioners are: Organisation Organisation structuring - developing an organisation which caters for all the activities required, groups them together in a way which encourages integration and co-operation Job design and role specification - deciding on the contents of the jobs- their duties and responsibilities and the relationships that exist between job holders and other people in the organisation Organisational development- stimulating, planning and implementing programmes designed to improve the effectiveness with which the organisation functions and adapts to change.
The employment relationship Improving the quality of the employment relationship Creating a climate of trust and self propulsion Developing a more positive psychological contract Achieving a highly committed organisation
Trainers Guide
AIM Organisational Development Programme Resourcing
Human resource planning- assessing future people requirements in terms of both numbers and all levels of skill and competence. Formulating and implementing plans to meet those requirements through recruitment, training, development etc Recruitment and selection- obtaining the number and type of people the organisation needs
Performance management Getting better results from the organisation, teams and individuals by measuring and managing performance within agreed frameworks of objectives and competence requirements; assessing and improving performance Human resource development Organisational and individual learning Skill improvement through systematic approach to training Heard of institutional memory? What is its use in organisational development? Relate this to the culture of information management, digital growth and information technology solutions. Does the organisation have a management information system? How do you create one?
Reward management Job evaluation- assessing the relative size of jobs as a basis of determining internal relativities Pay developing and administering pay structures and systems Non-financial rewards- providing employees with non-financial rewards e.g. recognition, increased responsibility and opportunity to achieve and grow. Employee benefits- providing benefits in addition to pay which cater for personnel security and personal needs
Employee relations Employee relations- managing and maintaining formal and informal relationships with trade unions and their members Employee involvement and participation sharing information with employee and consulting them on matters of mutual interest Communication- creating and transmitting information of interest to employees.
Health, safety and employee services Health and safety developing and administering health and safety programme Employee services- providing welfare services and helping with personal problems.
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AIM Organisational Development Programme Challenges to HRM
Environmental and contextual changes present a number of competitive challenges to organisations, which means that HR has to be involved in helping to build new capabilities. The challenges include: Globalisation- requires organisations to move peoples ideas, products and information around the world to meet local needs. New and important ingredients must be added to the mix when making strategy. Technology challenge is to make technology a viable, productive part of the work setting Business growth Intellectual capital Change and ability to cope with change.
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3 Human Resource Policy

Time: Methods: Resources: Objectives: 1 hour 30 minutes Group Discussion, Experience Sharing, Question and Answer, Presentation Handout, Flip Charts, Group work At the end of the session, participants will be able to: Define the terms policy and human resources policy Explain the components of human resources policy Identify the importance of human resources policy in the organisation
Procedures: Ask participants:
What is a Personnel Policy? What are its components? Why is it important to adopt a policy?
Every organisation should adopt consistent policies that will guide the management of personnel issues. Having a consistent policy applied fairly and transparently to all employees helps in resolving disputes. The personnel policy should be detailed in an employee handbook available to all staff. Components: Each organisation will have different policies depending on its particular situation. Below are listed some common topics that can be addressed in a Personnel Policy. Go through the major categories in this list and answer participants questions. This list is intended as a resource for participants when they are developing policies; it is not necessary to discuss every section. Group Work: Ask participants to work with a colleague from their NGO and go through the list and mark those areas for which their organisation does NOT have a policy. Give them 30 minutes to begin drafting policies on these topics. Circulate among the pairs and help them decide what to consider when writing these policies. Emphasise that the policy must be fully developed and finalised in consultation with the senior management and perhaps other staff of the organisation.
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Common Components of a Personnel Policy Handbook

A. Organisational Description Introduce the organisation and its legal status, including: Mission and Vision Statements Statement of the organisations legal status as an NGO
B. Definitions Next, the policy should explain the meaning of the terms that will be used, especially in regard to employment status. These might include the definition of: employee regular versus temporary employees full-time versus part-time employees any other terms that might be unclear
C. Recruitment and Employee Selection This section should outline the procedures for recruiting employees. Having a system in place helps ensure a fair process that is the same for all applicants. 1. Recruitment Job Descriptions up-to-date descriptions for each post. Posting of the Job Announcement policies for when and how long a job opening should be posted internally and externally. For example, some organisations post jobs internally for one week before making the job announcement publicly. Application Documents List what documents will be required from all applicants (such as a C.V. and references). 2. Employee Selection Process Screening of Applications Specify general criteria for screening. Interviews Who will typically conduct interviews? It is suggested that all staff who will work closely with the new hire be involved in interviewing, not only the supervisory staff. References - Process for reference checks, number of references to be required. Rejected Applicants Process for notifying rejected applicants. Employment of Relatives - To avoid conflicts of interest, some organisations forbid the hiring of a person for a position in which he/she would be directly supervised by a relative. It is also suggested that employees notify the NGOs management if they have a family relationship to a person under consideration for employment. This should be governed by Ugandan law.
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AIM Organisational Development Programme D. Hiring and Replacement
In this section, explain the process for hiring new employees once they have been selected. Decision to Hire/Promote State the general criteria for deciding when to hire for a new position, or to replace an outgoing employee in an existing position. Letter of Hire / Employment Contract State what provisions should be included in the letter of hire. It is helpful to develop a template for the Letter of Hire that includes all the necessary clauses so that nothing is left out by mistake. Documentation List documents that will be maintained in the employees file, such as letter of engagement, CV, contact information for next of kin, and a copy of the persons passport or national ID card. Initial Probation Length and terms of probationary period for new employees. In many organisations, newly hired employees are on probation for the first 3 to 6 months. At the end of this period, the employee should undergo a review with his/her supervisor to assess performance, and if satisfactory, will be notified that the probation period has ended. Unsatisfactory performance during the probationary period may result in termination of employment.
E. Work Schedule and Hours This section should outline working hours and procedures related to accounting for time, such as filling out time sheets. Regular Work Schedule specify the hours of the day and days of the week for regular workdays. Timesheets Procedures for filling them out. Holidays List the official holidays observed by the organisation. Attendance policies consequences for late arrival and absence
F. Salary and Compensation In this section, state the policies for establishing and paying salaries. Salary Scale Some organisations develop base pay ranges for each position. Form of Payment - Frequency and time of the month payments are made. Bonus Specify policy for payment of yearly bonuses, if any. Annual Increase Specify when and on what criteria increases will be granted.
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AIM Organisational Development Programme G. Performance Appraisal and Grievances
Timing of Performance Appraisals Explain when and how frequently appraisals will take place, and how they will be documented. Promotions State the criteria for promotion. Grievances State the process and designated personnel to whom complaints should be directed.
H. Warning System and Termination of Employment It is particularly important to have a clearly stated policy for the difficult process of employment termination. If an employee is unhappy with the decision, it is helpful to have a fair process in place by which decisions about termination are made. 1. Warning System Describe the procedure for giving progressive official warnings to an employee. Outline what types of behaviour by an employee can lead to a warning (such as negligence, failure to fulfil ones job description, or poor co-operation with colleagues). 2. Termination of Employment For each type of termination below, outline the minimum advance notice the employee will receive from the NGO, and what salary and benefits the employee will be entitled to receive, such as payment for vacation accrued and severance. This should be based on Ugandan law. Voluntary Termination State the minimum advance notice required from the employee before the effective date of resignation. Probationary Dismissal Conditions for dismissing an employee during the initial probation period. Reduction in Force Some organisations put a statement in the employees letter of hire explaining that in situations where the employees position is no longer needed or funds are no longer available, the NGO has the right to let the employee go. Summary Dismissal Define the conditions under which an employee can be dismissed without warning and without severance. This action should be reserved for serious infractions such as drug use and theft. Absence or Abandonment of Service disciplinary action for unauthorised absence or failure to return to post for a given period of time.
3. Severance State the amount of severance payment available to employees based on their length of service; the maximum amount available, if applicable; and conditions under which severance is and is not available. 4. Outstanding Advances Policy for clearing any outstanding advances in pay that the employee may have received.
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AIM Organisational Development Programme I. Employee Benefits
Every NGO will not necessarily offer all of the following benefits. For those benefits that you do offer, the Personnel Policy should provide a clear explanation of who is entitled to what benefits, and under what conditions. For each benefit, state what is available to full versus part-time employees? For part-time employees, specify the percent time an employee must work in order to receive each benefit. 1. Medical Benefits Health Insurance If employees receive health insurance, provide information on: the proportion of premiums to be paid by employees themselves contact information for the insurance carrier forms and procedures for making claims deductibles and maximum benefits types of medical costs covered coverage of dependants/family (specifying which family members are eligible) a copy of the insurance plan Reimbursement of Medical Costs - If employees receive reimbursement of medical costs rather than insurance coverage, provide information on: Maximum benefits Coverage of dependants/family (specifying which family members are eligible) Types of medical costs covered Documentation required Reimbursement process Costs for which employees are responsible
2. Paid Leave State who is eligible for each type of leave that your organisation offers, including policies for temporary and part-time employees. Vacation Number of days; how vacation is accrued; rules for carrying days over from one year to the next; procedures for requesting leave. Sick Leave Number of days and how accrued; rules for carrying days over; documentation required, if any; procedure for notifying the organisation of sickness. Maternity Leave Length of leave; conditions for holding the position open during leave; payment during leave, if any; notification of the organisation; consequences if employee does not return. Paternity Leave Length of leave and any other conditions. Bereavement Leave length of leaves and conditions for taking it.
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3. Additional Benefits Describe any other benefits provided, such as: Savings/Pension Plan Staff Development Childrens education allowance Leave Travel assistance Uniforms J. Travel Travel Advances Including the procedures for taking out and reconciling a travel advance, and the circumstances under which an advance is allowed. Per Diem/ Out of pocket and Accommodation List the rates to be paid for different circumstances.
K. Office Resources This section should provide the rules for the use (both personal and official) of the following resources: Office Premises Rules for after-hours use and visitors. Telephones Explain rules for making personal phone calls (local, long-distance or overseas) and reimbursing the project. If there are procedures for making and logging business calls, they should also be included. Desktop Computers Portable Equipment (e.g. laptops and mobile phones) - Regulations for checking out and checking in this equipment. Responsibility for damage or loss. Photocopies Some offices do not allow photocopying for personal purposes, while others do if the employee reimburses the project. Make these rules clear. Consumable office supplies State the rules for use of office supplies such as paper and envelopes for personal purposes. Vehicles Regulations for official use and documentation.
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AIM Organisational Development Programme L. General Expectations for Workplace Behaviour
In this section, spell out the guidelines for appropriate behaviour in the workplace. - Employees should not make financial gain as a 1. Policy Against Personal Financial Gain result of being an employee of the NGO. This includes: granting favours to vendors or contractors for goods and services to the NGO; receiving commissions from vendors or contractors; accepting gifts, favours or money from anyone who may benefit by their relationship to an employee; giving preference in hiring or procurement of goods to a relative; keeping for personal gain any discount given by a vendor or service provider to the NGO; Operating a personal business from the office premises. 3. Sexual Harassment Some organisations develop policies and guidelines to prevent sexual harassment. 4. Discrimination Some organisations develop policies to prohibit discrimination on the basis of religion, ethnicity, sex, etc. in hiring and other activities. 5. Dress Outline the office dress code, if any.
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4 Strategic Context of HR Planning

Time: Resources: Methods: Objectives: 2 hours Flip Charts, Markers Discussion, Question and Answer, Demonstration At the end of the session, participants will be able to: Explain precisely the contents of the human resources policy Demonstrate the key elements of the human resources policy
Acknowledge to participants that many NGOs simply lack the resources to fill the gaps in staffing that they have identified through human resource planning. The following exercise is intended to help them think about creative solutions for this common problem. Ask participants to work in groups for 20 minutes. Give them the following scenario to read: A young and growing NGO is struggling to implement its programs with a small staff. The organisation has a portfolio of several programs, but only five staff to manage them all. The executive director sometimes does the monthly bookkeeping, and the one of the Project Coordinators doubles as a Monitoring & Evaluation Officer. With everyone playing so many roles, sometimes an important task is forgotten or left incomplete. The NGO would like to hire more staff to ease the burden, but it will be at least six months before any new funds are obtained. Ask the groups to answer the following questions:
Is this situation common in Uganda? What can this NGO do to improve its human resource situation given its limited funds?
Relate responses to the following lecture & discussion on Human Resource Planning. Ask participants:
What is human resource planning? Why is it necessary to conduct HR planning? How can it be related to strategic management or overall organisational objectives?
Human Resource Planning (HRP) previously refereed to as manpower planning, is the process of getting the right number of qualified people into the right job at the right time. Human resource planning is the system of matching the supply of people- internally (existing employees) and externally (those to be hired or searched for) - with job openings the organisations expects to have over a given time frame.
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HRP contributes significantly to the strategic management process, in that it provides the means to accomplish the desired outcomes, namely achieving objectives. The means here denotes the role HRP plays in ensuring that the organisation has the right number of quality people available to achieve objectives through strategy implementation. It is therefore a macro approach to planning for human resources. Strategically - linked HRP is based on a close working relationship between HR practitioners and line managers. Human resource practitioners serve as consultants to line managers concerning the people management implications of business objectives and strategies. Line managers, in turn, have the responsibility to respond to the business implication of HR objectives and strategies. The human resource planning process Human resource planning consists of six basic steps: Identify organisational objectives and strategies (these are obtained from the business plan which resulted from the strategic planning processes followed) Determine the impact of the organisations objectives on specific organisational units. For this purpose the cascade approach can be used, whereby the organisations long term strategies are translated into the shorter term performance objectives and time schedules per division and department Define the skills, expertise and total number of employees (demand for human resources) required to achieve the organisation and department objectives: different statistical methods, managerial estimates etc. are available to do forecasting Do an analysis of the organisations current human resources: doing a skills inventory will shed light on the number of current employees in terms of their different competencies, skills, training levels, qualifications, work experience etc Determine the additional (net) human resource requirements in light of the organisations current human resources Develop action plans to meet the anticipated human resource needs: these may include a comprehensive succession plan for each department, resultant recruitment strategies, the design and implementation of managerial development and other training programs, making available bursary schemes for current participants who may eventually fill scarce positions, designing compensation packages to attract and retain quality staff, etc.
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Human Resource Strategy Worksheet

Human Resources Issue Analysis: Evidence Options
What is the HR problem, gap, or Opportunity identified a result of changes in the following? Business environment Business strategy Organisational circumstances
What are the dimensions of the issue? Evidence of the issue Scope Coverage/applicability Potential business impact Alternative solutions and their pros and cons
Management Actions/resources
Measures/Targets
What course of action will be implemented? Strategy of 1-2 years Specific action programs Responsibility assigned Timing for completion Financial and staff resources required
How will the results be measured? Outcomes Measures/evidence Target levels
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AIM Organisational Development Programme Organisational and human resource planning
The following depicts the relationship between organisational planning and human resource planning. This is an extremely important consideration for organisations, since the HRP process determines, to a very large extent, the way organisational strategies are translated into HR strategies, how the other HR functions (e.g. recruitment, selection, performance management and development) are structured and performed. Factors
Economic Competition Government action Historical data Others Nature of firm
Organizational objectives
Divisional Department objectives
Skills and abilities required
Skills Inventory
Net human resource requirements
Types, numbers, Human resources
Negative: Layoff, termination, resignations, retirement Managerial succession planning Why pay special attention to managerial succession planning? The fact is that the management cadres, especially top and middle level managers, play an extremely important part in taking the organisation into the future and ensuring not only survival but also continued growth and financial success. The organisations management determines the culture of the organisation, and through its generic management functions, planning, organising, leading and control they are crucial to the company. Furthermore, good managers are difficult to replace should they leave the organisation, their recruitment is very expensive and continuity is lost when unexpected changes have to be made. Proper replacement schedules need to be put in place.
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The managerial succession planning consists of the following activities: Identify projected vacancies e.g. through affirmative action, promotion, organisational expansion or restructuring, retirement, natural attrition, etc) Choose replacement candidates for each position Draw up replacement charts that indicates replacement possibilities in terms of time required to get ready additional technical training and managerial development programs required Design and implement development plans for selected employees Conduct a bi-annual succession planning review and make adjustments where these may be required.
Human resource planning (job analysis) Most facets of human resource management have their roots in the jobs that people perform. As such HRM always involves two fundamental aspects namely: The job that needs to be performed individually or collectively, and The characteristics of the people occupying those jobs. The importance of understanding jobs and their requirements There are four very good reasons why in-depth attention must be given to the dynamics of the individual jobs: The goals and strategies of the organisation can only be attained through the joint, interdependent effort of individual contributors. It is for this reason that the strategic intentions of the organisation as it is typically found in vision and mission statements must be reflected in and built into individual jobs. Failure to do so is bound to relegate many strategic planning activities to paper exercises. Jobs and their requirements represent the point of departure for all the human resource management functions such as recruitment, selection, compensation and so forth. Accurate job information provides the most objective yardstick for enabling fair and nondiscriminatory HRM. When HR decisions are based on accurate information about the requirements of jobs, the risk of unfair practices can to a large extent be avoid. In many cases for example, courts have insisted on job analysis in order to establish a base for decisions when settling cases involving allegations of unfair HR practices The jobs people perform and the ways in which they think about them are prime determinants of the extent to which work is experienced as a meaningful activity
In summary, jobs do have their origins in the goals of the organisation, but more specifically, in the modern organisational context they must also be considered to have their origins in the needs of customers.
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AIM Organisational Development Programme Group Work:
Ask participants to pair up with a colleague from their NGO and fill out the human resource planning form. (20 minutes) Ask the groups to share some of what they have planned.
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Exercise: Human Resource Planning

List the main strategic objectives of your organisation. Then for each objective, estimate the number of employees needed to carry out the objective, and the skills these people will need to have. Next, go back through the list and make a note of how many employees are currently available for each objective. How many additional personnel are needed for each? Objective # of Employees Needed Skills Needed # of Additional Employees Needed
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5 Job Descriptions
Time: Resources: Methods: Objectives: 1 hour 30 minutes Flip Chart/Board, Markers/Chalk, Masking Tape, Template (job description template) Brain Storming, Demonstration, Question and Answer, Presentation By the end of the session the participants should be able to: Define job description Identify the procedures on how to prepare job descriptions Demonstrate skills and techniques used in job descriptions
Procedures Introduce the session by asking these questions
What is a job description? What does a job description cover? How is it written? Do you have them in your NGOs?
DEVELOPING JOB DESCRIPTIONS [The following session was adapted from World Education/South Africa training on Performance Management Systems, developed for the Ntinga MSP Project.] A job description should include the following: The scope of the job The business results influenced The reason the job exists; the value the job adds to the organisation The identification of key clients and donor markets. Responsibilities and objectives
If you are a manager or supervisor, a job description can help you by: ensuring that an employees understanding of his or her role corresponds to yours; making your subordinate aware of the impact of his/her role and how it influences the productivity and success of the organisations work; identifying the key clients and donors your employee responds to; identifying whom your employee relies on to meet his/her objectives; Identifying the value that the employees role adds to the organisation.
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Responsibilities Responsibilities explain the job description in measurable terms. They clarify what is expected from an individual in a specific position. They respond to the question, What is critically important for one to achieve? Each job responsibility should be clarified further with specific requirements and objectives. The identification of responsibilities is the key starting point for the effective management of human performance. Objectives serve to clarify the responsibilities, and serve as the yardstick against which employees can evaluate their own performance, as well as for managers to evaluate them. Group Work Ask participants to individually fill out the Job Description worksheet, then use it as a basis to write a description for their own jobs. (20 min) Then ask each person to work with one or two others to share the job descriptions they have written and to critique each others work. (30 min) Reconvene the class. Ask what was challenging about writing the job descriptions. Together, create a summary list of the characteristics of a good job description.
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Exercise: Creating a Job Description

Name: Job Title: Why does your job exist?
What value does your job add to the organisation? What would happen if your job did not exist?
Who are your most important relationships with on the job?
How does your job impact on the achievement of the organisations objectives and success?
List the responsibilities and objectives of your job.
Now write a complete Job Description for your position.
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6 Recruitment
Time: Resources: Methods: Objectives: 1 hour Flip Chart/Board, Markers/Chalk, Masking Tape Brain Storming, Demonstration, Question and Answer, Presentation By the end of the session the participants should be able to: Define recruitment and selection functions Identify the procedures involved in recruitment and selection process Demonstrate skills and techniques used in recruitment and selection
Procedures Introduce the session by asking participants:
What is recruitment and selection? What does recruitment and selection involve? How do you write a job advert? How do you recruit staff in your NGOs? What problems do you encounter in the recruitment and selection process?
Activity Divide participants into three groups and ask members of each group to discuss and write a job advert to be inserted in a daily newspaper. Participant representatives then present as the rest critique these presentations. As a group, generate a list of characteristics of a good recruitment process.
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7 Induction
Time: Resources: Methods: Objectives: 1 hour Flip Chart/Board, Markers/Chalk, Masking Tape Brain Storming, Demonstration, Question and Answer, Presentation By the end of the session the participants should be able to: Define Orientation and Placement functions Identify the procedures involved in orientation and placement process Demonstrate skills and techniques used in orientation and job placement
Procedures Introduce the session by asking:
What is job induction and job placement? What does job induction and placement involve? How do you practice this? How do you implement job induction and job placement in your NGOs?
Activity The facilitator asks the participants to form four groups. Each group is asked to discuss and develop the procedures for inducting new staff. (20 minutes) Ask the groups to report back. As group representatives present, other participants critique. Create a list in summary of the procedures involved in job induction.
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8 Human Resource Development: Training

Time: Objectives: 2 hours At the end of the session, participants should be able to: Describe the training and development cycle
Procedures Ask participants these questions:
What is training needs assessment and how is it done? Do you undertake TNA in your NGOs? How?
Activity: Participants are asked to pair up and carry out a Self-Training Needs Assessment by asking each other: What do you do? What does this involve? What challenges/constraints do you encounter? How are the above challenges met? Participants will present according to their paired groups. Human resources development Human resource development encompasses all the activities related to the development of human resources at the individual as well as the collective level. The term human resource development can be defined as the integrated use of training and development, organisation development and career development to improve individual, group and organisational effectiveness.
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AIM Organisational Development Programme HRD: An integrated approach

Organisational Development
Human Resource Development
Training and Development
Career Development
Definitions related to Training and Development A number of terms exist which to some extent relate to personal growth and performance improvement. In order to be clear about what the meaning of training and development is, it is necessary to distinguish between education, development and training. The term education refers to a planned learning intervention intended to help individuals qualify for advancement. Its emphasis is on individual career preparation. The educational credentials obtained through such learning such as degrees, diplomas or certificates- therefore enable individuals to be considered for advanced levels of responsibility in their careers. The term development is used when the focus is on stimulating new ideas and insights through planned learning that is not necessarily job related. It gives individual opportunities to grow and it provides organisations with employees who are capable of working smarter rather than harder because of increased experience and knowledge from which they can creatively draw. Examples of developmental activities in an organisational context include: Participating in projects not directly related to ones job. Job rotation. Participating in developmental assessment centres. Attending conferences, locally and abroad, etc.
As in the case with education, developmental leading activities are future oriented and not specially related to ones current job, but they differ in that they do not result in educational credentials. Training on the other hand refers to a short term, planned learning intervention that is intended to establish or improve a match between current job requirements and the knowledge, skills and
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attitude of the individual. Its major focus therefore is on ensuring the acquisition of the required knowledge and skills for presently known tasks. Training enables people to meet the minimum requirements of the jobs and to improve what they do. When people have undergone training they should be able to apply it immediately to their jobs. All the above definitions have something in common- namely the concept of learning. It is important to realise that all developmental and change efforts involve learning processes. Given the fundamental role that learning plays, the next section is devoted to obtaining an understanding of this very important topic.
The importance/need for training Its important that the employees be inducted into training programmes to improve their job knowledge, skill and future performance. The need for proper training is increased by the following considerations: Increased productivity Improvement in employee morale Availability for future personnel needs of the organisation Improvement in health and safety Reduces on employee supervision Personal growth Organisational stability The training and development cycle Training and development in organisations consist of a cycle of events as depicted in the figure below and once evaluation has taken place we are in a position to determine whether the needs have been fully addressed or whether further intervention is necessary in which case the cycle repeats itself. Needs analysis The purpose of a needs analysis is to gather information about the knowledge and skills that are needed to improve the performance of individuals and ultimately of the organisation as a whole. There are essentially two sources of learning needs, namely: Organisational strategies and goals and individual development plans.
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The training and development cycle Analysis of Learning Needs
Evaluate learning
Select solutions for learning needs
Implement learning
In an organisation analysis information is gathered about issues such as: New technologies that will be implemented Strategies to upgrade service and quality levels New markets that will be served by the organisation Changes in the environment of the organisation
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9 Performance Management
Time: Resources: Methods: Objectives: 2 hours Flip Chart/Board, Markers/Chalk, Masking Tape, Handout Brain Storming, Demonstration, Question and Answer, Group Discussion By the end of the session the participants should be able to: Explain how to carry out performance appraisal Describe the common techniques of performance appraisal Identify the challenges of performance appraisal system into the organisation
Ask participants
What is Performance management? What performance management system will entail? What is performance appraisal? Why do we carry performance appraisal?
Performance management: the context During the 1980s the Total Quality Management movement developed methods whereby all the management tools, including performance appraisal was used to ensure the achievement of goals. Tools such as compensation management, job design and training and development joined performance appraisal as part of a comprehensive approach to performance. This implies that each individual employees performance is linked to that of his department, which in turn, is linked to that of the whole organisation. These links are established through the strategic management process, which determines that performance should be managed in such a way that the organisation can reach its objectives. Performance management, which is a much broader concept than performance appraisal, involves having in place systems and methods that translate the objectives of strategic management into individual performance terms through HRM practices.
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The typical performance system would include the following elements: The organisation has a shared vision of its objectives, or a mission statement, which it communicate to all employees
Strategies are determined that will assist the organisation in achieving its objectives
These strategies are translated to departmental or sectional strategies
Performance management targets are set for individuals- these relate to both operating unit and wider organisational objectives
Regular formal review processes are conducted to assess individual performance in terms of the extent that individual targets were met or how well jobs were done (this is the traditional performance appraisal process)
The review process is used to identify training and development needs and compensation outcomes Effectiveness of the whole process and its contribution to overall organisational performance is evaluated; this enables the organisation to allow for changes and improvement. Performance appraisal Ask:
What methods are used to assess employee performance in your NGO?
As was illustrated above, performance appraisal (PA) is an important component of the performance management process. Although the focus in the rest of this section will be on PA, it should always be kept in mind that it is only a component of a much larger process. The main consideration of organisations regarding performance appraisal are the objectives of the appraisal process, the criteria to use in evaluation, what the most desirable appraisal process is, performance appraisal methods, common rater errors who should do the ratings, and the appraisal interview.
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AIM Organisational Development Programme The objectives of performance appraisal
According to Carrell et al. [1997] the objectives of performance are evaluative and development in nature: Evaluative objectives: compensation decisions staffing decisions evaluating the selection system Development objectives: performance feedback direction for future performance identifying training and development needs Performance appraisal criteria It is always difficult to decide what to rate employees on during performance appraisal process. The best way to decide is to use the information provided by job analyses to make decision. Carrell et al. [1997] suggests that three criteria can be considered. There are, however, some advantages as well as disadvantaged to all these, whether they are used singly or in combination: Trait-based criteria: Based on the personal characteristics of the employee, e.g. loyalty, dependability, creativity, etc, here the focus is on who a person is and not on what he does or how well he does it. Behaviour-based criteria: Based on specific behaviours that lead to job success. E.g. the rater may be required to rate a teller on how well he communicates with clients Outcome-based criteria: Based on what was accomplished or produces, rather than how. This criterion is not valid for every job, and it is often criticised for missing important aspects such as quality.
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AIM Organisational Development Programme The appraisal process A genetic performance process can be presented as follows: Determine performance requirements Choose an appropriate appraisal method Train the raters Discuss the methods with employees Appraisal according to job standards Give employees feedback on the appraisal Determine future performance goals Determine training needs Make performance based compensation decisions
Appraisal methods There are numerous appraisal methods available, not all which are applicable here. These most important ones for the purpose of this manual are Graphic rating scales: Employees are rated according to the extent that they measure up to pre-determined work standards or required attributes. Critical incidents: These methods use specific examples of job behaviours that have been collected from employees and or supervisors. Normally, a list is compiled of actual job experiences relating to usually good or unacceptable employee behaviour.
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MBO (Management by Objectives): This is one of the most widely used performance appraisal methods. It involves goal setting the employee and his manager mutually set goals. The employee is then at a later stage appraised on the extent to which set goals were achieved. The main advantage of this method is employee participation in goal setting goal and in the determination of expected standards. However, some of the disadvantages are that goals are sometimes set too high (this results in employees becoming despondent), the strive for goals sometimes occur at all costs, and not all jobs contents can necessarily be expressed in terms of specific goals. Performance appraisal will always be a somewhat traumatic experience for employees, no matter what method is used. Furthermore, ratings will always be subjective, because people are rating people. The fact is that all methods have flaws. Research has indicated that there is not one single method that produces results that are significantly better or more valid than other methods. Types of Appraisals Modern organisations currently depend on the 360 degrees performance appraisal. This involves an employee being assessed not only his/her immediate supervisor but other stakeholders like: Peers / colleagues Customers Suppliers Subordinates Government agencies NGOs with similar objectives Donors
The most important element with 360 degree appraisal is that it facilitates quick feedback and eliminates bias element. Its more objective than traditional approach and demonstrates best human resources practices. Show participants the attached sample Performance Appraisal format, as well as any other good samples that are available.
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AIM Organisational Development Programme Sample Performance Appraisal Employee Name: Reviewer Name: Date of Review:
The following questions are intended to guide the employee and reviewer in appraising the employees performance during the past year. Some questions are to be answered by the reviewer, and some by both the reviewer and the employee. Please use specific examples where appropriate and possible. I. Past Performance (to be completed by both reviewer and employee) A. What are the primary work activities that were undertaken by the employee since the last review period? B. What strengths did the employee demonstrate in completing the above work activities? C. How can the employee improve his/her work performance?
II. Future Activities and Expectations A. What can the employee do that would help the organisation operate more effectively? (To be completed by reviewer and employee) B. What can the rest of the organisation do that would help everyone do a better job? (To be completed by reviewer and employee)
C. What are your goals for the next year, and how do you see yourself growing and developing professionally? (to be completed by employee)
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AIM Organisational Development Programme III. Review Results
Reviewers Comments:
Employees Comments:
Specific plans/actions until next review period:
__________________________________
______________________________
Reviewers Signature
Employees Signature
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AIM Organisational Development Programme Rater training and common rater errors
It is important to subject those employees that will be involved in appraisal to rater training. Carrell et al. [1997:p.294] suggest that rate training should include the following themes: the objectives of performance appraisal how to avoid typical rater errors how to conduct non-discriminatory appraisals the ethics of appraisals How to conduct effective appraisal interviews.
Typical rate errors are: 1. Supervisory bias, where the supervisor has an inherent bias towards people in terms of their (the ratees) age, gender, race, seniority, qualifications, liaisons in the organisation, or other non job-related characteristics. Some raters are may also be influenced by the similar-tome-effect, and give higher ratings to employees with whom they have a lot in common. 2. The halo effect, where a particular quality of the employee (positive or negative) is appreciated (or disliked) so strongly, that it contaminates the ratings on other dimensions during appraisal. 3. Central tendency, where the rater tends to give average scores to all or some of his rates (i.e. to consistently award scores of 3 and 4 on a 6-point scale), probably because they find it difficult to evaluate some employees higher or lower than others, or they may have a lack of familiarity with the jobs contents. 4. Leniency or strictness, where the rater consistently gives too high or too low evaluations. 5. Regency, where raters are influenced by critical incidents of a positive or negative nature that occurred fairly recently, i.e. without taking critical incidents into account that occurred during the whole period since the previous formal performance review. Ask:
How do you feel about giving negative feedback to employees? What method of discussion do you prefer and why?
The appraisal interview Proper performance management and just purely good management will always mean that good managers give regular informal feedback to their subordinates. If however the performance management system requires formal appraisal interviews and feedback at specific intervals for specific purposes, there are a number of guidelines that could be useful for raters:
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AIM Organisational Development Programme The feedback interview process:
Conduct the interview professionally, that is no interruptions, comfortable setting, etc Prepare properly for the interview: make sure you know how to approach the discussion about the rates performance Explain the method used (if this had not been done yet) Discuss the employees performance on each dimension/objective in turn, highlight positive performance indicators as well as areas where performance was inadequate Use a dialogue process to determine areas for development (identify training needs) Emphasises that it is the employees responsibility to improve where necessary offer your assistance, and that of the organisation, to help the employee improve his performance and skills Assist the employee in designing a personal development plan Discuss performance standards/objectives to be assessed at the next performance review process.
The process of performance management Initiation Performance management starts at the top level in an organisation with definitions of mission, strategy and objectives. These lead to more detailed definitions of functional or departmental missions, plans and objectives. Performance agreements Performance agreements are then made between individuals and their managers, which set out: The key result areas of the job The objectives and standards of performance associated with these key result areas Work and personal development plans The skills and competencies required to fulfil job requirements Continuous review The performance of individuals and their development is reviewed continuously as part of the normal process of management. Effective performance is reinforced with praise, recognition and the opportunity to take on more responsible work. Formal performance review There is a periodic formal review which, in effect, is a stocktaking exercise but its emphasis is on looking forward to the next period and redefining the performance agreement rather than raking over past events.
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AIM Organisational Development Programme Performance management skills Giving feedback 1. 2. 3. 4. 5. 6. 7. 8. Build feedback into the job Provide feedback on actual events Describe, dont judge Refer to specific behaviour Ask questions Select key issues Focus Provide positive feedback
Conducting performance reviews 1. Be prepared 2. Create the right atmosphere 3. Work to a clear structure 4. Use praise 5. Let individuals do most of the talking 6. Invite self-appraisal This is to see the situation from the individuals point of view and to provide a basis for discussion-many people underestimate themselves. Ask questions such as: How do you feel you have done? What do you feel are your strengths? What do you like most/least about your job? Why do you think that project went well? Why do you think you didnt meet that target? 7. 8. 9. 10. Discuss performance not personality Encourage analysis of performance Dont deliver unexpected criticisms Agree measurable objectives and a plan of action
How to manage under-performers 1. 2. 3. 4. 5. Identify and agree on the problem Establish the reason(s) for the shortfall Decide and agree on the action required Resource the action Monitor and provide feedback
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AIM Organisational Development Programme Group work:
Ask participants to work in small groups. Assign each group one of the major headings below. They have 10 minutes to brainstorm for best practices in human resource management for their given topic. Bring groups back together and ask them to report back. Compare responses to the following summary.
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BEST PRACTICES IN HUMAN RESOURCES MANAGEMENT THAT CREATE SATISFACTION AT WORK STAFF GUIDES and MANUALS HR Manual explains work process, performance expectations+ measures+ regulations Manual exists in either electronic or hard copy Manual was updated within the last 12 months Each department has their own copy of the HR manual Departmental heads use the manual (want examples) The manual is clearly written and comprehensive The manual is understood by non HR people at all levels
ROLES AND RESPONSIBILITIES An employee manual exists in electronic or Hard Copy All employees have a copy of this manual Job descriptions for each role are written Job description for each role are communicated Each member of staff has annual objectives There is an impartial grading evaluation system in place BENEFITS AND REMUNERATION Staff are only paid according to grade, function and responsibilities Every three years an external pay evaluation takes place All staff salaries are reviewed on an annual basis All staff are offered pension plan All staff are offered a medical service or cash in lieu All staff are offered funeral/death benefits for immediate family All staff are offered housing or cash in lieu of All staff are offered transport or cash in lieu of All staff are entitled to annual leave
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INDUCTION PROCESS All employees receive and sign letter of appointment All employees receive and sign employment conditions All employees receive a copy of their job description and objectives within one week of starting employment Working conditions orientation is in place Induction process in place
APPRAISAL SYSTEM Appraisal process in place All staff receive an appraisal minimum every 12 months The results of each appraisal recorded The appraisal is linked to individual training and development Personal objectives set and agreed at the appraisal Individual person objectives are reviewed each quarter
TRAINING AND DEVELOPMENT A training plan incorporates training for all staff member The training plan is monitored, reviewed and updated. Every employee receives annual training. Managers receive basic management training: How to deliver appraisal How to communicate How to run a team WORKING CONDITIONS Environment appropriate for staff to do their jobs Environment clean, hygienic and well kept canteen available Canteen kept clean and hygienic
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10 Compensation
Time: Resources: Methods: Objectives: 1 hour Flip Chart/Board, Markers/Chalk, Masking Tape, Handout Brain Storming, Question and Answer, Group Discussion By the end of the session the participants should be able to: Define the term the compensation management Identify the importance of the compensation management in the organisation Describe the various systems and procedures used by the organisation in motivating staff and improve staff performance
Ask participants:
What is Compensation Management?
Write the responses on flipchart and relate this to compensation Management. Compensation management is the process an organisation uses to compensate its employees in monetary and non-monetary ways to the mutual satisfaction of the organisation and the employee. Although the term compensation is often interchangeably with wage and salary administration, or remuneration, the term compensation is actually a broader concept. As can be seen from the definition, monetary and non-monetary ways to reward employees have to be considered, to provide incentives for them to work harder and smarter, and to help them to acquire their desired standard of living. Furthermore, one should understand that compensation refers not only to extrinsic rewards such as salary and benefits, but also to intrinsic rewards, such as recognition, the chance for promotion and more changing jobs. People have intrinsic needs (e.g. the need to know that Im OK) and they have extrinsic needs (e.g. the need to pay for food, housing and education) and to satisfy these needs they want intrinsic rewards (e.g. the opportunity to learn a new skill) and extrinsic rewards (e.g. money). The organisation responds by providing compensation which includes monetary (e.g. a performance bonus) and non monetary rewards (e.g. redesigning the job to make it more interesting). Employees need for income and their desire to be fairly treated by the organisation make compensation management all the more important for the organisation. Yet there is no exact, objective method of determining compensation for any one job or employee. That is, there is always a compromise or trade-off at stake: one cannot satisfy all the employees all the time. As such, compensating employees for what they give the organisation is as much an art as it is a science.
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The importance of compensation
Why has compensation become such an important and controversial topic in recent times in Uganda?
Until quite recently compensation was a fairly straightforward issue for HR practitioners. The reason for this was that most medium to large organisations had clear-cut salary structures, systems and policies. It was therefore accepted practice to have rigid salary scales, annual bonuses, pension fund contribution etc. across the board percentage based general salary increases, as well as percentage based salary increases for exceptional performance, were the rule rather than the exception. Traditionally pay differentials were often based upon issues other than performance, experience, and proven proficiency. As such seniority, gender, race, age, etc. were often seen to be important criteria when making compensation related decisions. Also, worked or to what extent they added value to the organisation. However, during the past few years compensation management took on a whole different format. This was largely due to the following: Money as a motivator: more information on the role of money as a motivational factor became available through research Flexible organisations: There is a move away from large bureaucratic organisations to more flexible organisations, both in terms of structure and processes. Pressure from stakeholders: The number of stakeholders increased and they became more assertive (e.g. the trade unions) Inflation: Continuous across-the board-percentage increases made it very difficult for organisations to keep up with upward spiralling compensation costs. High taxes: Increasing taxes for salary earners forced organisations to make provision for more tax friendly salary packages Pay for performance: Organisations realised that there was no point in paying employees just for being members of the organisation, at least a part of the compensation packages had to be performance-based Compensation strategy as an important component of company strategy: Compensation strategy was increasingly seen to be an integral part of company goals and strategies
Besides the points mentioned above, it should be clearly understood that there are a number of stakeholders that have a variety of expectations and needs, and therefore a spectrum of demands, as far as compensation is concerned. These stakeholders include: The organisation The employees The government (in terms of legislation, e.g. the Labour Relations Act) For organisations it is often a gruelling task to simultaneously satisfy all the stakeholders expectations. A skilful balancing act has to be performed and compromises reached. When an organisation fails to balance expectations, the end-result could be financial disaster for the organisation and job loss for many.
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Depending on the type of organisation, the industry in which it operates the type of products or services it provides, and whether it is capital or Labour intensive, the annual total salary bill could be as high as 70% of total expenditure. The average figure is approximately 55%. The consequences of inappropriate compensation strategies, or even a minor calculation error during salary adjustments, could of course be disastrous for this organisation! Imagine what the difference for an organisation could be between, for instance, a 9% and a 10% salary increase? The goals of compensation The four main objectives of any organisational compensation system are the following: Attracting good employees Retaining good employees Motivation Satisfying external requirements
Attracting good employees: Group Work Write this question on a flipchart and ask participants to answer in groups. They have 10 minutes to brainstorm. Then have the groups report back, taking one response from each group and circulating through each group until no new answers are generated.
How can an organisation ensure that they attract the best people?
Compare responses to the following information: Although most job applicants are not aware of the exact salaries or wages offered by different organisations for similar jobs within the Labour market, they do compare job offers and pay scales. Job applicants who receive more than one offer will naturally compare the offers in terms of what his take-home pay will be. To attract good employees organisations therefore have to offer competitive salaries, i.e. salaries that are market related. Organisations normally make use of wage surveys to establish what market-related salaries for their particular industry are. A strategy pay decision by the employer is choosing a general pay level for the organisation. In comparison to other employers within the same industry and Labour market, management must decide whether to be a high pay level employer, a low pay level employer or a competitive pay level employer. A high pay level strategy may be chosen when management believes that if it maintains high salaries, the organisation will attract and retain the best employees within the geographic area, industry or sector. Sometimes management will expect more from employees because the organisation pays higher than average salaries. It may also happen that employees working for such an organisation may become very frustrated and unproductive when they are unhappy in the organisation, but cant afford to leave since their organisation pays the best salaries. This is known as the golden handcuffs A low pay level strategy may be chosen because management decides to expect and live with the increased Labour turnover and morale problems that may result. The savings in total personnel costs may be estimated to outweigh the disadvantages associated with low morale and high turn
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over. Employers may choose this strategy simply because the organisation cannot afford to pay more. Small employers, those operating in highly competitive markets, and those that are in a Labour intensive industry where there is also a good supply of Labour, are likely to choose this pay level option A competitive pay level strategy may be decided upon when management believes that if the organisations pay level is competitive within the Labour market, the employee problems associated with the low pay level strategy can be largely avoided. Most employers will try to remain competitive within the local Labour market by offering salaries that are similar to those offered by competing employers. OTHER ISSUES TO ADDRESS IN REGARD TO COMPENSATION: How can an NGO find out about prevailing wages in their field, so as to create a competitive salary scale? What are some non-financial forms of compensation that an NGO can offer that may encourage an employee to accept the post despite a low salary? (For example, certain kinds of benefits; good work environment; recognition.)
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11 Action Plans
Time: Resources: Methods: Objectives: 30 minutes Flip Chart, Markers, Action Plan Handout Exercise, Discussion By the end of the session, participants will be able to: Write an Action Plan for implementing human resource management
Distribute Action Plan handout. Introduce the purpose of the AIM Action Plan. Since many participants are now familiar with the Action Plan format from previous workshops, ask for a volunteer to explain it for the benefit of those participants who are new. The Action Plan is intended to help AIMs partner organisations apply what they have learned in this workshop to their own organisations. Workshop participants from each organisation will draft an Action Plan during this session. AIM will receive a copy. The workshop participants will share the Plan with colleagues at their organisations. They will begin implementing the plan. The Plan will help the organisation, the workshop trainer and AIM to track progress on implementing what they have learned in the workshop. When the trainer visits the NGO for the Consultancy Clinic, he/she will discuss their progress on the Plan. Ask:
Why is it helpful to make an Action Plan?
Action planning is important for the following reasons: It breaks down a large, complex and potentially overwhelming objective such as developing a strategic plan into manageable, concrete activities; It helps them think about what can be realistically achieved with their resources and staff; It helps them decide what additional resources are needed; It sets specific responsibilities and deadlines. Ask participants to work with a colleague from their organisation to complete the plan. Give them about 20 minutes, as time allows. If plans are complete at the end of the session, take them up to make photocopies for AIM, then return them to the NGOs before they leave. To conclude, ask for a volunteer to name one objective they have included on their plan. Ask in general what this planning process was like for them.
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Action Plan for Human Resource Management

Name of Organisation: _____________________________________________ Activity Who When Resources Needed
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Evaluation and Close

Time: 30 min
Resources:
Flip Chart, Markers, Post-Training Self-Assessment, Workshop Evaluation, Certificates of Participation
Distribute the Post-Training Self-Assessment form and the Workshop Evaluation form. Remind participants that this is the same Self-Assessment that they filled out at the beginning of the workshop. Ask them to fill it out again so that they can reflect on what topics they have learned about, and what topics still need more time. If desired, you may give the participants back their original Pre-Training Self-Assessments so that they can compare their results. Ask participants to fill out both forms. Give them about 15 minutes. When participants are finished, ask for someone to share an area in which they have increased their understanding. Ask what helped them to learn these new knowledge/skills. Then ask if there are topics about which participants did not increase their understanding. Ask what more is needed to help them master these topics. Collect the self-assessment and evaluation form. An AIM representative should close the workshop by giving out certificates and thanking the trainer.
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AIM Organisational Development Programme

Workshop 3: Human Resource Management

AIM Organisational Development Programme

Human Resource Management

Human Resource Management Trainers Guide Table of Contents

Evaluation and Close................................................................................................................................ 54

AIM Organisational Development Programme

Human Resource Management

LENGTH 15 min 1 hr 30 min 1 hr 30 min 1 hr 1 hr 2 hrs 30 min 1 hr 15 min

LENGTH 15 min 1 hr 30 min 1 hr 30 min 30 min

AIM Organisational Development Programme

Human Resource Management

AIM Organisational Development Programme Expectations:

Human Resource Management

AIM Organisational Development Programme

Human Resource Management

AIM Organisational Development Programme

Human Resource Management

2 Overview of Human Resource Management

What is Human Resource Management?

What are the concerns of HRM (that is people and performance)?

AIM Organisational Development Programme 2. Concern for performance

Human Resource Management

AIM Organisational Development Programme Resourcing

Human Resource Management

AIM Organisational Development Programme Challenges to HRM

Human Resource Management

AIM Organisational Development Programme

Human Resource Management

3 Human Resource Policy

Procedures: Ask participants:

AIM Organisational Development Programme

Human Resource Management

Common Components of a Personnel Policy Handbook

AIM Organisational Development Programme D. Hiring and Replacement

Human Resource Management

AIM Organisational Development Programme G. Performance Appraisal and Grievances

Human Resource Management

AIM Organisational Development Programme I. Employee Benefits

Human Resource Management

AIM Organisational Development Programme

Human Resource Management

AIM Organisational Development Programme L. General Expectations for Workplace Behaviour

Human Resource Management

AIM Organisational Development Programme

Human Resource Management

4 Strategic Context of HR Planning

AIM Organisational Development Programme

Human Resource Management

AIM Organisational Development Programme

Human Resource Management

Human Resource Strategy Worksheet

How will the results be measured? Outcomes Measures/evidence Target levels

AIM Organisational Development Programme Organisational and human resource planning

Human Resource Management

Divisional Department objectives

Skills and abilities required

Net human resource requirements

Types, numbers, Human resources

AIM Organisational Development Programme

Human Resource Management

AIM Organisational Development Programme Group Work:

Human Resource Management