HR Assignment

Submitted by: Keshav vaigankar

Individual and organisational career development plan?

Abstract All employees are career conscious. Organizations, however, need to answer: 'Is employee career development a part of their HR vision?' If yes, the organizations will be able to drive performance, retain people and breed contentment. What is career development? In simple terms it means 'Providing employees an opportunity to grow', especially to those employees who deliver performance. Growth means, to an employee, one or more of the following: 1. 2. 3. 4. 5. Climbing up the ladder in the organizational hierarchy. On-going increase in remuneration. Acquiring higher level skills & competencies. Occupying higher level Job positions. Having an opportunity to avail of some exclusive benefits (perks & privileges).

Career development is not a mere management responsibility. It is a composite organizational process which involves people, addresses their ambitions, assigns them roles & responsibilities commensurate with their potential, evaluates their performance, and creates Job positions to accommodate growth ambitions of employees. In the career development cycle, a number of actions have to take place at different levels as outlined below: Employees Decide what they want from their careers now and in the future. Examine individually, or along with their Supervisors, their interests & ambitions. Create 'Development Plans' by obtaining inputs from the Supervisor, to meet the requirements of the current Job and to cater for the long term perspectives. Work with the Supervisor to identify on the job learning and training opportunities and other avenues for professional development. Managers/ Supervisors Identify the job-related knowledge, skills, competencies and experience needed for an employee to be effective in that position. Help subordinates to define their short and long term development needs which support organizational objectives and employee's career goals. Support Employee Development Plans by indicating specific steps that need to be initiated to accomplish the learning goals. Help the employee in understanding the type of Jobs which will be best suited for his/ her career growth. Organization/ Management

Provide a job and compensation structure that support the organization's as well as individual's growth & development perspectives. Enrich job-positions to create more challenges in the work-environment. Provide time and funds for employee development activities. Create processes to utilize the knowledge, skills and abilities of each employee, aligned fully to the organizational goals. Undertake pro-active man-power planning to meet future staffing needs. Evaluate employees & create succession pipe-lines for vital job positions in the organization. Identify & nurture talent and reward performance in a transparent manner. Systems Approach: Career development requires a systems approach. This implies Institutionalization of processes to automatically capture essential data about each employee at the time of recruitment or induction. It also includes maintenance, over the service span history of employment, of the following details:

training details, performance statistics, awards & recognitions, special skills & competencies, promotions, pay increments and many other fields which depict the capability profile of an individual.

If these details are available to the management on an 'Employee Dashboard', career planning can be managed as a part of the HR Vision.

Difficulties in implementing the objective performance appraisal system?

An organization comes across various problems and challenges Of Performance Appraisal in order to make a performance appraisal system effective and successful. The main Performance Appraisal challenges involved in theperformance appraisal process are: Determining the evaluation criteria Identification of the appraisal criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms Create a rating instrument The purpose of the Performance appraisal process is to judge the performance of the employees rather than the employee. The focus of the system should be on the development of the employees of the organization. Lack of competence Top management should choose the raters or the evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the necessary training to carry out the appraisal process objectively. Errors in rating and evaluation Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluators rating for all other traits) etc. may creep in the appraisal process. Therefore the rater should exercise objectivity and fairness in evaluating and rating the performance of the employees. Resistance The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings. Therefore, the employees should be communicated and clearly explained the purpose as well the process of appraisal. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her.

Factors determining pay structure in an organisation

I/ Based on work: Work is the deciding factor that affects the salarylevel. Most of the companies pay attention to the significance of a specific work. There are many methods for evaluating work, but how to use methods such as job description table to analyze and evaluate work should be in a scientific and effective way. The work factors that need to be analyzed are: 1. Skills and abilities: a) The demand of mental labor. b) The complexity level of the work. c) Individual necessary qualifications. d) Making decision skill. e) Management skill. f) Social knowledge necessary for the work. g) Harmonization skill. h) Ability to perform work details. i) The level of Craftsmanship. j) Creativity ability. k) Innate ability. l) Experience. 2 Responsibility to the following matters: a) Money. b) Loyalty. c) Decision making. d) Work management. e) Public relation. f) The quality of work performance. g) Operating assets. h) Information secret. i) Policy making. 3. Effort in working: a) Mental work requirement b) Physical work requirement. c) The pressure of work. d) The level of work detail required. 4. Working conditions: 1. Working environment. 2. Risks. II/ Based on each employee. 1. Their working productivity in working to meet the rate of progress. 2. Experience. 3. Seniority. 4. Ability to get promotion. 5. Individual preferences. 6. Other factors

III/ Company organizational environment: 1. The business policy, strategy of the company. 2. Company culture: for example: some companies emphasize on creativity, they are willing to offer a high salary for creativity work. 3. Company financial status. 4. Company organizational structure: companies with many intermediate department levels normally have many correlative levels of salary. IV/ Labor market: 1. Official laws on wage and salary, labor contract, payment time, wage payment delay, working insurance, and so on. 2. Peoples standard of living in the areas where the offices of the company are. 3. Peoples living and consuming customary 4. The average wage rate in the labor market of similar work.