UNIT-1

Human resources planning is the process by which an organization ensure that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. Objectives Understand the nature and importance of HR planning. Identify and describe the factors affecting personnel planning. Identify the employee planning process, delineate different stages in the process and describe each step. Identify prerequisites for successful planning and list the various barriers, which render planning ineffective. Importance of HRP Future personnel needs Foundations of personal functions Coping with change Increasing investment in human resources Creating highly talented personnel Resistance to change and move Protection of weaker section More time is provided to locate talent International strategies Problems of HRP People are unpredictable: they can easily upset plans through resigning, being sick, refusing to do certain things etc. People are all different so it is difficult to produce policies and approaches that are equally appropriate to all. People are required in a particular place at a particular time and are less easy to move from one location to another than, say money. Surpluses and deficits are more difficult to manage- staff numbers cannot usually be reduced at the stroke of a pen and acquiring more people can be time consuming and costly. People need careful and sensitive handling, which requires substantial thought and care on the part of managers. There are more environmental conditions to take into account money can be kept in a safe but people need offices, car parks, canteens etc. ROLE OF HUMAN RESOURCE PLANNING IN HUMAN RESOURCE MANAGEMENT For any function planning is one of the important tools. This is the 1st step. People are the most important resource which is required to run any business or organization. Now this also very important to understand the need of human resources on time so that neither my organisation falls short of resources nor faces surplus. If organisation falls short of resources then will not be able to deliver on time to client on the other hand if it has surplus resource then company has to bear that cost which will effect organisation's profitability. There is another aspect also in this company also need to plan resources based on the skill required to run the business. Otherwise they will have surplus in one area shortfall in other area which Will result to poor management. Hence until & unless you do correct resource planning you will be able to manage human resources properly. KEY COMPONENT OF THE HUMAN RESOURCES PLANNING 1. Forecasting Staffing Needs There are several ways to forecast your business needs, in order to predict how many employees you need to run your business and which roles these employees need to fill. 2. Evaluating Supply Evaluating the supply of employees includes a two-prong process: evaluating internal staff (which will occur as you are forecasting your staffing needs) as well as external staff. Externally, you need to evaluate the demographics of the workforce that is available. 3. Balance Supply and Demand If you have a shortage of employees, this will determine what type of recruiting efforts your business will participate in to attract the employees. If you have a surplus of employees, this requires you to consider employee layoffs, retirements and situations where employees may need to be demoted or moved into a lateral position. KEY COMPONENTS OF HUMAN RESOURCE DEVELOPMENT INDIVIDUAL DEVELOPMENT refers to the development of new knowledge, skills, and/or improved behaviours that result in performance enhancement and improvement related to one's

current job (training). Learning may involve formal programs, but is most often accomplished through informal, on-the-job training activities. CAREER DEVELOPMENT includes both individual and organizational activities. Individual activities include career planning, career awareness, and utilizing career resource centers. Organizational activities include job posting systems, mentoring systems, career resource center development and maintenance, using managers as career counselors, providing career development workshops and seminars, human resource planning, performance appraisal, and career pathing programs. ORGANIZATIONAL DEVELOPMENT is directed at developing new and creative organization solutions to performance problems by enhancing congruence among the organization's structure, culture, processes, and strategies within the human resources domain. The ultimate goal of organizational development is to develop the organization's self-renewing capacity HR'S ORGANIZATIONAL PHILOSOPHY Managers are responsible and accountable for their decisions. Employees are responsible for their own achievements. An organization is most effective when: Leaders articulate a clear and compelling vision and model integrity accountability, and innovative thinking. It employs high-quality, ethical and committed individuals whose actions and performance are consistent with organizational needs and values. All of its members know what is expected of them. Diverse perspectives and experiences are sought and valued. Respectful behaviour is expected at all levels. Its members are empowered to make decisions and take calculated risks. Flexibility is permitted wherever possible.

UNIT-2
Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. The procedure is as follows: STEPS IN MANPOWER PLANNING 1. Analysing the current manpower inventory- Before a manager makes forecast of future manpower, the current manpower status has to be analysed. For this the following things have to be noted Type of organization Number and quantity of such Number of departments departments Employees in these work units 2. Making future manpower forecasts- The Manpower forecasting techniques commonly employed by the organizations are as follows: a. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. b. Trend Analysis: Manpower needs can be projected through extrapolation, indexationand statistical analysis (central tendency measure). c. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. d. Work Force Analysis: Whenever production and time period has to be analysed, due allowances have to be made for getting net manpower requirements. e. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, new venture analysis. 3. Developing employment programmes- Once the current inventory is compared with future forecasts, the employment programmes can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans. 4. Design training programmes- These will be based upon extent of diversification, expansion plans, development programmes, etc. Training programmes depend upon the extent of improvement in

technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers. IMPORTANCE/BENEFIT OF MANPOWER PLANNING 1. Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions. 2. Efficient utilization- Efficient management of personnels becomes an important function in the industrialization world of today. Setting of large scale enterprises requires management of large scale manpower. It can be effectively done through staffing function. 3. Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational programmes, i.e., incentive plans to be framed for further participation and employment of employees in a concern. 4. Better human relations- Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations. 5. Higher productivity-higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and it's related activities ( Performance appraisal, training and development, remuneration) NEED/NECESSITY OF MANPOWER PLANNING 1. Shortages and surpluses can be identified so that quick action can be taken wherever required. 2. All the recruitment and selection programmes are based on manpower planning. 3. It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided. 4. It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents. 5. It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner. 6. It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern. UNIT-3 NEED / IMPORTANCE / PURPOSE / BENEFITS OF JOB Analysis 1. Organizational structure and design: - Job analysis helps in preparing the organization chart and the organizational structure. Classification of the jobs relation of each job with one another and various positions and hierarchy of the positions is determined. 2. Man power planning. 3. Recruitment and selection: 4. Training/development: 5. Job evaluation: - Job evaluation refers to studying in detail the job performance by all individual. The difficulty levels, skills required and on that basis the salary is fixed 6. Promotions and transfer: - When we give a promotion to an employee we need to promote him on the basis of the skill and talent required for the future job. Similarly when we transfer an employee to another branch the job must be very similar to what he has done before. 7. Career path planning / Employee counselling: 8. Health and safety: - Job analysis provides the risk factor related to particular job and thus action required for the safety of the employees can be taken. Unsafe operations can be eliminated or can be replaced by safe one or the safety equipments can be installed. 9. Performance Appraisal: METHODS OF JOB ANALYSIS 1. Personal observation is done by an observer keeping an eye on the activities of a specific employee. The observer then prepares job analysis on the basis of tasks performed by that employee; he then matches the performance of employee with the skills and qualities required for particular job. 2. Actual performance of the job In this method, the observer who is preparing the job analysis performs a specific job by himself in order to check the difficulty level, skills required and amount of time required to complete that job. Thus, he gets a clear idea about everything. 3. Interview method

4. Critical incident method In this, the management tells the employee to write down any critical incident that he has faced during the operation of his job. The purpose of writing is to collect information like the difficulty level of problem, skills required and how the problem was solved. 5. Questionnaire method 6. Log records In this method, employees are required to maintain a proper record of responsibilities and activities which they perform during the operation of their jobs. 7. HRD records Organizations can also prepare job analysis with the help of HR department by collecting valuable data. HRD is responsible for maintaining records of all the employees, which includes things like name of the job, name of the employee, education qualifications, tasks performed, promotions, mistakes committed etc. FUNCTIONAL JOB ANALYSIS FJA model is a method of job analysis that was developed by the Employment and Training Administration of the United States Department of Labour. Contents of FJA method / technique: Functional Job Analysis includes 7 scales (numbers) that measure: 1. worker-instruction scale. 2. 3 scales that measure reasoning, mathematics, language. 3. 3 worker-function scales: measure % of time spent with: data, people, things Each scale has several levels that are anchored with specific behavioral statements and illustrative tasks. Data, people, things in detail include: Data 1. Synthesizing 4. Compiling 7. Comparing 2. Coordinating 5. Computing 3. Analyzing 6. Copying People 1. Mentoring 5. Diverting 9. Taking instructiions 2. Negotiating 6. Persuading 10. Helping 3. Instructing 7. Speaking 4. Supervising 8. Serving Things 1. Setting up 4. Driving Operating 7. Feeding Offbearing 2. Precision working 5. Manipulating 8. Handling 3. Operating- controlling 6. Tending JOB ELEMENT METHOD Job element method is a method of job analysis, developed by Ernest Primoff. This method, like the critical incident technique, focuses on satisfactory workers. It attempts to identify the characteristics of satisfactory workers (job elements). JEM method focuses on work behaviors and the results of this behavior rather than more abstract characteristics. Process of JEM method Step 1: Select a group of experts JEM is usually conducted by professional analysts, who are project leader, and a team of six subject matter experts (SMEs), who are usually incumbents and supervisors. Step 2: Conduct brainstorming sessions to identify job elements SMEs will make a list of element of job. When all of the elements have been listed, the analyst asks the SMEs to provide sub-elements. Subelements are specific behavioral examples that illustrate the meaning of the element Step 3: Assign weights to each of the elements based on the following criteria Trouble Likely If Not Considered (T ): the trouble likely to occur if the element is not considered; and Practical (P): practicalitythe effect of including the job element on the organizations ability to fill job openings. Barely Acceptable (B): proportion of barely acceptable workers who have the job element; Superior (S): effectiveness of the element in picking a superior worker; Step 4: Devired scales is process of delivering scale values from the expert ratings

Step 5: Assigning elements to categories Categories includes E = Element, S = Significant SU = belement, Step 6: Use results in your application

RS = Rankable- Screenout, TS = Training Subelement, SC = Screenout

THE FLEISHMAN JOB ANALYSIS SYSTEM (F-JAS) developed by Edwin A. Fleishman represents a worker-oriented approach. Fleishman factor-analyzed large data sets to discover a common, minimum set of KSAOs across different jobs. His system of 73 specific scales measure three broad areas: Cognitive (Verbal Abilities; Idea Generation & Reasoning Abilities; Quantitative Abilities; Memory; Perceptual Abilities; Spatial Abilities; and Attentiveness), Psychomotor (Fine Manipulative Abilities; Control Movement Abilities; and Reaction Time and Speed Abilities), and Physical (Physical Strength Abilities; Endurance; Flexibility, Balance, and Coordination; Visual Abilities; and Auditory and Speech Abilities). POSITION ANALYSIS The best-known quantitative approach to job analysis is the Position Analysis Questionnaire (PAQ). Developed by Dr. Ernest J. McCormick* and associates at Purdue University, the position analysis questionnaire is a structured job analysis questionnaire containing 194 items called job elements. These elements are worker-oriented. Using the terminology of the Department of Labors 1972 job analysis formula, they would be classified as worker behaviors. The items are organized into six divisions: 1. information input 5. job context (the physical and social 2. mental processes environment) 3. work output (physical activities and tools) 6. other job characteristics (such as pace and 4. relationships with others structure) Each job element is rated on six scales: extent of use, importance, time, possibility of occurrence, applicability, and a special code for certain jobs. UNIT-4 RECRUITMENT is the Process of attracting best qualified individuals to apply for a given job. Objectives of Recruitment It reviews the list of objectives of the company and tries to achieve them by promoting the company in the minds of public. It forecasts how many people will be required in the company. It enables the company to advertise itself and attract talented people. It provides different opportunities to procure human resource. Methods of Recruitment Internal sources External sources

Advantages of Internal Recruitment Internal methods are time saving. No separate induction program is required.

The method increases loyalty and reduces labour turnover. This method is less expensive.

Disadvantages of Internal Recruitment There is no opportunity to get new talent in this method.

The method involves selecting people from those available in the company so there is limited scope for selection. There are chances of biased and partiality. Chances of employee discontent are very high. Advantages of External Recruitment There is influx of new talent in the method. The method encourages more and more competition. There is lesser chance of partiality through this method. If options like campus recruitment have been exercised we get a chance to employ fresh graduates, thus increasing employment. Disadvantages of External Recruitment The method is costly because it involves recruitment cost, selection, training cost. The method is time consuming. The method reduces loyalty to the company. DEFINE SELECTION Selection can be defined as process of choosing the right person for the right job from a pool of different candidates who applied for a certain job. Selection Methods 1. Application forms 2. Interviews o Problems with interviews Biases on part of interviewer Halo effect Primacy effect (first impressions) 3. Assessment centre The focus is on behavior Includes role-plays and group exercises Interviews and tests will be used in addition toexercises Performance is measured in several dimensionsin terms of the competencies Several participants are assessed together inorder to allow interaction Several assessors and observers are used inorder to increase the objectivity 4. Psychometric test o Personality: Projective Technique: TAT 16Pf Test. o Interest Inventory: Thurston Inventory o Motivation: Achievement Test Need For Power Need for Affiliation o Honesty: Polygraph Graphology 5. Peer assessments Selection Method Standards 1. Reliability Reliability is the degree to which a measure of physical or cognitive abilities, or traits, is free from random error. Involves selecting applicants based from their characteristics that the organization is looking for. Examples of Reliability Standards: o Physical Characteristics (Height, Strength or Endurance) o Cognitive Abilities (Mathematical Ability or Verbal Reasoning Capacity) o Personality (Initiative or Integrity) 2. Validity is the extent to which a performance measure assesses all the relevantand only the relevantaspects of job performance. The measure has to be RELIABLE (e.g. Height) if it is to have any VALIDITY.

3. Generalizability o Generalizabilityis the degree to which the validity of a selection method established in one context extends to other contexts. o Three contexts include: different situations different time periods different samples of people 4. Utility Utility is the degree to which the information provided by selection methods enhances the effectiveness of selecting personnel in organizations. 5. Legality All selection methods must conform to existing laws and legal precedents. Three acts have formed the basis for a majority of the suits filed by job applicants: o Civil Rights Act of 1964 and 1991 o Age Discrimination in Employment Act of 1967

UNIT-5 Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development. Performance appraisal is generally done in systematic ways which are as follows: 1. The supervisors measure the pay of employees and compare it with targets and plans. 2. The supervisor analyses the factors behind work performances of employees. 3. The employers are in position to guide the employees for a better performance. OBJECTIVES OF PERFORMANCE APPRAISAL 1. To maintain records in order to determine compensation packages, wage structure, salaries raises, etc. 2. To identify the strengths and weaknesses of employees to place right men on right job. 3. To maintain and assess the potential present in a person for further growth and development. 4. To provide a feedback to employees regarding their performance and related status. 5. To provide a feedback to employees regarding their performance and related status. 6. It serves as a basis for influencing working habits of the employees. 7. To review and retain the promotional and other training programmes. ADVANTAGES/ IMPORTANCE/ USES 1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion programmes for efficient employees. In this regards, inefficient workers can be dismissed or demoted in case. 2. Compensation: Compensation packages which includes bonus, high salary rates, extra benefits, allowances and pre-requisites are dependent on performance appraisal.

3. Employees Development: It helps to analyse strengths and weaknesses of employees so that new jobs can be designed for efficient employees. It also helps in framing future development programmes. 4. Selection Validation: The supervisors come to know the validity and thereby the strengths and weaknesses of selection procedure. Future changes in selection methods can be made in this regard. 5. Communication: For an organization, effective communication between employees and employers is very important. Through performance appraisal, communication can be sought for in the following ways: a. Through performance appraisal, the employers can understand and accept skills of subordinates. b. The subordinates can also understand and create a trust and confidence in superiors. c. It also helps in maintaining cordial and congenial labour management relationship. d. It develops the spirit of work and boosts the morale of employees. 6. Motivation: Through evaluating performance of employees, a persons efficiency can be determined if the targets are achieved. This very well motivates a person for better job and helps him to improve his performance in the future. APPRAISAL SYSTEM LIMITATIONS: If not done right, they can create a negative experience. Very time consuming and can be overwhelming to managers with many employees. They are based on human assessment and are subject to rater errors and biases. Can be a waste of time if not done appropriately. They can create a very stressful environment for everyone involved. FEATURES: 1. Goal The job description and the performance goals should be structured, mutually decided and accepted by both management and employees. 2. Reliable and consistent Appraisal should include both objective and subjective ratings to produce reliable and consistent measurement of performance. 3. Practical and simple format The appraisal format should be practical, simple and aim at fulfilling its basic functions. Long and complicated formats are time consuming, difficult to understand, and do not elicit much useful information. 4. Regular and routine While an appraisal system is expected to be formal in a structured manner, informal contacts and interactions can also be used for providing feedback to employees. 5. Participatory and open An effective appraisal system should necessarily involve the employee's participation, usually through an appraisal interview with the supervisor, for feedback and future planning. Such participation imparts a feeling of involvement and creates a sense of belonging. 6. Rewards Rewards - both positive and negative - should be part of the performance appraisal system. Otherwise, the process lacks impact. 7. Feedback should be timely 8. Impersonal feedback Feedback must be impersonal if it is to have the desired effect. Personal feedback is usually rejected with contempt, and eventually de-motivates the employee. 9. Feedback must be noticeable The staff member being appraised must be made aware of the information used in the appraisal process. An open appraisal process creates credibility. 10. Relevance and responsiveness Planning and appraisal of performance and consequent rewards or punishments should be oriented towards the objectives of the programme in which the employee has been assigned a role. 11. Commitment Responsibility for the appraisal system should be located at a senior level in the organization so as to ensure commitment and involvement throughout the management hierarchy. PERFORMANCE APPRAISAL PROCESS 1. Objectives definition of appraisal 2. Job expectations establishment 3. Design an appraisal program 4. Appraise the performance 5. Performance Interviews 6. Use data for appropriate purposes 7. Identify opportunities variables

8. Using social processes, physical processes, human and computer assistance SELF APPRAISAL Self appraisal is an important part of the Performance appraisal process where the employee himself gives the feedback or his views and points regarding his performance. Usually this is done with the help of a self appraisal form where the employee rates himself on various parameters, tells about his training needs, if any, talks about his accomplishments, strengths, weaknesses, problems faced etc. Why is the self-appraisal important? Because the employee best understands what challenges were encountered and what was learned, her/his perspective is essential for a complete appraisal. Supervisors can observe and comment on the results of employee actions, but cannot tell what was learned. Supervisors can provide direction and coaching, but each employee has the ultimate responsibility for doing the job, making improvements, and accomplishing results. Who reads the self-appraisal and why? The self-appraisal is written for the employee and her/his supervisor. It will be an important starting point for the appraisal discussion. A directors self-appraisal will be read by members of the library board. It is included with the performance appraisal documents filed in the confidential human resource files. TIPS FOR SELF APPRAISAL Be honest: Always be truthful and honest while telling your accomplishments or failures. Dont make personal judgments for anybody. Do the preparation: Its always better to prepare yourself before the meeting. Get all the lists in place; prepare all the evidences and references. Be objective: Objectivity is important in self appraisal. Be specific and concise in your statements and if possible support them with examples or references or evidences with dates. Positive attitude: Have a positive attitude towards the whole appraisal process. Be co-operative. Dont hesitate from taking the responsibility of your failures as well as the achievements. Cover all the aspects: Apart from your strengths, weaknesses, accomplishments and failures, express the opportunities you would like have for your development and improvement. Suggest ways to overcome the problems faced. Assess your capabilities, behaviours and skills and competence. Seek future responsibilities: Try to look for tasks beyond your current job responsibilities. This will help in personal development as well as contributing to the organizational productivity. PEER ASSESSMENTS: members of a group evaluate and appraise the performance of their fellow group members. There are three common methods of peer assessments. Peer nomination involves each group member nominating who he/she believes to be the best on a certain dimension of performance. Peer ratings has each group member rate each other on a set of performance dimensions. Peer ranking requires each group member rank all fellow members from best to worst on one or more dimensions of performance. PERFORMANCE The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfilment of an obligation, in a manner that releases the performer from all liabilities under the contract. COUNSELLING AND FEEDBACK: purpose of both counseling and feedback is to provide your staff with the information, advice and assistance they need to contribute fully to the achievement of your organization's objectives and, where a person fails to make the required contribution, to demonstrate that you have made an appropriate effort to assist them. FEEDBACK is generally informal and involves you and your staff member exchanging information in a broad range of situations about how you can best work together to achieve the goals of your organization. To be fully effective, feedback should be 1. feedback should be a two-way process: a. Firstly, a feedback discussion should also give a staff member the opportunity to express his or her views on your performance. b. Secondly, if you have a concern about a persons work performance it is usually more effective to work with the person to develop a solution rather than attempt to impose one from above. 2. Timely and regular

a. Feedback is more effective if given on a regular, continuing basis. It need not, and should not, be limited to structured processes. 3. Factual and specific a. You should focus on measurable performance. b. Avoid making unsubstantiated judgments. c. You should also ensure that any information that you provide, e.g. concerning entitlements, is accurate. 4. Understood a. Your staff needs to understand why you are giving them feedback b. It is also important, if you identify an aspect of a persons performance that requires improvement, that you make the person clearly aware of the established standards and in what way you consider that they are not being met. c. When you talk to staff about their performance you should clearly articulate your reasons for doing so and outline possible action that may result if there is no improvement. 5. Constructive a. You should be honest, but not coercive or offensive. b. Frame the discussion around ways to improve performance rather than focusing solely on problems or perceived shortcomings. 6. Follow up a. You need continually to monitor and evaluate the performance of your staff. b. it is important that you follow up your commitment. It is equally important for staff to be committed to improvement and to follow up the actions to which they have agreed. COUNSELLING is a formal process, initiated when a person has not responded to advice and assistance you have provided on a less formal basis, and will usually involve your taking the following steps: Advise the person in advance that a discussion about his or her work performance or conduct is to be held at a given time and place, with sufficient notice to enable you both to come to the discussion prepared; Arrange for the meeting to be held in private, although a support person for the person being counselled may be present, as well as someone you may have asked to attend as an observer; and Keep a brief record of the meetingthis could be a diary note. when to counsel ? 1. It is not always easy to decide when to move from providing informal comments on a persons work to a more formal approach. 2. By intervening at an early stage you can often prevent a problem escalating and requiring more serious and possibly disruptive action further down the track. 3. If you encourage a free flow of information in the workplace and open, two-way communication is the norm, it will be easier for you to identify performance problems when and if they do arise, and deal with them promptly. who should give the counselling? In most cases it is your responsibility as a manager to provide counselling to your staff in relation to work performance and conduct. For instance, if you are faced with having to give a person critical feedback about their performance and you feel uncertain about your approach, you may wish to contact the EAP to obtain advice on how to best frame the discussion. You may also wish to consult a more senior manager or contact your human resources area for advice. In some cases it may be appropriate to involve a professionally qualified counsellor outside your agency. POTENTIAL APPRAISAL: Potential appraisal is a future oriented appraisal whose main objective is to identify and evaluate the potential of the employees to assume higher positions and responsibilities in the organizational hierarchy. The purposes of a potential review are: 1. to inform employees of their future prospects; 2. to enable the organisation to draft a management succession programme; 3. to update training and recruitment activities;

4. to advise employees about the work to be done to enhance .their career opportunities. Techniques of potential appraisal: 1. Self appraisals 5. Psychological and psychometric tests 2. Peer appraisals 6. Management games like role playing 3. Superior appraisals 7. Leadership exercises etc. 4. MBO MONITORING AND REVIEW OF APPRAISAL SYSTEM In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals. Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against their elements and standards. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards. And by monitoring continually, unacceptable performance can be identified at any time during the appraisal period and assistance provided to address such performance rather than wait until the end of the period when summary rating levels are assigned. TECHNIQUES / METHODS OF PERFORMANCE APPRAISALS Past Oriented Methods Future Oriented Methods Past Oriented Methods 1. Rating Scales: Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages Raters biases 2. Checklist: Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. Advantages economy, ease of administration, limited training required, standardization. Disadvantages Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings 3. Forced Choice Method: The series of statements arranged in the blocks of two or more are given and the rater indicates which statement is true or false. The rater is forced to make a choice. HR department does actual assessment. Advantages Absence of personal biases because of forced choice. Disadvantages Statements may be wrongly framed. 4. Forced Distribution Method: here employees are clustered around a high point on a rating scale. Rater is compelled to distribute the employees on all points on the scale. It is assumed that the performance is conformed to normal distribution. Advantages Eliminates Disadvantages Assumption of normal distribution, unrealistic, errors of central tendency. 5. Critical Incidents Method: The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages Evaluations are based on actual job behaviors, ratings are supported by descriptions, feedback is easy, reduces recency biases, chances of subordinate improvement are high. Disadvantages Negative incidents can be prioritized, forgetting incidents, overly close supervision; feedback may be too much and may appear to be punishment. 6. Behaviorally Anchored Rating Scales: statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Advantages helps overcome rating errors. Disadvantages Suffers from distortions inherent in most rating techniques. 7. Field Review Method: This is an appraisal done by someone outside employees own department usually from corporate or HR department. Advantages Useful for managerial level promotions, when comparable information is needed, Disadvantages Outsider is generally not familiar with employees work environment, Observation of actual behaviors not possible. 8. Performance Tests & Observations: This is based on the test of knowledge or skills. The tests may be written or an actual presentation of skills. Tests must be reliable and validated to be useful. Advantage

Tests may be apt to measure potential more than actual performance. Disadvantages Tests may suffer if costs of test development or administration are high. 9. Confidential Records: Mostly used by government departments, however its application in industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report (ACR) and may record ratings with respect to following items; attendance, self expression, team work, leadership, initiative, technical ability, reasoning ability, originality and resourcefulness etc. The system is highly secretive and confidential. Feedback to the assessee is given only in case of an adverse entry. Disadvantage is that it is highly subjective and ratings can be manipulated because the evaluations are linked to HR actions like promotions etc. 10. Essay Method: In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promoteability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages It its highly dependent upon the writing skills of rater and most of them are not good writers. They may get confused success depends on the memory power of raters. 11. Cost Accounting Method: Here performance is evaluated from the monetary returns yields to his or her organization. Cost to keep employee, and benefit the organization derives is ascertained. Hence it is more dependent upon cost and benefit analysis. 12. Comparative Evaluation Method (Ranking & Paired Comparisons): These are collection of different methods that compare performance with that of other co-workers. The usual techniques used may be ranking methods and paired comparison method. Ranking Methods: Superior ranks his worker based on merit, from best to worst. However how best and why best are not elaborated in this method. It is easy to administer and explanation. Paired Comparison Methods: In this method each employee is rated with another employee in the form of pairs. The number of comparisons may be calculated with the help of a formula as under. N x (N-1) / 2 Future Oriented Methods 1. Management By Objectives: It means management by objectives and the performance is rated against the achievement of objectives stated by the management. MBO process goes as under. Establish goals and desired outcomes for each subordinate Setting performance standards Comparison of actual goals with goals attained by the employee Establish new goals and new strategies for goals not achieved in previous year. Advantage It is more useful for managerial positions. Disadvantages Not applicable to all jobs, allocation of merit pay may result in setting short-term goals rather than important and long-term goals etc. 2. Psychological Appraisals: These appraisals are more directed to assess employees potential for future performance rather than the past one. It is done in the form of in-depth interviews, psychological tests, and discussion with supervisors and review of other evaluations. It is more focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance. This approach is slow and costly and may be useful for bright young members who may have considerable potential. However quality of these appraisals largely depend upon the skills of psychologists who perform the evaluation. 3. Assessment Centers: This technique was first developed in USA and UK in 1943. An assessment center is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. It is more focused on observation of behaviors across a series of select exercises or work samples. characteristics assertiveness, persuasive ability, communicating ability, planning and organizational ability, self confidence, resistance to stress, energy level, decision making, sensitivity to feelings, administrative ability, creativity and mental alertness etc. Disadvantages Costs of employees traveling and lodging, psychologists, ratings strongly influenced by assessees inter-personal skills. Solid performers may feel suffocated in simulated situations. Those who are not selected for this also may get affected.

Advantages well-conducted assessment center can achieve better forecasts of future performance and progress than other methods of appraisals. Also reliability, content validity and predictive ability are said to be high in assessment centers. The tests also make sure that the wrong people are not hired or promoted. Finally it clearly defines the criteria for selection and promotion. 4. 360-Degree Feedback: It is a technique which is systematic collection of performance data on an individual group, derived from a number of stakeholders like immediate supervisors, team members, customers, peers and self. In fact anyone who has useful information on how an employee does a job may be one of the appraisers. This technique is highly useful in terms of broader perspective, greater selfdevelopment and multi-source feedback is useful. 360-degree appraisals are useful to measure inter-personal skills, customer satisfaction and team building skills. Frequency of Job Performance Appraisals Employers perform job performance appraisals on an annual or biannual basis. The purpose of the reviews is to give employees recognition when work is done well or point out issues that need attention. There are no set-in-stone rules about the frequency of job performance appraisals, as it is up to the employer and the company policy in question. Suggested Frequency Job performance reviews should be conducted on a regular and consistent basis. Reviews can be done annual or biannually, so employees are aware of the process. While some employers believe that one performance review per year is enough to keep the employees motivated, others see the entire employee review process as a burden. Whether it is a burden or an enjoyment, employers should aim for provide a review at least once per year. New Employee Reviews Some employers provide an introductory period, also called a probation period, for new employees to learn the ropes and train for the job. During this time, the employee may see an increase in job performance reviews that provide positive and negative feedback. The frequency of these reviews is to help the employee understand the company's procedures and rules. Once the employee has passed this temporary period, the frequency of the job performance evaluations may decrease to once a year or biannually, rather than once per month for instance. Improvement Periods While some employers may demand to see results immediately, a grace period must be given after an initial performance review, so the employee has a chance to improve. Providing job performance appraisals once a month may not provide enough time for the employee to improve certain job skills or sales figures, especially if the employee is only working part-time. Improvement periods must be addressed and should be three to six months, so a pattern can emerge in the form of sales figures or satisfied customers, for example. Addressing Issues If an employee is consistently making mistakes, a single annual review may not be enough. An employer may not be satisfied by having an employee with the company that is consistently bringing in bad numbers or cannot sell any products or services. It is important that the employee addresses the issues immediately, according to Entrepreneur. The employer may require the employee to address the issues under a short meeting. Development goals and strategies may be discussed to improve the work habits of the employee during this time.

UNIT-6 Employee Development Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done. Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge. The Role of the Employee Some things that the employee should consider in their own development include seeking a variety of assignments, tackling tough problems and asking for feedback. Coaching is another helpful activity, both in looking for opportunities to coach others and finding good coaches for him or herself. It can help to ask for feedback when working with a variety of people and in a variety of situations. Employees should be looking for developmental relationships that can provide a variety of learning. They can also identify goals for new skills and abilities and then look for ways to meet those goals. It can also be helpful to attend classes and workshops to fill in conceptual needs. While employee development is critical to the success of an organization, both the employee and the organization must recognize that most of the responsibility for development falls to the employee. Some things the employee should have and consider when beginning work towards development: Specific goals; identify goals for new skills and look for ways to meet those goals Energy to make the development possible A variety of work assignments Asking for feedback Opportunities to coach others and finding good coaches for him or herself Developmental relationships that provide a variety of learning The Role of the Manager/executive in Employee Development The manager/executive has several roles to play, but providing information and support to facilitate the employee's development is what is most important. There are a few basic roles for a manager/executive in developing employees. They include: Coaching employees to help them determine what they need for development Providing both positive and corrective feedback Offering organizational insight, information, and advice Guiding the planning through goal setting and checking back over time Allotting time and money for development experiences Ensuring opportunities for applications of new learning It is very helpful for an employee to get an honest assessment of their work, as well as access to others who may be able to provide information or coach the employee. The successful manager/executive will also respect every employee's learning curve. It takes time for anyone to learn new skills and be able to apply them well; this does not happen overnight. Building this development time into the application of a new skill set will make the employee more successful. Approach to employee development 1. Formal education programs include: off-site and on-site programs designed specifically for the companys employees. short courses offered by consultants or universities, executive MBA programs, and university programs. Tuition reimbursement - the practice of reimbursing employees costs for college and university courses and degree programs. 2. Assessment Myers-Briggs Type Indicator (MBTI) Most popular psychological test for employee development. Identifies individuals preferences for energy, information gathering, decision making, and lifestyle. It is a valuable tool for understanding communication styles and the ways people prefer to interact with others.

 Assessment center - It is used to identify: if employees have the abilities, personality, and behaviors for management jobs. if employees have the necessary skills to work in teams. Types of exercises used include leaderless group discussions, interviews, in-baskets, and role plays. Benchmarks - instrument designed to measure important factors in being a successful manager. Items that are measured include dealing with subordinates, acquiring resources, and creating a productive work climate. Performance appraisal - process of measuring employees performance. Different approaches for measuring performance: Ranking employees. Rating their work behaviors. Rating the extent to which employees have desirable traits believed to be necessary for job success. The appraisal system must give employees specific information about their performance problems and ways they can improve their performance. Managers must be trained in providing performance feedback. Upward feedback - involves collecting subordinates evaluations of managers behaviors or skills. 360-degree feedback- Factors necessary for a 360-degree feedback system to be effective: The system must provide consistent or reliable ratings. Feedback must be job-related (valid). The system must be easy to use, understandable, and relevant. The system must lead to managerial development. 3. Job Experiences - relationships, problems, demands, tasks, or other features that employees face in their jobs. Job enlargement - adding challenges or new responsibilities to an employees current job. Job rotation - providing employees with a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department. Transfer - an employee is given a different job assignment in a different area of the company. Promotions - advancements into positions with greater challenges, more responsibility, and more authority than in the previous job. Downward move - occurs when an employee is given a reduced level of responsibility and authority. Externships - employees take full-time, temporary operational roles at another company. Employee exchange is one example of temporary assignments in which two companies agree to exchange employees. 4. Interpersonal relationships Mentor - experienced, productive senior employee who helps develop a less experienced employee (the protg). Mentors provide career support and psychosocial support to the protg Provide opportunities for mentors to: Develop interpersonal skills, increase feelings of self-esteem and worth to the organization, and gain knowledge about important new scientific developments. Purposes of Mentoring Programs To socialize new employees and to increase the likelihood of skill transfer from training to the work setting. To enable women and minorities to gain the experience and skills needed for managerial positions. To develop managers for top-level management positions or to help them acquire specific skills.

 Group mentoring programs - successful senior employee is paired with four to six less experienced protgs. Coach - a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback. The best coaches are empathetic, supportive, practical, and self-confident but do not appear to know all the answers or want to tell others what to do. Three roles that a coach can play: One-on-one with an employee, providing feedback based on psychological tests, 360-degree assessment, or interviews with bosses, peers, and subordinates. Help employees learn for themselves by putting them in touch with experts who can help them with their concerns and by teaching them how to obtain feedback from others. Provide the employee with resources such as mentors, courses, or job experiences that the employee may not otherwise have access to. current issues in employee development 1. Glass Ceiling the glass ceiling is "the unseen, yet unbreakable barrier that keeps minorities and women from rising to the upper rungs of the corporate ladder, regardless of their qualifications or achievements. A glass ceiling inequality represents: "A gender or racial difference that is not explained by other job-relevant characteristics of the employee." "A gender or racial difference that is greater at higher levels of an outcome than at lower levels of an outcome. "A gender or racial inequality in the chances of advancement into higher levels, not merely the proportions of each gender or race currently at those higher levels." "A gender or racial inequality that increases over the course of a career." 2. Dysfunctional managers Dysfunctional managers are capable of having a greater impact on the organisation, and might be driven by the need for power, success or attention. Interestingly they are often also capable of great positive things, but are lead over the cliff by their desire to overplay a particular strength, making them blind to the potential pitfalls around. 8 Signs of Dysfunctional Management 1. Because I Said So: If the only reason that you are given to complete a task is that it was because management said so then you are in a bad situation. This behavior is an iteration of fear based leadership which is never going to drive high level performance and can often yield to employee paralysis as they become afraid to act due to the potential for repercussion. 2. Passive-Aggressive: Whether it is showing up late to meetings, forgetting to share important details, or consistent excuses for not getting things done. These behaviors are damaging in all cases. For instance, the late arrival to a meeting once can be an accident. Regularly showing up late is a sign of indifference and can likely be a sign that the person doesn't care about or for what the meeting is about. In strong cultures this behavior is nipped in the bud, but in a dysfunctional environment this can be seen throughout the workplace. 3. Narcissistic: When management (individual or as a whole) is obsessed with their individual success, it is a huge red flag. To lead, management must serve those on the front line. Upon driving performance, management will get their due recognition. However, when the sole purpose is to feed the ego and support the growth of management you can count on rampant dysfunction and less then desirable results. 4. Non-Committal: Strategy of the week, the day or the hour? It is a terrible feeling for an employee to feel like their direction is changing faster than the weather in Chicago. While change can be adapted more rapidly in a stronger culture, in a weak or dysfunctional culture the fragile nature of the employees can be broken by even positive change. 5. Turn-Over: Are you seeing a revolving door of people coming and going? This is a really bad sign and something that needs to be quickly rectified. If employees are leaving, whether by

choice or not, then you can be fairly certain that management is dysfunctional. Hiring is never an exact science and the elimination of low performers is important. However, companies with high turn-over are often seeing this due to weak culture and poor leadership. The rapid change of people is a Band-Aid by management to cover up for a much bigger problem which they can find in the mirror. 6. Division: When members of the management team intentionally or even unintentionally drive division between members of teams or functions you are staring dysfunction in the eye. Even though companies are generally divided into cross functions to cover the various areas of operations, synergy is still the great whole rather than the sum of its parts. Creating division within teams is often done with negative intent and may be used to cover up larger problems and to protect agendas which never yields improved performance. 7. Politics: Interoffice politics are like the plague for businesses. I refer to this sign as "exponentially dysfunctional management." A management team or individual driven by political gain which can be a promotion, visibility or other may be the absolute worst. When it becomes obvious that management is acting on an agenda that isn't in the best interest of meeting its goals/mission then you have a big problem. 8. (Mis)Communication or Lack thereof: If the respective leaders of the organization do not know what is going on, you can be certain that the dysfunction has spread to the core of the operation. When the leadership team stops speaking and communicating to one another or they are trying to collect information from the rank and file it is time to worry. Strong leadership teams communicate early and often. They understand important messaging and they know what and when to share. When leadership teams become out of sync due to dysfunction you will see massive breakdowns in communication that start at the top and radiate to the bones of the company. 3. Succession/Success planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Taken narrowly, "replacement planning" for key roles is the heart of succession planning Research indicates that clear objectives are critical to establishing effective succession planning. Identify those with the potential to assume greater responsibility in the organization Provide critical development experiences to those that can move into key roles Engage the leadership in supporting the development of high-potential leaders Build a data base that can be used to make better staffing decisions for key jobs In other companies these additional objectives may be embedded in the succession process: Improve employee commitment and retention Meet the career development expectations of existing employees Counter the increasing difficulty and costs of recruiting employees externally 4 Tips for Efficient Succession Planning 1. Change the name of the process to from Succession Planning to Succession Development. 2. Measure outcomes, not process 3. Keep it simple. 4. Stay realistic. Succession Planning Not just for small / large businesses the next set of leaders Needs to be part of the strategic plan Too late to plan it when you need it Tied to Employee Development Building Challenges Need as company evolves Inconsistent Lack of written job descriptions training programs Unclear growth path Outdated/unwritten company policies Hard to predict staff needs Boomers staying around longer Employee Turnover Costs Fill in Staff Loss of productivity

Exit costs Severance programs costs Managerial costs of decision making Unemployment costs Loss of training & knowledge Lost customers Short timer costs Lost Time Benefits of Succession Planning Stream of capable staff Attract high quality applicants Pipeline of future leaders Improved longevity Positive workplace reputation Recognized internal growth Morale Process of refining procedures Approach Understand the Business Strategy Map individuals Partner with Human Resources Create and execute plans Determine the Core Competencies Focus on retaining key people Analyze Performance & Potential Participate in the process Do a skills/gap analysis managing workforce diversity Introduction We live in times when global corporations and their reach across the world bring benefits in terms of innovative HR policies as well as challenges in terms of managing the workforce are concerned. The rise of such corporations means that the workforce is composed of diverse races and ethnicities. Further, the issue of gender diversity in terms of more women participating in the workforce has been a trend that has accelerated in the last two decades in India and much earlier in the developed countries. This article looks at the reasons for managing workforce diversity and the issues that such management brings to the fore. Why is Management of Diversity Important ? When an organization has people of different ethnicities and a greater proportion of women than the industry average, naturally the question arises as to how to reconcile the differences between these employees without causing too much friction in everyday interactions. Managing diversity is important as otherwise the performance of the organization takes a hit and worse, there can be possible lawsuits and legal tangles from disaffected employees who feel aggrieved because of instances of discrimination and harassment based on their ethnicity or gender. Issues in Managing Diversity One of the central issues in managing diversity is to do with the majority and the minority perspective. Usually, it is the case in organizations that there is a predominant majority of a particular race or ethnicity and various others in minority groups. And considering that the most pressing issue in managing diversity arises out of the treatment of women, we get a sense of the issues of race and gender as the primary drivers in managing diversity. In recent times, these issues have come to the forefront of the debate because of greater awareness among the minority groups about their rights as well as stricter enforcement of laws and regulations that govern workplace behavior. Gender Sensitization We have devoted a separate section on gender sensitization because when compared to other issues in managing diversity, this is the most pressing issue because of the preponderance of women in the workforce as well as recent trends that point to the emergence of this single issue as the dominant issue that is taking the mind space of managers. The worrying aspect about this issue is that despite policies and rules governing gender specific issues in most organizations, there is little evidence to show that they are being followed. Hence, what is needed is a mindset change rather than more policies and this can only be done if the workforce is sensitized to the needs of women. Organisation characteristics influencing employees development Performance Improvement Employee development plans designed to improve performance focus on both corrective action and manager support. These types of plans are referred to as performance improvement plans or similar terms that indicate the employee's performance needs improvement. Performance improvement plans generally indicate the employer has enough confidence in the employee's skills and aptitude to invest the time necessary to design a plan that encourages growth and development. Companies that have progressive discipline policies could terminate someone who repeatedly shows signs of poor performance; however, an

employee development plan can turn around performance provided there's strict oversight and guidance from a manager. Promotional Opportunities Preparing an employee for accepting a promotion is another reason for designing an employee development plan. Cross-training and job shadowing are just two of the several training methods used in this type of employee development plan. These methods are particularly helpful when an employee is preparing to assume the role of another employee who is being promoted or planning to leave the company. For example, a supervisor who is identified as future manager would spend time with the current manager learning to take on managerial duties and responsibilities. This kind of employee development plan ensures the supervisor is fully prepared to step into the manager's position when the time comes. Succession Planning Succession planning is a more formal method of identifying future leaders already with the company and preparing them for more responsibilities roles. Employee development plans that support succession plans include training in areas such as general leadership, financial management, human capital strategy and other broad-based areas. This gives employees an opportunity to learn various aspects of business management and helps employers further identify their most talented employees for correct placement. Employee development plans designed for succession planning might include several employees in a class-structured learning environment or an individual employee put on a career track that introduces her to several facets of the business through a long-term training and development program. Professional Development Goals During performance appraisal meetings, managers ask their employees to identify their professional development goals. An employee's goals may be related directly to his current job, or they may be goals that will help him gain entry to another field. Employers who invest in educational opportunities, tuition assistance plans and training programs offer this form of employee development as part of an employee benefit package. Employers realize the days of staying with the same company from the beginning of a career until retirement are gone. Therefore, providing an employee development plan for workers who demonstrate motivation and a desire to learn new skills is one way companies show how much they value their employees. UNIT-7 Career Management is the combination of structured planning and the active management choice of one's own professional career. Career management is conscious planning of ones activities and engagements in the jobs one undertakes in the course of his life for better fulfilment, growth and financial stability. It is a sequential process that starts from an understanding of oneself and encompasses occupational awareness. Career management is more or less like the organisational management; after all an organisation is nothing but an assortment of individuals! The process of career management begins with the formulation of goals and objectives those that are short term or meant to be achieved in the short run. Necessity / Importance: From the companys perspective, the failure to motivate employees to plan their careers can result in: A shortage of employees to fill open positions Lower employee commitment Inappropriate use of monies allocated for training and development programs From the employees perspective, lack of career management can result in: Frustration Feelings of not being valued by the company Being unable to find suitable employment should a job change be necessary due to mergers, acquisitions, restructuring, or downsizing. Benefits: Personal fulfilment, goal achievement work/life balance, financial security. Career development Model: Career development is the process by which employees progress through a series of stages. Each stage is characterized by a different set of developmental tasks, activities, and relationships. There are four career stages:

Exploration Establishment Maintenance Disengagement

Career Planning System and its components:

Self-Assessment Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies. Often involves psychological tests. Reality Check Information employees receive about how the company evaluates their skills and knowledge and where they fit into company plans. Goal Setting The process of employees developing short- and long-term career objectives. Usually discussed with the manager and written into a development plan. Action Planning Employees determining how they will achieve their short- and long-term career goals. CAREER COUNSELLING What is career counselling? Career counselling is a personalized process that combines both intuitive and cognitive techniques to help you understand yourself, explore career options, and clarify and attain desired career/lifestyle goals. The processes of career counselling offer insight, guidance and support to help you understand and manage varied career and lifestyle issues. Career counselling and guidance generally involves face-to-face interaction, and/or interaction through other mediums like telephone, letters, or Internet. However, most important of all is the one-to-one interaction between the career counsellor and the client The Aim providing accurate, current and relevant information pertaining to the personality and qualifications of the individual is crucial to career guidance. How is it done? Career counsellors may want to use interest or aptitude tests in counselling interviews. This acts as a process of self-exploration and interest identification which helps in career choice and decision-making. Career counselling, thus, spans both the internal psychology of the person and the external contexts of education and employment. The career counsellor in most cases would attempt to develop a rationale for the interrelation between the two. First Phase: Career Planning 1) A review of early life, past experiences and accomplishments to identify interests, abilities and skills 2) Identification of current occupational interests by means of tests, inventories or exercises

3) Assessment of individual traits and needs as they relate to the work environment 4) Clarification and appreciation of personal values and goals as they affect career decisions. Second Phase: Career and Educational Information this phase of counselling involves the gathering and exploration of available information related to careers. This would involve individual and guided use of the Career Resource Library. This information would be used to develop a set of career goals and an initial 'career pursuit' plan. Third Phase: Job Search On successful completion of educational training comes the phase of Job searching. This phase would involve referral to and the assistance of placement or employment personnel who would focus on finding and securing a proper employment. Benefits of Career Counselling If you are trying to decide on your career or thinking of changing the course of your professional life, then a few well-spent moments with a proficient career counsellor might just get you started in the right direction. The career counselling process will help you develop the confidence, courage, knowledge and strategies to effectively manage your own education, career -- and life. Career path Career path refers to the growth of the employee in an organization. It refers to the various positions an employee moves to as he grows in an organization. The employee may move vertically most of the time but also move laterally or cross functionally to move to a different type of job role. Career path is used interchangeably with career ladder. An example of a career path is illustrated below:

Employees Role in Career Management Take the initiative to ask for feedback from managers and peers regarding their skill strengths and weaknesses. Identify their stage of career development and development needs. Seek challenges by gaining exposure to learning opportunities. Interact with employees from different work groups inside and outside the company. Create visibility through good performance. HR Managers Role in Career Management Provide information or advice about training and development opportunities. Provide specialized services such as testing to determine employees values, interests, and skills. Help prepare employees for job searches. Offer counseling on career-related problems. Companys Role in Career Management Companies are responsible for providing employees with the resources needed to be successful in career planning: Career workshops Information on career and job opportunities Career planning workbooks Career counseling Career paths

Managers Role in Career Management

Career Paths and Career Plateaus What is a Career Plateau? Many people experience the situation at one point during their career of becoming 'stuck' with little or no movement up the career ladder, either for professional or personal reasons. The main cause of this is usually the pyramidal structure of organizations, which has fewer positions than aspirants at each higher level of the organizational ladder. The way most United Nations organisations are structured is a good example of this. The 'plateauing' of one's career is often accompanied, and thus identified, by feeling of boredom, frustration, tension, loss of enthusiasm, lack of team effort or lack of commitment. With this in mind, the following information aims at raising awareness and understanding of career plateaus, in order to assist staff to better manage these professional challenges. A career plateau is: The point where the likelihood of additional hierarchical promotion is very remote; The point where there are few internal opportunities for advancement; A period in which an individual's learning rate does not improve; A time of perceived or actual professional stagnation. Different Kinds of Career Plateaux Structural Plateau When one has progressed to a point where the organizational structure prevents him or her from moving up, due to non-availability of vacancies in higher grades. This happens to most of us sooner or later. Content Plateau When one has mastered the job and there is no longer a sense of challenge in the current position. Contribution Plateau When one has ceased growing and searching for learning opportunities to develop competencies and add value, becoming unable to respond to changing situations or to keep up with technological changes. Individuals have significant control over the forces that create contribution-based plateau; if one lets this happen, his or her value will decline rapidly. Damaged Reputation Plateau When critical behaviours or events put a temporary stall on career progression. Sometimes these may be self inflicted, sometimes by association with a particular department, supervisor or mission, and sometimes a combination of both. However, it is important to understand that reputation can vary over time for the same individual and that positive reputation can be restored. Life Plateau When one experiences a loss of identity, direction, meaning or self-esteem, or when one undergoes selfdoubt in his or her life, not just in the job. In many ways this is the most serious plateau, especially when combined with working in a post conflict context.

STRATEGIES FOR DEALING WITH A CAREER PLATEAU The strategies for dealing with a career plateau, whatever the kind, revolve around two main actions: reflection and reassessment. Restructure your view of success Explore ways to feel successful on the job apart from 'moving up', such as lateral moves, taking on new and different assignments in an existing job, going more in-depth in your area of expertise or even changing your working area as a whole. Manage expectations Let go of the notion of regular promotions and instead concentrate on your job satisfiers. Enrich the status quo: seek out a special challenging assignment, such as a special project, additional task, covering someone's duties while he or she is away (job rotation), or committee work. Seek a career move Pursue a change within the organization, seek a geographical move to a new Duty Station or, perhaps, to a different organization. Move sideways (consider a cross-training) to find excitement and challenge through a new environment. Explore new learning Return to school, take training (IT, managerial, technical, supervisory, etc.), explore a sabbatical to develop a skill, register for a degree/non-degree/certificate programme, do a cross-training, acquire or perfect a UN language (in-situ, intensive study or self-study, individual tutors or CD-ROMs), maintain or expand your understanding of trends in your field (which can be done though effective networking or mentoring). Manage your reputation 1. Identify the origin of your damaged reputation: is it self-inflicted, related to a particular department, supervisor or mission, or a combination of both? 2. Confront the origin of your bad reputation. Is it based on true events or made up? If made up, find a way to ensure that the truth is known. 3. Assess your own behaviour and/or that of your department, supervisor or mission if necessary. Is there anything you can do to avoid the critical behaviours or events from re-happening? 4. Take accountability for your actions and for the actions of your department or mission and make a commitment to improve. 5. Counteract your damaged reputation with positive and constructive acts and behaviours on a continuous manner. Find your balance Find time for yourself and focus on the positive aspects of your life and on what makes you happy. Find new things or experiences to be excited about. Reassess your goals and the plans you have to achieve them; are you on the right path or does it need some readjustment? Career Plateaus and Taking Control Remember that, as with most aspects of career development, being in a career plateau does not mean the end of the line. The individual is largely responsible for his or her own career path, and recognizing that you may be in a career plateau is the first step in making the necessary professional changes or adjustments in your life. DUAL CAREER A dual career ladder is a career development plan that allows upward mobility for employees without requiring that they be placed into supervisory or managerial positions. This type of program has typically served as a way to advance employees who may have particular technical skills and/or education but who are not interested or inclined to pursue a management or supervisory track. Dual career ladder programs are more common in scientific, medical, information technology and engineering fields or fields that typically exhibit one or more of the following characteristics: Require substantial technical or professional training and expertise beyond the basic level. Are known for rapid innovation. Employees receive national credentials or licensure. One advantage of a dual career ladder is that it gives companies an alternative career path to offer employees in lieu of traditional promotions to supervisory or managerial positions. In addition, a dual career ladder program can potentially reduce turnover among senior staff by providing expanded career opportunities, and it can allow employees to remain in their chosen careers and not be forced to move into managerial jobs just

to get a pay increase. If well managed, this type of program can also decrease pressure to create special jobs just to give pay increases to employees and can encourage employees to continually develop their skills and enhance their value to the organization. Organizations that wish to implement a dual career ladder program should carefully consider the following: 1. Determine the factors being used to evaluate a technical positionfor example, knowledge and skills, technical expertise, decision-making ability and innovation. 2. Determine the degrees for each factor being consideredfor example, under the innovation factor, determine degree of skill that is needed to get from entry level to expert. 3. Develop job descriptions for each career level and include the steps required to get to the next level. 4. Develop salary ranges for each position. Use market data to benchmark salary midpoint. Also consider the length of time employees are expected to remain in each levelthe longer the time at a career level the wider the range of pay. 5. Ensure there is internal equity between management and alternate career track employees. For example, if you have an employee who is promoted to a management position and moves to a higher salary grade with additional benefits, then an employee who is promoted to a higher salary grade in a professional, technical or scientific track should receive a similar raise and increase in benefits. 6. Roll out the program. In communicating to staff about a dual career ladder program, make it clear that employees are free to move about the career path of their choosing as their goals may change at any time during their careers. Balancing Work and Family All of us must allocate 24 hours a day to the activities of life. How well we balance responsibilities with doing things we truly enjoy directly affects our quality of life. It also helps manage stress. Are you satisfied with your balance of time between work and family? If you answered no, you are not alone. Achieving balance with work and family is an ongoing process of juggling responsibilities at work and the needs of family members. These needs change over time. The key to success is stepping back and periodically analyzing how things are going. You can then decide if changes are needed. The result will be enjoying your life more and being in harmony with the things you value most. Take the following quiz to see if you could use some re-evaluation of work and family balance. If you answer no to any question, you may benefit from some of the steps that follow. Work and Family Balance Quiz Do you successfully allocate time in your day to the things you want to do with your family? Can you participate in meaningful activities with family without feeling anxious or talking about work? Do you participate in family activities without the gnawing feeling of so much work being left undone? 10 Steps Toward Balance with Work and Family 1. Work and Family Balance is a Conscious Decision. Work and family dont balance automatically. Achieving balance is an ongoing process. Understanding this can reduce frustration and help you act to gain control. 2. Write Down Family Goals. Family needs change over time. Opportunities to build a tree house for the kids or participate in a new family pastime dont last forever. Decide what is important and write it down. Assign a date, and make these goals absolutely-will-happens. 3. Stick to Your Values. Sometimes it can be tough to make a choice between a family and a work activity. Knowing where you stand on your values can make tough choices easier. 4. Recognize that Imbalance is Sometimes Inevitable. It is important to recognize that jobs and responsibilities are important and that they sometimes take priority. 5. Revisit Your Schedule. When your work schedule changes, new opportunities may become available to participate in family activities. Claim the high ground! 6. Recognize the Benefits of Balance. Balancing work and family has pay-offs for children, home relationships, and everyones future happiness. Recognizing this can help you keep balance in mind. 7. Manage Distractions and Procrastination. Working long hours causes stress that sometimes finds relief naturally through workplace distractions and procrastination. If you are at the office for 12 hours, do you really work only 10? If you are searching for more family time, it might be found here. 8. Discuss Expectations and Responsibilities. When one family member is taking on too many responsibilities at home, resentments can build. Periodically discussing the perceptions of others can provide

the awareness you need to consider opportunities and choices for work and family balance. 9. Organize Your Work Better. Improving your delegation and time-management skills can buy you time needed for family life. Learning how to put work down, say no, and let go of workplace worries are skills that are learned through practice. 10. What Partners EAP Can Do. Despite these suggestions, improving balance of work and family may be a lot easier said than done. The EAP can help you find sources for defining priorities, acquiring assertiveness skills, making tough decisions, or even identifying family goals that you want to pursue so you can look back and say, I did it. COPING WITH JOB LOSS Coping with job loss is one of the most stressful things a person can face, particularly in these increasingly challenging economic times. At CredAbility, counselors working with consumers who have lost a job find that taking quick action can mean the difference between a temporary setback and a financial disaster. Ten Steps to Coping with Job Loss 1. Check you have received your full entitlements. Ask your companys human resources department to explain your entitlements. Try to negotiate financial advice, outplacement and career planning as part of your redundancy package. If you feel that you have been underpaid, call your union. 2. Organise your personal finances. Review your budget. If you are unable to fulfill financial commitments, such as mortgage or credit card payments, you may have to negotiate new terms with your creditors. It is better to be up front than fall behind with your payments. If your home loan has a redraw facility, for example, you can access cash when you need it. 3. Do not rush into any major financial decisions. Do not immediately go out and book that overseas holiday or new car, and do not use all of your payout to pay off your mortgage you will have to live off that money for an indefinite time until you find another job. Any decision regarding paying off your mortgage and debts should be balanced against your future prospects and the amount of the package you received. You will need money to live on until you receive benefits or get another job. 4. Register with Centrelink. You may not be eligible for benefits immediately, but it will help you to budget if you know when payments will begin and how much you will receive. Discuss your employment options with Centrelink; they may provide assistance with Job Search Training, which includes resume writing and interview preparation. 5. Revise your budget in accordance with your changed circumstances. How much will it cost to maintain your home and lifestyle? List all outstanding debts. Acceptance will come, however, and losing your employment may be the impetus you need to re-evaluate your life. You may opt to use your payout to open your own business, or decide to retire early if you are near retirement age. 6. Seek professional help. Pay any outstanding bills then take time to consider your options; talking to a financial planner or accountant may help to clarify your situation. Seek out professional advice from an accountant or financial planner, as tax rules apply to redundancy and retrenchment packages. 7. Think positive. Long-term employment is increasingly rare in these days of 'restructuring' 'downsizing' and 'centralising'. Try to think of losing your job as a positive event, an opportunity to rethink your future and, potentially, change your career. 8. Update your rsum. To add to your chances of finding new employment, consider updating your existing skills or adding new ones by doing further courses, such as computer training. This may be an opportunity to tackle that degree you always wanted. 9. Network while job-hunting. Search newspapers and the internet for suitable jobs and send out your rsum; at the same time, spread the word to ex-colleagues, friends and family that you are looking for work. 10. Look for other ways of earning money. If you are receiving a social security payment, find out how much you can earn before it affects your pension or benefit, then supplement it by having a garage sale, selling your home-made creations from a stall at your local market, letter-boxing leaflets or delivering newspapers, babysitting, ironing, dog washing and/or dog walking, window cleaning, gardening, home maintenance for the housebound or elderly your options are many!