30-10-2008, 08:55 AM
|  | Senior Member | | Join Date: Mar 2006 Location: kakinada, India
Posts: 534
| |  A Guest Lecture On Pms-system
Dear Friends,Please see the attachment of a guest lecture on PERFORMANCE APPRISAL which will be very useful for the stuidents of MBA or any Management cources. Regards,PBS KUMAR
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31-10-2008, 03:36 PM
|  | | | Join Date: Feb 2008 Location: Chennai
Posts: 21
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Dear Mr.BPSKumar
Your lecture on performance appraisal is indeed very good.
Please see my note on HRD.
Best Wishes
Dr. H.K.LakshmanRao Why Human Resources Departments are not popular? Human Resources Department (HRD) is among the vital wings of any PSU, Corporate organization for corporate Growth, customer satisfaction, harmonious industrial relationships. Employees are the internal and vibrant customers of any organization and must be treated and developed fairly. It is not hire and fire policy. It must be hire develop and use the human resources to the optimum extent, HRD should adopt a marketing approach in dealing with internal customers. HRD, in most organizations still feel that they are a supportive Dept, a Cost centre and unduly shadowed and dominated by other departments- Particularly, Production, Marketing which are considered as profit centers, although the situation has dramatically changed towards Human Resources Management(HRM). HRD can do a lot in this area and to arrest the trend of large scale attritions. HRD should become the backbone of organizations and carry out their functions in a creative, dynamic and assertive manner rather than doing a postman job. HRD is expected to provide good & effective supportive function to other Departments in Corporate organizations and ensure that the right persons are recruited, trained, motivated and retained to enhance manpower productivity and harmonious interpersonal relationships. Unfortunately, the HRD, in most corporate settings do what they should not. They develop a fire fighting and crisis management environment rather than an orderly human resources development. The team at HRD is generally not assertive, creative and dynamic but prefers to be subordinate to other functional departments by just carrying out what is told to them with respect to recruitment, training etc. Consultants and trainers who work with HRD of large corporate organizations find the Dept too bureacraratic/ inflexible to deal with. Here are some views expressed by persons working in the Department and working as consultants: Keith H. Hammonds outlines in telling and hilarious fashion why HR folk are often ineffective, prevent talented employees from progressing and become slaves to form and legal box-checking. HR people see themselves as protectors of management from lawsuits and embarrassment rather than nurturers of up-and-coming employees and champions of their companies. Here’s one example. HR relies on the special and often insidious processes to prevent lawsuits and gather dirt on workers. I was a manager at a company where if a problem employee came up, the “PIP” (performance improvement program) kicked in. But PIP was truly Orwellian since it meant anything but improving the employee. Once in PIP, the worker was as good as fired. PIP was designed to gather incriminating information about the employee to be used to intimidate that person when they were dismissed so they wouldn’t file a lawsuit. Keith comes up with a number of perceptive reasons why HR departments end up doing these things. Here’s a brief list:- HR people are often the dregs of the corporate world. Not the “sharpest tacks in the box,” HR bureaucrats get to those positions because they often can’t handle jobs requiring more talent or imagination.
- HR pursues efficiency in lieu of value. Efficiency is a lot easier to justify numerically and doesn’t require a true understanding of what a corporation does.
- HR tries to get executives sucked into their system. These include pro forma, annual personnel appraisals. Raises and advancement depend upon them, but who’s to say that annual is the right time frame or you even need them?
- The corner office doesn’t get HR. There’s often little communication between the C-Suite and HR, but given the state of many HR departments, maybe that’s just as well.
To be sure, there are some firms that do HR well, such as Cardinal Health, Yahoo, Procter & Gamble and General Electric. But Keith’s scathing magazine piece still rings true three years later.
“I am an HR Manager, and I feel that HR can be too bureaucratic! The last company I worked with was Orwellian, as you say, to a "T". Sometimes I was embarrassed to introduce corporate's to latest HR program (I was the HR Manager at a plant). They were a waste of time. I figured most of their programs were "protect my job" programs at corporate headquarters, so they would introduce cr*p to prove their value there. I was miserable. The current company I work with is much easier going. Yes, I need to try to protect the company from lawsuits, but I am also a huge advocate for the employees and employee involvement, a big culture change here. I actually had someone tell me here that I was the first HR Manager he had worked with that "didn't have a stick up their butt." It was one of the best compliments I ever received“ “HR departments are not independent oversight committees that can operate under their own guidance. They are given their marching orders by executive management and, if nothing else, HR is capable of following orders. If HR is told to keep their noses out of employee relationships then they will keep them out.
A lot of people in management continue to adopt the view of that first popular corporate management book "Up the Organization", which opened its chapter on HR Departments with the statement "Fire the HR Department". And if it can't be fired, then it can be ignored.
HR has no clout except in areas affecting legalities. But the management-prerogative areas like employee relations, performance reviews, dispute resolution and the like are ALL driven by executive management.” Corporate organizations make large investments in HR area but The HRD operates in a ritualistic and a bureaucratic manner distancing themselves from the personnel whom they are expected to develop. What Can HRD do?- Stream line the Recruitment procedure
- Conduct a professional Interview and make it casual
- Provide insights into organizational culture and climate, confidence building, Skill developing orientation program before positioning fresher
- Develop and implement a Dynamic performance evaluation system with transparency
- Identify relevant training and skill development programs to meet the emerging challenges
- Evaluate the impact of T& D in an objective & Systematic manner and not just getting a feed back a the end of each T& D
- Utilize the services of Consultant for HR planning and Evaluation
HRD must take periodical and systematic evaluation of impact of training programs and HR strategies besides getting a realistic feed back It is time that the HRD takes a positive and assertive role to help the organizations and the employees -Prof.H.K.LakshmanRao.Management & HR consultant 33, krishnapuri, R.A. Puram, Chennai 60028 Comments/views can be passed on to: hklrao@gmail.com  |
01-11-2008, 09:41 AM
| | Senior Member | | Join Date: Mar 2006 Location: kakinada, India
Posts: 534
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Dr. HKL Rao Sir,Thanks for your wishes. I have gone through your note on HR, very informative, and worthfull. Best Regards,PBS KUMAR
Last edited by pbskumar2006; 03-11-2008 at 11:10 AM.
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01-11-2008, 09:31 PM
| | | | Join Date: Nov 2007 Location: noida
Posts: 25
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Nice thought sir.I completely agree with it. Thanks for sharing the information. |
03-11-2008, 12:16 PM
| | | | Join Date: Feb 2008 Location: Chennai
Posts: 21
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What can HRD do to revitalize and reposition? What Can HRD do?- Stream line the Recruitment procedure
- Conduct a professional Interview and make it casual
- Provide insights into organizational culture and climate, confidence building, Skill developing orientation program before positioning fresher
- Develop and implement a Dynamic performance evaluation system with transparency
- Identify relevant training and skill development programs to meet the emerging challenges
- Evaluate the impact of T& D in an objective & Systematic manner and not just getting a feed back a the end of each T& D
- Utilize the services of Consultant for HR planning and Evaluation
- Utilize Qualitative and Quantitative methods/ adopting Stat and OR techniques for HRM.
There is immense scope for adopting Stat & OR techniques in HRD and HRM. Effectiveness of T & D as also HR strategies can be compared and measured through formulating and testing hypothesis. Using employee data base, it is possible to identify performance & motivating factors, develop correlations and take ABC analysis of skill set of employees and to take appropriate policies. OR models such as: LP, Transportation, job allocation Assignment can be adopted for optimum utilization of human Resources. Adoption of OR models can increase the transparency and employee confidence among employees and remove the notion of arbitrariness in appraisal system. Periodical OD intervention through a sample survey of employees will have mutual benefit to the organization and staff as well. HRD, in addition to carrying the reutilized functions, of recruitments, training & development, carrying entry and exit interviews, settling the accounts of parting, can use the fund of personnel data in several ways by adopting Quantitative Methods For instance: · Periodically, Categorizing the employees department wise, developing a frequency table of the number of employees who have been with the organization in several class intervals; less than 2 years, 2-4, 4-4, 6-8, 8-10 and over 10, computing the averages, model and median values and also standard deviations will reveal the attrition rates, the loyalty, and the skill bank of experienced staff, planning for training, recruitment, compensation strategies etc. · Tabulation of data of number of employees in a tabular format containing qualifications, years of experience, salary range would bring out the skill set and to compute correlation among key variables · The data can be used to develop regression analysis on the contribution made by different classes having different variables .This will spot out the action plan needed for better utilization of HR · An analysis of the trend of recruitment and separations over the years and the creation of new positions will help forecasting the manpower needs of different categories. · The impact of training programs on the work with the enhanced competency can measure through statistical testing of hypothesis. This would enable modifying the T & D plans Periodical sample survey of the employees HRD must take periodical and systematic evaluation of impact of training programs and HR strategies besides getting a realistic feed back It is time that the HRD takes a positive and assertive role to help the organizations and the employees -Prof.H.K.LakshmanRao.Management & HR consultant,33, krishnapuri, R.A. Puram, Chennai 60028 Comments/views can be passed on to: hklrao@gmail.com |
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