Expert: Leo Lingham - 9/13/2009

Question
Dear Sir, please help in below questions.
Thank you
Shalini

Q.1
a)  Describe the changing status of HRM. What factors have led to these changes?
b) Why do you think businesses internationalize? Which forces are most influential & what are secondary forces?        
        
Q.2  
a) In terms of EEO, how can customer requirements for preferences be used in the process of hiring people ?
b) What is meant by conducting a work analysis? How might you convince top  managers of the importance of conducting work analysis?

Q.3
a) How should HR planning involve a comparison to competitors? What critical data are required ?  
b) Are cognitive ability tests more trouble than they are worth? Given that minorities are more likely to score lower on such tests, would it not be advisable to find some other method for predicting job success?  

Answer
SHALINI,
HERE  IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
==============================
Q.1
a) Describe the changing status of HRM. What factors have led to these changes?
SEVEN  IMPORTANT ENVIRONMENTAL  CHANGES, WHICH HAS
AFFECTED  THE  HRM  STYLE.

1.GLOBALIZATION   OF  BUSINESS.
- creating a  global mind-set within the HR group, creating
practices that will be consistently applied in different
locations/offices while also maintaining the various
local cultures and practices, and communicating a
consistent corporate culture across the entire
organization.
--------------------------------------------------------------
2. BUSINESS  ALIGNMENT
-considering  the HR function not as just an
administrative service but as a strategic business
partner.
Companies are  involving  the human resources
department in developing and implementing both
business and people strategies.
----------------------------------------------------
3.MOBILE  CULTURE

- Communicate  to all locations about a common
corporate culture.
- Allow   local cultures to maintain their identity
in the context of the corporate culture.
- Establish   common systems (e.g., accounting,
marketing, MIS).
- Provide   management with education outlining
how the company does business.
- Create  an organizational mission with input
from all locations.
- Create a written strategy outlining the
corporate culture.
----------------------------------------------------
4.NEW   TECHNOLOGY  IMPACT  ON  SKILLS REQUIREMENTS

Technology-related skills
• Skills in identifying new applications of technologies
• Skills in developing new technologies, or advancing existing technologies
• Skills in identifying technological solutions to problems

Operative/Technical skills
• Skills in operating new tools or equipment, or applying new methods/processes
• Skills in applying new processes or tools to existing work
• Skills in installing and maintaining new products, and
• Skills in manufacturing new products.

--------------------------------------------------------------------------
5.BUSINESS  INNOVATION  DEMAND  ON  MANAGMENT

Management skills
• Skills in identifying which innovation outcomes are appropriate for commercialisation
• Skills in knowing when and how to market a new product, tool or process (or other innovation outcome) successfully
• Skills in securing intellectual property rights over innovation outcomes
• Skills in setting up efficient manufacturing processes for new products
• Skills in negotiating appropriate training provision with education and training providers
----------------------------------------------------------------------------------
6.DEMAND  FOR  INNOVATION   THROUGH   TRAINING/DEVELOPMENT :
* Building an educated and highly skilled workforce.
*Becoming a leader in knowledge creation and innovation.
*Developing linkages, clusters and networks to become a more integrated and networked local economy.
*Fostering high levels of enterprise formation and business growth.
*Becoming a globally focused and internationally integrated economy.
*Creating a business environment and infrastructure base that facilitates business success.
establishing a culture of innovations  THRU
#Co-operative Research Centres
#Knowledge and Technology Diffusion
#Technology, Research Parks and Precincts
#Education
#Commercialisation
------------------------------------------------------------------------------
7.IT  TECHNOLOGY  DEVELOPMENT.
-more  systems / more  software  for  the  business  means
different  methods  of  working, which  affect  the  working  human resources.
HRM have  to  face / meet/  manage  the  human  resources  to deliver  the  results.
------------------------------------------------------------------------
8.OUTSOURCING   OPPORTUNITIES
-the  demand  for  cheaper labor  forced  the  companies  to
seek  more  destinations  in the underdeveloped countries.
This  created  an  enormous  challenge  to  the  HRM
to seek/develop/manage  overseas  HR.
-----------------------------------------------------------------
9.DEVELOPING  ECONOMIES  GROWTH  RATE
-MAJOR  ECONOMIC  REFORMS

-the  rapid  development  of   underdeveloped  countries
forced  many companies  to  shift  their  production  base
overseas.This  created  an  enormous  challenge  to  the  HRM
to seek/develop/manage  overseas  HR.
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10.RISE  IN  PER CAPITA  INCOME
-the  rise in per capita  income  created  more  educated
human  resources.
FOR  HRM, IT  WAS  A  CHALLENGE  TO
MAINTAIN/ MANAGE  TALENTS.
=====================================

The  future  for  HR  is
-CHALLENGING
-VERY  MOBILE
-EVER  CHANGING
-MORE  DYNAMIC
-ACTION  ORIENTED
-INNOVATIVE
-VERY  GLOBALIZED
ETC ETC.

THE  HR  MANAGERS  CONCERNS   ABOUT  THE  ISSUE  OF  
NEW  DEVELOPING  TECHNOLOGY  IS   AT  TWO  LEVELS.

LEVEL  ONE
-the  introduction  of  new  processes  in  business / production.
-the  introduction  of  innovated  systems  in  business/ production
-the  heavy  usage  of  IT  TECHNOLOGY  in  business / production
WHICH   AFFECTS  THE   FUNCTIONS/ PERFORMANCE  OF  
HUMAN  RESOURCE.
THIS  HUMAN  RESOURCE  NEEDS  TRAINING  /   DEVELOPMENT
TO  USE  THE  NEW  PROCESSES/  TECHNOLOGY  ON THE  JOB.
==================================================
LEVEL   TWO
THE  AVAILABILITY  /  USE  OF  HEAVY  IT  TECHNOLOGY
IN  THE  MANAGEMENT  OF  HUMAN  RESOURCES  LIKE
-recruitment/   selection
-online  recruitment
-selection  tests
-e  learning
-human  resource  information   system   usage.
-computer  based  training
-computer  based  HR  SCORECARD
-USE  OF  METRICS
ETC  ETC
================================================
THESE  ARE  SOME  OF  THE  CHALLENGES  FACING   HR
IN  THE  FUTURE.
Online technology has radically changed the way employees and managers access human resource data, and the use of online HR solutions has expanded rapidly over the past year.
Self-service and online tools have become important in the continuing effort to improve the management of HR functions and to drive competitive advantage.  "As the lines blur between HR data and that used by the rest of the enterprise, organizations find it makes sense to consolidate all employee data using a corporate portal''.
Overall, the importance of HR self-service is increasing, especially those applications that improve employee performance.
The strongest growth among applications focused on managing and enhancing worker skills and productivity.

There is a dramatic increase in measuring return on investment for HR self-service programs.
The number of organizations collecting metrics on this topic also increased .
====================================================================
How can HR   systems meet the challenges of innovation and
new skill requirements?


There  is   a  need   for  more informed policy formulation and implementation. The  HR  education and training systems can only be adequately understood with reference to the set of inter-relationships between the education system, industrial training system, the organizational structure of industry, the industrial relations system and the class and status relations of the wider society as reflected in its political system.

Key aims of   the  new   HR  skill  system
Skill   systems are communities of interrelated and interacting organisations working as a coherent entity to increase opportunities for sustainability, innovation and growth.
Skill  systems offer a vehicle for two key functions, economic and workforce development. Economic sustainability is as important to partner companies as it is to HR  goals of addressing industry needs and building new capacity.
Types of Skill   systems

Current funding and data collection arrangements have difficulty capturing information that reflects versatile activities such as collaboration building activities. The current system rewards prescribed outcomes, one size fits all (with some customisation) in an increasingly complex and changing work environment. Data collection of this kind is important for accountability purposes and for providing readily understood information to the general population.  The funding and data collection system reinforces the paradigm of large companies who require standardised occupational skills with one best method for performing particular tasks.

The system emphasises national qualification outcomes that may not be required by the companies involved in skill  systems.  Current realities however, see companies drawing on two formerly opposed logics - one of deskilled routinised low discretionary jobs and the other of skilled, autonomous, high discretionary jobs. New work organisation models highlight the complex realities of competition. HR   data collection systems need to be expanded to capture more broadly demanded side issues. Currently there is little recognition of time and resources spent developing relationships, negotiating roles and services and administration of workplace training. The shifting role of the HR  professional is in direct response to industry need, yet the effort is not receiving any recognition in data collection and funding systems. An added bonus of broadening data collection systems to reflect business realities may result in a paradigm shift within HR  organisations as people naturally focus on their key performance areas.

There is a misguided belief that meeting industry requirements only involves delivering  Training Packages. Unfortunately, changing business complexity, innovation and competitive realities means effort needs to be more targeted and focused on the specific context. Skill systems pose several challenges for the  HR  system. Global business development shifts are creating emergent challenges regardless of the implementation of skill   systems. More companies are looking for holistic services, which require greater sophistication in the solutions offered. Driving the impetus for new HR  delivery models is the necessity for precise workforce development strategies and accurate planning through inter-government coordination to underpin economic development strategies. Skill  systems offer  HR  organisations multiple and changing roles in workforce development with opportunities for partnerships across facilities, government departments, HR organisations, higher education and business.

HRM  organisations are not immune to the pressures facing industry. The need to be flexible in structure and service/ product roles are as important to the success of HRM  as they are to the survival of industry. Yet HR accountability systems as they stand are dragging  HR  backwards. Skill systems are useful when the two key functions of economic and workforce development are pursued. Economic development and capacity building are just as important to business as they are to the  HRM  sector.



ideas and practice suggested  that might be considered more widely include:

• initiatives connecting HRM  and industry policies so that training implications are considered as a matter of course
• initiatives which consider the implications for HRM  of the innovations they are supporting –  e.g. industry clusters
• initiatives incorporating collaboration across COUNTRY  borders
• efficient use of the worldwide web to disseminate information and collect data
• initiatives which demonstrate learning from previous experience
• attention to resourcing issues
• initiatives which enable HRM  staff to increase their expertise in new areas
• initiatives which build on established expertise in HRM , and
• initiatives which seek to develop new specialisations in  HRM.


Technology-related skills
• Skills in identifying new applications of technologies
• Skills in developing new technologies, or advancing existing technologies
• Skills in identifying technological solutions to problems


Management skills
• Skills in identifying which innovation outcomes are appropriate for commercialisation
• Skills in knowing when and how to market a new product, tool or process (or other innovation outcome) successfully
• Skills in securing intellectual property rights over innovation outcomes
• Skills in setting up efficient manufacturing processes for new products
• Skills in negotiating appropriate training provision with education and training providers


Operative/Technical skills
• Skills in operating new tools or equipment, or applying new methods/processes
• Skills in applying new processes or tools to existing work
• Skills in installing and maintaining new products, and
• Skills in manufacturing new products.

If new and changed skill needs are to be met, access to appropriate education and training is essential. Access must also be provided in a timely fashion so that the skills required for an innovation to be implemented effectively are available when needed. An enterprise will not gain the benefits from installing new equipment if its workers do not have the skills to operate it properly. Finding or providing the right training, in time, can present a challenge. The difficulties some employers are facing in finding effective ways of keeping workers up to date with technological changes – especially the ‘convergence of technologies’

The HRM  system  should play a primary role in providing education and training to meet the skill needs of industry.  HRM organisations  should engage in substantial innovation. The  HRM   provides innovation  for reasons including: to meet the needs of WORKERS  and industry be tter; to support their staff; to improve their existing practice; and to increase their capacity to gain new business, particularly in the fee-for-service area. Many HRM   also have strong relationships with industries and enterprises (particularly at local levels) that enable them to gain early access to information about innovations and their likely implications for skills needs – though resource pressures, together with the length of time taken to revise training packages, may delay or hinder the development of appropriate training.


It is  useful  if   the   HRM  SYSTEM   adopt an Innovation  Policy aimed at driving innovation by:
?? Building an educated and highly skilled workforce.
?? Becoming a leader in knowledge creation and innovation.
?? Developing linkages, clusters and networks to become a more integrated and networked local economy.
?? Fostering high levels of enterprise formation and business growth.
?? Becoming a globally focused and internationally integrated economy.
?? Creating a business environment and infrastructure base that facilitates business success.
establishing a culture of innovations. Based on these building blocks it provides support for a range of initiatives under the headings:
?? Co-operative Research Centres
?? Knowledge and Technology Diffusion
?? Technology, Research Parks and Precincts
?? Education
?? Commercialisation
?? Awareness and Promotion         
?? Innovation in the Public Sector.

# Partner with innovative, high performance enterprises to develop and deliver programs integrated with new products and services.
# Make available training in foundation computer skills for the people who need it .
# Assist traditional industries to develop the capacity to adapt to change and to innovate.
# Build strategic partnerships with professional associations, other education sectors and businesses in order to increase skills development in:
• emerging industry areas
• growth business service areas
• high skill areas where opportunities for career development training exist.
# Expand diploma level traineeships.
Increase retraining opportunities for people in those middle-skill level occupations where employment is declining.

?? Undertake research into the vocational education and training needs of client and supplier groups.
?? Develop long-range planning cycles which take account of industry, business, government and community sector trends.
?? Support and facilitate the establishment of collaborative partnerships/strategic alliances between industry, providers and the community, and cross-sectoral alliances between higher education and including schools, to enhance vocational education and training outcomes for clients.
?? Encourage  TRAINING  UNITS  to improve their online training delivery.
?? Improve arrangements to recognise existing skills within the community.

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b) Why do you think businesses internationalize? Which forces are most influential & what are secondary forces?

on a  political  map, country  borders  are clear  as  ever. But on the
competition  map, financial,trading, and  industrial activities  across
national  boundaries have  rendered  that  political borders increasingly
irrelevent.

Not only  firms  that compete internationally  but  also  those whose
primary  markets  is  considered domestic  will be   affected  by
competition  from  around  the  world.



Why  INTERNATIONALIZATION?

To some the word "INTERNATIONALIZATION" may seem a cliché. To others, it may
appear an end in itself. Competitive pressures are creating the need for
most companies to become Global.

Globalization is one means for
becoming and remaining a world-class competitor — a goal encased in
the mission statements of most corporations.

When developing a globalization strategy, it is clear that the emerging
markets present the greatest opportunity. The growth projections for
Europe, Japan and the United States pale in comparison to some of the
emerging markets.

Emerging Markets
Throughout the emerging markets an unprecedented consumer market
boom is driving up demand for western-style goods and services. The
largest segment of consumers in these markets is a decade short of its
peak spending years. In India alone, sales of consumer goods are rising
at 14% per year, while China is growing at almost 20% per year.
Couple the consumer-spending boom with the still burgeoning need for
infrastructure improvements and you’ll have a range of opportunities that
extends into the trillions of dollars. Projects are planned or underway in
many of these countries to upgrade transportation and
telecommunication systems, explore energy resources, build power
generation facilities and provide health care facilities.


In addition, the privatization efforts are presenting an incredible range of
opportunities for investors, lending institutions, service providers and
manufacturers.


Four key trend  influence  emerging  market potential

There are four key trends that are influencing the emerging market
potential:
1. Demographics:
Overall world population growth is now concentrated in the
developing world. Where industrial nations are facing an
increasingly older population, the emerging markets remain
young. The developed world comprises only 11% of the world’s
population.

2. Governments:
Many countries that once relied on centrally planned economies
are becoming market-driven. Industries that governments
previously restricted to foreign companies are now opening to
foreign investment.

3. Communications:
Access to the emerging markets is increasing due to huge
developments in communications technology such as the Internet
and electronic commerce. Cyberspace represents a profound shift
in the nature of communications as well as our perception of
distance.

4. Urbanization:
As infrastructure improvements are made, urban growth in the
emerging markets will continue to explode.
Estimates indicate that the emerging markets' share of world imports will
double by the year 2010, rising to over 38%. Companies dazzled by the
magnitude of these numbers must be equipped with the appropriate
knowledge, information, and strategy to make its market forays
successful.




MACRO  LEVEL  Industry Globalization
   is  due  to  such  factors  as :

Level of international trade
Intensity of international competition
Worldwide product standardization
Presence of key competitors in all key international markets.
Intra-firm trade
Technological intensity
International linkages of value-added activities among countries
International integration of value-added activities among countries
WORLDWIDE  FREETRADE  AGREEMENTS
WORLDWIDE  ECONOMIC  REFORMS
WORLWIDE  FINANCIAL  REFORMS
REMOVAL  TARIFF  BARRIERS  BY  COUNTRIES
REMOVAL  OF  SUBSIDIES  COUNTRIES

ETC  ETC
====================================================

THE  PUSH  FACTORS OF   INTERNALIZATION.

Market Drivers

Per capita income converging among industrial nations
Convergence of lifestyles and taste
Growth of global and regional channels
Establishment of world brands
Spread of global and regional media


Cost Drivers

Continuing push for economies of scale ( but offset by flexible manufacturing)
Accelerating technological innovation
Advances in transportation (e.g., use of FedEx to deliver urgent supplies from one continent to another)
Emergence of newly industrializing countries with productive capability and low labor costs (e.g., China, India and Indonesia)


Government Drivers

Reduction of tariff barriers (e.g., North American Free Trade Agreement)
Reduction of non-tariff barriers (e.g., Japan’s gradual opening of its markets)
Creation of trading blocs (e.g., European Union, and Euro Currency in 1999)
Strengthening of world trade institutions (e.g., formation of the World Trade Organization)


Competitive Drivers

Continuing increase in level of world trade
More countries becoming key competitive battlegrounds (e.g., rise of Japan to become a “lead” country)
Rise of new competitors intent upon becoming global competitors (e.g., Japanese firms in the 1970’s, Korean firms in the 1980’s, Taiwanese firms in the 1990’s, Chinese firms in the 2000s, and probably Indian and Russian firms in the 2010’s.


OTHER  FACTORS  WHICH   DRIVES  THE  GLOBALIZATION

In a Globalized industry, firms must simultaneously accomplish:
Global Scale Efficiency
Local Responsiveness
World-Wide Learning
###############################################
Q.2
a) In terms of EEO, how can customer requirements for preferences be used in the process of hiring people ?
If  the  recruitment  firms  place  the  recruitment/selection
process  close  to  these  guidelines, it can  meet  the
requirements of  the  customers.

Equal Opportunities

Equal opportunities is about far more than simply making sure the employer
does not fall foul of anti-discrimination legislation. Discrimination is most
simply defined as treating a person less favourably because the person belongs
to a particular group.

An organisation committed to equality will want to be clear that it recognises
and welcomes diversity amongst the workforce, and that the workforce itself is
reflective of the population from which it is drawn and the geographical area in
which service is delivered.

DISCRIMINATION
Current law prohibits discriminating on the grounds of sex, race, colour, marital
status, nationality, ethnic origins, disability and working time (i.e. part time
workers must receive equal treatment to full time staff). Employers who fall
foul of the law should appreciate that the financial penalties can be unlimited. It
will be an inadequate defence for employers to say they did not mean to
discriminate.

Legal requirements aside, many employers are taking a broader view and are
including statements to the effect that discrimination will not occur in relation to
age, sexual orientation, or religious groupings.

Discrimination can either be direct or indirect.

Direct discrimination occurs where the employer makes assumptions about the
characteristics and abilities of a person belonging to a particular group. For
example, a business, which deliberately avoided recruiting women to work in its
maintenance squad on the assumption that women would not be strong enough,
would be guilty of direct discrimination. Direct discrimination is almost always
unlawful.



Indirect discrimination can be harder to recognise. It is found in situations
where employers apply conditions to various people, but these have a
disproportionate effect on members of a particular group. For example it would
be likely be indirect discrimination were an employer to insist that support for
staff training costs is only to be available to employees with ten years unbroken
service. Again taking women as an example, it could be argued that they would
be less likely to be able to achieve this given their greater likelihood to take
career breaks to have and raise children.

In specific circumstances the employer may be able to justify indirect
discrimination so as to make it lawful, as long as the employer can satisfy two
tests:
• That there was a solid reason for the discriminatory criteria applied
• That the reason the criteria were introduced was not related to sex or race
of the employee concerned.
These tests are interpreted strictly and employers should avoid any attempt to
construct circumstances in order to justify discrimination that has occurred.

SEX
Sex discrimination law protects both men and women and the scope of
legislation is often interpreted fairly widely. Any less favourable treatment,
which cannot be justified, on grounds of sex is discriminatory and thus
unlawful.
A few obvious exceptions, known as .Genuine Occupational Qualifications. are
written into this legislation to cover situation where consideration of decency
and privacy might arise. For example care staff in single sex hostels offering
high-level support to residents may need to be drawn from members of the same
sex. Again these criteria are very tightly enforced and should not be introduced
frivolously in order to get round discrimination claims.

Whilst protecting married people against discrimination,  law does not offer
similar protection to single persons. Notwithstanding this the  Equal
Treatment Directive does include single people and it would therefore be good
practice for employers to treat single people similarly and ensure, for example,
that any benefits of employment available to spouses are similarly open to
partners.

RACE
Protection under legislation covers all racial groups and so white people are
afforded the same cover as those from black, Asian and other groups. Both
direct and indirect discrimination is covered under this legislation and both are
prohibited with racial harassment being seen as direct discrimination.
Some aspects of indirect discriminatory practice may be, for example, an
employer insisting on a dress code that is at odds with dress requirements of a
group covered such as Sikhs and the wearing of headgear.

DISABILITY
This more recent piece of legislation makes it unlawful to discriminate against
people with disabilities. In an employment context it only applies to
organisations with 15 or more staff.
Under the legislation disability is defined as a physical or mental impairment,
which has a substantial and long-term adverse effect on a person.s normal dayto-
day activities. Substantial is taken to mean more than trivial or minor, and
long term means having lasted or likely to last 12 months or more.
Disability discrimination law differs from Race and Sex in that there is no use
of the two concepts of direct and indirect discrimination. Instead it is unlawful
to offer less favourable treatment to disabled people . unless it can be justified.
There also falls upon employers a duty to consider making reasonable
adjustments in order to assist people with disabilities gain equal access to all
employment benefits that are available to the general body of staff.


POLICY COVERAGE
Equal opportunities complaints most commonly arise at the recruitment stage.
However organisation should ensure that a framework of equal opportunity is
actively designed into all its employment policies and that commitment to such
principles is featured in the Job Descriptions of its senior managers.
There are three statutory bodies that are happy to offer advice to employers:
• The Equal Opportunities Commission
• The Commission for Racial Equality
• The Disability Rights Commission
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b) What is meant by conducting a work analysis? How might you convince top managers of the importance of conducting work analysis?

The first step in examining workplace performance is to look at the how the organisation
is aligned between its environment and its workers.

The 2 level addresses the
connection between the organisation and community &society.

The Macro level looks at how the organisation itself functions and the Micro level
addresses the needs of teams,groups,individuals.For instance,the  focus looks
at long-term core values.Proper alignment of these values can help to avoid problems.

The Macro focus looks at the optimal structure and aligns the mission with these values.
The Micro focus ensures that workers have a job worth doing,the right tools to do it,
and are rewarded for doing it well.
While looking at the aligment of these three interrelated levels,we will also examine the
internal company processes and the outputs that are created.

The Performance Model (Mega &Macro)
1.ENVIRONMENT
-regulations/ culture/economic/industry

2.RESOURCES
-technolgy/investment/people/material/research/knowledge.

3.VALUES
-community

4.INDUSTRY
-products/services

5.ORGANIZATION
-internal processes [ macro/micro]

The reasons for beginning with a systemic approach,as shown in fig 2.
“It is not an intelligent strategy to train people to overcome system
deficiencies.Instead,we should design the system properly to make
sure that the performers can leverage all their capabilities.”

The Macro,or company level,looks at how work is performed within the context of the
system model in Figure 2.
Generally speaking,we start by determining if there are gaps in general performance,
such as employee turnover,or in an opportunity,such as growth and hiring.We then
determine what the general causes or factors are in addressing the opportunity/gap and
then look at what interventions (tools)are appropriate.

1.TRIAGE
-opportunity  gap.

2.DIAGONISTICS
-what  is the cause---root cause  analysis.
*lack of  information.
*lack of  incentive  / motivation
*lack of  skills / knowledge.

3.TREATMENT
-work  systems [ tools/ processes / IT]
-environmental [ selection /mentoring/compensation]
-learning [ training / job  aids/ information ]


Key Steps in the Conduct of the work Performance Analysis:

Know the Business
Understand the client ’ s business.
What are their objectives?
What are their challenges?
What do they value?

Define the Opportunity /Gap
Document the difference between optimal and actual.
What should happen?
What does happen?
How do you know?
Who wants it solved?
Clarify the Costs
Identify the price of the challenge /problem.
What is lost if nothing is done?
What is gained if we fix it?

Cause Analysis
Causes,Enablers and Obstacles
Question the assumptions and potential solutions.
What is causing the problem?
What will prevent a solution?
What will make a solution easier?
Focus on Key Sources
Find and focus on the people who are close to the problem and have
perspective on the issues.We do not try and reach everyone – especially
in an initial performance analysis.
Focus on Facts and Results
Look for data,through observations,records,experiences.
What evidence is there?
Is it consistent?
What does it tell us?
Is there more?


Every worker performs within a Support system.This system includes some Direction
and the worker creates some type of output –usually a product or a service.There is
typically some internal Feedback on how well the job is done,from a supervisor or co-
worker.
Outside of the company,the product or service is seen as Valued Performance by
external customers.In an optimal system,the external clients level of satisfaction is fed
back into the company,through Motivational Consequences ,to the worker.One type
of consequence could be a performance bonus.


Cause Analysis Worksheet
can be used to examine the enabling and restraining forces in the workplace.
This factors can be examined against a reasonable performance goal,as determined at
the macro level.An example Reasonable Goal could be “To Increase feedback and
understanding of required job performance.” For each goal we would determine the
Desired Level of Performance and the Present Level of Performance.
Factors

Information
Clear Expectations
Relevant Feedback
Relevant Guides
Performance
Management

Resources
Materials &Tools
Time
Clear Processes &
Procedures
Safe,Organized
Environment

Incentives
Financial
Other incentives
Enriched Jobs
Positive Work
Environment

Motives
Motives Aligned with
Work
Employees Desire to
Perform
Realistic Expectations
Recruit,Select the
Right People

Capacity
Capacity to Learn
Capacity to do what is
Needed
Recruit,Select the
Right People
Emotional Limitations

Knowledge &Skills
Necessary Knowledge
Necessary Skills
Proper Placement
Cross-trained


Potential  Performance Interventions
Intervention Type Example
Instruction &Training
(potential for informal learning)
Face-to-Face /Distance /Networked:
Self-Paced Instruction
Instructor-led Training
Collaborative Learning
Problem-based Learning

Informatio System Design
(potential for informal learning)
EPSS
Job Aids
Expert Systems
Intranet /Extranet
Interactive Multimedia
Online Information
Prototyping
Communities of Practice
Knowledge Management
Social Bookmarking

Communication Systems
(potential for informal learning)
e-mail
Voice mail
IM
Intranet /Extranet
Meeting Planning
Newsletters &Bulletins
Document Design (Macros)
Negotiation Systems

Career Development Internal Recruitment
Job Rotation
Work Assignment Rotation
Cross Training
EEO Program
Affirmative Action
Diversity Programs
Assessment Centres
Mentoring
Coaching
Job Exchange Programs
Tuition Reimbursement
Scholarship Programs
Experiential Learning
Structured Practice
Intervention Type Example
Human Development System
Design
Health &Wellness Programs
Networking Systems
Tuition Reimbursement
Scholarship Programs
Support for Professional &Public Activities
Literacy Programs
Leadership development Programs

Documentation &Standards
Policies
Procedures
Guidelines
Reference Manuals
QA Documents
By-Laws
Articles of Incorporation
Partnership Agreements
Contracts,Letters of Intent,MOU

Ergonomic Design
Facilities Design
Tools &Equipment
WC Compliance
Safety Planning

Feedback System Design
Identification of Performance Indicators
Competency Models
Performance Information Systems
Client Feedback Systems

Management Science
Strategic Planning
Goal Setting
Visioning
Supervision &Management
Marketing Systems
Public Relations
Financial Systems
Problem Solving
Decision Making

Job &Work Flow Design
Work Flow Analysis
Job Classification
Work Scheduling
Business Process Engineering

Intervention Type Example
Organisational Design &
Development
Team Building
Cultural Change
Group Dynamics
Change Management
Value Clarification
Conflict Management
Organisational Rites

Quality Improvement
Quality Circles
QA Programs
Quality of Work-Life Programs
Six Sigma

Resource System Design
FTE Allocation Plans
Budgeting

Reward &Recognition System
Design
Compensation Systems
Merit Awards
Measurement System Design
Evaluation System Design
Bonus Systems
Motivational Programs
Incentive &recognition Programs
Benefit Programs
Commission Systems

Selection System Design
Recruiting &Hiring Systems
Succession Planning
Leadership Development Programs

Measurement &Certification Programs
ISO
CM-SCMM
Test Design
Psychometric Design
=================================
TO  CONVINCE  THE  MANAGEMENT,
-prepare  a sample case study.
-run a  pilot  program.
-show  the  management the  results.
##############################################
Q.3
a) How should HR planning involve a comparison to competitors? What critical data are required ?

AS PART  OF  THE  HR PLANNING,
-collect  the base  data  of  the  following
factors   and  conduct  the  benchmark  with
a  couple  of   competitive  players  in the  same  industry.
THE DATA  COULD  INCLUDE
-no. of  departments.
-manpower by departments.
-skill levels
-competencies  level
-training  provided
-compensation.
-staff  benefits
-experience  level
-capabilities
-staff  amenities.
etc

@@@@@@@@@@@@@@@@@@@@@@@@@@@@@
b) Are cognitive ability tests more trouble than they are worth? Given that minorities are more likely to score lower on such tests, would it not be advisable to find some other method for predicting job success?

- Cognitive abilities are mental skills necessary for a successful life.
- Cognitive abilities, like any muscle, if not used regularly, decrease over time. If exercised properly, they can increase over time.

Cognitive abilities are the brain-based skills and mental processes that are needed to carry out any task - from the simplest to the most complex. Every task can be broken down into the different cognitive skills that are needed to complete that task successfully. If they are not used regularly, your cognitive abilities will diminish over time. Fortunately, these skills can also be improved at any age with regular practice.
Here are a few definitions:
Alternating Attention: the ability to shift the focus of attention quickly.
Auditory Processing Speed: the time it takes to perceive relevant auditory stimuli, encode, and interpret it and then make an appropriate response.
Central Processing Speed: the time it takes to encode, categorize, and understand the meaning of any sensory stimuli.
Conceptual Reasoning: includes concept formation, abstraction, deductive logic, and/or inductive logic.
Divided Attention: the capability to recognize and respond to multiple stimuli at the same time.
Fine Motor Control: the ability to accurately control fine motor movements.
Fine Motor Speed: the time it takes to perform a simple motor response.
Focused (or Selective) Attention: the ability to screen out distracting stimuli.
Response Inhibition: the ability to avoid automatically reacting to incorrect stimuli.
Sustained Attention: the ability to maintain vigilance.
Visuospatial Classific.ation: the ability to discriminate between visual objects based on a concept or rule.
Visuospatial Sequencing: the ability to discern the sequential order of visual objects based on a concept or rule.
Visual Perception: the ability to perceive fixed visual objects.
Visual Processing Speed: the time it takes to perceive visual stimuli.
Visual Scanning: the ability to find a random visual cue.
Visual Tracking: the ability to follow a continuous visual cue.
Working Memory: the ability to hold task-relevant information while processing it.
==========================
THE  COGNITIVE   ABILITY  TESTS
-are  useful  for all  segments  of  the  community.
BUT  THERE  ARE  NUMEROUS PSYCHOMETRIC  TESTS
WHICH  CAN USEFUL   SUBSTITUTES.
THESE  TOOLS  COME  IN VARIOUS  SPECIALITIES.
-numerical  reasoning.
-verbal reasoning.
-abstracts  reasoning.
-spatial ability
-mechanical  reasoning.
-personality  profiling.
etc
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