People_Management_Amir_based_on_Online_Notes .pptx

People_Management_Amir_based_on_Online_Notes

1. Introduction to People Management Module - 1

2. Introduction to People Management Oldest and Rischest Civilization current population 1.39 billion (World Bank 2021) with huge diversity issues, including age, education, religion, caste, gender, language, regional background, ethnicity, and disability. Indian society is also marked by the presence of a strict system of social stratification legitimated by perceived cultural and religious principles. Management of diversity has thus become a top priority for top executives of organizations around the world.

3. Definition of Diversity According to Williams, D. A. (2013) Diversity means Diversity refers to all of the ways in which people differ, including primary characteristics, such as age, race, gender, ethnicity, mental and physical abilities, and sexual orientation; and secondary characteristics, such as nationality, education, income, religion, work experience, language skills, geographic location, family status, communication style, military experience, learning style, economic background, and work style. According to Fleury “Diversity is defined as a mixture of people with different group identities within the same social system”

4. Dimensions of Global Diversity 1. Internal Dimensions: age, race, ethnicity, gender, physical ability and sexual orientation 2. External Dimensions: marital status, income, personal habits, recreational habits, religion, educational background, work experience, appearance and geographical location 3. Organizational Dimensions: union affiliation, work location, work content/ field, seniority, division/dept/unit/group, management status 4. Countries of Operation: economy, laws, values, social structure, business etiquette, languages and political system 5. Personality: character, emotions, temperament, personal values, patterns of thought, strengths and weaknesses

5. BENEFITS OF DIVERSITY IN THE WORKPLACE FOR EMPLOYEES Conflict reduction (Unity beside the differences to complete the task) Increased confidence (Individual Uniqueness) Boosting employee engagement (Focus on Inclusivity boost confidence)

6. BENEFITS OF DIVERSITY IN THE WORKPLACE FOR EMPLOYERS? Increased range of ideas (Skills, technical know-how, talent, experience, overall background) Increased employee engagement (Employees seeks to get engage more which creates win-win for organization) Boosts company reputation & simplifies recruitment processes Wider talent pool to choose from (Example: Gender Diversity allows half of world to become prospect for company like wise race, religion and so on) Helps to understand your customers better Reduce employee turnover

7. BENEFIT OF DIVERSITY IN ORGANIZATIONS Fresh Opinions Enhanced Company Culture Company Efficiency Employee Innovation [https://www.youtube.com/watch?v=uXaQWg_UNqk]

8. Who are the people? & What they bring Your Perspective

9. PEOPLE MANAGEMENT: HR Perspective People management is a part of human resource management that encapsulates all the processes of acquisition, optimization, and retention of talent in the organization. It involves training, directing, and motivating team members to maximize the productivity of the workplace and enhance overall professional growth. Effective people management involves providing support for the following: Recruitment Employer branding Performance management Compensation Wellness and safety Employee benefits Communication Employee engagement and Training

10. MEANING People management refers to the practice of recruiting, training, engaging and retaining employees to optimize their talent and maximize their productivity. A subcategory of Human Resource Management (HRM), people management includes: Training and development. Recruitment. Compensation and benefits. Effective people management involves understanding the people who make up the organization – their personalities, motivations as well as their personal and career goals. [Understanding different traits, skills, listening with empathy to get deeper insight and merging them with individual and collective growth]

11. KEY FEATURES OF PEOPLE MANAGEMENT Part of General Management (PODSCORB with focus on people management) Concerned with people Concerned with personnel policies Assistance to top Management Creation of cordial environment Continuous function Ensures employee satisfaction

12. NEED FOR PEOPLE MANAGEMENT IN ORGANISATION Low productivity due to disorganisation or poor optimisation of resources Workflow errors because of poor communication Employees and teams being ill-equipped to deal with challenges Unresolved or ongoing conflict between employees High employee turnover rates Lack of professional development among employees Lack of knowledge and idea-sharing within the organisation . [Example: 5 Monkeys icy water experiment- https://intersol.ca/news/organizational-culture-and-the-5-monkeys-experiment/]

13. SIGNIFICANCE OF PEOPLE MANAGEMENT High productivity Great communication Employees taking challenges in their stride Strong collaboration and cooperation between team members Low employee turnover rates Ongoing professional development among employees A culture of free thinking and idea sharing that helps the organisation innovate.

14. People Manager Qualities Make sure each employee understands their role and responsibilities Ensure that the company’s expectations of each employee are aligned with the resources (including time) they have to fulfil this expectation Communicate clearly with their employees, listen to their feedback, and encourage their people to do the same with their fellow team members Help their employees problem-solve and overcome challenges (this includes making sure people aren’t scared to admit when they have made a mistake)

15. Cont …. Forestall and manage conflict between team members Oversee employees’ professional development in the workplace Facilitate knowledge-sharing and brainstorming within a team by making sure people feel free to share their [Watch: Mission Raniganj and make summary of qualities of Akshaya Kumar and Virendra Saxena]

16. STRATEGIES TO IMPROVE PEOPLE MANAGEMENT IN THE ORGANISATION Nurture a Learning Culture Practice Constant Feedback Consider the Value of Laissez-Faire Leadership

17. REMOTE PEOPLE MANAGEMENT TIPS Overcommunicate Be More Flexible than Usual Give People Resources

18. PEOPLE MANAGEMENT SKILLS Communication Active listening Empathy (Feel the way employee feel to understand situation) Trust Flexibility Motivator Conflict resolution (peace & harmony) Problem Solving

19. PEOPLE MANAGEMENT SKILLS 9. Patience 10. Organization 11. Leadership 12. Accountability Adaptability Empowering Ability to appreciate

20. PEOPLE MANAGEMENT VERSUS HUMAN RESOURCES MANAGEMENT

21. Getting Work Done and Assessment and Evaluation Module - 2

22. Management According to mary parker follett – “The art of getting thing done through people ” According to Harold Koontz - ‘’Management is the art of getting things done through and with people in formally organized groups’’. Getting work done: Challenges of getting work done, significance of prioritization and assigning work to team members. Performance Management: meaning, role of a manager in the different stages of the performance management process, Types of Performance assessment, Assessment and Evaluation Process of evaluation of tasks in the organisation . Modern tools of assessment and evaluation of tasks and performance.

23. CHALLENGES OF GETTING WORK DONE Decreased performance levels Being understaffed Lack of communication Poor teamwork Pressure to perform Absence of structure Time management Inadequate support Skepticism (trust issues) Difficult employees (conflict) Transition from co-worker to manager Weak workplace culture

24. PRIORITIZATION According to the Merriam-Webster Dictionary, the definition of prioritization is “to organize (things) so that the most important thing is done or dealt with first.” Sometimes this involves organizing a group of tasks, or things that need to be completed, and ranking them according to different factors including but not limited to, criticalness, whether or not it is time sensitive, and how long it takes to complete each one. This helps us determine what should be focused on to achieve maximum productivity and accomplish more. [Students - What is Purpose of Prioritization ?]

25. Significance of prioritization 1. It reduces stress and increases productivity. “Knowing that one don’t have to finish all tasks at once, or in a single day will give more flexible time to focus on the most important things first.” 2. It helps create room to check the errors. “Task prioritization ensures that allocate sufficient time to complete tasks and also make necessary changes in order to save time and become more productive.” 3. It gives more time to relax. “When to complete the scheduled tasks ahead of the time allocated, whether employees have sufficient time to relax and recharge their body for future tasks. It may even be allocate breaks in-between the tasks.” 4. It helps avoid procrastination. “Procrastination is the number one hindrance to productivity. Because it forces waste one’s time”. 5. It keeps motivated. “When prioritize tasks and see positive results, will become motivated to handle even more tasks…”

26. PERFORMANCE MANAGEMENT Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization. Many writers and consultants are using the term "performance management" as a substitution for the traditional appraisal system. A performance management system includes the following actions:

27. Cont … ( i ) Develop clear job descriptions. (ii) Select appropriate people with an appropriate selection process. (iii) Negotiate requirements and accomplishment-based performance standards, outcomes, and measures. (iv) Provide effective orientation, education, and training. (v) Provide on-going coaching and feedback.

28. Cont … (vi) Conduct quarterly performance development discussions. (vii) Design effective compensation and recognition systems that reward people for their contributions. (viii) Provide promotional/career development opportunities for staff. (ix) Assist with exit interviews to understand WHY valued employees leave the organization.

29. CHARACTERISTICS OF PERFORMANCE MANAGEMENT PROCESS Continuous Process Use of Ranking and Ratings Focus on Behaviors (d) Cooperative Approach (e) Training for All Concerned (f) Scope for Performance Improvement Additional Reading - [https://www.spica.com/blog/sharpen-the-saw]

30. FUNCTIONS OF PERFORMANCE MANAGEMENT Create Healthy Work Environment Develop Performance Plans (c) Selection of Appropriate People (d) Decision Regarding Performance Standard (e) Plans for Development of Employees (f) Measurement of Performance (g) Conducts Performance Feedback (h) Design Compensation, Recognition and Reward System ( i ) Contributes in Developing Good Will

31. Concerns of Performance Management Concern with Productivity (b) Concern With Planning of Performance (c) Concern With Performance Measurement and Review (d) Interest in Continuous Improvement (e) Concern With Continuous Development

32. Benefits of Performance Management: SPPP It is possible to get all employees to reconcile personal goals with organizational goals. One can increase productivity and profitability for any organization and that leads to progress of the organisation . It can be applied by organisations or a single department or section inside an organisation as well as an individual person. The process is a natural, self-inspired performance process and appropriately named the self-propelled performance process (SPPP).It is claimed that the self-propelled performance management system is as follows :

33. SPPP (self-propelled performance process ) (a) The fastest known method for career promotion (b) The quickest way for career advancement (c) The surest way for career progress (d) The best ingredient in career path planning (e) The only true and lasting virtue for career success (f) The most neglected part in teachings about management and leadership principles (g) The most complete and sophisticated application of performance management

34. SPPP (self-propelled performance process ) (h) The best integration of human behaviour research findings, with the latest management, leadership and organisational development principles ( i ) The best automated method for organisational change, development, growth, performance and profit (j) The quickest way for career building, career development and moving up on the stepping stones of the corporate career ladder (k) The surest and fastest way for increased motivation, productivity, growth, performance and profitability for both the individual and the organisation (l) The best career builder and career booster for any career; and inspirational, as it gets people moving, makes them self-starters in utilising own talents and initiative, automatically like magic.

35. Financial gains from performance management ( i ) Improve productivity and production of the company. (ii) Reduce costs due to sincere and skilled manpower. (iii) Complete the projects well in time because every one is giving his best performance at work. (iv) Aligns the organizational and individuals goals and that avoids all delays in performance. (v) Through proper and timely communication the objectives are clarified and desired action can be achieved from employees as management wants

36. Non-Financial Gains from performance management ( i ) Healthy working environment avoids work stress of the employees, (ii) Optimizes incentive plans to specific goals for over achievement, not just business as usual (iii) Employees feel satisfied when the working environment is friendly. (iv) Employees get chance for further career development, training and promotion etc. (v) A sense of belongingness, attachment and commitment develops among employees.

37. Non-Financial Gains from performance management (vi) It leads to a high degree of motivation in employees and further creates a sense of loyalty towards the organisation . (vii) Persons understand the importance of their roles and get engaged in contributing to the organisational goals. (viii) Create transparency in approach and dealing among employees. (ix) High confidence in organisation and its processes like salary, bonus, promotion etc.

38. Effective Management Control ( i ) Approach of person is flexible, responsive to management needs and performing the tasks. (ii) Displays better data relationships (iii) Helps to comply in inspection, audit and other legal (iv) Simplifies communication of strategic goals and gets involvement of lower level employees too

39. STEPS IN PERFORMANCE MANAGEMENT PROCESS Step 1: Planning – [Scanning of business environment > Mission and goals > Developing job-description and job specification > Fixing performance standard > Step 2: Action or Execution of Plan Step 3: Performance Assessment – [Observation > Midyear assessment > Year end assessment > Documentation of assessment] Step 4: Final Review and Development Plan – [Review of performance standard achieved > Review of competency strengths and weakness > Action plan > Development plan > Identifying rewards, recognition and compensation plan]

40. ROLE OF A MANAGER IN THE DIFFERENT STAGES OF THE PERFORMANCE MANAGEMENT PROCESS Orientation Training Feedback Appraisal

41. Other Roles of Supervisors, Employees and Reviewers Roles of Manager and Supervisor Coaching Review (b) Role of employees Planning Coaching Review (c) Role of Reviewers Planning Coaching Review

42. METHODS OF PERFORMANCE APPRAISAL Past-Oriented Future-Oriented

43. Past - Oriented Rating scale Checklist Forced Choice Method Forced Distribution Method Critical Incidents Method Behaviorally Anchored Rating Scales (BARS)

44. Past - Oriented 7. Field Review Method 8. Performance Tests and Observations 9. Confidential Records 10. Essay Method 11. Cost Accounting Method 12. Comparative Evaluation Approaches

45. FUTURE-ORIENTED METHODS Management by Objectives (MBO) [Goal setting > Performance Std’s > Comparison of actual to std’s> Continuous] 360 Degree Appraisal [Feedback from all stakeholders] Psychological Appraisals [Full time psychologist in industry to assess] Assessment Centers [at this location trainer will assess managers/ computer simulation] Example of Simulation –Runway 34 Scene {https://www.youtube.com/watch?v=Tsmw9lQP3bg}

46. ASSESSMENT AND EVALUATION PROCESS OF EVALUATION OF TASKS IN THE ORGANISATION • Job Analysis. • Establishing performance standards. • Communicating the standards. • Determining the actual performance. • Matching the actual with the desired performance. • Discussing results. • Decision making.

47. Uses of Performance Evaluation / Appraisal • Performance improvement. • Compensation adjustments. • Placement decisions. • Training and development needs. • Career planning and development. • Staffing process deficiencies. • Informational inaccuracies. • Job-design errors. • Equal employment opportunity. • External challenges. • Feedback to human resources. • Compensation programs. • Internal employee relations. • Assessment of employee potential.

48. Advantages to Appraiser It sharpens appraiser’s control over his own activities Clear-cut responsibility for results Perspective in sizing up subordinates An objective basis for discussing salary and promotion Aid to effective recruitment

49. Advantages to Appraisee How am I doing Specific development of subordinates

50. Benefits to the organization To plan and adjust compensation package for employees. To identify training and development needs for the potential employee. To provide a career plan for the employee. To motivate the employees through an objective appraisal.

51. Disadvantages or Limitations of Performance Evaluation Performance evaluations are very time consuming and can be overwhelming to managers with many employees. Sometimes, a strict appraisal may affect the goodwill between senior and junior. They are based on human assessment and are subject to rater’s errors and biases Many bosses do not wish to spoil their relations with subordinates by giving a poor appraisal. They can create a very stressful environment for everyone involved. Example – Student of the year scene {https://www.youtube.com/watch?v=wFzPtthCU9I}

52. Pre- Requisites / Responsible for Conducting Performance Evaluation • The immediate supervisor. • The peer. • Group Appraisals. • Appraisals by subordinates. • Multiple Raters. • Self-appraisal. • 360-degree appraisal or feedback

53. MODERN TOOLS OF ASSESSMENT AND EVALUATION OF TASKS AND PERFORMANCE Management by Objectives (MBO)

54. Steps to implement a successful MBO program 1. Every manager must have 5-10 goals expressed in specific, measurable terms 2. Manager can propose their goals in writing, which will be finalized after review 3. Each goal needs to include a description and a clear plan (list of tasks) to accomplish it 4. Determine how progress will be measured and how frequently (minimum quarterly) 5. List down corrective actions that will be taken if progress is not in accordance with plans 6. Ensure that goals at each level are related to the organizational objectives and levels above/below

55. 360-Degree Feedback ( This appraisal method has five integral components) Self-appraisals Managerial reviews Peer reviews Subordinates Appraising manager (SAM) Customer or client reviews

56. Advantages of using 360-degree feedback 1. Increase the individual’s awareness of how they perform and the impact it has on other stakeholders 2. Serve as a key to initiate coaching, counselling, and career development activities 3. Encourage employees to invest in self-development and embrace change management 4. Integrate performance feedback with work culture and promote engagement

57. Assessment Centre Method (1930-German Army)

58. Advantages of the assessment centre method 1. Enhance a participant’s knowledge, boost his/her thought process, and improve employee efficiency 2. Can be tailored to fit different roles, competencies, and business needs 3. Offer an insight of the employee’s personality (ethics, tolerance, problem solving skill, introversion/extroversion, adaptability, etc.)

59. Guidelines to implement assessment centre practice 1. Use job analysis to determine the components of effective performance 2. Identify performance metrics that can be measured using this assessment center 3. Classify meaningful and relevant candidate behavior in the assessment process

60. Guidelines to implement assessment centre practice 4. Find assessment techniques that can ideally elicit ideal behavioral information 5. Spot assessors and assessee’s excluding immediate supervisors 6. Provide thorough training to assessors and reviewers 7. Maintain a system of performance records for each candidate 8. Review records and reward employee or provide training accordingly

61. Behaviorally Anchored Rating Scale (BARS) BARS compares employee performance with specific behavioral examples that are anchored to numerical ratings and captures qualitative and quantitative benefits of PA Advantages of using BARS: 1. Enjoy clear standards, improved feedback, accurate performance analysis, and consistent evaluation 2. Eliminate construct-irrelevant variance in performance appraisal ratings by emphasis more on specific, concrete, and observable behaviors 3. Decrease any chance for bias and ensure fairness throughout the appraisal process

62. Common drawbacks of BARS 1. High chance for subjectivity in evaluations 2. Hard to make compensation and promotion decisions 3. Time-consuming to create and implement 4. Demands more from managers and senior executives

63. Psychological Appraisals These appraisals are used to analyze seven major components of an employee’s performance such as interpersonal skills, cognitive abilities, intellectual traits, leadership skills, personality traits, emotional quotient, and other related skills by Qualified Psychologist. Advantages of psychological appraisals: 1. Extract measurable, objective data about not just an employee’s performance but also potential 2. Can be deployed easily when compared with other performance appraisal methods 3. Offer introverted or shy employees a platform to shine and prove their potential [Example: Ford motors, Exxon Mobil, Procter & Gamble use psychological appraisals to test the personality and performance of their employees]

64. Human-Resource (Cost) Accounting Method Human resource (cost) accounting method analyses an employee’s performance through the monetary benefits he/she yields to the company. It is obtained by comparing the cost of retaining an employee (cost to company) and the monetary benefits (contributions) an organization has ascertained from that specific employee Advantages of the human cost accounting method: 1. Effectively measure the cost and value that an employee brings to the organization 2. Help identify the financial implications that an employee’s performance has on the organization’s bottom line

65. Implementation of human resource cost accounting method 1 . Identify the gap between the market and the current package of an employee 2. Determine the monetary and non-monetary value that an employee brings to the table 3. List down the things that an employee achieved in the review period (increase in the subscriber count, improvement in revenue, number of new deals won, etc.,)