HRM Practices of Concord Group
This thesis paper titled “Human Resource Management Practices of Concord Group”.
Now a day it is really hard job for company to retain his incumbents in competitive labor market. He must persuade and promote the employees to bring the satisfaction in the organization through good work environment, good performance and good compensation packages.
In this thesis we tried to find out the HR practices of CONCORD group like their HR policies, recruiting process, logistic supports for the organization, payroll system ,holidays, job description, new employee orientation, travel rules, training program, benefits, leave rules, encashment, emergency loan system etc.
To maintain its regular activities, they have well trained employee. They provide high quality service to different section of their concern. They are considered one of the best construction firm of the country. They have constructed numbers of important monuments and constructions in the country. They have also got good promotional activities.
To find some basic information on CONCORD group and some basics of their human resource planning process, performance appraisal process, Recruitment and Selection process, Training and Development Program and job satisfaction of the employees.
OBJECTIVES OF HRM:
The objectives of HRM of my organization are as follows:
- It is concerned with the Optimum Utilization of Human Resources within thE organization.
- It is concerned with the creation of conditions in which each employee is encouraged to make his best possible contribution to effective working of the organization. It is concerned with the individual/group development within the organization offering opportunities for advancement through training or by effecting transfers or by offering retraining facilities.
- It is concerned with the development of sense of mutual respect and trust between management and workers through sound relation.
- It tries to raise the morale of employees.
SCOPE OF HRM:
The scope of HRM has changed somewhat over the last few decades. However, this change is relatively slow in comparison to the change in other areas of business management and administration.
Many of these changes depend on the size of the organization in which the functions occurs. The changing organizational demands, employee needs etc. Managerial and organizational development, manpower planning, organization planning are incoming areas, i.e. they are now a days going to receive substantially more attention. Training and managerial development and personal research have been increasingly important today. While the important of performance appraisal, wages and salary administration has somewhat declined in terms of relative emphasize.
IMPORTANCE OF HRM:
In spite of modern technology and all the systems and control coming into widespread use, People remain the most important factor in modern industries. Without the support of the people, machines remain idle, raw materials lie stacked and money tied up. It is the human factor, which keeps the business in constant motion. So it is evident that the primary responsibility of all Managers is to manage the personnel working under them. A manager may be in-charge of Sales or Production but he has to perform two types of function- Management of work and management of people. These two functions are interdependent and one cannot be done in isolation of the other. So in every field of activity, there is the necessity of Human Resource Management.
It follows that HRM is the basic function of management and it permeates all levels of management -financial management, marketing management, production management etc. Unless the Managers working in these branches of Management themselves expect to perform all the duties for which they are responsible, they have to secure the co-operation of other people within their part of the total organization. In short, every Manager of the management team whether working in Sales, Production, Finance etc. should have some ideas of the principles of HRM in order to managing people working under them.
The Main Four Function of Human Resource Management:
- Staffing -Human Resource Planning/Recruitment & selection of people,
- Training and Development,
- Motivation- wages, salary, Incentive, Promotion, etc.
- Maintenance- Safety and security.
OVERVIEW OF POLICIES
The Employee Hand Book has been prepared to give the information related to Company’s personnel policy, the Rules and Regulations and the benefits and facilities which are subject to be amended, altered or withdrawn by the Company at its sole discretion from time to time depending on strategic exigencies and considerations.
This will also provide the employees basis to know the code of conduct followed by the organization
This Hand Book is strictly restricted for circulation amongst the Company’s executives only.
Whenever any clarification is required, the HR Department may be contacted.
HR to avoid any confusion will update the changes or amended clauses.
CONFIDENTIALITY OF THE HANDBOOK
The Hand Book is the property of the Company and the details contained herein should be treated with utmost confidentiality and the contents should not be reproduced in part or in full without the prior written permission of the Human Resources Department.
CONCORD Accessories is an Equal Opportunity Employer and is committed to treating job applicants and employees equally irrespective of color, creed, race, nationality or ethnic origin, sex, marital status, disability or age.
The company will value employee contribution towards corporate objectives made possible through fair means consistent with its belief in integrity and collaborative effort.
The company believes that its compensation structure must be such as to attract & retain good talent at all levels at all times.
The company would endeavor to retain its high performers and those with potential through careful career planning.
The company would not appease employees to stay against their wish and motivation.
Our reward systems would be such as to clearly distinguish the achievers – the high performing employees from the rest. Promotions are recognition of capabilities and consistent superior performance and it will also largely depend upon the requirement of the company.
INTERPRETATION/CLARIFICATION OF POLICY
All the policies mentioned in the document has a section called Responsibility. Which clearly identifies the positions responsible for creation or modification and implementation of the respective policies?
Questions concerning the interpretation of policy should be addressed to those functions having primary administrative responsibility pertaining to a policy
Where responsibilities are not clear or when there is a need for written clarification, requests should be directed to the Head HR
CONCORD Group facilitates work culture for commitment to profession and adherence to human values, beliefs & ethics.
CONCORD Group strongly believes in congenial and harmonious human relationship with mutual understanding and to maintain healthy industrial relations.
The Head of HR is responsible for developing and implementing the joining formalities after approval of MD.
A joining report, which is a part of the joining papers, needs to be countersigned by the department head. The new employee also has to fill in a Personal Information Form for the records of the Company.
All new employees will be have to sign the Appointment Letter which will outline the new employee’s designation, the probation period, the date of joining, transferability, remuneration as well as the confidentiality and copyright clauses.
An employee on joining CONCORD Accessories will be allotted an employee code number to facilitate the – employee identification, Payroll Processing and Accounting Procedures.
New Employee Orientation
The HR Division administers comprehensive orientation programs for all new employees, which is to provide information including but not limited to policies regarding work rules and procedures, compensation and benefits, general safety requirements, and General Company orientation such as history, organization, and training.
PERFORMANCE APPRAISAL PROCESS
Performance appraisal is a method of evaluating the job performance of an employee. It is an ongoing process of obtaining, researching, analyzing and recording information about the worth of an employee.
The main objective of performance appraisals is to measure and improve the performance of employees and increase their future potential and value to the company. Other objectives include providing feedback, improving communication, understanding training needs, clarifying roles and responsibilities and determining how to allocate rewards.
The feedback received by the employee can be helpful in many ways. It gives insight to how superiors value your performance, highlights the gap between actual and desired performance and diagnoses strengths and weaknesses as wells as shows areas for improvement.
The method of performance appraisals helps superiors strengthen relationships and improve communication with employees.
These appraisals also identify the necessary training and development the employee needs to close the gap between current performance and desired performance.
Performance appraisals should clarify roles, responsibilities and expectations of all employees.
Performance appraisals reduce employee grievances by clearly documenting the criteria used to make organizational decisions such as promotions, raises or disciplinary actions.
MEASURING THE ACTUAL PERFORMANCE
The most difficult part of the Performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE
The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees’ performance.
The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.
The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.
Purpose of Performance Appraisal
- Employee performance
- Employee Development
- Supervisory Understanding
- Guide to Job changes
- Wages and Salary Administration
- Validate Personnel program
CONCORD Group .follows a systematic Performance Appraisal.
Types of Appraisal:
- Traditional Performance Appraisal
- Result-Oriented Performance Appraisal
Recruitment and Selection Process
Recruitment, selection and training
Recruitment is an important part of an organization’s human resource planning and their competitive strength. Competent human resources at the right positions in the organisation are a vital resource and can be a core competency or a strategic advantage for it.
Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside.
The recruitment process includes of two ways:
- Internal source (When recruitment occurs from existing employees then it is internal recruitment.)
- External source (When recruitment occurs excluding existing employees then it is external recruitment.)
The advantages of internal recruitment are that:
1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for ‘fitting in’.
2. The organisation is unlikely to be greatly ‘disrupted’ by someone who is used to working with others in the organisation.
3. Internal promotion acts as an incentive to all staff to work harder within the organisation.
4. From the firm’s point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success ‘on paper’.
The disadvantages of recruiting from within are that:
1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get the company working more effectively
3. Promotion of one person in a company may upset someone else.
External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation.
There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes:
Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number of important questions need to be explored:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.
Job analysis is used in order to:
1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff.
2. Set out the training requirements of a particular job.
3. Provide information which will help in decision making about the type of equipment and materials to be employed with the job.
4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion).
5. Identify areas of risk and danger at work.
6. Help in setting rates of pay for job tasks.
Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organisations specifically employ ‘job analysts’. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer.
A job description will set out how a particular employee will fit into the organisation. It will therefore need to set out:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organisation.
A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guideline for an employee and/or his or her line manager as to his or her role and responsibility within the organisation.
Induction and training
New workers in a firm are usually given an induction programme in which they meet other workers and are shown the skills they must learn. Generally, the first few days at work will simply involve observation, with an experienced worker showing the ‘new hand’ the ropes. Many large firms will have a detailed training scheme, which is done on an ‘in-house’ basis. This is particularly true of larger public companies such as banks and insurance companies. In conjunction with this, staff may be encouraged to attend college courses to learn new skills and get new qualifications. Training thus takes place in the following ways:
1. On the job – learning skills through experience at work
2. Off the job – learning through attending courses.
Promotion within a firm depends on acquiring qualifications to do a more advanced job. In accountancy for example, trainee accountants will be expected to pass exams set by the Association of Chartered Certified Accountants (ACCA). At the same time, a candidate for promotion must show a flair for the job. It is the responsibility of the training department within a business to make sure that staff with the right skills are coming up through the firm or being recruited from outside.
The Association of Chartered Certified Accountants has 300,000 members and students throughout the world. It is a professional body setting standards for the accountancy profession. To be properly qualified, accountants must have passed examinations that make them eligible for membership of one or more professional accounting bodies, such as ACCA. Typically accountants will improve their knowledge and experience by taking courses run and organised by ACCA during their professional training enabling them to develop and enhance their careers.
Induction is the process of introducing new employees to an organisation and to their work responsibilities in that organisation.
MW Recruitment’s Process of Recruitment
Once you have engaged MW Recruitment we will work through a structured process to find the best possible solution to your recruitment need.
Step 1: Database Search
Over the years that we have spent in accounting and recruitment we have developed an extensive database of high quality candidates at all levels.
Step 2 : Advertising
Advertising the role will also help us identify any new people in the market who might not be registered with us. Our preferred method of advertising is via the internet. One important point here is that we don’t on charge our client s for the advertising that we undertake.
Step 3 : Networking and Referrals
One of our main sources of candidates is through our extensive networks within professional bodies such as the CPA, ICAA. These networks also include sporting and social groups both real and internet based. We firmly believe that good people know other good people.
Step 4 : Processing the applicants
All applicants are subject to screening and a rigorous interview process. Our interviews are generally conducted by 2 consultants and during this process we use competency based and behavioural questioning techniques to gain a true understanding of the candidates’ abilities. We also take the time to give the individuals career advice and counselling so even if they are unsuccessful in their application they will have gained something through the process. After the completion of the process the consultants prepare a detailed candidate Summary Report that we submit to the client
Step 5: Submission and Interview
Once an applicant is deemed worthy of submission, we will send our Summary Report and the candidates CV in their format. We will follow up the email with a call and arrange an interview time suitable for both parties. One of our consultants will be available to attend the interview if you require assistance or coaching in the interview process.
Step 6: Feedback and Offer
When the interview is completed, we will take and give feedback to both parties. At this stage we will also ensure that all the appropriate documentation including references have been finalised and made available to you. If an offer is made we will communicate the offer on your behalf and then manage the process so that you get the best possible outcome.
Step 7: Commencement and Retention
When the candidate commences the role the consultant will keep in touch with you and your new employee to ensure that both parties are meeting their obligations. We will continue to stay in touch until the candidate has successfully completed their probation period. We can also assist you in developing retention strategies to retain your new staff member.
The prescriptions, the “how-to do-its” of selection are problem solving strategies (heuristics of general and specific scope) which, taken as a cocktail, may narrow down the selection decision and increase the chances of choosing the “right” candidate although probably “best available” is a better term.
Selection is a social, interactive activity and skill development and the textbooks recommend the use of structured and tested methods to secure objectivity, reliability and reduced risk and uncertainty.
- Interviews A single one-to-one interview may give way to a series of 1-to-1 interviews or interviews with many – the panel. We can analyze the interview in terms of how it is structured, the processes of interaction, the problems of interpersonal decision-making, the relationship between job-related questions and personal questions.
- Ability Tests may be designed or bought in to “measure/evaluate” a candidate’s knowledge or skills. The test may be specifically job related – a typing test or test for fork-lift truck driving, debugging a computer program or making a sales presentation. The test may be generic – knowledge of labor law or verbal/numeric comprehension and fluency (tests of cognitive ability).
- Psychometric Tests These include tests of cognitive ability (traits of general intelligence such as verbal, numerical and logical ability). They also extend to self-reporting tests (questionnaire inventories) about the candidate’s self-perceived behavior, personality, life/work orientations and value systems.
- References Current or previous employers and other “notables” may be asked to give information on their knowledge of the candidate. References are usually sought in the latter stages of the selection cycle either immediately before a job offer is made or afterwards – the offer is made “subject to satisfactory references being received”.
- Work experience Most employees are engaged on the basis that their first few weeks/months at work consist of a probationary period during which time their suitability is being assessed by their actual manager, peers and anyone else directly affected by their performance.
In a sense a college leaver or someone else’s who starts on a training scheme or “work-fare” programmed is participating in a longer selection process. At the end of the probationary period – the employer makes a decision as to whether or not the job relationship is to continue.
- Simulations These range from asking candidates to make a presentation on a subject to candidates meeting in an (conserved) group to discuss a topic or resolve a problem (case study or simulation exercise involving planning, organizing, leadership, communication skills, analysis, synthesis, influencing etc). Applicants may be presented with a situation that they might face if they got the job such as planning a conference, evaluating an organizational case study and making decisions.
One technique involves use of an “in tray”. The contents of an in tray – made up of samples taken from an actual job (or simulation of examples from the job) are given to the candidate who is then asked to read and respond to the into-ray items. Such a test (loosely) involves dealing with a variety of correspondence, analyzing the contents, assigning priorities and generating appropriate responses which must then be interpreted by the designers of the in-tray.
- Assessment Centers (a group-focused, package/battery approach)
several methods are combined into a programmed e.g. interviews, ability and psychometric tests, presentations etc) for group of candidates who attend a centre (company training centre, hotel). Some of the techniques involve candidates working/interacting in groups (discussion or management games/simulations) and their behaviors are recorded and evaluated by observers (trained?).
Candidates may spend one or more days together with their selector /observers – who meet to share observations and interpretations about candidates
- Biographical Analysis of the application form and the interview process in a broad sense involve biographical analysis. Employers seeking to fill jobs involving considerable responsibility perhaps including a high security or risk element may wish to investigate the candidate more deeply. A security search may be involved – clearly issues about privacy are raised here.
However on a milder footing, the biographical picture may be expanded by asking the candidate to complete a questionnaire which gathers further information about his/her life/career history. The questionnaire may capture further details on professional development and qualifications and explore more subjective areas such as preferences about the make-up of a job and developmental aspirations/ opportunities. The questionnaire responses now have to be analyzed/interpreted. Validation, reliability and administrative costs now need to be questioned.
Bio-data methods are available in computerized forms which involve statistical correlations of job success with detailed biographical elements.
- Hand-writing Analysis The applicant’s hand-writing – shapes, angles, sweeps, emphasis, size – is analyzed (by experts?). From this inferences are made about the candidate’s qualities…. very dubious in terms of validity and reliability – yet some practitioners sell the method. Which employers use it or dabbled with its use?
Training and Development program
Use Training and Development to Motivate Staff
Building Your Employee Training and Development Program
Want to keep your staff motivated about learning new concepts? The quality and variety of the employee training you provide is key for motivation. Reasons for employee training range from new-hire training about your operation, to introducing a new concept to a workgroup to bringing in a new computer system.
Whatever your reason for conducting an employee training session, you need to develop the employee training within the framework of a comprehensive, ongoing, and consistent employee training program. This quality employee training program is essential to keep your staff motivated about learning new concepts and your department profitable.
Essential Components of Employee Training Programs
A complete employee training program includes a formal new hire training program with an overview of the job expectations and performance skills needed to perform the job functions. A new hire training program provides a fundamental understanding of the position and how the position fits within the organizational structure.
The more background knowledge the new associate has about how one workgroup interrelates with ancillary departments, the more the new associate will understand his or her impact on the organization.
Another aspect of a comprehensive employee training program is continuing education. The most effective employee training programs make continuing education an ongoing responsibility of one person in the department. This is an important function that will keep all staff members current about policies, procedures and the technology used in the department.
New Hire Training
A solid new hire training program begins with the creation of an employee training manual, in either notebook format or online. This manual acts as a building block of practical and technical skills needed to prepare the new individual for his or her position.
In order for the department to understand current policies and procedures, a manager must ensure the department manuals or online employee training are kept current. This includes any system enhancements and / or change in policy or procedure. In addition, keep the user in mind when designing training manuals or online training; keep the employee training material interesting for the learner. Use language that is not “corporate” and include images and multi-media.
Much of this employee training and reference material belongs online these days in a company Intranet. But, if your organization is not ready to embrace the online world, keep the manuals up-to-date and interesting. When possible, in computer training, incorporate visual images of the computer screen (multi-media screen capture) to illustrate functions, examples, and how tos.
On the Job Training
Another form of new hire training includes having the new associate train directly next to an existing associate. Some call this On the Job Training (OJT) or side-by-side training. This type of employee training allows the new associate to see first hand the different facets of the position.
Also, OJT allows the new hire the opportunity to develop a working relationship with an existing associate. This type of employee training reinforces concepts learned in the initial training and should be used to reinforce and apply those same learned concepts.
Here are additional resources about new employee training and orientation.
- Employee On boarding: One Chance for a Positive New Employee Experience.
- Tips for a Better New Employee Orientation.
- Employee Orientation: Keeping New Employees on Board.
- Orientation Vs. Integration.
Off the job Training
Training – off the job
Off the job training involves employees taking training courses away from their place of work. This is often also referred to as “formal training”.
Off the job training courses might be run by the business’ training department or by external providers.
The main types of off the job training courses are:
– Day release (where the employee takes time out from normal working hours to attend a local college or training centre)
– Distance learning / evening classes
– Revision courses (e.g. in the accountancy profession, student employees are given blocks of around 5-6 weeks off on pre-exam courses)
– Block release courses – which may involve several weeks at a local college
– Sandwich courses – where the employee spends a longer period of time at college (e.g. six months) before returning to work
– Sponsored courses in higher education
– Self-study, computer-based training (an increasingly popular option – given that attendance at external courses can involve heavy cost)
Advantages of off-the-job training:
– Use of specialist trainers and accommodation
– Employee can focus on the training – and not be distracted by work
– Opportunity to mix with employees from other businesses
Disadvantages of off-the-job training:
– Employee needs to be motivated to learn
– May not be directly relevant to the employee’s job
– Costs (transport, course fees, examination fees, materials, accommodation)
Continuing Education in Employee Training
A continuing education program for a department is just as important as the new hire training. When training a new associate, I have found that they will only retain approximately 40 percent of the information learned in the initial training session. Therefore, a continuous effort must be placed on reminding the staff about various procedures and concepts. This continuing education can be formal or informal. (The author’s preference is always with a more informal approach.)
The formal, or traditional approach, to employee training often includes a member of management sending a memo to each associate. The informal, and often more appealing approach to a visual learner, is to send a one-page information sheet to staff. This information sheet, called a training alert, should be informative and presented in a non-threatening manner. Therefore, if the policy or procedure changes, the informal approach would better prepare the department to receive this presentation.
Learn about designing a continuing education program for ongoing employee training.
Prior to putting together a continuing education employee training program, the management team must decide upon their desired outcome. One question that is important to answer is, “Do you want the program to enhance the skills of the associate or do you want to help the associate with personal development?”
While there is some commonality between these answers, the main difference is the opportunity for the management team to mold future management team members. If the desired outcome is simply to enhance skills, with no personal development, the department will have a staff that simply knows how to do their job a little better. While that is a positive outcome, you want your company to think “outside the box,” and design a program that allows, and even encourages, critical thinking and problem solving.
Therefore, when designing a continuing education program, the desired outcome should be a blending of both technical and personal enhancement. This type of training program will allow the staff the opportunity to develop solid management skills, coupled with a better understanding of their position and function, and how that fits into the relationship of the organization.
For example, if you discover during the assessment process that writing skills in the department are low, you will need to enhance those skills by developing a corresponding training session.
Blend Technical Training With Personal Development
This writing training session could include topics on the basics of writing, such as spelling, punctuation, sentence structure and correct word use. Building on those basics, you could give your participants an applicable topic, such as writing a letter to a customer apologizing for a late shipment.
Provide the participants background information about the customer. Tell them the customer has purchased from them for ten years and has always made payments promptly. Give them ten or fifteen minutes to compose a rough draft and have them present their letter to the group. Once someone has read a letter, ask the other participants to offer feedback for improvements, and as the trainer, point out the positive aspects of the letter.
Another mechanism that will help with ongoing continuing education is to enable staff members to develop an affiliation with an association or industry group. This type of education is tangible and has been proven to have a positive track record with the local offices and their industry trade groups. Staff members are given the opportunity to come together periodically, and discuss the issues they are experiencing in their business.
This is a positive experience for everyone involved because the information gained in this type of setting can prove useful to others who may have the potential to partake in a similar situation. Also, others who have experienced a similar situation have the opportunity to talk about their resolution(s) that worked effectively.
Effective Training Program Tips
Here are a few final thoughts on the design of the continuing education employee training program.
- According to the Wall Street Journal, most adults write at an eight-grade level. Therefore, always follow the acronym of KISS. (Keep it simple, sweetie.)
- When scheduling the training session, attempt to keep your groups diverse. This promotes good discussion and is a live example of how concepts can relate throughout the organization and/or workgroups.
- Attempt to have a point person or a trainer in each work area. This concept serves two purposes. If a new system or procedure will be introduced, the point person can learn the system or procedure and train the staff. (People always learn better when they are required to teach the concept.)
Second, it helps having a local resource within the workgroup. This allows for more questions when the level of understanding is low. Associates will not feel threatened by someone they sit next to every day versus a trainer from the human resources or organizational development area.
Read about the components of the best continuing education programs.
the best type of employee training program for a work group is one tailored to their needs. So, how do you know what their needs are? One way is to work with the staff members who are responsible for the area. If it is possible, do a random sampling of the staff performance development plans and look for consistencies in any needed areas of development.
Another approach is to conduct a training needs assessment and ask the staff members themselves what skills they would like to develop.
No matter how you determine what types of employee training sessions are needed, it is important to remember that when developing the course, stick to the original concept. If more than one concept is considered during the planning process, break the concepts out into two workshops.
Keep in mind that a productive employee training session can and should be accomplished in less than two hours. Anything longer than two hours and you will lose your audience. Finally, during the actual training session, attempt to have at least one or two activities to keep the participants’ minds active and to prevent sleeping or daydreaming.
Do You Really Need an Employee Training Session?
While an employee training session may be effective, it may not always be the best approach to fulfilling training needs. If the concept you are introducing is defined as elementary or common knowledge, create an employee training alert, instead.
An employee training alert is an excellent method to communicate about and reinforce concepts that would be considered common knowledge or new job information. Put employee training alerts online, distribute via email, or, in some situations, when employees do not have computer access, as an example, write employee training alerts in a bullet format on paper.
Remember to add some flare and/or graphics to the piece of paper, if paper is the most convenient method. Don’t be afraid to use that flare in your color choice for the paper. I have found in my work experience, that when staff members receive a piece of fluorescent green paper in their mail box, they are more likely to pick it up and read it, versus the memo on white paper that just went out from the boss.
Keeping the Learning Going
I’ll provide just a few ideas on this concept and then, I’ll step down from the training soapbox.
- If the capabilities are present and the department wants to have some fun while learning, develop a game. This game can be anything from Family Feud to Jeopardy and more. In either format, have the staff answer questions created by the department management relating to work situations and/or people. It is amazing what people will remember from a fun situation versus a forced learning experience.
- When conducting the employee training classes, attempt to keep the class informative and light. While communicating the ideas is important, the number one goal should be to keep the staff interested, involved, and entertained during the workshop. This will insure staff members are paying attention and learning. (This can be difficult if you do not employ an animated trainer, however, most individuals that are in the training field are pretty animated.)
- Introduce the concept of blended learning to the department. Allow the staff to achieve their learning levels from different resources. While the employee training alerts and employee training sessions are directly from management, challenge the staff to look on the Internet and in the library for other ideas that might work in their department.
Through all of this, the new hire training and the ongoing continuing staff education, what I would most like you to remember is that learning can and should be fun.
Your staff members are sponges wanting to absorb knowledge; however, they’ll most likely want to learn concepts when they are presented in a fresh, lively, and exciting manner.
Putting a twist to your current employee training methods can help people become and continue to be excited about learning.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVELOPMENT:
Traditional Approach – Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the Scenario seems to be changing.
The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES:
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
Importance of Training and Development:
- Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.
- Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.
- Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.
- Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.
- Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.
- Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.
- Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.
- Quality – Training and Development helps in improving upon the quality of work and work-life.
- Healthy work-environment – Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.
- Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.
- Morale – Training and Development helps in improving the morale of the work force.
- Image – Training and Development helps in creating a better image.
- Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation.
- Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies.
- Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.
EVALUATION THE EFFECTIVENESS OF TRAINING PROGRAM:
We’ll explore three popular methods of evaluating training programs. These are the post-training performance method, the pre-post-training performance method, and the pre-post-training performance with control group method.
Post-Training Performance Method:
The first approach is referred to as the post-training performance method. Participants’ performance is measured after attending a training program to determine if behavioral changes have been made. For example, assume we provide a week-long seminar for HRM recruiters on structured interviewing techniques. We may attribute them the program were used, and how. If changes did occur, we may attribute them to the training. But caution must be in order, for we cannot emphatically state that the change in behavior was directly related to the training. Other factors, like reading a current HRM journal or attending a presentation at a local Society of Human Resource Management, may have also influenced the change. Accordingly, the post-training performance method may overstate the benefits of training.
Pre-Post-Training Performance Method:
In the pre-post training performance method, each participant is evaluated prior to training and rated on actual job performance. After instruction – of which the evaluator has been kept unaware – is completed, the employee is reevaluated. As with the post-training performance method, the increase is assumed to be attributed to the instruction. However, in contrast to the post-training performance method, the pre-post performance methods deals directly with job behavior.
Pre-Post-Training Performance with Control Group Method:
The most sophisticated evaluative approach is the pre-post-performance with control group method. Under this evaluation method, two groups are established ad evaluated on actual job performance. Members of the control group work on the job but do not undergo instruction. On the other hand, the experimental group is given the instruction. At the conclusion of training, the two groups are reevaluated. If the training is really effective, the experimental group’s performance will have improved, and its performance will be substantially better than that of the control group. This approach attempts to correct for factors, other than the instruction program, that influence job performance.
Job Satisfaction of the employee
Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents “not at all satisfied” and 5 represents “extremely satisfied”).
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe one’s job.
The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.
Constructing a Job Satisfaction Questionnaire involves a process that is known to many researchers as one of the most delicate and critical research activities.
The most important part of a Job Satisfaction Questionnaire is to identify the right questions.
The term “right questions” refers to questions that provide valid and reliable information for making a decision, testing a theory or investigating a topic.
Motivation & Benefits
Motivation is a psychological characteristic that contributes to a person’s degree of commitment. It includes the facts that cause, channel and sustain human behavior in a particular committed direction. However, the term motivation has been defined by authors in any ways. Some of the definitions are as follows:
“Motivation may be defined as the state of an individual’s perspective which represents the strength of his or her propensity to exert effort toward some particular behavior” – Gibson
“Motivation refers to expenditure of effort toward a goal”- Dubrin
“Motivation is a predisposition to act in a specific goal directed manner” -Hellriegel and Slocum
“Motivation is a cyclical process affecting the inner needs or drives that energize, channel, and maintain behavior” – Steers and Lyman.
For our purpose, we shall define motivation as the need or drive within an individual that urges him or her towards Goal-oriented action.
Motivational factors in an organizational context include working environment, job characteristics, appropriate organizational reward system and so on.
The Motivation Process:
The motivation process may be represented by a diagram (see, figure –at below) which begins with inner drives and needs that motivate the individual to work towards begins with inner drives and needs that motivate the individual to work towards certain goals, which the individual has chosen in the belief that those goals will satisfy the inner drives and needs. After attaining these goals, the individual consciously or unconsciously judges whether the effort has been worthwhile. As long as the individual perceives the effort as rewarding, the habit of making the effort is reinforced and the individual can be persuaded to continue or repeat that kind of effort. Reinforcement or what happens as a result of behavior, affects other needs and drives as the process is repeated.
Employee motivation is of crucial concern to management, mainly because of the role that employee motivation plays in performance. Basically, performance is determined by (i) ability, (ii) environment and (iii) motivation. If any of these three factors is missing or deficient, effective performance is impossible. A manager may have the most highly qualified employees under him and provide them with the best possible environment, but effective performance will not result unless the subordinates are motivated to perform.
Motivators are things that induce an individual to perform. While motivation reflects wants, motivators are the identified rewards or incentives that sharpen the drive to satisfy these wants.
A manager can do much to sharpen motives by establishing an environment favorable to certain drives. For example, employees in a business that has developed a reputation for excellence tend to be motivated to contribute to this reputation.
A motivator, then, is something that influences an individual’s behavior. It makes a difference in what a person will do. Obviously, in any enterprise, the manager
must be concerned about motivators and also inventive in their use. Also he has to use such motivators as will lead the employees to perform effectively for their employing.
Motivation is the management process of influencing people’s behavior based on the knowledge of what cause and channel sustain human behavior in a particular committed direction.
Simply, the term motivation indicates a noun whereas motivating a verb. Motivation refers to some relevant factors that influence human behavior, whereas motivating is the process of influencing behavior.
Satisfaction is the end result of the need-want-satisfaction chain, which can be represented in the following diagram.
“Motivation” and “Satisfaction” are related to each other, although there is a fine difference between these two terms. Motivation refers to the drive and effort to satisfy a want or goal. But satisfaction refers to the contentment experienced when a want is satisfied. In other words, motivation implies a drive toward an outcome, and satisfaction is the outcome already experienced.
It may be stated that as the theory of motivation that addresses what people need or require to live a life of fulfillment, particularly with regard to work. Need theory has a long-standing tradition is motivation research. It deals with the part work plays in meeting the needs of those employed.
According to need theory, a person is motivated when he or she has not yet attained certain levels of satisfaction with his or her wife. A satisfied need is not a motivator.
There are various need theories of motivation. All of them focus on the importance of analyzing the psychological factors within individuals (i.e. needs) that cause people to behave in certain ways. Behavior is the result of attempts to satisfy those needs, and specific acts are based on the particular need driving the individual at any time.
The most popular need theories of motivation are – (i) Maslow’s Hierarchy of Needs Theory; (ii) McClelland’s Needs Theory of Motivation and (iii) Hertzberg’s Two-factor Theory of Motivation.
Maslow’s Hierarchy of Needs Theory
One of the most widely mentioned theories of motivation is the Hierarchy of Needs Theory put forward by psychologist Abraham Maslow. Maslow views human motivation in terms of a hierarchy of five needs, ranging from the most basic physiological needs to the highest needs for self-actualization According to Maslow, individuals will be motivated to fulfill whichever need is the most powerful for them at a given time. The prepotency of a need depends on the individuals’ current situation and recent experiences. Starting with the physical needs, which are the most basic, each need must be satisfied before the individual desires to satisfy a need at the next higher level.
It is in the following hierarchy of importance according to immediacy that Maslow places human needs:
Physiological needs: These are the basic needs for sustaining human life itself, such as air, water, food, sleep, shelter, warmth and sex. They are as basic as needs that people will be motivated to fulfill them first through whatever behavior achieves this end. Maslow took the position that until these needs are satisfied to the degree necessary to maintain life, other needs will not motivate people.
Safety or security needs: They consist of the need for clothing, shelter, and an environment with a predictable pattern such as job security, pension, insurance etc. People are motivated to fulfill these needs only when the physiological needs are mostly satisfied.
Affiliation, acceptance, love or social needs: Since people are social beings, they need to belong, to be accepted and loved by others.
Esteem needs: They include the need for power, prestige, status, achievement, and recognition from others. Satisfaction of the self-esteem need leads to feelings of self-confidence, worth, capability, and adequacy, of being useful and necessary in the world.
Need for self-actualization: Maslow regards this as the highest need in his hierarchy. This is the concept of fulfilling one’s potential and becoming everything one is capable of becoming.
McClelland’s Need Theory of Motivation
David C. McClelland has identified three types of basic motivating needs as (a) need for power, (b) need or affiliation, and (c) need for achievement. They are all relevant to management and must be recognized to make an organized enterprise work well.
Need for power:
It deals with the degree of control a person desires over his or her situation. This need can be related to how people deal with failure and success. Fear of failure and an erosion of one’s power can be a strong motivator for some people. Individuals with the need for power usually seek positions of leadership in organizations, are outspoken, often argumentative, forceful,hardheaded and demanding, and they enjoy being in positions that require persuasive speaking or traveling and seek positions in organizations that control the means of influencing others. Research studies indicate that top managers are highly motivated by the need for power.
Need for achievement:
David C. McClelland’s research indicated that a strong need for achievement – the drive to succeed or excel – is related to how well individuals are motivated to perform their tasks. People with a high need for achievement like to take responsibility for solving problems. They tend to set moderately difficult goals for themselves and take calculated risks to meet those goals. They greatly value feedback on how well they are doing. Thus those with high achievement needs tend to be highly motivated by challenging and competitive work situations; people with low achievement needs tend to perform poorly in the same sort of situations.
The Two-Factor (Motivation-Hygiene)
Theory of Motivation: Maslow’s needs approach has been considerably modified by Fredrick Hertzberg and his associates. In the late 1950s, Frederick Hertzberg and his associates conducted a study of the job attitudes of 200 accountants and engineers in Pittsburg. During the interviews, he asked them to recall occasions when they had been especially satisfied with their work and highly motivated in occasions when they had been dissatisfied and unmotivated. Somewhat surprisingly, he found that entirely different sets of facts were associated with satisfaction and dissatisfaction.
Hertzberg placed responses from the engineers and accountants interviewed in one of 16 categories-the factors on the right side of the figure were consistently related to job satisfaction and those on the left side to job dissatisfies and satisfiers) emerged. Satisfiers (Motivating factors), as recognized by Hertzberg, include factors like achievement, recognition, work itself, responsibility, advancement and growth – all related to job content and rewards for performance.
Dissatisfies (which Hertzberg terms Hygiene factors) include – company policy and administration, supervision, relationship with supervisors, work subordinates, status and security – most of which are related to the work environment and the rest to disturbed personal life. Positive ratings for these factors did not lead to job satisfaction but merely to the absence of dissatisfaction.
It is to be noted that the motivating factors are related specifically to the work content and the hygiene factors are related to the work environment.
Hertzberg’s study led him to conclude that the traditional model of job satisfaction was incomplete. The traditional view of satisfaction, was that satisfaction and dissatisfaction were at opposite ends of a continuum i.e. employees might be satisfied, dissatisfied, or somewhere in between. But Hertzberg’s research identified two different sets of factors – one ranging from satisfaction to no satisfaction and the other ranging from dissatisfaction. Hertzberg then argues that there are two stages in the process of motivating employees.
First, manager must see that the hygiene factors are provided at an appropriate level so that the employees become “not dissatisfied”.
Second, the manager should give employees the opportunity to experience motivation factors such as achievement and recognition, and result is predicted to be a high level of satisfaction and motivation. Hertzberg also demonstrated the way of using the two-factor theory. He recommends that jobs be redesigned to provide higher levels of the motivation factors.
Salary is paid on the 7th of every month. In a situation when 7th is a holiday the payment date would be 6th
MEDICAL BENEFIT SCHEMES
Any confirmed employee employed on regular rolls in the category of officer and above will get medical allowance based on slab approved by the management
For new entrants, the monthly allowance will be applicable from the date of confirmation.
Prorata Benefits In Certain Cases
For new entrants, this Scheme will be applicable from the date of confirmation. The Medical Benefits, in their case will be worked out proportionately. It is done on the basis of annual basis quota allotment
Medical benefits under this Scheme will include:
The expenditure incurred by an employee / charges paid on conducting tests / on the purchase of medicines or aids (viz. Hearing, Visual Dental etc.), doctor’s fees tests conducted etc. and in the hospital / nursing homes as an out patient or inpatient (excluding food and beverages expenses)
Contributory Provident Fund:
10% of Basic (as per the Provident Fund Act) contributed monthly by the employee and equivalent amount by the company.
The entire accumulation in the fund to the credit of an employee is available to the employee on retirement or separation in the form of a lump sum or a pension.
50% of company contribution will be effective only if the employee works for at least 4 years and 100% company contribution will be added for the employees who have worked 5 years in the company from the date of joining
STAFF EMERGENCY LOANS SCHEME
- To help the employee meet financial constraints, the genuineness of which has to be established to the satisfaction of the Management.
- Disbursement of the loan will be the sole discretion of the management.
- The Span
- All confirmed employees are covered under this policy.
- No previous loan should be outstanding against the employee on the date of application for the second loan.
- Employee can apply for loan maximum twice in a financial year.
- 5% interest (per annum) will be applicable on straight method for the loan amount.
Company also provides transportation facility for women employees. It has also an entertainment club that organized the following events such as
- Watching movie in theatre
- Various festival parties etc
- CONCORD is a highly professionally managed organization in where safety leadsimproved productivity, so Concord Group need to provide theemployee more quality work life as well as more attractive environmentfor working.
- They should keep the work environment sound and healthyfor the employee to work in their own environment. Employee’ssatisfaction needs to be increased by maintaining the company policyefficiently to get maximum productivity through employees’ satisfaction.Though the company has loss in different sector, above all it makes profitin the current year but it need to prevention of loss by adopting effectivetechnology and continuous development of human resource management.CONCORD is a Real Estate company so for the responsibility of the society itneedsto completely obey the national law and order of the Government.
- Periodical monitoring of the function of HR department by Committee
constituted by the Board.
- Formulation of Personnel Policies.
- Determination of Employee Function.
- Preparation of Functional Chart.
- Writing Job Description, Job Specification containing in manual.
- Setting of qualified and experienced personnel (without external pressure).
- Training/in-service Training to the Employees.
- Implementation of Policies.
- Measures for stopping employee turnover.