HRM systems diagnostic checklists

HRM systems diagnostic checklists
The following check-lists present some questions which may prove helpful for you to think about when planning your development programs for human resources (your people) in your organization.

Use them to provoke thought and to stimulate discussion. Consult with others in your organization. They will help you to identify the critical human resource issues facing your organization.

The aim is to begin to explore how a considered and planned approach to people management can improve business performance, to the benefit of all.

Use this checklist in conjunction with our team building diagnostic instrument. It will, via your team members responses identify critical issues they perceive as important. These issues may be at odds with your own perceptions and analysis and therefore any such discrepancy will need to be addressed.

Warning Indicators
Your organization is more than likely in trouble if any of the following holds true:

chronic industrial relations problems
no means of resolving employee grievances
increasing / erratic employee turnover
increasing number of customer complaints
no pride in the organization
inter-group conflicts
no career paths for ambitious talented employees
dissatisfaction with pay and conditions
unclear job roles
no clear performance measures
quality is unimportant
bad product service / delivery records
poor recruitment standards / practices
no management development programs
no induction training for new employees
critical skill shortages
inter-departmental conflict
you do not know if any of the above are applicable
you ignore any of the above

Culture, organization, people, systems (COPS), checklist
Culture
Do your staff identify with the organization and 'the success of the organization' as being of direct benefit to themselves?
Do your staff see themselves as having common interests with their work colleagues and group? Is there a strong team spirit?
Is work allocated on the basis of individual expertise rather than position in the organization?
Are there sufficient skills / power bases in the organization?
Are there appropriate leadership skills within the organization?
Are your staff encouraged to say what they think about the organization?
Does your organization encourage innovation and creativity amongst staff?
Do your staff feel a sense of personal responsibility for their work?
Is quality emphasized in all aspects of the organization?

Organization
Does the structure of your organization encourage effective performance?
Is the organization structure flexible in the face of changing demands?
Is the structure too complex? If so in what areas?
Do your staff have clear roles and responsibilities?
Does your organization structure tend to push problems up rather than resolve them at the point where they occur?
Do your procedures and management practices facilitate the accomplishment of tasks?
Do you constantly seek to challenge your organization structure?

People
Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?
Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives?
Do your staff have a customer service orientation?
Are people with potential spotted and developed for the future?
Are your staff encouraged to perform well through the giving of recognition, feedback, etc.?
Do your people know what their expected performance standards are?

Systems
Do your organization's systems (e.g. employee selection and recruitment, promotion, planning, management, information and control) encourage effective performance among your staff?
Are these systems consistent across the organization?
Are there clear rewards for effective performance within your work group?
Does the organization review its systems frequently and ensure they mutually support each other?
You may now wish to consider and write down:

What are the three critical people issues facing your business?
What plans /actions can you take to address these issues?
To help you further, click on this team building link and have your people tell you the issues confronting them in the workplace.


©2008 Accel-Team

Steps in developing HRM strategy

Steps in developing HRM strategy

Step 1: Get the 'big picture'
Understand your business strategy.

Highlight the key driving forces of your business. What are they? e.g. technology, distribution, competition, the markets.
What are the implications of the driving forces for the people side of your business?
What is the fundamental people contribution to bottom line business performance?

Step 2: Develop a Mission Statement or Statement of Intent
That relates to the people side of the business.

Do not be put off by negative reactions to the words or references to idealistic statements - it is the actual process of thinking through the issues in a formal and explicit manner that is important.

What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization
Focus on the internal strengths and weaknesses of the people side of the business.

Consider the current skill and capability issues.
Vigorously research the external business and market environment. High light the opportunities and threats relating to the people side of the business.

What impact will/ might they have on business performance?
Consider skill shortages?
The impact of new technology on staffing levels?
From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department - consider in detail the department's current areas of operation, the service levels and competences of your personnel staff.

Step 4: Conduct a detailed human resources analysis
Concentrate on the organization's COPS (culture, organization, people, HR systems)

Consider: Where you are now? Where do you want to be?
What gaps exists between the reality of where you are now and where you want to be?
Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues
Go back to the business strategy and examine it against your SWOT and COPS Analysis

Identify the critical people issues namely those people issues that you must address. Those which have a key impact on the delivery of your business strategy.
Prioritize the critical people issues. What will happen if you fail to address them?
Remember you are trying to identify where you should be focusing your efforts and resources.

Step 6: Develop consequences and solutions

For each critical issue highlight the options for managerial action generate, elaborate and create - don't go for the obvious. This is an important step as frequently people jump for the known rather than challenge existing assumptions about the way things have been done in the past. Think about the consequences of taking various courses of action.

Consider the mix of HR systems needed to address the issues. Do you need to improve communications, training or pay?

What are the implications for the business and the personnel function?

Once you have worked through the process it should then be possible to translate the action plan into broad objectives. These will need to be broken down into the specialist HR Systems areas of:

- employee training and development
- management development
- organization development
- performance appraisal
- employee reward
- employee selection and recruitment
- manpower planning
- communication
-Develop your action plan around the critical issues. Set targets and dates for the accomplishment of the key objectives.

Step 7: Implementation and evaluation of the action plans

The ultimate purpose of developing a human resource strategy is to ensure that the objectives set are mutually supportive so that the reward and payment systems are integrated with employee training and career development plans.

There is very little value or benefit in training people only to then frustrate them through a failure to provide ample career and development opportunities.


©2008 Accel-Team

Membangun Kepemimpinan HR yang Kuat

Membangun Kepemimpinan HR yang Kuat
Selasa, 13 Mei 2008 - 15:14 WIB

1. Clarity

Menjadi praktisi atau apalagi pemimpin HR pertama kali dituntut kejernihan cara berpikirnya. Jangan plin-plan, janga "lembek". Banyak orang HR sekarang ini tidak bisa tegas dengan pendiriannya sehingga hanya mengikuti saja apa kata CEO.

2. Vision

HR harus tahu apa kebutuhannya sesuai ke mana arah perusahaan.

3. Passion

Passion datang setelah visi dirumuskan dengan jelas. Passion membuat orang percaya pada apa yang dilakukannya, dan kepercayaan tersebut merupakan garansi untuk sukses.

4. Courage

Memberikan dorongan, memotivasi dan membuat karyawan bekerja dengan penuh semangat merupakan tugas mulia HR. Banyak karyawan yang melakukan pekerjaannya sekedar mencari aman, dan peran HR-lah untuk membuat mereka mampu bekerja dengan keberanian mengambil risiko.

5. Follow-up

Segala program, rencana, keputusan tidak akan berarti apa-apa kalau tidak ada tindak lanjut. Ini memang suatu yang kadang justru terasa lebih berat ketimbang ketika membicarakannya. Di atas kertas, berbagai program bisa sangat menarik, tapi adanya tindak lanjut akan membuatnya menjadi jauh lebih menarik.

6. Delegate

Jangan melakukan banyak hal sekaligus, dan jangan melakukan semuanya sendirian. Delegasikanlah pekerjaan yang bisa didelegasikan. Orang yang tidak bisa mendelegasikan pekerjaan adalah orang yang tidak tergorganisasi.

7. Be consistent

Seorang pemimpin yang baik tidak mengenal kata "mood". Kalimat terburuk adalah, "Hari ini saya sedang tidak mood untuk mengerjakan itu." Pastikan Anda seorang yang konsisten.

8. Look out for talent.

Kalau Anda seorang pemimpin HR, kenali talent yang ada di kantor. Siapa cocok di bidang apa. Tapi, ada satu prinsip yang perlu dipegang. Ibaratnya, ada orang yang berbakat menjadi pemain bola, ada yang berbakat menjadi rocker, tapi semua orang harus bisa menjadi manajer.

9. Command

Pastikan Anda memiliki sistem rantau komando yang jelas. Sehingga jika terjadi kesalahan tidak saling menuding siapa yang bertanggung jawab.

10. Pay them well

Kepemimpinan Anda belum lengkap jika belum mempertimbangkan soal kelayakan dalam menggaji karyawan. Pay them well!

portalhr.com

Function 2: Recruitment and selection of employees

Function 2: Recruitment and selection of employees
Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all (replacement should rarely be an automatic process).
Effectively, selection is 'buying' an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the 'cost' of poor selection is such that, even for the mundane day-to-day jobs, those who recruit and select should be well trained to judge the suitability of applicants.
The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale purposes)
Careers officers (and careers masters at schools)
University appointment boards
Agencies for the unemployed
Advertising (often via agents for specialist posts) or the use of other local media (e.g. commercial radio)
Where the organization does its own printed advertising it is useful if it has some identifying logo as its trade mark for rapid attraction and it must take care not to offend the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on which the applicant is to apply (personal appearance, letter of application, completion of a form) will vary according to the posts vacant and numbers to be recruited.

It is very desirable in many jobs that claim about experience and statements about qualifications are thoroughly checked and that applicants unfailingly complete a health questionnaire (the latter is not necessarily injurious to the applicants chance of being appointed as firms are required to employ a percentage of disabled people).

Before letters of appointment are sent any doubts about medical fitness or capacity (in employments where hygiene considerations are dominant) should be resolved by requiring applicants to attend a medical examination. This is especially so where, as for example in the case of apprentices, the recruitment is for a contractual period or involves the firm in training costs.

Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for:

Aptitudes (particularly useful for school leavers)
Attainments
General intelligence
(All of these need skilled testing and assessment.) In more senior posts other techniques are:

Leaderless groups
Command exercises
Group problem solving
(These are some common techniques - professional selection organizations often use other techniques to aid in selection.)

Training in interviewing and in appraising candidates is clearly essential to good recruitment. Largely the former consists of teaching interviewers how to draw out the interviewee and the latter how to xratex the candidates. For consistency (and as an aid to checking that) rating often consists of scoring candidates for experience, knowledge, physical/mental capabilities, intellectual levels, motivation, prospective potential, leadership abilities etc. (according to the needs of the post). Application of the normal curve of distribution to scoring eliminates freak judgments
©2008 Accel-Team

Competency Based Human Resource Management (CBHRM)

CBHRM

Competency Based Human Resource Management (CBHRM) is an approach that links human resources activities such as learning and development, resourcing, performance management and human resources planning to a competency profile. As a result, CBHRM provides a common, simplified language and the necessary tools and flexibility for managers to address their human resources activities — all based on competencies. CBHRM will link HR activities to the business of the organization to improve business performance. It aims at achieving a good fit between each employee, the work and the work environment. This fit promotes improved work performance and job satisfaction.

A common framework of competencies provides the means for integrating all aspects of the HR system so that employees are selected, evaluated, developed, promoted and rewarded based on competencies that support organizational success. By communicating these competencies, organizations empower employees to take charge of their careers, direct their own personal development, and continually self-evaluate and improve. At the same time, the framework allows the organization to proactively plan for its human resource needs both in the immediate and long term, and to establish programs that support employees in acquiring the competencies needed for organizational success.

Planning for Competency-based Human Resource Management It takes effort and commitment to implement a fully-elaborated and integrated competency-based human resource management (HRM) system. It is important, therefore, to take the time to evaluate the needs of the organization, and to create a strategy and plan that will meet these needs - in other words, getting it right the first time.


Definitions

Competency Profile: A profile is a set of competencies related to a function/job or an employee.

Competency: A competency is “any skill, knowledge, or other attribute that is observable and identifies successful performance”. Effectively, competencies translate the strategic vision and goals for the organization into measurable and observable behaviours or actions which employees must display.


Articles

CBHRM - Planning for Success by Suzanne Simpson, PhD. & Lorraine McKay, M.A, CHRP, C. Psych.

CBHRM - That Works! by Suzanne Simpson, PhD. & Lorraine McKay, M.A, CHRP, C. Psych.

COMPENSATION PLANNING

Perusahaan, dalam merencanakan kegiatannya memerlukan struktur dan system kompensasi yang efektif dan berdaya guna untuk kebutuhan perusahaannya. Hal ini diperlukan untuk kelangsungan hidup dari perusahaan. untuk memenuhi kebutuhan tersebut setiap perusahaan dapat membuatnya langsung sendiri dengan memberdayagunakan HRD di perusahaannya atau juga dapat dengan meminta bantuan dari lembaga konsultan yang terpercaya untuk merancang & mengembangkan Rencana Kompensasi Perusahaan / "Corporate Compensation Planning".Memang diakui bahwa menggunakan konsultan akan memerlukan biaya yang tidak sedikit (bahkan hingga puluhan juta rupiah) sehingga akan membebani perusahaan-perusahaan kecil dan menengah yang akan berkembang. Bagi perusahaan besar, tentu saja hal ini akan sangat mudah dilakukan, karena persoalan biaya tidak menjadi masalah.Terdapat beberapa kriteria hal yang perlu dilakukan dalam merencanakan system kompensasi adalah :1. Internal & External EquityKonsep ini adalah konsep keadilan dimana pada Internal Equity diasosiasikan sebagai keadilan di didalam perusahaan. Apakah penggajian akan diberlakukan sama terhadap semua yang memiliki jabatan yang sama dalam perusahaan tersebut. Sedangkan External Equity diasosiasikan sebagai keadilan dengan kondisi pasar. Apakah dengan jabatan yang sama akan akan diperoleh sistem penggajian dibawah, diatas atau sama dengan pasar ? Beberapa konsep I/E Equity ini adalah : Distribution Justice Model, Labor Market Model & Balancing Equity.2. Fixed versus Variable PayDalam konsep ini perusahaan dituntut untuk menjalankan sistem kompensasi yang berbasis gaji tetap atau dengan menggunakan beberapa variable. Penggunaan variable pay sudah umum dilakukan pada department sales dimana mereka diharapkan untuk mencapai target perusahaan. Semakin besar variable pay yang ditawarkan akan mengakibatkan semakin besar risk yang dialami karena profit dari perusahaan akan mempengaruhi kompensasi yang diperoleh. Fixed pay sudah menjadi hal yang sangat umum dilakukan di Amerika, karena hal ini dimaksudkan untuk menghindari resiko yang dialami oleh perusahaan dan karyawannya. Namun hal ini berkaitan juga dengan regulasi yang diterapkan disana. Sedangan di Indonesia, penggunaan variable pay sudah ada aturan baku dimana maksimal variable pay adalah 25% dari total gaji yang diperoleh.3. Performance versus MembershipKriteria ini dilakukan untuk melihat apakah kompensasi ditekankan pada performance dan ditujukan kepada individu atau kontribusi group atau ditentukan dari jumlah member organisasi dan kuantitas jam kerja.4. Job versus Individual PayKriteria ini ditujukan pada keinginan perusahaan yang hendak menjadikan dasar kompensasi merujuk pada bagaimana perusahaan menilai sebuah pekerjaan atau pada perusahaan yang ingin menstandardkan pada seberapa jauh skill & knowledge yang dimilki perusahaan.5. Egalitarianism & versus ElitismPerusahaan wajib menentukan apakah akan menetapkan Sistem Egalitarianism, dimana "Pay Plan" diterapkan kepada seluruh member dengan sistem kompensasi yang sama. Sedangkan Sistem Elitism mengharuskan untuk penerapan yang berbeda pada setiap member organisasi.6. Below Market versus Above Market CompensationPerusahaan juga harus mulai menetapkan dirinya untuk fokus pada dibawah pasar atau diatas pasar.7. Monetary versus non Monetary AwardsKriteria ini dilakukan untuk menetapkan apakah perusahaan akan menjalankan sistem kompensasi yang berbasis monetary seperti reward bonus dan saham atau berbasis non monetary yang sifatnya intagible seperti pekerjaan yang menarik dan job security.8. Open versus Secret PayKonsep penting yang harus dilakukan adalah kerahasiaan. Top Management wajib mengakomodasi hal ini dengan menetapkan standard bahwa arah kebijakan perusahaan menganut kompensasi terbuka atau tertutup (rahasia) sehingga pelanggaran terhadap hal ini dapat mengakibatkan PHK.9. Centralization versus Decentralization of Pay DecisionArah kebijakan juga harus dilakukan terhadap keputusan-keputusan yang diambil. Perusahaan wajib memilih apakah kebijaksanaan sistem kompensasi dilakukan secara terpusat dari induk perusahaan atau bisa didelegasikan hingga ke cabang-cabang perusahaan.Dengan menjalankan dan menetapkan langkah-langkah tersebut, perusahaan dapat melakukan sistem kompensasi yang efektif untuk perusahaan dimana "visi dan misi" perusahaan dapat terwujud serta didukung oleh team membernya.


Ref.
1. Managing Human Resources, Gomez-Mejia, Prentice Hall
2. Human Resources Management, Noe, McGraw-Hill
3. Human Resources Management, Robert L Malthis, South Western
4. Management Sumber Daya Manusia, Dr.Ir.Tb.Sjafri Mangkuprawira
5. Erisa Ojimba, Certified Compensation Professional

Should Western managers be encouraged to adopt JMP's?

Should Western managers be encouraged to adopt JMP's?
Dawn M. Naylor

Over the last 20 years there has been increasing interest by Western companies in Japanese management practices (JMPs). Interest in these methods has grown as a result of the large performance gaps which apparently exist between Japanese manufacturers and their Western counterparts, in terms of both productivity and quality. Looks at a number of studies in an effort to determine whether Japanese practices can be successfully transferred abroad or whether they are culturally bound. This is followed by a look at the conditions under which Japanese management practices have been successfully utilised by Western companies. It is argued that Western managers must avoid just blindly copying Japanese practices and should be encouraged to become aware of why certain Japanese approaches have been successful. Finally, consideration needs to be given to the underlying factors of that success which are necessary and appropriate to their own company's advancement.

Keywords: Japanese management styles, Corporate governance, Convergence
Article Type: Literature review, Theoretical with application in practice
Content Indicators: Research Implication- *, Practice Implication- **, Originality- **, Readability- **

360-Degree Performance Appraisal Systems

360-Degree Performance Appraisal Systems
Author: Neil M. Boyd a
Affiliation: School of Behavioral Sciences and Education, Penn State University, Capital College, Middletown, Pennsylvania, U.S.A.
Abstract
A 360-degree performance appraisal system is a multisource assessment approach that taps the collective wisdom of those who work closely with an employee. The employee and their supervisors, colleagues, direct reports (subordinates), internal customers, external customers, and others may be part of the evaluation process.

Proponents of the 360-degree feedback approach offer it as a “progressive” means of conducting performance appraisal. Many contend that 360-degree feedback systems and other forms of multisource or multirater assessment methods in organizations have evolved from an innovative “nice-to-have” technique administered only to the most senior levels to a “must-have” tool for integration into overall performance and human resource management strategies. These systems appear well suited for the flexible, team-based, change-oriented organizational cultures of many organizations today.

360-Degree systems are gaining popularity because they tend to reduce the problems of previous generations of assessment methods. 360-Degree appraisal moves the manager (as appraiser) back into the “comfort zone” as she or he is now only one among a number of assessors. It greatly reduces the problems of central tendency, positive skewness, and “halo effects” in ratings that plague the boss-subordinate approach. 360-Degree appraisal reduces defensiveness on the part of the appraisee because there are a variety of assessors, feedback is presented as more balanced, and it is said to have greater face validity. It requires organizations to resolve the issue of what is meant by job effectiveness and what behaviors are causally related to it. It recognizes that subordinates are best placed to assess “leadership” or “people management” skills. The technique is helpful in defending legal challenges of the outcome of appraisals, it is presented as important in meeting the demands for employee empowerment and involvement, and finally, it is a useful tool in tapping employee opinions and attitudes.

DEVELOPING A HRM STRATEGY

Human Resource Management
Developing a HRM strategy
Faced with rapid change organizations need to develop a more focused and coherent approach to managing people. In just the same way a business requires a marketing or information technology strategy it also requires a human resource or people strategy.

In developing such a strategy two critical questions must be addressed.

What kinds of people do you need to manage and run your business to meet your strategic business objectives?
What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?
In order to answer these questions four key dimensions of an organization must be addressed. These are:

Culture: the beliefs, values, norms and management style of the organization
Organization: the structure, job roles and reporting lines of the organization
People: the skill levels, staff potential and management capability
Human resources systems: the people focused mechanisms which deliver the strategy - employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers will only focus on one or two dimensions and neglect to deal with the others. Typically, companies reorganize their structures to free managers from bureaucracy and drive for more entrepreneurial flair but then fail to adjust their training or reward systems.

When the desired entrepreneurial behavior does not emerge managers frequently look confused at the apparent failure of the changes to deliver results. The fact is that seldom can you focus on only one area. What is required is a strategic perspective aimed at identifying the relationship between all four dimensions.

If you require an organization which really values quality and service you not only have to retrain staff, you must also review the organization, reward, appraisal and communications systems.

The pay and reward system is a classic problem in this area. Frequently organizations have payment systems which are designed around the volume of output produced. If you then seek to develop a company which emphasizes the product's quality you must change the pay systems. Otherwise you have a contradiction between what the chief executive is saying about quality and what your payment system is encouraging staff to do.

There are seven steps to developing a human resource strategy and the active involvement of senior line managers should be sought throughout the approach.


©2008 Accel-Team

3P - Positive Personality Profile

3P - Positive Personality Profile
Different Personalities for Different Jobs


Featuring the Positive Personality Profile :
· Reduce costly TURNOVER.
· MATCH people to the RIGHT JOBS.
· Reduce STRESS and CONFLICTS.
· Improve PRODUCTIVITY, MORALE and JOB SATISFACTION.

A. Overview
REDUCE EMPLOYEE TURNOVER. The 3P Positive Personality Profile is a personality test / assessment / evaluation. It is designed to help employers match people to the right jobs. It is not a psychology test, as it is positive in nature and does not "pull skeletons out of the closet". This makes it ideal for use in the human resource environment. Rather than discouraging use, this program's positive nature actually
makes people eager to see their own results.

Each job has its own specific "work personality"... the traits that will cause a person to naturally like or dislike the job. Would you want to put an energetic, outgoing, people-oriented person behind a bookkeeping desk eight hours a day? Matching people to the right job promotes
happier, contented and productive employees. If the personality of the employee does not match the work personality of the job... then that employee will likely be discontented, unfulfilled and stressed. Stress is a major cause of $turnover and $health expenses.

The concept of personality management is a simple one: would you place an outgoing, self-motivated person behind a bookkeeping desk eight hours a day? Obviously not. That person would quickly become demotivated, unhappy and eventually, would most likely quit or be fired. Turnover is very expensive, costing a minimum of $2,500 every time an employee is lost. This is calculated in unemployment insurance and fees, advertising for a replacement, interview process, lost production, re-training and more.

If you can eliminate even ONE TURNOVER per year, the 3P Positive Personality Profile will more than pay for itself. We are certain you will join the people who have found this program to be "amazingly accurate".

The 3P Positive Personality Profile designed to significantly reduce employee turnover by matching employees with jobs that match their basic personalities. If you can eliminate even ONE turnover this year, 3P will have paid for itself many times over!

3P helps you save money in several ways:
.* Significant reduction in employee turnover
.* Reduction in job-related stress and health problems -- $$$
.* Reduction in absence and tardiness
.* Improved productivity
.* Increased quality of production
.* Improved communications within the work environment
.* Reduced friction among employees and management
.* Improved management / employee interaction
.* Reduction in costly errors
.* Increased job satisfaction
.* Bottom-line savings in the interviewing, hiring and employee maintenance processes!

B. What's 3P (Positive Personality Profilling)

How does a personality profile differ from a personality test or psychology testing?

"A personality profile simply states what is there, preferably in positive terms,"
"Psychology testing or personality testing both have something in common-- they come across as testing. No one likes taking tests. But almost everyone is interested in learning more about themselves. Face it, for almost all people, we are our favorite subjects."

Speed and Accuracy of 3P

The Positive Personality Profile has two things going for it: it is very accurate, and very fast. It doesn't take an hour or more to perform a personality profile; it takes about five minutes. And in the 20 years it has been on the market, our clients have consistently rated it to have
an accuracy in the 98th percentile range or better. This is amazing in a field where a standard personality profile scores in the 50th to 70th range. The accuracy makes 3P a valuable tool in employee management. If even one employee turnover is saved per year, 3P has paid for itself more than five times over. How can a business lose with figures like that?"

Getting the Right People - People Who Fit

Getting the Right People - People Who Fit
By: Paul Phillips

Jim Collins in his book Good to Great talks about "getting the right people on the bus" before deciding where to drive it. A key factor in getting the right people is understanding what competencies we are looking for and how to find out if someone has these. Identifying knowledge and skills is relatively easy - those above water in our Iceberg model, (Milkovich and Newman), but those underwater -self concepts, traits and motives were more difficult. However, there is a technique to help us.Firstly we need to define what competencies we are looking for.
What did past successful people have, what did the failures lack, what is required to take us forward. Once these have been defined in terms of specific behaviours required, we need to see if a potential employee has had an opportunity to demonstrate these and then to find out if they possess them.An example may be the competency of "Initiative". Has the candidate been in a job where they could have displayed this competency? Most people have. We can then ask the question "tell me about the last time you came across a problem with the way the xyz process worked in your current job. You can then probe to find out what they did about it. Use several examples and really get down to the detail to the extent that you are fairly sure they did consistently what they are telling you. If this is the case there is a good chance they will repeat this behaviour in the future. Take out more insurance though.
While they are telling you what happened, ask about the other people involved and take down their names. Then ask if you can call these people. During your reference checking, verify what they are telling you is factual and not what they think they should have done or would have liked to have done.If you carefully define what you think are the competencies of the people who will fit, plan the questions you are going to ask and be tenacious in making sure their past behaviour demonstrates these competencies, you will have increased your chance of finding the right person. The business benefitsBy having key corporate competencies, detailed in terms of behaviours, and rigorously using these to recruit, develop and manage performance will build the culture you want and will save the expense of hiring, or keeping, people who don't fit.

Paul Phillips is a Director of Horizon Management Group; a specialist human resource management consulting firm. He has over 30 years experience in HR and, while based in Australia, has worked in a number of overseas locations

10 JURUS AMPUH MENJADI PEMIMPIN-1

10 JURUS AMPUH MENJADI PEMIMPIN

“Orang pertama yang Anda pimpin adalah diri sendiri.”
~ Hasan Al-Banna

Hanya ada dua pilihan dalam hidup ini: memimpin atau dipimpin. Menjadi bawahan atau atasan. Jika Anda memilih untuk jadi pemimpin, berarti Anda ingin diikuti. Sebaliknya, ketika Anda secara sadar memilih menjadi bawahan, maka Anda secara otomatis akan menjadi pengikut. Jadi, bagaimana? Tentukan pilihan Anda sekarang juga. Karena, jika Anda enggan jadi pemimpin, orang lain yang akan maju. Jika Anda enggan ke depan, orang lain yang akan memimpin. Karena itu, segeralah jadi kepala. Jika tidak, Anda akan menjadi ekor seumur hidup.

Masalahnya,"Menjadi pemimpin itu tidak mudah," pikir sebagian orang. Atau, "Memimpin diri sendiri saja susah, apalagi memimpin orang lain?" keluh sebagian orang lainnya. Bagaimana dengan Anda? Apakah Anda juga berpikir demikian? Jika tidak, selamat! Anda layak untuk maju. Jika jawaban Anda ya, sebaiknya Anda bergegas untuk membenahi diri. Pilihan menjadi bawahan seumur hidup, bukanlah alternatif terbaik bagi Anda. Lantas, bagaimana menjadi pemimpin yang baik? Ayo, mari kita saling berbagi. Anda boleh mencoba 10 jurus ampuh menjadi pemimpin. Boleh jadi, Anda tidak cocok dengan jurus-jurus yang saya tawarkan. Coba saja! Toh, jika Anda gagal, setidaknya Anda sudah mencoba. Teddy Rosevelt pernah menyatakan, "Ia yang tidak membuat kekeliruan, tidak akan membuat kemajuan."

So, coba saja! Jangan takut salah. Jangan takut jadi pemimpin. Tidak perlu sibuk bertanya kiri-kanan, "Apakah saya punya bakat jadi pemimpin?" Ingat, tidak ada satu pun orang yang terlahir sebagai pemimpin. Nah, ini dia 10 jurus ampuh menjadi pemimpin.

1. Berani Belajar. Menjadi seorang pemimpin, berarti memilih secara sadar untuk terus belajar. John Wooden, seorang pelatih basket ternama, berpesan kepada kita, "Yang penting adalah apa yang Anda pelajari setelah mengetahui semuanya." Bagaimana jika seseorang telah meraih posisi puncak di perusahaannya, masihkah harus tetap belajar? Jawabannya singkat: ya. Boleh jadi, Anda masih perlu belajar tentang bagaimana meningkatkan pendapatan Anda, atau tentang bagaimana memimpin bawahan yang gemar menantang atasan. Jadi, meskipun Anda telah mencapai posisi yang diinginkan, sekalipun Anda telah mendapatkan kedudukan yang didambakan, Anda harus tetap belajar. Termasuk belajar dari bawahan Anda, atau belajar dari orang-orang yang Anda pimpin.

2. Belajar berinisiatif. Tanpa inisiatif, Anda tak akan berkembang. Tak akan ke mana-mana. Tak akan mencapai puncak. Boleh jadi Anda sudah mapan, sudah nyaman pada posisi yang Anda duduki saat ini. Tapi, jika Anda terus-terusan berpuas diri, Anda bisa digusur orang lain. Jadi, teruslah mengasah inisiatif Anda.

3. Belajar disiplin. Telisik diri Anda. Apakah Anda selalu datang ke kantor tepat waktu? Apakah Anda termasuk tipe orang yang menghargai waktu? Apakah Anda sering menepati janji? Ya, disiplin adalah kunci sukses menjadi pemimpin. Ingat, orang pertama yang Anda pimpin adalah diri sendiri. Jika Anda gagal memimpinnya, bagaimana mungkin Anda memimpin orang lain?

Human Resources Management

Assembled by Carter McNamara, MBA, PhD

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.
Note that some people distinguish a difference between between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc.
There is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"
The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.