Human Resources

Employee Appraisals Are Necessary

admin — Sat, 13 Mar 2010 22:58:22 +0000

An employee evaluation is all about letting your employee know what it is that they are and are not doing well. If you are not conducting some sort of performance appraisal at least once a quarter then you are not only doing your employees a large disservice you are also neglecting your business as well. Because if an employee doesn’t know what they are doing wrong or that they could still use some improvement in an area how will they get better? And if they are not working to improve their job performance isn’t that detrimental to your business? Your employees are not mind readers. They need your input.

So what are you looking to accomplish in a formal employee evaluation? First off you want to facilitate better communication. Your employee needs to know that you are approachable. They need to understand that their evaluation is for their benefit. You want them to see that you are not trying to be critical but that you are trying to point out areas or their work that can be improved. With communication should come understanding between yourself as the employer and your employees.

Once you have established good communication then a it is necessary to give a thorough review of their job performance. Remember you are not trying to hurt them and damage their morale. You need to be pointing out the good as well as the bad in their performance. In this area you need to identify where they could use more training and determine ways that it might be provided. Also remember that this is two way communication. They need to know that they can speak up. You want them to be willing to identify areas where they think they are weak or where they would like to learn more but haven’t been able too.

As much as possible you will want to document the key points of your discussion so that you can refer to them during the next evaluation. This will allow you to clearly see where they have improved and in what areas they are still behind. Also keep in mind that your performance appraisal should be used as a guide to future promotion and raises for the employee. Most people would want to know if they have a chance for a future with your organization. If you run your business with an eye towards promoting from within then this is important to both of you. If your business is growing then you will need to determine who your key employees in that growth may be.

Consider the question that if you have worked for someone else at some time did you want to know how well you were performing in your job? Especially if you had been thinking of what your long term future with the business might be. Holding employee evaluation sessions is a key to the long term growth of your business. So even though you may consider it a task you do not care for it still needs to be done. For the good of both your employees and your business.

Cash Miller is an experienced entrepreneur and speaker who has spent over a decade as a small business owner. The years of experience in small business have given him insight into a variety of topics. If you are looking for more small business information you can go to http://www.smallbusinessdelivered.com.

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Managing Telework: Perspectives from Human Resource Management and Work Psychology

admin — Fri, 12 Mar 2010 04:56:06 +0000

Managing Telework: Perspectives from Human Resource Management and Work Psychology: : Edited by three teleworkers with extensive experience as researchers and consultants Managing Telework provides an integrated and comprehensive account of the human resource management of teleworkers. It is a book for human resource managers and management consultants who manage and develop teleworking schemes, and will also appeal to researchers, students and teleworkers who need an understanding of the latest management thinking on telework. – read more.

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How To Create And Write A Position Description

admin — Wed, 10 Mar 2010 21:42:43 +0000

When it comes to recruiting new people into your business, or expanding someone’s role, or identifying

where to add more resource into the business, it needn’t be that difficult.

Follow these 4 steps to start creating and defining roles within your business, and writing the necessary

Position Description:

1. Ask yourself these questions first:

What functions are being done poorly or not done at all?
Where do I/other team members need help?
Where do we need resources the most?
Where do we have resource gaps?
Where do we have bottlenecks?
Do we have any internal people who could do the job/perform this function?
What exactly do we need done?
What is the purpose of the role?
How does it fit in the organization overall?
Who would the role report to?

2. Decide on your budget, and the timing

This is critical. When developing growth strategies and their required structure with my clients, the addition

of more ‘heads’ is always accompanied by the related financial and sales planning.

You can ‘play with’ costs (eg: if we reduce general expenses by 5% we can employ a junior admin assistant), or you can ‘play with’ revenue (eg: if we can increase our sales by 5% a month within 3 months, we can employ a really experienced admin support person).

3. Decide on the level of experience you want/need

Match the role to the budget (pay less, get less)
Recruit experience (pay more, get more)
Trade-off against time required to coach vs higher cost, but self-starter

4. Write the Position Description

This should be easy now you know:

the purpose of the role
who the role would report to
what functions form part/all of that particular role
the experience level required

Defining the role is just one step in our latest 12-Step People Management System, a new product which I’ll be telling you more about in our next e-news. It will give you all the detail you need for each of the 12 steps, including templates, examples and checklists.

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Jenny Stilwell is the creator of BOSSMENTOR® Business, a FREE ezine for professional, lifestyle oriented business owners wanting to confidently increase the value of their service business, ultimately spending less time in it. You’ll get proven strategies, tips and resources designed to help you achieve success. To receive your free e-book information, and sign up for how-to articles on creating and managing business growth, visit http://www.bossgroup.com.au , and if you’d like the chance to purchase our 12-Step People Management Blueprint before the big price increase after May 30th, 2008, visit http://www.bossgroup.com.au/products/28

The blueprint provides a simple 12-step process to easily recruit and manage the people in your business, save time and effort in adding new people to your team, and it will enable you to confidently delegate some people management activities to others in your business, by giving them a blueprint to follow!

Jenny Stilwell is the creator of BOSSMENTOR® Business, a FREE monthly e-zine for professional, lifestyle oriented business owners wanting to confidently increase the value of their business, ultimately spending less time in it. You’ll get proven strategies, tips and resources designed to help you achieve success. Get your FREE copy now at http://www.bossgroup.com.au

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Why It Is Important To Measure Recruitment

admin — Sun, 07 Mar 2010 18:26:06 +0000

In almost all firms there is a need to measure recruitment to find out if the way Human Resources handles manpower is fit for the needs of the organization. It is a sad fact of reality that not all people who are hired will succeed in the job. This has something to do with profiling the right kind of people that will fit the role of job.

To begin with, one must look at the minimum skills requirement of the employees that need to get hired. The issue with many recruiting teams is that they never really bother to filter applicants. They think that as long as the applicant has a similar experience with the job he needs to fill in, he is qualified. This is a mistake that needs to be addressed as it will always turn out that employees who do not pass the minimum skills requirement will not be productive.

How should recruitment effectiveness be measured? There are a lot of ways to do this. Also, the measurement will depend on a certain perspective or standpoint. For the production standpoint, this means that the employee production and product knowledge will be measured against the recruitment and training team. However, if one is coming from the financial aspect of the company, then the measurement of the recruitment effectiveness is yield.

There are three types of yield, so to speak. The first type of yield is the first pass yield. The way this is calculated is simple. Divide the number of people who for hired by the number of people who were interviewed. Example: if there are two hundred people who got interviewed and only 50 were hired, the first pass yield is equivalent to 25%. The second pass yield is calculated by the number of people who passed a second test by the number of the people who passed the first test. And the last kind of yield is the RTY or roll through put yield. This is equivalent to the first pass yield percentage multiplied by the second pass yield percentage multiplied by the third process. This is part of measuring process capability.

There are other metrics to measure the performance of a recruitment team. One of these is the cost-per-hire. This is measured by dividing the total recruiting costs by the number of positions filled. Another is through new hire quality. This is the performance appraisal of the employee on his first 90-180 days in the operations that includes training time. This is the ideal period to see if the trainees are good enough to pass the probationary period and then move on to employee regularization.

Keep on mind that to measure recruitment is not only about reducing costs but it also helps create a standard or a basis on what kind of employee to hire. This aligns the HR team to the needs of the operations team. This means the higher the standard is, or the more the new hires meet the standard, the better operation will be.

If you are interested in measure recruitment, check this web-site to learn more about metrics recruitment.

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Issues in the Workplace: Human Resource Dilemmas

admin — Thu, 04 Mar 2010 22:38:06 +0000

Issues in the Workplace: Human Resource Dilemmas: : Issues in the Workplace: Human Resource Dilemmas, 2e is a completely revised text covering current issues that are relevant to human resource professionals as well as all members of an organization. The intent is to provide a contemporary overview of the issues and problems in the workplace. It has 30 short, thorough chapters covering human resource functions and applying them as practical problems faced by employers, managers, and job incumbents in the everyday world of business. Each concise chapter has a selection of discussion questions, applied exercises, debates and role-plays, which provide students with the opportunity to participate in the human resource management decision-making progress. – read more.

Human Resources Management And Supervision: Competency Guide (Managefirst Program)

admin — Wed, 03 Mar 2010 13:12:07 +0000

Human Resources Management And Supervision: Competency Guide (Managefirst Program): : – read more.

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Human Resources.(employee retention): An article from: The Non-profit Times

admin — Tue, 02 Mar 2010 08:12:05 +0000

Human Resources.(employee retention): An article from: The Non-profit Times: : This digital document is an article from The Non-profit Times, published by NPT Publishing Group, Inc. on September 15, 2001. The length of the article is 1458 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Human Resources.(employee retention)
Author: Clint Carpenter
Publication:The Non-profit Times (Magazine/Journal)
Date: September 15, 2001
Publisher: NPT Publishing Group, Inc.
Volume: 15 Issue: 18 Page: 10

Distributed by Thomson Gale – read more.

Creating a Great Place to Work[R]–lessons from the “100 Best”.(Current Practices): An article from: Human Resource Planning

admin — Sun, 28 Feb 2010 10:30:16 +0000

Creating a Great Place to Work[R]–lessons from the “100 Best”.(Current Practices): An article from: Human Resource Planning: : This digital document is an article from Human Resource Planning, published by Human Resource Planning Society on June 1, 2004. The length of the article is 950 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

Citation Details
Title: Creating a Great Place to Work[R]–lessons from the “100 Best”.(Current Practices)
Author: William G. Stopper
Publication:Human Resource Planning (Refereed)
Date: June 1, 2004
Publisher: Human Resource Planning Society
Volume: 27 Issue: 2 Page: 20(2)

Distributed by Thomson Gale – read more.

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Annual Editions: Human Resources 10/11

admin — Sat, 27 Feb 2010 06:32:08 +0000

Annual Editions: Human Resources 10/11: : Annual Editions is a series of over 65 volumes, each designed to provide convenient, inexpensive access to a wide range of current articles from some of the most respected magazines, newspapers, and journals published today. Annual Editions are updated on a regular basis through a continuous monitoring of over 300 periodical sources. The articles selected are authored by prominent scholars, researchers, and commentators writing for a general audience. The Annual Editions volumes have a number of common organizational features designed to make them particularly useful in the classroom: a general introduction; an annotated table of contents; a topic guide; an annotated listing of selected World Wide Web sites; and a brief overview for each section. Each volume also offers an online Instructor’s Resource Guide with testing materials. Using Annual Editions in the Classroom is offered as a practical guide for instructors and is available in print or online. Visit www.mhcls.com for more details. – read more.

Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management (J-B SIOP Frontiers Series)

admin — Thu, 25 Feb 2010 23:51:10 +0000

Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management (J-B SIOP Frontiers Series): : This eighteenth volume in the Jossey-Bass Organizational Frontiers Series provides an in-depth examination of how I/O psychologists can help find, recruit, and manage knowledge. The authors explain the nature of different types of knowledge, how knowledge-based competition is affecting organizations, and how these ideas relate to innovation and learning in organizations. They describe the strategies and organizational structures and designs that facilitate the acquisition and development of knowledge. And they discuss how continuous knowledge acquisition and innovation is promoted among individuals and teams and how to foster the creation of new knowledge. In addition, they explain how to assess the climate and culture for organizational learning, measure and monitor knowledge resources at the organizational level, and more.