22/9/2015

STRATEGIC HUMAN
RESOURCE
MANAGEMENT
MBA PROGRAMME

PhD.Trần Vân Như

WHY DO YOU NEED THIS COURSE?

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OBJECTIVES
Understand the role of HR in the modern organization & the
manager’s role in HR matters

Understand & Apply the HR Strategies that align with the

Corporate Strategies

Catch the opportunities to adapt the HRM systems & processes

to better develop the sustainable competitive advantages

Master the common HRM Tools: HR Planning, JD, Selection,

Performance reviews, Setting Pay, Training

Perform the HR skills to attract and retain the best talent in the
organization

CONTENT
1.Introduction to SHRM 6.Performance Appraisal

2.HR Strategies & its links

7.Career Development
with Corporate Strategies

3.Job Analysis & Job 8.Compensation & 11.HRM Project’s

Description Benefits Presentation

4.Recruitment & Selection 9.Employment Relations

5.Training & Development 10. Global HRM

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HOW TO ACHIEVE?

Interactive
learning

Teamwork
Individual Work:
-Read the
documents
-Prepare the
case studies
-Do exercises

HOW TO EVALUATE THE RESULTS?

Individual
Assignment-
10%

Teamwork:
-at class-20%
FINAL
-HR Project-30% RESULT

Individual
Assignment-
40%

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KNOW YOU-KNOW ME:

WIN-WIN FOREVER

o Who are you? Do you

know other classmates?
o What’s your expectation?
o Any specific HR Issues?
o Any HRM experience?

1.INTRODUCTION
TO STRATEGIC
HUMAN
RESOURCE
MANAGEMENT

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KEY CONTENT

1. Evolution of HRM
2. HR Challenges
3. Strategic HRM & Culture
4. HR: sources of
competitive advantages

WHAT IS STRATEGIC HUMAN RESOURCE MANAGEMENT?

“Strategic HRM is an approach that defines how the

organization’s goals will be achieved through people by
means of HR strategies and integrated HR policies and
practices” – Amstrong M., 2008

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NEW APPROACH ON HRM: PERFORMANCE FROM

PEOPLE ORIENTED

SOME BEST COMPANIES IN TERMS OF PEOPLE ORIENTED

Industry Number % growth Turnover Net Profit
of of job 2014
employe (billion
es USD)
1. Google IT 42.162 20% 66 14.44

2. SAS IT 6.588 3.6% 3.1

3. BCG Consultin 2.552 10.7% 3.9 -0.541

g
4. Edward Financial, 38.015 7.2% 5.7 0.77
Jones Insurance
5. Quicken Credit 8.386 46.2% 3.6 0.706
Loans service
Strategic Role of HRM Prof CH Besseyre des Horts

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EVOLUTION OF HRM
Individual
Marketer
Innovative
Line Managers'
Responsibility

Strategic
Managerial
Psychological

Legal

Administrative
Collective

1945 1970 1980 2000 2020

Expertise

HR TODAY
“You can get capital and
erect buildings, but it
takes people to build a
business”
- T.J. Watson (founder, IBM)

”The key is to attract the

best talent and get the
best out of it”
- Bill Gates (founder, Microsoft)

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HR FUNCTION TRANSFORMATION

Decisions
Contribute to the
Services
improvement of
Provide efficient and
organizational
Control effective services to
decisions
Comply with norms and customers
TALENTSHIP
control management HUMAN
processes RESOURCES
PERSONNEL

Source : Boudreau& Ramstad, 2007

FROM PERSONNEL TO HRM

Personnel Mgt Human Resources Mgt

• Cost • Investment
• Administrative • Strategic
• Collective • Individual/Group
• Static • Dynamic
• Mechanistic • Organic
• Short Term • Long Term
• Rigid • Flexible
• Quantitative • Qualitative
• Equality • Equity

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HR ROLE
Future/Strategic Focus

Strategic partner Change agent

Processes People

Administrative Employee
expert relations expert

Day-To-Day Operational Focus

Source : D. Ulrich 1997,2004

BENCHMARKING HR ROLE IN USA

HR Role 1998 2001 2004 2007 2010

No Role 4.2 3.4 2.0 5.7 4.3
Implementation
Role 16.8 11.6 12.2 17.0 17.4
Input Role 49.6 43.8 45.9 45.3 47.3
Business Partner 29.4 41.1 39.8 32.1 31
Mean 3.0 3.2 3.2 3.0 3.1

Source : Lawler & Boudreau, Stanford Univ Press, 2010

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IMPACT OF HR CAPIBILITIES ON THE UK SME IN

ELECTRONIC INDUSTRY (1)
90

80
81 82
70
78
60
69

50
59

40

30
30 27
20
24
10 15 16
9 11
7 5 2
0
Skilled HR Innovative HR Effective HR Training HR Commitment
Competent HR
Low Medium High

Source : Azhdar Karami

IMPACT OF HR CAPIBILITIES ON THE UK SME IN

ELECTRONIC INDUSTRY (2)
100

90
94 91
80
82
70 78
60

50

40
42 44
30 39
20 28
10

Strategy Long range Revising HR Developing HR

Formulation planning systems systems
Low performance SMEs High Performance SMEs

Source : Azhdar Karami

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BENCHMARKING OF HRM ROLE IN

THE VIETNAMESE COMPANIES
90 35.00%
32.92%
80 30.86% 30.00%
70
80
25.51%
75
25.00%
60
62 20.00%
50

40 15.00%
30
10.70% 10.00%
20 26
5.00%
10

0 0.00%
Yes, but only in the Yes, company has Yes, the HRM No, the HR
leaders' mindset invested & department function essentially
change continues to invest receives support in remains
in HRM terms of HR and administrative
financial resources
Number %

Source : Eduviet, Vietnam Young Entrepreneurs Association, 2011

HRM COMPETENCIES OF LEADERS

IN THE VIETNAMESE COMPANIES 140 50.00%

46.46% 45.00%
120

118 40.00%

100 35.83% 35.00%

80
91 30.00%

25.00%
60
20.00%

40 15.00%

10.00%
20
8.66% 8.10%
22 23 5.00%

0 0.00%
Number of leaders
Very good Good Average% Weak
Source : Eduviet, Vietnam Young Entrepreneurs Association, 2011

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HRM COMPETENCIES OF MANAGERS

IN THE VIETNAMESE COMPANIES
160 60.00%

140 52.55% 50.00%

120
134
40.00%
100

80 31.76% 30.00%
81
60
20.00%

40

20
3411.37% 10.00%
6 2.35%
0 0.00%
Very good Good Average Weak
Number of managers %
Source : Eduviet, Vietnam Young Entrepreneurs Association, 2011

HRM ROLE SHARING

LEADER MANAGERS HR DIRECTOR

• Build, Adjust • Manage, coach • Build HR
Strategy employees strategies, policies
• Allocate • Evaluate their • Support other
Resources results managers
• Control, Evaluate • Execute • Control, evaluate
discipline HRM

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HRM – A SHARED RESPONSIBILITY

Future/Strategic Focus
Line Managers Consultant
5 3
Line Managers
4
HR
5 HR
3
Information Technology

Processes People
HR
HR 2

Employees
5

2
2

Line Managers
HR Outsource
6
3

Day-To-Day Operational Focus

Source : D. Ulrich 1997 25

TODAY’S CHALLENGES
Internationaliza
-tion

Local/National
Authorities

New
Technologies
Clients/
Suppliers/
Competitors

HRM

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TODAY’S ORGANIZATION
Pyramid Projects Network

Taylor Model Matrice Network

•Hierarchy •Transversal structure •Multiple relations
•Process, conformity •Opposed or different logics
•Rules, Procedure
•Leader : Manage •Leader : Strategist & lead
•Leader: Give Orders resources & projects the contradictions

TODAY’S DIGITAL GENERATION

HEC Survey
o 63% of 18/30 years old work < 2
years for the same employer
o 81%, if not promoted, leave in 2
years
o 90% stay longer if they receive
more training
o 97% highly appreciate the
managers who trust them &
involve them in decision
making process

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TODAY’S HR TRENDS

Tower Watson Survey

o 48% increase of recruitment

o 35% increase of HR turnover
o 65% have difficulty to recruit key managers
and high potential employees
o 56% have difficulty to retain talent

SHRM AND CULTURE

National
Culture

Local
Culture

Corporate
Culture

Micro-unit
Culture

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NATIONAL CULTURE AND HRM

Power Individua Mascul- Uncertainty Long term Indulgence

Distance -lism inity Avoidance orientation

Vietnam 70 20 40 30 57 35
France 68 71 43 86 63 48
Germany 35 67 66 65 83 40
USA 40 91 62 46 26 68
China 80 20 66 30 87 24
Russia 93 39 36 95 81 20
Source : G.Hoftede

SHRM AND CULTURE Flexibility / LT

CLAN ADHOCRACY

• Recruitment: Relations • Recruitment: Potential, talent

• Evaluation: Subjective • Evaluation: Creativity
• Reward: Loyalty • Reward: Results, projects
Closed Open
System System
BUREAUCRACY MARKET

• Recruitment: Degrees • Recruitment: Competencies

• Evaluation: Seniority • Evaluation: Objective
• Reward: Grade • Reward: Variable

Source : Quinn & Cameron, 1998,2005 Rigidity / ST

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TEAMWORK 1: AIR ASIA CASE STUDY

• Collect more information on Air Asia

• What are the links between its Strategy and its
HR Strategy?
• What could be the challenges for Air Asia?
• What are the cultural specificities of Air Asia?

SIX COMPETENCIES TO DEVELOP OUTSIDE-IN ROLE

Strategic Positioner

Capability
Credible Activist
Builder

Change HR Innovator Technology

Champion & Integrator Proponent

Source : Ulrich D., Younger, Brockbank & Ulrich M., 2012

Strategic Role of HRM Prof CH
Besseyre des Horts

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HR PORTFOLIO MATRIX WITH ORGANIZATION LIFE CYCLE

HR COMPONENT START-UP GROWTH MATURITY DECLINE

COMPETENCES
JOB/WORK DESIGN

SELECTION /
STAFFING
PERFORMANCE
APPRAISAL
COMPENSATION /
REWARDS
TRAINING /
DEVELOPMENT
EMPLOYEE
RELATIONS

SAFETY /
HEALTH/WELLNESS

STAKEHOLDER SUCCESS FACTOR MODEL

EMPLOYEES (HR)
SUCCESS FACTOR
LESS IMPORTANT MORE IMPORTANT
IMPORTANT
MORE

ENTITLED EMPOWERED
EMPLOYEES (HR)
STAKEHOLDER
IMPORTANT
LESS

TRANSIENT STRUCTURED

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HUMAN CAPITAL INTENSITY & COMPETITIVITY

Competitivity Factor
Cost Quality
Technical capital intensive Technology intensive

Low Optimizing HRM Protecting HRM

Human Capital
Intensity C
Work intensive Knowledge intensive

High Flexibilizing Innovating

HRM HRM

Source : Ferrary, Strategic

2009 Role of HRM Prof CH
Besseyre des Horts

COMPETITIVE ADVANTAGE MODEL

Products/ markets Resources & Talent & dreams
competencies
Strategic Market position Sustainable Self-renewal
objective advantage learning
Major tools & Industry analysis Core competence Vision values
perspectives Market position Resource-based Innovation
Strategic plan Network organis Entrepreneur
Key strategic Financial capital Organizational Human capital
resources capability
Perspective on Factors of Valuable resources Talent investors
employees production
HR's role in Implementation, Contributory Central
Strategy support

Source : Bartlett & Ghoshal, 2002

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VALUE OF HRM
Created Value Resources
_
Management of
+ Strategic Processes

HRM Policies &

Practices

Administration of
_ Personnel
+

Strategic Role of HRM Prof CH Besseyre des Horts

2.HR
STRATEGY &
ITS LINKS WITH
CORPORATE
STRATEGY

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KEY CONTENT

1. HR Strategy
2. HR Strategy aligned with
Corporate Strategy
3. How to change HR Strategy
while business Strategy
change

HUMAN RESOURCE STRATEGY

Human resource strategy sets out what organization intends to do about its HRM
policies and practices and how they should be integrated with the business
strategy in order to get achieve the business goals

Integrated to
the Strategy

Integrated Coherent
in with other
operational functional
activities strategies

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KEY QUESTIONS FOR DEVELOPING

HR STRATEGY

WHERE

? DO WE
WANT TO
BE
WHERE
? ARE WE
NOW

What kind of People needed?

How to attract, develop &
maintain HR to compete
effectively?

WHY DO WE NEED HR STRATEGY?

Support
strategic
decisions

Develop culture Reinforce

aligned with competencies
strategy
HR desired

Strategy
Develop Align personal
strategic goals linked to
leadership org. goals

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EXAMPLES OF SOME HR STRATEGY DECLARATION

Aegon
The Human Resources Integrated Approach aims to ensure that from whatever angle
staff now look at the elements of pay management, performance, career development
and reward, they are consistent and linked.
B&Q
Enhance employee commitment and minimize the loss of B&Q’s best
people. Position B&Q as one of the best employers in the UK.

Dieago
There are three broad strands to the Organization and People Strategy:
1. Reward and recognition: use recognition and reward programmes to stimulate
outstanding team and individual performance contributions.
2. Talent management: drive the attraction, retention and professional growth
of a deep pool of diverse, talented employees.
3. Organizational effectiveness: ensure that the business adapts its organization
to maximize employee contribution and deliver performance goals.

EXAMPLES OF SOME HR STRATEGY DECLARATION

Vingroup
Vingroup considers human capital a core element and most
valuable asset of any successful organization. Under the slogan:
"Vingroup - Where the Best Gather and Grow," the Group has built a
lean staff full of both virtue and talent. Our objective is to attract and
welcome any candidate interested in a dynamic work environment
that emphasises speed, creativity and efficiency- a place where
each individual can maximise development of their capabilities and
professional expertise.
Thiên Minh group
Human resource is the most important factor. Three platforms for
strategic human resources:
- HR strategy should be consistent with business strategy
- Culture of Equity throughout the group
- CEO is not the best, he/she should attract the more competent
people to work for the group.

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HOW TO DEVELOP HR STRATEGY?

Strategy Formulation Strategy Implementation
Human Resources Processes
External HR Analysis Recruitment Job Analysis
Opportunities Threat Training Job Design
Performance Selection
Management Development
Labor Pay Structure Relations
Incentives
Employee Relations Benefits
Mission& Goals HR HR Firm
Vision Strategic Strategic Performance
Objectives Options Productivity
Quality
Human Resource Profitability
Outcomes
Behaviors Results
(Productivity,
Internal HR Analysis Absenteeism,
Strengths Turnover)
Weaknesses

HR Evaluation& Control
Source : adapted from Role
Strategic Noe,of Hollenbeck,
HRM Gerhart & Wright, 2010 Prof CH
Besseyre des Horts

HR STRATEGY ALIGNED WITH BUSINESS STRATEGY

Cost Leadership Strategy Cost Saving HR Strategy

Rules & procedures that standardize
work
Specialization
Clearly prescribed tasks
Low costs
Focus on improving processes
Long term investment
Development of general employee skills
Simple Products/Services
Reward mechanism based on
productivity
Emphasis on control
Efficiency culture

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II Example: Vietjet Air
Cost Leadership Strategy
“To become the most preferred and
prestigious airline in Vietnam and in the
region”
“Safety – Fun and Friendly - Affordable
price – Punctuality”
- Cut off air ticket printing costs
- Use unique airplane model
- Minimize optional equipment on board
- Cut off free meal, drink & journal
- Increase added services
HR STRATEGY ALIGNED WITH BUSINESS STRATEGY
Differentiation Strategy
Emphasis on creativity,
originality
High costs
Long term investment
High quality products/services &Development of specific
difficult to imitate
22/9/2015
Cost Saving HR Strategy
- Rational organization & HR system
- Increase the use of local HR
- Rewards based on productivity
- Limited recruitment
- Training focus on core HR
- Culture valorising equity, dynamism,
friendly
HR Strategy
Few rules & procedures,
exceptions to rules allowed
Flexible task assignments
Focus on outcomes & results
employee skills
Competitive Rewards
Innovation culture
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Example: HaYen

Differentiation Strategy HR Strategy

“Provide premium solutions for
industrial kitchen equipment in the
region with products and services
outstanding of customers’
expectations”
- High technical design expertise
- Premium Solutions
- International Quality standards
- Professional & devoted Services
-Integrale HR System
- Competitive Rewards
- Selective Recruitment
- Develop competencies on
CRM & technical expertise
-Culture valorizing
professionalism, open mind,
sharing, collaboration &
responsibility

HR STRATEGY ALIGNED WITH BUSINESS STRATEGY

Focus Strategy HR Strategy

Focus on a narrow niche
market
Maximize opportunities
Strategic choice option:
differentiation or cost
leadership based-strategies
Increase internal training
Focus developing new
competencies for sustainable
development
Reinforce career
development & HR mobility
Rewards based on
competences

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Example: Amica Travel
Focus Strategy
“Focus on market of French
speaking tourists via B2C
online”
- Professional, friendly
- Invest on online
communication tools
- Meaningful & real information
for clients
HR STRATEGY ALIGNED WITH BUSINESS STRATEGY
Diversification Strategy
Diversify markets
Focus on innovation
Apply flexible strategies for
each market
22/9/2015
HR Strategy
- Professional HRM System
- Competitive Reward policy
- Selective recruitment
- Invest on online & high tech
competencies
- Culture: Professionalism,
Open mind, friendship &
teamwork
HR Strategy
Develop new competencies
desired for developing new
projects
Plan the core HR managers
Combine practices of
attracting HR from competitors,
HR internal training & external
consulting services
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Example: ThienMinh Group

Diversification Strategy HR Strategy

“To become Asia’s leading - Flexible & decentralized
customer-centric travel group organization
providing all-inclusive travel
associated services” - Attract diversified competent
HR & from different sources
-Expand markets: Travel,
Hospitality, Online - Flexible promotion based on
competencies
-Focus on Quality &
Innovation - Training focus on strategic HR
- Competitive rewards
- Culture: open mind, creativity,
equity

HR STRATEGIES
External
Bargain Laborer Free Agent
External/Cost HR Strategy External/Differentiation HR
Strategy
Labor Orientation

Emphasis on Efficiency Emphasis on Distinctiveness

Pattern of Buying Talent Pattern of Buying Talent

Loyal Soldier Commited Expert

Internal/Cost HR Strategy Internal/Differentiaion HR
Strategy

Emphasis on Efficiency Emphasis on Distinctiveness

Internal Pattern of Making Talent Pattern of Making Talent

Cost Leadership Differentiation

Strategic Orientation

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HR STRATEGIES

Commitment
Maximizers

Resource Cost
Makers Minimizers

Competitive Các chiến Contingent

Motivators lược NNL Motivators

Source: Toh, Morgeson, Campion, 2008

EXAMPLE: CHANGE BUSINESS & HR STRATEGIES

2005-2009 2010-2014
Price High Price Average price
Concurrence Few competitors Several competitors
Market growth Very high Low
Business Results Very good Quite good
Number of Two lines of products Six lines of products
products
Focus on segment Pots & pans Other cookware products for
family
Market geography Vietnam Vietnam, Asia & Europe
Cost Average/High Global cost
Turnover 12 millions USD 37 millions USD

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EXAMPLE: CHANGE BUSINESS & HR STRATEGIES

Business Strategy HR Strategy HR Innovations
2005-2009 2010-2014
Concurrence on Dominant Learning approach Change culture
price & market approach
share growth
Product Focus on Focus on customers’ Change design skills &
performance technology interests organizational
structure
Number of Simple structure Structure based on Change organization,
products/new with predominant geography/matrix international
markets power of founder structure with management
professional CEO practice
Supply chain Plant based in International Plant Recruit international
sources/geography Vietnam HR

IMPLEMENT HR Planning
Attract
HR Recruit &
Select
STRATEGIES: Organize
HR SYSTEM
Mobilize Compensate

HRM Evaluate
SYSTEM performance

Training
Develop
Career
Development

Employement
Relations
Maintain
Culture

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HR SYSTEM CHANGES THROUGH SME’S GROWTH

Entrepreneurial Emerging Consolidating Established
edge enterprise organisation organisation

Formal &
Founder takes Founder delegates professional
approach on HRM: Strategic
HRM to key managers: approach on
responsibilities: -teamwork - Reinforce HRM:
-unformal organization organization
-professional &
organization -formal process & -Focus on key strategic HRM
-flexible procedure sustainables
competencies -increase
-concentrated & -expand commitment,
limited resources recruitment -long term rewards culture
-self-motivated: -professional HRM -career -increase business
high influence of depends on development sense, flexibility
founder’s profile leader’s strategy - Professional HRM and innovation

Adopted from Mill J., 2015

PRINCIPLES ON PERFORMANT HR SYSTEM

Practice Perception

Engagement

Expectation
Explanation
clarity

Behavior Attitude

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HRM TOOLS
-HR Planning
-HR Screening
-HRIS

- HR Tests(MBTI, DISC, vv.)

-Website, Internet, Head hunters

-Job description
-Competency dictionary
-Workload assignment

HRM TOOLS
- 2P, 3 P Compensation & Benefits
- Hay method
- C&B based on results, on
productivity

-KPI
-PA rating scale
-PA on productivity

-Focus on Necessary knowledge

& Skills
-Internal/External training

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HRM TOOLS

- Individual & Organizational

competency map
- Career management tools

-Labor regulations
-Tương tác chính thống, không chính
thống

-Hệ thống giá trị, triết lý, niềm tin

-Qui trình, qui chế triển khai
-Hệ thống tạo động lực, cam kết

2. HR
PLANNING &
JOB ANALYSIS

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KEY CONTENT

1. Strategic & HR planning

2. HR Planning Process
3. Job Analysis & Job
Description

LINKING ORGANIZATIONAL STRATEGY TO

HR PLANNING
STRATEGIC DIRECTION HR LINKAGE

mission determining organization’s

business

setting goals and

objectives and goals
objectives

strategy determining how to attain

goals and objectives

determining what jobs need

structure
to be done and by whom

matching skills, knowledge,

people and abilities to required
jobs

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STRATEGIC PLANNING & HR PLANNING

The process of systematically
Process by which top reviewing human resource
management determines requirements to ensure that
overall organizational the required number of
purposes and objectives and employees, with the required
how they are to be achieved knowledge, skills and abilities,
are available when needed.

SUCCESSFUL
At Right At Right HR
Right PLANNING
People Place Time

STRATEGIC PLANNING MODEL

Where we are Where we want to be How we will do it How are we doing

Assessment Baseline Components Down to Specifics Evaluate

•Environmental Scan •Situation – Past, •Mission & Vision •Performance •Performance Management
Present and Future Measurement
•Background •Significant Issues •Values / Guiding •Targets / Standards of •Review Progress – BSC
Information Principles Performance
•Situational Analysis •Align / Fit with •Major Goals •Initiatives and •Take Corrective Actions
Capabilities Projects

•SWOT – Strength’s, •Gaps •Specific Objectives •Feedback upstream –

•Action Plans
Weaknesses, revise plans
Opportunities, Threats

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HR PLANNING PROCESS
Strategic HR Demand HR Supply
Planning
Annual employment Existing employment
Technology forecasts requirements: inventory:
Economic forecasts • numbers Compared After application of
Market forecasts with
expected loss and
• skills
Organizational attrition rates
planning Investment • occupation
categories
planning Annual
operating plans If
Variances none End

If Surplus If Shortage

Layoff Overtime
Action
Retirement Recruitment
decisions
Termination Contractors
End End

CONDITIONS FOR SUCCESFUL HR PLANNING

Top
Management
supports
HR Planning
integrated with
corporate
strategic plan

Effective
communication
between line
managers & HR

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FOUR STAGES OF HR PLANNING

2. Forecasting 3. Analysis of
4.Development
1. Situation demand for the supply of
of plans for
Analysis human human
action
resources resources

Example of HR Planning

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1. SITUATION ANALYSIS
Strengths
+>50% young HR
+Low Turnover rate
+ High Commitment
+ Experimented key
managers
Weaknesses
- Recruitment based on
relationship
-Low capabilities to change
- C&B not competitive

Opportunities Threats
+Rich labour resource on the -New & strict labour
market regulations
+New projects on -Increase of competitors
infrastructures

2. FORECASTING DEMAND FOR

HUMAN RESOURCE
Qualitative Quantitative
method method

Delphi Trend
technique projection

Nominal group
Econometric
technique
modeling
(NGT)

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The Delphi Technique

Leader identifies judgment issues and develops questionnaire

Prospective participants are identified and asked to cooperate

Questionnaire sent to willing participants, who record their

judgments and recommendations and return the questionnaire

Summarize the participants’ responses

The compiled list of judgment sent to all participants

Participants comment on each other’s ideas and propose a

final judgment.

Leader looks
for consensus

Leader accepts consensus judgment as group’s choice

The Nominal Group Technique

A small group of 4-5 people gathers around a table. Leader identifies
judgment issue and gives participants procedural instructions

Participants write down all ideas that occur to them, keeping their lists
private at this point. Creativity is encouraged

Leader asks each participant to present ideas and writes them on a

blackboard or flipchart, continuing until all ideas have been recorded

Participants discuss each other’s ideas, clarifying, expanding, and

evaluating them as a group

Participants rank ideas privately in their own personal order and

preference

The idea that ranks highest among the participants is adopted as the
group’s judgment

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Statistical Techniques Used to

Project Staffing Demand Needs
Name Description
Regression analysis Past levels of various work load indicators, such as sales, production levels,
and value added, are examined for statistical relationships with staffing
levels. Where sufficiently strong relationships are found, a regression (or
multiple regression) model is derived. Forecasted levels of the retained
indicator(s) are entered into the resulting model and used to calculate the
associated level of human resource requirements.

Productivity ratios
Historical data are used to examine past levels of a productivity index (P):

P = Work load / Number of People

Where constant, or systematic, relationships are found, human resource

requirements can be computed by diving predicted work loads by P.

Statistical Techniques Used to

Project Staffing Demand Needs (cont’d)

Name Description
Personnel ratios Past personnel data are examined to determine historical relationships among
the employees in various jobs or job categories. Regression analysis or
productivity ratios are then used to project either total or key-group human
resource requirements, and personnel ratios are used to allocated total
requirements to various job categories or to estimate for non-key groups.

Past staffing levels (instead of work load indicators) are used to project future
Time series analysis
human resource requirements. Past staffing levels are examined to isolate and
cyclical variation, long-tem terms, and random movement. Long-term trends
are then extrapolated or projected using a moving average, exponential
smoothing, or regression technique.

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Regression Analysis
1. Statically identify historical predictor of workforce size
Example: FTEs = a + b1 sales + b2 new customers

2. Only use equations with predictors found to be statistically significant

3. Predict future HR requirements, using equation

Example: (a) FTEs = 7 + .0004 sales + .02 new customers
(b) Projected sales = $1,000,000
Projected new customers = 300
(c) HR requirements = 7 + 400 + 6 = 413

The Relationship of Sales Volume

to Number of Employees
Number of
Employees

500

400

300

200

100

0 10 20 30 40 50 60
Sales (thousands)

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3. ANALYSIS OF THE SUPPLY OF HR

Qualitative Quantitative
method method

Skills Turnover
Inventory analysis

Succession Markov
planning analysis

identify
determine assess longer Skills Inventory
which skills term recruitment, Consolidates basic
qualified
are present selection and information on all
employees
or lacking in training and employees within the
for different
the development organization
jobs
organizations requirements

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Succession planning
•Analyze demand for managers/professionals
1

•audit existing executives, project future supply

2

•individual career planning/career counseling

3
•accelerated promotions
4

•performance-related training and development

5

•planned strategic recruitment

6

A Sample of Succession planning

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A Sample of Succession planning

Personnel / Yield Ratios

Past experience has developed these yield ratios for recruiting a Cost Accountant:

FOR EVERY 12 APPLICATIONS RECEIVED, ONLY 1 LOOKS PROMISING ENOUGH TO INVITE FOR AN
INTERVIEW
OF EVERY 5 PERSONS INTERVIEWED, ONLY 1 IS ACTUALLY OFFERED A POSITION IN THE
ORGANIZATION
OF EVERY 3 JOB OFFERS MADE, ONLY 2 ACCEPT THE POSITION
OF EVERY 10 NEW WORKERS WHO BEGIN THE TRAINING PROGRAM, ONLY 9 SUCCESSFULLY
COMPLETE THE PROGRAM

THUS: 100 APPLICATIONS MUST BE RECEIVED, so that

8.33 JOB INTERVIEWS CAN BE HELD, so that
1.67 JOB OFFERS CAN BE MADE, and
1.11 PEOPLE MUST BE TRAINED, so that we get
ONE NEW COST ACCOUNTANT!!!

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Markov Analysis
• Mathematical technique
• Forecasts the availability of internal job candidates
• Assumes that the movement of personnel among
various job classifications can be predicted from past
movements
• Its use is restricted to very large organizations

A Sample Transition Matrix

Part A: Personnel Supply
Estimated Personnel Classification in Year T + 1 (%)
Classifications in Year T P M S Sr A Exit
Partner .70 .30
Manager .10 .80 .10
Supervisor .12 .60 .28
Senior .20 .55 .25
Accountant .15 .65 .20

Part B. Staffing Levels

Estimated Personnel Availabilities in Year T + 1 (%)
Beginning
Classifications in Year T Levels P M S Sr A Exit
Partner 10 7 3
Manager 30 3 24 3
Supervisor 50 6 30 14
Senior 100 20 55 25
Accountant 200 30 130 40
10 30 50 85 130

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Demand & Supply Forecasting

DEMAND Choose human resource programs SUPPLY FORECASTING
FORECASTING
Determine Internal programs External programs
organizational •Promotion • Recruiting
objectives •Transfer • External selection
•Career planning •Executive exchange
Demand forecast for •Training
each objective •Turnover control

Aggregate demand Internal supply forecast External supply forecast

forecast Does aggregate
supply meet Aggregate
aggregate No supply forecast
demand?
Yes
Go to feasibility analysis steps

4. ACTION DECISIONS IN HR PLANNING

Employee
Long-term Shortage Short-term
options options

Recalls Hires Permanent Retrain Transfer

in-transfers work-out

Increase
Increase Increase Buy back
overtime or
subcontracts productivity holidays
part-time

Temporary Temporary Transfer

assignments hires work-out

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4. ACTION DECISIONS IN HR PLANNING

Employee
Long-term Surplus Short-term
options options

Freeze hires & Permanent Layoffs Retirement Retrain/

use attrition out-transfers incentives Transfer work-in

Temporary Freeze hires Reduce

Transfer Reduce
shutdown/ & use overtime/part
work-in work week
layoff attrition -time

Accumulate Excused Temporary Retrain or

surplus abscence assignments train

JOB ANALYSIS LINKED WITH HR STRATEGY

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JOB ANALYSIS

• Job analysis - Systematic process of determining skills,

duties, and knowledge required for performing jobs in
organization
• Job - Consists of group of tasks that must be performed for
organization to achieve its goals
• Position - Collection of tasks and responsibilities performed
by one person; there is a position for every individual in
organization

QUESTIONS JOB ANALYSIS SHOULD ANSWER

• What physical and mental tasks does employee

5 accomplish?
• When is job to be completed?

W • Where is job to be accomplished?

• Why is job done?

2H • What qualifications are needed to perform job?

• How does employee do job?
• How are the results of the job measured? much does the
job cost to the organization?

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JOB ANALYSIS: A BASIC HRM TOOL

Staffing
Tasks Responsibilities Duties
Training and
Development
Performance
Appraisal
Job
Descriptions Compensation
Job Safety and Health
Analysis
Job Employee and Labor
Specifications Relations
Legal Considerations

Knowledge Skills Abilities

4-98

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WHY IS JOB ANALYSIS NECESSARY FOR HRM?

Staffing

Career Training
Development &Development

JOB
ANALYSIS
Labor Relations Performance
Appraisal

Compensation
4-99

KEY CONTENT OF JOB ANALYSIS

JOB
JOB JOB
REQUIRE
CONTENT CONTEXT Job position in
Job Objectives/ MENTS
the structure: Knowledge,
General Mission Power, Link with Skills, Ability
& Function other jobs

Main Tasks & Working Others: Attitude,

Responsibilities Conditions Personality,
Legal issues

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COMPETENCY-BASED JOB ANALYSIS

ROLES
Line Function (within HR)
Describing a job Staff Function (Advise, Assist)
in terms of the Coordinate Function (Monitor)

measurable, Strategic HR Function

(Formulate, Execute
observable Areas of Expertise
behavioural HR Practices (Recruiting, Selection,
Training, etc) ; Strategic Planning
competencies an Employment Law ; Finance & Budgeting
employee must General Management
exhibit to do a Foundation Competencies
job well Personal Competencies Interpersonal Competencies HR/Business/Management
-Behave ethically -Communicate effectively -Effective HR system
-Set & achieve goals -Exercise Leadership -Analyze financial statements
-Manage tasks effectively -Negotiate effectively -Craft Strategies
-Develop personally -Motivate others -Manage Vendors

ILLUSTRATIVE
HUMAN RESOURCE MANAGER
COMPETENCY MODEL

Source: Dessler G., 2013

Example of criteria for

competency-based job analysis
Criteria on competency LEVEL
1 2 3 4 5
Adaptation ability
Customer oriented
Communication & interpersonal skills
Knowledge on organization
Problem Solving & Initiative
Focus on Results
Teamwork
Leadership & guidance
Technical expertise
Planning & Organizational ability
Adapted from Hay group

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JOB ANALYSIS PROCESS

1. Getting Organized 2. Choosing Jobs
- Decide who will do the analysis -Assure job is critical for success
- Get suppot from top-management -Focus on jobs that many people perform

4. Selecting Job Agents 3. Reviewing Knowledge

- Use incumbents, supervisors, experts - Find out what has been written about
- Assure a representative mix of people the job

5. Collect Job Information

6. Creating a Job Description
- Use interviews, questionnaires,
Make a list of duties by using action words
observations

7. Creating a Job Specifications

Develop a list of characteristics needed
to do the job
Source: Robert D. Gatewood and Hubert S. Field, 2001

Example of a Job Description for Computer Programmer

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Example of a Job Description for Computer Programmer

JOB ANALYSIS METHOD

Interview

Mixed Method Questionnaire

JOB
ANALYSIS
METHOD
Critical Incident
Technique Observation

Task Analysis
Inventory
106

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Job Analysis Interview

• What is the job being performed?
• What are the major duties of your position? What exactly do you do?
• What physical locations do you work in?
• What are the education, experience, skill, certification and licensing
requirements?
• In what activities do you participate?
• What are the jobs responsibilities and duties?
• What are the basic accountabilities or performance standards that
typify your work?
• What are your responsibilities? What are the environmental and working
conditions involved?
• What are the jobs physical demands? The emotional and mental
demands?
• What are the health and safety conditions?
• Are you exposed to any hazards or unusual working conditions

Task Analysis Inventory

• The focuses on the tasks performed in a parttask analysis
inventory icular job
• This method has several variations
• Task analysis inventories can be very detailed, including 100 or
more tasks
• Typical dimensions include:
• How important is each task to your job?
• How much time do you spend on each job?
• How frequently do you perform each task?
• How difficult is it to perform each task?

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Example of Task Analysis Inventory

Task inventory for the job of Clerk in a Pharmacy
(These tasks fall under the heading of the ‘customer service’ duty).
Task Check Here Time Spent Difficulty
if Task is 1 = small amount 1 = one of the easiest
Done in your 2 = less than average 2 = easier than most
Job 3 = average 3 = average
4 = above average 4 = harder than most
5 = large amount 5 = one of the hardest

Answer customer questions about

products and services
Call patient about scrip not picked
up after 7 days
Make refunds
Recommend products to customers
Refer medical questions to
pharmacist
Ring up merchandise and
prescriptions on register

Critical-Incidents Technique
• Critical-incidents technique identifies good and bad on-the-job
behaviors.
• Job agents are asked to generate a number of statements that
describe behaviors they consider particularly helpful or harmful
for accomplishing work
• Each statement includes a description of the situation and the
actions that determined whether the outcome was desirable
or undesirable

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Example of Critical-Incidents Technique

Source: Michael G. Aamodt, Robert J. Keller, Krista J. Crawford, and W. Kimbrough, 1981

Position Analysis Questionnaire

• (PAQ) is a structured questionnaire that assesses the work behaviors
required for a job – 194 items
• where and how a worker obtains needed information
Information input such as education and or experience

Mental processes • reasoning and decision-making activities

• physical actions required for the job, as well as tools

Work output or devices used
Work Relationships with The interactions and social connections that a worker
other persons forms with others
The physical and social surroundings where work activities
Job context are performed

The activities, conditions, or characteristics that are

Other job characteristics important but not contained in the other five dimensions

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4.
RECRUITMENT
& SELECTION

CHALLENGE OF RECRUITMENT
Top job functions that companies are
concentrating recruitment efforts:
60%
Top Talents
are rare 55%
50%

High 40%
awareness
on the 30%
35%
value of
intellectual
capital 20%
Lack of Talent 20%
people will limit the
10%
organizational
growth & success
0%
Marketing Technical/Industry Sales/Business
Specialist Development

114
Source: Watson, 2014

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CHALLENGE OF RECRUITMENT
18.00%

15.90% 16.10%
16.00% 15.50%

13.90%
14.00% 13.60%
12.70%

12.00%
11%
10.40%
9.90% 10%
10.00% 9.30%
9%

8.00%

6.00%

4.00%

2.00%

0.00%
High Tech Pharma Financial Services Insurance Manufacturing Overall
Average Median
Source: Watson, 2014
115

RECRUITMENT & SELECTION

Recruitment is the Process of choosing from group of
process of locating and applicants the individual best
attracting potential suited for particular position
applicants to job
openings within the
organization in order to
meet business objectives

IT’S NOT HIRING

IT’S BUILDING HUMAN CAPITAL
2011 116

58

RECRUITMENT STRATEGIC FRAMEWORK
Source: Dessler G., 2013
RECRUITING STRATEGIES
Broad skill scope strategy
focuses on attracting a large
number of applicants.
With Bargain Laborer HR
strategy: hire a large number
of non-specialized employees,
who often stay for short-term
With the Loyal Soldier HR
strategy: seek to keep
employees for longer periods,
but, the employees do not
need specialized skills to
succeed.
22/9/2015
strategy seeks to
attract a small group
of applicants who
Targeted skill scope
have a high probability
of possessing the
characteristics/rare set
of skills that are
needed to perform the
specific job.
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KEY CONSIDERATIONS BEFORE RECRUITING

What Is the
focus on a
What value precise match
should be or the
attached to development
Is it possible to of existing or
realise potential recruitment
and what potential
Does filling the for personnel
humanisation, resources are
position(s) available? resources
provide an automation or (talent
opportunity for eliminating development)?
reorganisation? bureaucracy?

119

RECRUITMENT PROCESS
Review Job
Job opening description &
HR Planning
identified Job
Specification

Define Select
process of sources & Specify Job
Recruitment methods of Requirements
Advertising recruitment

Selection Final Working

Process Selection Contract

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RECRUITMENT METHODS
Costs
Head-Hunters
External Advertising
Competitors
Schools
Associations
Social Media

Employees/Friends referrals

Succession Planning
Rehiring

121 Effectiveness

TRADITIONAL TOOLS VS. MODERN TOOLS

122

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EVALUATE RECRUITMENT RESULTS

Quality of New Employees Recruited

QH = (PR + HP + HR)/N
Productivity where
Costs
QH = quality of recruits hired
PR = average job performance
ratings of new hires
HP = percent of new hires
promoted within one year
Quality Time HR = percent of new hires
retained after one year
N = number of indicators used

123

SELECTION STRATEGIC FRAMEWORK

Source: Dessler G., 2013

62

SELECTION STRATEGIES
Long-term Generalists
Are individuals who have
developed skills and
knowledge concerning how
things are done in a specific
organization.
Beneficial for organizations
using the Loyal Soldier HR
strategy.
HR strategy is focused on
keeping employees once
they are hired
SELECTION STRATEGIES
Long-term Specialists
These are people who have an
expertise in a particular area.
The use of long-term specialists
fits the Committed Expert HR
strategy.
To identify people who can assist
the company in innovating and
produce superior goods and
services over time.
People are hired who can
develop specialized skills over
time and create a resource of
talent.
22/9/2015
Provide a variety of different
inputs but do not have areas
Short-term Generalists
of special skill or ability.
This is most often associated
with the Bargain Laborer HR
strategy.
The objective is to identify and
hire employees to produce
low-cost goods and services.
To selection people who can
perform simple tasks that
require little specialized skills
Are employees who provide
specific inputs for relatively short
periods of time.
Short-term Specialists
Associated with the Free Agent
HR strategy.
Staffing is aimed at hiring people
who have already developed
skills that they can bring to the
organization to produce
innovative goods and top-
quality service
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KEY CONSIDERATIONS BEFORE SELECTION

• Should individuals to be hired according to their highest
potential or according to the needs of the organisation?
• At what grade or wage level to start the individual?
• Should selection be for employee-job match, or should
advancement potential be considered?
• Should those not qualified but qualifiable be considered?
• Should overqualified individuals be considered?
• What effect will a decision have on meeting affirmative
action plans and diversity considerations?

127

KEY CONSIDERATIONS BEFORE SELECTION

Professional honesty in recruiting
Why it doesn’t pay out to paint overly rosy pictures

• to win the best possible candidate, most managers tend to

present the job and the organisation in a too positive way
• Some managers fail to “sell” the real advantages of a job and an
organisation because they simply take it for granted.
• A realistic job preview including a honest assessment of the
advantages and disadvantages of a particular job improves the
success rate of recruiting (measured by retention rate).
• To install a “reality check” it is advisable to offer “peer interviews”
• Nobody expects a job or an organisation as being 100% perfect...
128

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STRATEGIC SELECTION DECISION MAKING

Organizati
Job
on based-
based-fit is concerned with
fit
seeks to match an how well the
individual’s individual’s
abilities and characteristics
interests with the match the
demands of a broader culture,
specific job values, and norms
of the firm

129

SELECTION METHODS
Structured Interviews
Unstructured Interviews
Interview

Cognitive Ability Testing

Application Forms Personality testing
Biographical data
Gathering
Testing Situational Judgment Testing
Reference information
Physical Ability Testing
Checking Integrity Testing
Drug Testing
Work Sample Testing
130

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CRITERIA TO CHOOSE A SELECTION METHOD

131

Example of Structured Situational Interview

Describe as realistic as possible a situation which is crucial for the job
( critical incident). The applicant will then be asked how he or she would behave and act in this very
situation. The answer of the applicant will be evaluated against standard answers.

Example

Question: “The performance of one of your direct reports has changed for the worse. At your annual
salary meeting you have to explain to him that he will not receive an increase in salary but his
colleagues will. How do you behave?”

Standard answer 1 (0 points): “I tell the employee that I myself would be willing to increase his salary, but
the company policies do not allow for any salary increases”.

Standard answer 2 (2 points): “I tell the employee that his performance has worsened and thus he would
not receive any salary increase”.

Standard answer 3 (4 points): “ I tell the employee that I am worrying about his worsening performance
and explain to him the correlation between performance and his personal income. I am discussing with
the employee what could be the reason for the bad performance and how he could improve it again. I
promise that his loss of salary will be compensated if he would successfully improve his performance
during the year to come. 132

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Example of Structured Biographical Interview

Describe a situation for which you can assume that the applicant already has
experienced something like that. The applicant will then be asked how he or she
actually did behave and act in this very situation. The answer of the applicant will be
evaluated against certain standards.

Example

Question: “You most likely did support one of your colleagues at work in certain
situations. How did you recognise that he or she did need your help? What did you
do to help him or her?”

Standard 1 (0 points): No or trivial example for support

Standard 2 (2 points): Situation in which the colleague asked explicitly for support, the
support was only immediate and did not further qualify the colleague

Standard 3 (4 points): extraordinary support, helping others without being asked,

teaching others how to improve their performance 133

MOST USEFUL INTERVIEW QUESTIONS

Open
• What? How? Why? questions that provide the candidate with an
opportunity to talk and open up on a particular subject

Behavioural
• Research has shown that past behaviour is often the best indicator
of future performance. Asking behavioural questions enables you
to obtain evidence of how the candidate is likely to carry out a
task or exhibit a skill in the future

Probing
• Example: “That's interesting, can you tell us more about what you
did?”
• You may need to follow up your initial set question if you wish to
pursue a particular point further to obtain fuller information

Source: University of Bristol, 2007 134

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BEST AVOIDED INTERVIEW QUESTIONS

Leading
• The expected response is generally obvious so you will get the
answer you want but without actually finding out anything useful
Double-headed
• Example: “What experience do you have in a customer-focused
role and what skills do you think lead to good customer service?”
• Two questions in one - uncouple them and present as two different
questions to ensure you get an answer to both
Multiple choice
• Example: “Did you leave your last job because of the unsocial hours
or were you looking for a new challenge?”
• Neither of the possible answers, which are probably based on
assumptions rather than facts, may actually provide the real reason
135

STAR MODEL

136

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STAR TECHNIQUE
Explore the opportunities and experience in this one competency :
“Give me a brief overview of the different opportunities you have had to communicate.”

Written Presentations to Chairperson

Client
Reports to Business of Tennis
Meetings
Colleagues Committee Club

SPECIFIC Tell me about a time where you were

SITUATIONS required to explain an idea in a formal S
AND TASKS setting.
What was your specific role in this T
presentation?

How did you prepare for this talk? A

ACTIONS How did you identify the needs of your
audience?
How did you structure your presentation?
R
RESULTS What was the result of your presentation?
What feedback did you receive from the
Committee members?
137

STAR TECHNIQUE
Situation or Task
• Describe the situation that you were in or the task that you needed to
accomplish
• You must describe a specific event or situation, not a generalised description of
what you have done in the past. Be sure to give enough detail for the
interviewer to understand. This situation can be from a previous job, from a
volunteer experience, or any relevant event
Action you took
• Describe the action you took and be sure to keep the focus on you. Even if you
are discussing a group project or effort, describe what you did - not the efforts
of the team. Don't tell what you might do, tell what you did
Results you achieved
• What happened? How did the event end? What did you accomplish? What
did you learn?
 Can also be used by interviewee to prepare himself/herself for the interview

Source: Quintcareers, 2007 138

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TOOLS FOR SELECTION

Selection Required Candidate 1 Candidate 2 Candidate 3 Candidate 4

criteria level
Criterion a
Criterion b
Criterion c
Criterion d
Criterion e
General
comments
139

RETAIN TALENTS RECRUITED

INDUCTION PROGRAMME PEFORMANCE APPRAISAL

 Thoroughly planned induction  Performance assessment:

programme: training on-the-
job and off-the-job, introduce
to relevant contacts (inside
and outside company), define
a coach etc.
 Setting objectives for probation
period
 Regular conversations
between line manager and
new employee
Does new employee meet the
expectations?
 Decision after probation period
(usually 3 months) whether to
permanently employ the new
employee
 Usually conversation between
line manager and employee

140

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RETURN ON HR INVESTMENTS

141

MAGIC FORMULA TO KEEP THE BEST

142

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5. TRAINING &DEVELOPMENT

CHALLENGES OF TRAINING
120 40.00%

110 34.38% 35.00%

100

30.00%

80
25.00%

60 20.00%
6319.69%
13.75% 15.00%
40
44
10.00% 10.00%
32
20
5.00%

0 0.00%
Yes & good implementation Yes but not good implementation No yet, in process of building plan No yet

Source : Eduviet, Vietnam Young Entrepreneurs Association, 2011

72
 22/9/2015

CHALLENGES OF TRAINING

Source: TrainingMag, 2014 145

TRAINING & DEVELOPMENT

An organization’s Formal education, job
planned effort to help experiences, relationships and
employees learn job- assessments of personality and
related knowledge, abilities that help employees
skills, and attitudes prepare for the future

Source: Noe, R. A. (2008)

146

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T& D STRATEGIC FRAMEWORK

Source: Dessler G., 2013

HOW CAN STRATEGIC T& D IMPROVE YOUR

ORGANIZATION?
Employee
Satisfaction

Satisfied Higher
customers Retention

T&D

Employee Adaptation
Performance to changes

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FACTORS INFLUENCING T & D

Top Management
support

Training & Development

Management
collaboration

Internal Issues

Technological
advances

Market
Complexity

FIVE PRINCIPLES OF LEARNING

PARTICIPA-
TION FEEDBACK

TRANSFE-
REPETITION RENCE

RELEVANCE

150

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 22/9/2015

TOWARD EFFECTIVE INTERACTION

MANAGERS:
Cooperate,
Support
Train, Evaluate

EMPLOYEES: HR
MANAGER:
Determine
Design,
Cooperate
Support
Engage
Inform, Train,
Evaluate Evaluate

T & D COSTS
Visible Hidden
Costs Costs
Development Trainee
Costs Compensation

Delivery Costs Trainee Lost

Productivity

Trainer Salary & Wasted

Benefits Investments

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T & D PROCESS

Determine T&D Establish T&D Select T&D

Needs Objectives Methods

Evaluate T&D Implement T&D

Plan T&D Budget
Programs Programs

HOW TO DETERMINE T&D NEEDS?

ORGANIZATION PERSON
AL ANALYSIS TASK ANALYSIS ANALYSIS
A process used Which involves process used to
to identify identifying the identify who
characteristics tasks performed needs training
of the by trainees and and what
organizational the knowledge characteristics
environment and skill of those
that will necessary to individuals will
influence the perform the influence the
effectiveness of tasks effectively effectiveness of
training training

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WHICH T&D NEEDS TO PRIORITIZE?

Important

+ ? ?

? ?
-
- + Urgent

METHODS OF EVALUATING T&D NEEDS

Interview

Performance
Survey
Appraisal

Reports
Test
Analysis

Team Issues
Analysis
156

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ESTABLISH T&D OBJECTIVES

PERFORMANCE CONDITIONS CRITERIA

• Desired • Framework • Criteria

Results to develop measuring
T&D content performance

SMART OBJECTIVES SETTING

S • Specific Objectives to be attained

M • Measurable Results to be achieved

(How much, which categories, when)
• Achievable Objectives
A
• Relevant
R
• Time-Bound
T

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EXAMPLE OF T&D LEARNING OBJECTIVES

Poor Objective Missing Improved Objective
Element (s)
Know how a personal Conditions, Given all necessary tools, spare parts, reference manual, be
pager works Performance, able to repair a personal pager. The repaired device must
Criteria function to manufacturer’s specifications in the reference
manual
Understand business Conditions Given videotaped scenes of a manager running a business
ethics Performance meeting, be able to identify instances of unethical behavior.
Criteria Criterion: Identify all instances of unethichal behavior as
define by your company’s code of conduct
Be able to describe the Conditions Given a potential customer, a product, & related literature,
features & benefits of a Criteria describe the features & benefits of the products. Criteria: All
product key benefits & features in literature described, all information
presented is factual; customer is not insulted, embarrassed,
ridiculed
Identify three major Conditions Given three glasses of different varieties of red wine, be
varieties of red wine able to identify each correctly while blindfolded
with 100% accuracy

Source: Dessler G., 2013

“Tell me, I will forget

Teach me, I will understand
Let me practice, I will
remember”

- Benjamin Franklin

80
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DESIGN THE T & D PROGRAMS

Program Evaluatio
T&D
Program Structure T&D n Criteria
Support
Duration Location &
Instruction resources
Methods
Methods

161

SELECT T&D METHODS

Method Training Objectives Costs Likelihood
of Transfer
Knowledg Skill Attitude Developm Administrati
e ent on
Presentation Yes No No Low Low Low
Discussion Maybe Yes Yes Low Low Low
Case Study Mayby Yes Maybe Medium Low Medium
Discovery No Yes Maybe Medium Medium Medium
Role Play No Yes Yes Medium Medium High
Simulation Yes Yes Maybe High Medium High
Behavior No Yes No High High High
Modeling

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FACTORS TO CONSIDER
FOR SELECTING T&D METHODS
Learning
Objectives
Attitude &
Pedagogic Ability of
al Method learners

T&D Method
Complex
Time of level of
learning content

Scope of Practice
learning levels
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IMPLEMENTING THE T & D PROGRAMS

• Participan
t Selection • Feedback
• Physical & mechanis • Enthusiasm
psycholog Learning m • Pedagogic
Learn ical Context • Communic Trainer al Methods
ers preparatio ation & Skills
n • Physical • Preparatio
• Need to Supports n
learn

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HOW TO EVALUATE T&D RESULTS?

Kirkpatrick Model

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KIRKPATRICK MODEL
Level Evaluation Dimension Key Issues Tools

1 Learners’ Reaction How do learners like the Questionnaire

T&D programs?

2 Learning What do learners learn? Tests

3 Behavior How do learners apply Measure on

what they have learnt performance
into practice? results

4 Result What are the results for Compare

the company from its between T&D
investment on T&D? costs & gained
benefits
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THREE PRIMARY TARGETS OF EVALUATION

Training
Content &
Design

Feedback to Trainers

Feedback to Learners

Changes Decision Making

Organizat
in Marketing ional
Learners Payoffs

Source: Kraiger K., 2002

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