Professional Documents
Culture Documents
Chapter 6 HRD Instruments
Chapter 6 HRD Instruments
1. Coaching and
Mentoring
COACHING
instructing
and
problem
Review the antecedents-those things that come
before job performance
Does the employee know what the performance
standards are?
Does he or she know that they are not being met?
3. Active coaching:
Start the actual educating, instructing
and training
4. Follow up
Re-observe the coach performance
periodically
professionals
can
help
managers and supervisors become
effective coaches by training of
coaching process and necessary
interpersonal skills needed for this
Other HRD interventions such as
training
may
solve
problems
uncovered by a coaching analysis
Coaching is an HRD intervention
Mentoring
Special Forms of
Mentoring
Effective mentor
Effective
Protgs responsibility
Choose
an
appropriate
potential
mentor
Dont be surprised if turned down
Respect the mentors time: The
mentoring
relationship
generally
should not involve personal problems
or issues.
2. Performance
appraisal
It means evaluating an employees
current and/or past performance relative
to his or her performance standards.
Key elements:
Setting
Provide
Example of a Behaviorally
Anchored Rating Scale
Advantages of BARS
More
accurate
tool
for
performance
assessment
Clearer standards
Feedback: Critical incidents makes it easier
to explain the ratings to appraises
Independent dimensions: it reduces the
rating bias
Consistency skills: BARS based evaluation
seem to be reliable in that different raters
appraisals of the same person tend to be the
same
In
HRD managers
responsibility in PA
PERFORMANCE
MANAGEMENT
Performance Management.
usually
PA vs PM
1.
Performance Appraisal
Performance Management
Top-down assessment
Use of ratings
Monolithic system
Flexible process
Case Discussion on
Performance Management
es:
Objectives of PMS:
eclining sales
To take increment decision
r. Mahesh (Sales Manager) complaint for pay
or bonus pay out.
performance without merit system
Differentiate between the stars
ecade old performance review system
and the rest.
nient rating to employees
Capability building and employ
per the suggestion received from Mr. Manas (Head),
development platform
Mahesh re assess the performance rating of each employee.
r . Kalyan disagreed with the lower ratings.
Suggestions:
Existing system and process should be understood before incorporating a
new change.
Any change in PM concept should be discussed at the corporate strategy
level.
Change should be announced well in advance.
There should be a connect between strategic priorities and individual
expectations.
3. CAREER
DEVELOPMENT
New Employment
Relationship
Traditionally,
employee
had
entitlement
mentality and employers had paternalistic
approach.
Career progress was defined primarily in terms of
promotion and pay increases within one
organization.
This requires a stable, predictable environment
and a hierarchically structured organization.
The concept of a boundaryless career has
become quite popular.
Does the concept of organizational career
management and development still make sense?
property of an occupation or
organization
Advancement
Status of a profession
Involvement in ones work
Stability of a persons work pattern
Career terminology
Career Defined
The
pattern of work-related
experiences that span the course of
a persons life.
This definition includes both objective
Career terminology..
employee careers
Influencing those careers
Changing KSAOs to reflect changes
in environment
Assist employees in preparing for
new work and enhance their
employability
Career management
model
Organization
oriented
management model
career
Counseling
Individual career development program contracts
Cafeteria approach
Career development
Contemporary view
of career development
For
Knowing
What:
Knowing Why:
Knowing Where:
understanding
opportunities, threats and requirements
the
industrys
of activity
Knowing How:
Managers
Responsibilities
Coaching
Appraising
Advising
Referral agent