Emerging HR Practices for

Organizational Excellence

PRESENTED BY
GOLAM KIBRIA
 Emerging HR Practices
2

HR Strategy Attraction & Development Recognition & Relation HR

and Organizatio Compensation ship Administration
Planning n & Outsourcing

HR Planning, Recruitment & Performance Compensation Employee HR Operations

Strategy & Selection Management Survey Communica Support &
Processes tion Outsourcing
Organizational Talent Compensation &
Vision & Restructuring Management & Benefit Scheme Employee Employee Code of
Values Succession Relation- Conduct
Framework Change Planning Job Evaluation Compliance
Management HRIS
HR Audit Leadership Employee
Competency Engagement
Employment Framework Survey
Value
Proposition 3600 Degree
Feedback
 Contents
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Performance Management
Talent Management, and
Employee Engagement
 Performance Management…
4

Performance Management includes-

 Setting Performance Objectives
 Monitoring and giving feedback
 Coaching and Counseling
 Formal Appraisal, and
 Established Development Plan
 Performance Management…
5

Performance Management Cycle

 Performance Management…
6

Steps of Performance Management

 Setting Performance Objectives
 Monitoring and facilitating Performance
 Conducting Appraisal
 Developing People
 Performance Management…
7

Setting Performance Objectives

 Align organizational, group and individual objectives
 Objective should be SMART and linked with business objective

Support objectives through KPIs/Targets

 KPIs should be set to measure achievements against the
objectives
 Actions or Tasks should show specific things that are needed to
be done to achieve the objective
 Performance Management…
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Monitoring and facilitating Performance

Use STAR approach to guide performance
 The Situation leading to an individual’s action
 The Task (responsibilities) of the individual
 The specific Action(s) taken or not taken by the individual, and
 The Result(s) of these action
 Performance Management…
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Conducting Appraisal
 Appraisal Discussion- Important Considerations
Both the supervisor and the employee should arrange a meeting for
performance appraisal discussion
Create a supportive environment by stating clearly the purpose of the
discussion
Allow enough time and ensure privacy
Crate a non-threatening and open environment
Discuss the key areas of responsibility and give specific examples of
results
Discuss what could have been done better
Focus on future performance and be sure the employee takes
responsibility for improvement
Discuss the employee’s interest and potential new responsibilities
 Performance Management…
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Performance review process checklist

 Performance Management…
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Developing People
 Coaching for managing & ensuring superior performance

High will Guide Delegate

Low will Direct Excite

Low skill High skill

 Performance Management…
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Coaching structure
 State the purpose
 State the performance problem
 Get reaction from the subordinate
 Analyze how performance can be improved
 Seek a collaborative solution if possible
 Summarize the agreed course of action
 Provide assistance and follow up
 Talent Management…
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Objective of Talent Management

Segment talents based on defined criteria, and gain a clear current and
future picture of the bench strength and talent gaps.
 Stratified development strategies
 Prioritize investment
 Targeted retention (exit)
 Career pathing for individuals
 Succession planning for key performers
 Talent Management…
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Key terms in Talent Management

 Performance
 Contribution
 Growth potential

Performance
Achievement of goals in one annual appraisal cycle, measured through
PMS

Contribution
Performance and its value over a long period of time; captured through
the Talent Management process
 Talent Management…
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Measuring contribution
 Talent Management…
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Measuring Growth Potential

 Talent Management…
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What is talent?
‘Talent’ describes individuals in terms of their Contributions and performance.

Talent

Talent Matrix
 Talent Management…
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Talent matrix- a snapshot of Talent

To
pT
ale
nt

Va
lue
d Ta
len
t
 Talent Management…
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Development interventions for top Talents

 Accelerate Training
 Leadership Coaching
 Executive Mentoring
 Leadership Assessment
 Special Assignment
 Employee engagement…
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Engagement is the extent to which employees

emotionally attach themselves with the organization.
 Employee engagement…
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Why build an engaged workforce

 Employees who are engaged feel connected to the organization]
 They support its goals and objectives, and act accordingly
 Trey are more loyal, more motivated and more likely to the extra
distance for the organization
 All of these outcomes influences the bottom line
 Employee engagement…
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Three dimensions of Employee Engagement

 Cognitive (Think): Belief in and support the goals/values of the
organization
 Affective (Feel): Sense of belonging, pride and attachment to
the organization
 Behavioral (Act): Willing to go the extra mile; intention to stay
with the organization
 Employee engagement…
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Methods for keeping Employees Engaged…

 Show genuine concern
 Pay attention to (even) the little things
 Don’t just talk to the employees; listen to them
 Build confidence to take action
 Share your vision
 Communicate details about major organizational changes and initiate
programs to reduce the negative impact
 Involve employees in change process
 Help employees to take ownership of their own development
 Challenge them
 Provide frequent, candid feedback
 Ensure that employee programs and policies are consistent and fair for all
employees
 Employee engagement…
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Methods for keeping Employees Engaged…

 Link recognition and rewards to job performance
 Show more appreciation; practice regular recognition for good work
 Help them see their importance
 Build trust
 Inspire your employees
 Motivate your employees with faster management decision-making
 Create a physical workplace environment conducive to facilitating
performance
 Look at the employee opinion survey; that’s your periscope
 Understand that there is no quick fix
Thank
you