Personnel Management

I. Human Resource Management Hiroshi Imai JICA Expert

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Human Resource Management

Contents of the Course
Importance of Effective Human Resource Management in Business 2. Guideline of Effective Human Resource Management 3. Importance of Job Description 4. Performance Planning & Measurement 5. Determination and Management of Salary
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1. Importance of Effective Human Resource Management in Business

What is Human Resource ? 1. Resource for achieving corporate goals and strategies Managerial resources: human resources, money, materials, facilities, technology, information .. What is difference between Human Resource and other resources?
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1. Importance of Effective Human Resource Management in Business

What is Human Resource ? 2. Significance of Human Resource Differences from other resources - Resources are controlled by human resources - Long-term approach such as human resource development and training should be conducted for achieving future corporate goals and strategies
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1. Importance of Effective Human Resource Management in Business

What is Human Resource ? 3. Difficulty in Human Resource Management Differences from other resources - Human resources have intellect and emotion - Human resources can be developed through development and training

1. Importance of Effective Human Resource Management in Business

What is Human Resource ? 4. Range of Human Resource Management Human Resource Management handles i) Employment, ii) Relations among Departments, iii) Promotion and Career Path, iv) Salary, v) Job Evaluation and Standards, vi) Performance Measurement, vii) Training, viii) Selection of Human Resources, ix) Dismissal, and, x) Job Description
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1. Importance of Effective Human Resource Management in Business

Range of HRM
Successor Planning Selectio n Employmen t Mutual Relations among Departments

Performance Planning & Measurement

Human Resource Management

Career Path

Salary Dismissal Training Needs Job Evaluation & Standards Incentives

2. Guideline of Effective Human Resource Management

(1) Penetration of Corporate Policies, Strategies and Objectives into managers and Employees (2) Observation of Laws and Regulations, Respects on Labor Practice (3) Projection for Corporate Organization (Projection in Employee Allocation)

(1) Penetration of Corporate Policies, Strategies and Objectives into Managers and Employees Importance of Corporate Policies, Strategies and Objectives -Whether or not having policies and strategies? -Who makes policies and strategies? -Do all the managers and employees know policies and strategies?

(1) Penetration of Corporate Policies, Strategies and Objectives into managers and Employees
Relations among Corporate, Human Resource Management and Human Resource Development
Strategy Corporate Philosophy Corporate Policies Business Plan Management

Human Resource Philosophy

Human Resource Policies

HRM Plan

Strategy

Human Resource Development Policies

HR Development Plan

Management

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(2) Observation of Laws and Regulations, Respects on Labor Practices - Labor Laws and Regulations Observation is compulsory - Labor Practices Observation is not compulsory, but practices are usually prevailing and easier to understand by employees

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(3) Projection for Corporate Organization (Projection in Employee Allocation) For the realization of corporate goals Long and mid-term business planning is necessary. -Corporate philosophies strategies planning -Long-term planning Mid-term planning -Projection for Long and mid-term organization, including projection in employment allocation Number in total, in each department & section, necessary ability for each job, etc.
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3. Importance of Job Description

Job Description is located on the center of HRM and a key to the successful system
Successor Planning Selectio n Employmen t Mutual Relations among Departments

Performance Planning & Measurement

Job Description

Career Path

Salary Dismissal Training Needs Job Evaluation & Standards Incentives

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Roles of Job Description (1) (1) Employment of Human Resources By what kind of ways does a company employ excellent human resources? -Contents and qualification of the job should be clarified and understood easily. -Job Description includes contents and qualification of each job.

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Roles of Job Description (2) (2) Mutual Relations among Departments What are relations among departments in a company? -Analysis of jobs is conducted by Job Description. Job analysis includes each departments goals and functions. -Relationship among departments can be understood by using Job Description.
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Roles of Job Description (3) (3) Promotion and Career Path How does management explain promotion and career path* to employees? (*opportunity of promotion) -Promotion and career path are explained through Job Description. -Necessary ability and qualification to fulfill each job are clarified in Job Description.
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Roles of Job Description (4) (4) Determination of Salary Level How is salary level determined? What is the basis for salary? -Salary level is determined by contents and difficulty of each job described in Job Description. -Difficulty of each job is determined by job evaluation and job standards for typical jobs are established.
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Roles of Job Description (5) (5) Job Evaluation and Standards What makes us understand differences among jobs and more difficult (that is, higher salaried) job ? -Difficulty of each job is determined by job evaluation and job standards for typical jobs are established. -Salary level is determined by contents and difficulty of each job described in Job Description.
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Roles of Job Description (6) (6) Performance Measurement What is the basis for performance measurement? -Performance is measured compared with performance planning in Job Description.

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Roles of Job Description (7) (7) Training Needs How can the management find training needs of employees? -Difference between planning and performance is regarded as training needs of employees.

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Roles of Job Description (8) (8) Selection of Human Resources How should the management find and select employees? -Excellent performers can be found by the difficulty of jobs they try and the result of performance measurement
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Roles of Job Description (9) (9) Dismissal How are poor performers treated? -Job Description shows necessary performance level for each job and those who cannot accomplish their performance plan regarded as poor performers .

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4. Performance Planning & Measurement (PPM) Contents of this Section

(1) Bases for PPM (2) Importance of PPM (3) Advantage of PPM for Company (4) Advantage of PPM for Employees (5) Usage for result of PPM (6) Processes of PPM (7) Examples of PPM
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(1) Bases for PPM Examples of Necessary Prerequisite for PPM -Why should PPM be introduced? -What is the purpose for PPM? -What is the basis for measurement? -How are the results of PPM reflected? -How are corporate objectives and employees personal goals combined? -What is the benefit of PPM for employees? etc.
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(2) Roles and Importance of PPM 1 -Employees can measure and improve their performance. -PPM can combine corporate objectives and personal goals -PPM can clarify expectation (that is, needs of organization) for each employee s performance -PPM can identify development needs for each employees
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(2) Roles and Importance of PPM 2 -PPM shows basic information for career planning of each employees. -PPM shows relations between performance and salary level -PPM explains objectives and value (roles) of organizations to employees

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(3) Advantage of PPM for Company 1 -Each employees can make efforts in accordance with corporate objectives -Performance of all the employees can be measured equally and fairly -Improvement of performance and development of ability of employees are possible through feed-back of performance planning

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(3) Advantage of PPM for Company 2 -Performance and salary level of employees can be measured and treated equally and fairly -Mutual understanding between managers and employees about each others roles and goals is expected through the processes of PPM communication

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(4) Advantage of PPM for Employees 1 -Expectation (goals) for performance of each employees is clearly shown -Standards for measuring performance are set -Performance is measured more objectively and fairly -Ways of improving performance can be shown and decided through feed-back of measurement

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(4) Advantage of PPM for Employees 1 -Long-term career plan in accordance with each employees own plan in addition to training for improvement and development of their ability can be scheduled. -Employees are assured by stable and fair approach for measurement of performance and decision of salary level

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(5) Usage for Results of PPM Results of PPM are directly reflected to the following 5 fields 1) Increase in salary 2) Bonus incentives 3) Rewards, Granting of honors (Cash, NonCash) 4) Promotion, Selection, Job-relacation 5) Arrangement of education/training, suggestion of self-training, development
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(6) Processes of PPM 1 1) Job Description for each job 2) Responsible results for each job 3) Performance goals for each job, section, department, etc. 4) Linkage of department goals with corporate objectives

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(6) Processes of PPM 2 Performance planning for each job 1) Performance goals are determined by responsible results for each job 2) Measurement standards for each job are determined 3) Final decision is made through communication between managers and employees

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(6) Processes of PPM 3 Important points for setting up performance planning 1) Achievability of planning 2) Measurability of planning 3) Challenging for employees or not

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(6) Processes of PPM 4 Performance measurement 1) Performance goals which are set under agreement of managers and employees are measured by managers 2) Feed-back by managers to employees on results of measurement (performance level) and necessary education/training for future improvement/development
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(7) Examples of PPM Format 1

Performance measures Priority Main job and Performance standards, goals Assistance and Explanation achievement measurement of and SA A B C D performance (Special assignment) support by others

Measurement of total performance Trends in total performance Commented by: Keeping level Down trend Commented by: Improved

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(7) Examples of PPM Format 2

Measurement of ability for achieving goals Ability 1. Knowledge for job Necessity of improvement 2. Management ability Grade Comment Strong points related to job

3.

Human

relations

Training

and

education

for

improvement

of

skills

performance

4.

Problem

solving Comment making

ability 5. Decision

ability Trends in ability Comment: Improved Keeping level Down trend Approved by: Approved by: Approved by: Date of approval: Date of approval: Date of approval:

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5. Determination and Management of Salary Contents of this Section

(1) Main Elements for Determination of Salary (2) Guideline for Salary Management (3) Processes of Determination and Management of Salary

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(1) Main Elements for Determination of Salary 3 Important Components for Salary 1) People related components -academic backgrounds, age, sex, etc. 2) Job related components -job content value 3) Performance related components -performance level
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(2) Guideline for Salary Management 1) 2) 3) 4) To attract excellent human resources To motivate and enlighten capable employees To retain (keep) excellent employees To sustain internal fairness and external competitiveness 5) To project control of personnel expenses 6) To observe related laws and regulations 7) To project effectiveness in management
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(3) Processes of Determination and Management of Salary 1st Step: Job Description 2nd Step: Job Evaluation 3rd Step: Internal Fairness 4th Step: External Competitiveness 5th step: Determination of Corporate Policies 6th step: Communication to Employees

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1st Step: Job Description 1 Necessary Contents for Job Description 1. Job (Position) Summary=Outline of the job (necessity, importance, objectives, etc.) 2. Principal Accountability, End Results Expected from this Job 3. Nature & Environment of the Job, Nature & Scope of the Job 4. Organization & Dimension

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Principal Accountability, End Results Expected from this Job

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Nature & Environment of the Job, Nature & Scope of the Job 1 Narrative explanation of the job -To which section, department does the job belong -Vertical relations with other jobs in the same section, department -Relations with other sections, departments in the company -External environment and industrial trends

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Nature & Environment of the Job, Nature & Scope of the Job 2 Concrete description of the following -Main activities of the job -For which activities more time is shared -Challenging fields of the job -Problem areas for the job -Examples of problem solution cases

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Organization & Dimension

Organization shows position on the organizational Chart. Dimension is like, costs , expenses that can be shown by value or volume, etc., such as sales amounts, profits, equipment costs, budgets, personnel costs.

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Personnel Management
II. Human Resource Development System Hiroshi Imai JICA Expert
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Human Resource Development System Contents of the Course

Importance of Human Resource Development System in Business 2. Theory on Ability Improvement and Human Resource Development 3. Methods of Human Resource Development 4. Career Development of Employees 5. Development of Leaders and Revitalization of Organizations
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1. Importance of Human Resource Development System in Business

( ) Why Is Human Resource Development System Important in Business (2) Relations between Job Descriptions, PPM and Human Resource Development System (3) Abilities of Employees That Companies Expect (4) Necessity of Systematic Human Resource Development
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(1) Why Is Human Resource Development System Important in Business

Establishment of Corporate Objectives Change in External Environment

Change in Managerial Sources

Establishment of Corporate Strategies

Restructuring of Organizations New Employment

Training Needs for Employees

Necessity of Human Resource Development Strategies & System

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(2) Relations between Job Descriptions, PPM and Human Resource Development System
Successor Planning Selectio n Employmen t Mutual Relations among Departments

Performance Planning & Measurement

Human Resource Management

Career Path

Salary Dismissal Training Needs Job Evaluation & Standards Incentives

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(3) Abilities of Employees That Companies Expect 1) Abilities and skills necessary for professional and special jobs -Training courses for accounting, marketing, personnel management, production management, etc. 2) Abilities and skills necessary for the management -Training courses for the management, new managers, middle managers, etc.

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(4) Necessity of Systematic Human Resource Development -Development of human resources should be planned with long-term perspectives for the purpose of realizing corporate strategies -For expansion of business, development of human resources is one of most effective ways -Results of performance measurement should be used for grasping training needs of each employee
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2. Theory on Ability Improvement and Human Resource Development 1

(1) F.W.Taylor, Scientific Management Analysis of skilled workers Most effective standard processes Standardized task volume a day Management by standardization (2) Macgregor, Y Theory Two types of men: X and Y; X does not like working, enforcement/orders necessary; Y acts voluntarily and look for improvement, system assisting self-development useful

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2. Theory on Ability Improvement and Human Resource Development 2

(3) Masulou, Five Stages of Human Desire 1) Physiological Desire: air, water, food, sleep 2) Desire for Safety: safety, stability, dependence, order 3) Desire for Belonging/Love: place in family and loved 4) Desire for Acceptance: self-reliance, respect from others 5) Desire for Self-Realization: to be something wanted to be
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3. Methods of Human Resource Development

Classification by methods of training (1) On the Job Training (OJT) Training through everyday working (2) Group Training Training within companies Participation in courses organized by professional organizations (3) Self-reliant Development
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(1) On the Job Training (OJT) 1 Strong Points of OJT 1) More time, less costs 2) Practical knowledge, skills 3) Personal training 4) Long-term development planning

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(1) On the Job Training (OJT) 2 Problem Areas of OJT 1) Sometimes short-sited 2) Limited accumulation of knowledge/skills 3) Only limited number of trainees 4) Quality depending on trainers ability 5) Reliance between trainers and trainees needed
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(2) Group Training 1 Strong Points of Group Training 1) Training by professional trainers 2) Training more participants at the same time 3) Systematic training contents 4) Choice of necessary training courses 5) Exchange of information by participants

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(2) Group Training 2 How to collect needs of (potential) participants 1) Questionnaire for participants Right after the whole training course finished Asking about good and bad points, future training needs, etc. 2) Survey on companies needs Asking participants about present problem areas Company visits follow-up, interview, consulting
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(2) Group Training 3 Processes of Training Planning

Collection of Training Needs Questionnaire for participants Survey on companies needs

Decision of Training Theme and Training Purposes

Making-up Training Contents

Making-up the Whole Training Courses Scheduling, time allocation, etc. Textbooks, teaching materials, trainers guidebooks, etc.

Carrying Out Training Courses

Collection of Training Needs

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(3) Self-reliant Development -Limitation of training opportunities to Employees by companies because of costs, availability of necessary training courses, etc. -Development of abilities, skills is directly connecting to better treatment by companies Self-reliant efforts for development become more and more important.
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4. Career Development of Employees

Assistance to career development of employees by companies is important not only for employees but also for companies themselves. (Reason) Development of employees is directly connecting to their performance, that is, important components of corporate performance
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5. Development of Leaders and Revitalization of Organizations

This theme will be focused on At the next session . .Human Relations Management

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Personnel Management
III. Human Relations Management Hiroshi Imai JICA Expert
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Human Relations Management Contents of the Course

Leadership 2. Coaching Management 3. Motivation Management 4. Team Building

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1. Leadership

Contents of the Section

(1) Roles of Organizations and Leaders (2) Leadership Theory (3) Training for Improvement of Leadership (4) Development of Group Leaders and Group Activities

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(1) Roles of Organizations and Leaders 1

What are Organizations? An organization is formed, when among more than two people, there are -Common specified objectives and goals -Will for contributing to realize objectives and goals -Communication necessary for realization of objectives and goals
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(1) Roles of Organizations and Leaders 2

Examples of leaders in the business organizations -the management -directors -middle managers -supervisors -foremen etc.

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(1) Roles of Organizations and Leaders 3

Organizations and Connection Pins 1 -An organization consists of small groups -Each small group has a leader -Leaders belong to upper and lower groups at the same time -Leaders play a role of connection pins which are regarded as connection channels between upper and lower groups
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(1) Roles of Organizations and Leaders 4

Organizations and Connection Pins 2
Connecting Pins

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(1) Roles of Organizations and Leaders 5

Roles of Managers 1 1) Deciding objectives and goals of organizations they are managing according to managers policies of upper groups 2) Realizing objectives and goals of organizations they are managing 3) Development of employees who belong to the organizations

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(1) Roles of Organizations and Leaders 6

Roles of Managers 2 4) Conveying information on their organizations to their managers, saying opinions and supporting them 5) Developing problem solving ability and becoming leaders of corporate innovations 6) Making good relationship with other departments and sections, maximizing effectiveness of cooperation

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(2) Leadership Theory 1

Leadership Function or processes by part of a group trying to achieve goals with influencing others, promoting group or organizational activities and keeping unity.

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(2) Leadership Theory 2

Styles of Leadership 1) Tyrannical Leadership Limited and specific leader monopolizes influences 2) Democratic Leadership Goals and tasks are divided by group discussion <efficiency in operation, satisfaction and morale of member highest> 3) Leadership without Interference Lacking influential leader
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(2) Leadership Theory 3

Relations between Leadership and Performance
System 4

Higher Productivity Higher Profit Higher Morale

Group Participating Leadership

System 3

Consultative & Tyrannical Leadership

System 2

Warm-hearted & Tyrannical Leadership

System 1

Self-satisfied & Tyrannical Leadership

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(2) Leadership Theory 4

Relations between Leadership and High Maturity of Human Relations Employees
Low Task Training Low High

Leaving

Instructive

Level of Employees Low High

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(3) Training for Improvement of Leadership 1 Training is necessary for strengthen leaders ability and skills 1) Identifying problem areas & improvement 2) Trying for goals 3) Development of employees ability & skills 4) Supporting upper managers 5) Improvement of ability for problem solving & innovation of organizations 6) Networking with other sections
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(4) Development of Group Leaders and Group Activities 1 Leaders working at production, construction, distribution, etc. Limited time for OFF-JT Training OJT Training & Small Group Activities are very important

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(4) Development of Group Leaders and Group Activities 2 Advantage of Small Group Activities 1) Easier communication 2) Improvement of team working 3) Creative activities 4) Equal position for participants 5) Aggressive attitude for further development 6) Improvement of communication in an organization
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2. Coaching Management

(1) Objectives of Coaching (2) What is Coaching? (3) Coaching Skills request, creative listening, ways of listening, creative questions, acknowledgement, goals (4) Introduction of Coaching

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(1) Objectives of Coaching

Coaching is methods of solving problems by interactive ways of communication.
<Think about employees> Concrete examples -Email by president -Not everyone likes -New lockers -Good. Any other? -Take time for employees -Others? -Trust more.

MAKE CONCRET E

WHO

WHY

-Why think about? -South West Airline Succeeds -Only that? -Well.

WHEN

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(2) What is Coaching? 1

Coaches do not teach but ask questions and walk along. Tennis Coach: Look at a ball more carefully Tennis Player: I am watching Ski Coach: How is a ball rotating? Tennis Player: I have to watch a ball more carefully
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(2) What is Coaching? 2

Coaching Flows <Step 1>Clarifying present situations <Step 2>Showing desirable situations <Step 3>Background & reasons causing gaps <Step 4>Making-up action plans <Step 5>Following-up & Reviews

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(3) Coaching Skills 1

1) request 2) creative listening 3) ways of listening 4) creative questions 5) acknowledgement 6) goals

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(3) Coaching Skills 2

1) request communication for clarifying and putting into concrete Just argument Request Suggestion Indirect expression Speaking for other people Action (sometimes causes confusion)

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(3) Coaching Skills 3

2) creative listening Listening by good coaches Environment, reliance Picking up resources, dreams, goals Effective questions for desirable answers Checking whether understanding what partners want to say

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(3) Coaching Skills 4

3) ways of listening 3 Basic Ways of Listening Listen to requests Listen to proposals Listen to questions

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(3) Coaching Skills 5

4) creative questions Effective Questions with 5W1H -For Finding WHY, WHAT, HOW -For Action Planning WHEN, WHERE, WHO Purposes for Questions Change topics, Forecast future, Look for resources, Clarify problems, Visualize, Set goals, Develop ideas, etc.
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(3) Coaching Skills 6

5) acknowledgement People can start acting after they are acknowledged. 3 Positions for Communication -Position of YOU -Position of I -Position of WE
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(3) Coaching Skills 7

6) goals Communication finishes when people are acknowledged. Communication without being finished -Position of YOU -Position of I -Position of WE

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(4) Introduction of Coaching 1

Ways for Practice of Coaching 1) Introduction as parts of training programs Training course for managers, salesmen, etc. 2) Introduction as means of organizational innovation, realization of corporate strategies

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(4) Introduction of Coaching 2

Purposes for Introduction of Coaching -Improvement of motivation of employees -Improvement of team working -Vitalization of corporate communication -Realization of organizational goals -Development of managerial ability of managers -Improvement of communication skills of salesmen -Introductory program for freshmen, etc.
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3. Motivation Management
(1) What is Motivation? - Mechanism of Appearance and Development (2) What is Motivation Management? (Examples on the situations like employment, training, determination of objectives, evaluation, etc.) (3) How to Improve Motivation

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(1) What is Motivation? - Mechanism of Appearance and Development 1 Motivation MOVERA (Latin)=Move Motivation Power of causing positive actions for achieving short-term goals which are necessary for fulfilling final (long-term) purposes

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(1) What is Motivation? - Mechanism of Appearance and Development 2 Mechanism of Appearance of Motivation Necessity of Motives and Incentives
Motive Internal factors Desires Purposess Incentive External factors Materials, phenomenon Goals

Actio n

Hungry

Food

Eat

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(1) What is Motivation? - Mechanism of Appearance and Development 3 3 Elements for Development of Motivation
Awakening (Spirits)

Direction
(Why? For

Sustainability

What ?)

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(2) What is Motivation Management? 1

Motivation Management -Distributing jobs & goals <Incentives> according to each employees desire <motives> -Stimulating 3 elements positively thorough communication with employees

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(2) What is Motivation Management? 2

Examples on the situations - Case Studies1) 2) 3) 4) employment training determination of goals evaluation, etc.

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(3) How to Improve Motivation

For Managers 1) To develop employees 2) To be relied by employees 3) To understand characteristics of each employee and make the best use of him 4) To show visions and share them with employees 5) To clarify roles of employees 6) To improve environment for maximizing ability of employees
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(3) How to Improve Motivation

For Managers 1) To develop employees 2) To be relied by employees 3) To understand characteristics of each employee and make the best use of him 4) To show visions and share them with employees 5) To clarify roles of employees 6) To improve environment for maximizing ability of employees
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4. Team Building

(1) Necessity of Team Building in Business (2) Development Stages of Team (3) Integration of Leadership, Coaching Management and Motivation Management

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(1) Necessity of Team Building in Business 1 3 Conditions for Team Building 1) Common goals 2) Intention to contribute 3) Communication

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(1) Necessity of Team Building in Business 2 -Development of Team Power is very important Power of Team > Total power of individuals Power of Team < Total power of individuals -Important factors for maximizing team power Put team psychology to the same direction Make use of key persons in organizations
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(2) Integration of Leadership, Coaching

Management and Motivation Management There are so many theories, methods in human relations management Making use of good part of various methods Common parts must be very important

Integration of Leadership, Coaching Management and Motivation Management

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Personnel Management
IV. Safety and Health Management Hiroshi Imai JICA Expert
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Safety and Health Management Contents of the Course

Objectives and Signification 2. Steps of Introducing System 3. Ways of Introducing Safety and Health Management 4. Formation of Stable Safety and Health Management
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1. Objectives and Signification of Safety and Health Management

Reduction of labor accidents -Reduction of deadly accidents and serious injuries -Protection of workers -Lower output, productivity, etc. as the result of an accident
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2. Steps of Introducing System

Determination of Policies for Safety and Health Management

Appointment of Director and Making-up Organization

Planning for Introduction

Carrying Out Introductory Activities for Trial

Re-planning of Activities

Starting Whole Company Activities

Evaluation & Check of Activities

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3. Ways of Introducing Safety and Health Management 1

(1) Determination of Policies for Safety and Health Management 1) Expression of policies for safety and health management by corporate top 2) Notification of policies for safety and health management to employees

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3. Ways of Introducing Safety and Health Management 2

(2) Appointment of Director and Making-up of Organization 1) Preparatory works for introduction 2) Selection and appointment of director and core members Making-up of organization 3) Training for core members

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3. Ways of Introducing Safety and Health Management 3

(3) Planning for Introduction 1) Determination of goals for safety and health 2) Determination of priority action items including risk assessment 3) Setting-up of yearly plan

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3. Ways of Introducing Safety and Health Management 4

(4) Starting Activities 1) Risk assessment 2) Priority action items 3) Evaluation of activities and achievement

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3. Ways of Introducing Safety and Health Management 5

(4) Evaluation & Checking of of Activities 1) Evaluation of system 2) Checking of system

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3. Ways of Introducing Safety and Health Management 6

(4) Re-planning of Activities The last step for one cycle of Safety and Health Management

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4. Formation of Stable Safety and Health Management

(1) Leadership of corporate top and declaration of necessity for improvement (2) Continual activities for risk assessment (3) Improvement of core organization (4) Reflection of employees opinion (5) Improvement of basic documents

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