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    Engineering Management

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    Djiems Gauthier
    Human resource management involves planning, recruitment, selection, training, performance management, and development of employees. The chapter outlines the process for each including HR planning, developing job advertisements, conducting interviews, designing training programs, and implementing performance reviews. Effective management of human resources is important for engineering managers to utilize skills, develop staff, and contribute to organizational goals.

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    Engineering Management

    Uploaded by

    Djiems Gauthier
    64 views41 pages
    Human resource management involves planning, recruitment, selection, training, performance management, and development of employees. The chapter outlines the process for each including HR planning, developing job advertisements, conducting interviews, designing training programs, and implementing performance reviews. Effective management of human resources is important for engineering managers to utilize skills, develop staff, and contribute to organizational goals.

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    Chapter 3

    Original Title

    Engineering management

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    Human resource management involves planning, recruitment, selection, training, performance management, and development of employees. The chapter outlines the process for each including HR planning, developing job advertisements, conducting interviews, designing training programs, and implementing performance reviews. Effective management of human resources is important for engineering managers to utilize skills, develop staff, and contribute to organizational goals.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    64 views41 pages

    Engineering Management

    Uploaded by

    Djiems Gauthier
    Human resource management involves planning, recruitment, selection, training, performance management, and development of employees. The chapter outlines the process for each including HR planning, developing job advertisements, conducting interviews, designing training programs, and implementing performance reviews. Effective management of human resources is important for engineering managers to utilize skills, develop staff, and contribute to organizational goals.

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    of 41

    IF YOU ARE DEDICATED IN YOUR 8 HOUR WORKDAY, SOMEDAY YOU WILL BE THE BOSS,

    THEN YOU CAN WORK FOR 12 HOURS PER DAY!!!!

    HUMAN RESOURCE MANAGEMENT

    Chapter 3

    p 36 - 59

    Agenda
    Background Background HR HR planning planning Recruitment Recruitment Selection Selection Training Training & & development development Performance Performance management management Conclusion Conclusion

    AIM OF THE CHAPTER


    To gain an understanding of the human resource management process.

    HR

    STUDY OBJECTIVES
    Explain the HR planning process Describe the recruitment process Compile a job advertisement Describe the selection and interviewing process Conduct a selection interview Explain the phases of the training process Implement a performance management system Identify the rating errors when evaluating employee performance

    HR PROCESS

    HR planning

    Recruitment

    Selection

    Training

    Performance

    HUMAN RESOURCE MANAGEMENT HR Management can be defined as all the processes, practices, systems and procedures implemented to attract, acquire, develop and manage human resources to achieve the goals of an organisation.

    HUMAN RESOURCE PLANNING


    HR Management can be defined as the process of systematically reviewing the current human resource profile and planning proactive actions to forecast future requirements in terms of human resources and skills needed, by taking cognisance of the external and internal environments..

    HR PLANNING PROCESS
    Review strategic business plan Develop strategic HR plan Set HR objectives

    Develop EE plans

    Conduct HR forecasting

    Compile skills profile

    Develop HR action plans

    Implement action plans

    Monitoring & evaluation

    RECRUITMENT
    Recruitment is the process of attracting applicants who may comply with the criteria of a position to be filled in a company. Purpose: To invite, in a relatively costeffective manner, a pool of job applicants who are potentially qualified to do a particular job. Inside or outside.

    RECRUITMENT

    Internal recruitment

    External recruitment

    ADVERTISING
    Title should be clear and specific Layout should be attractive & interesting Location of the job should be indicated Any special demands - travelling Type of organisation Brief summary of the job / main functions Particular job requirements

    ADVERTISING
    No grammar, spelling or technical errors Contact information Realistic closing date Information on organisation culture No discriminatory language Other?

    SELECTION INTERVIEW
    It is a discussion between an interviewer (or interviewers) and interviewee(s) about a particular position.

    Individual

    Panel

    TYPES OF QUESTIONS
    CLOSED QUESTIONS One specific answer: Have you completed any safety courses? OPEN-ENDED QUESTIONS Comprehensive answer: What do you think is the most important challenge in the field of engineering today?

    INTERVIEW PROCESS
    1. BEFORE = Interview preparation (P43) 2. DURING = Implementation 3. AFTER = Follow-up

    PREPARATION - BEFORE
    Effective short listing completed candidates invited. Scheduling - enough time Review CVs day before & morning - make notes of key aspects Make arrangements - privacy Candidates are well informed Inform all affected personnel

    IMPLEMENTATION - DURING
    Welcome the candidate & introduction Start with easier questions first Be friendly and show interest Let interviewee do most of the talking Listen and make notes Pose questions - clear & unambiguous Do not interrupt interviewee Do not ask leading questions Give chance to interviewee to ask questions End on a positive note - thank

    IMPLEMENTATION - AFTER
    Assess the outcome of the interview Do a reference check Make a final selection decision Keep records Inform candidates Prepare a written offer of employment

    TRAINING IN CONTEXT
    Development

    Education

    HE

    Training

    TRAINING LEGISLATION
    NSB SGB

    SAQA

    SDA

    ETQA

    SETA

    Skills Development Act


    Appoint facilitator company Training committee all stakeholders Pay skills development levies SARS Align skills development company goals Skills audit gap Workplace skill plan to address gap Liaise with SETA/s

    Skills Development Act


    Design and present OBE programmes Develop quality management system Submit plan and report - SETA Align training unit standards Implement learner support mechanisms Learnerships Keep up with developments

    TRAINING PROCESS
    Needs analysis Design & development

    Evaluation

    Presentation

    Training needs analysis


    Business and performance data
    Particular training need

    Trend and market analysis


    Analysing potential training needs

    Interviews
    Every workers input

    Focus groups
    discussion

    Questionnaires
    Analyse training needs

    Training design and development


    Formulate Training objectives
    Ask questions What do you want to achieve?

    Course development
    Content manual develop

    Training techniques
    Fit for purpose

    Training plan
    Comprehensive outlay of plan

    Training presentation
    Learning environment Presentation / facillitation

    TRAINING PRESENTATION
    Prepare the content Forceful introduction - interesting Positive attitude & enthusiasm Training aids Vary tone of your voice Practical examples Needs of people - questions Eye contact Facilitate, not criticise Ask questions Conclude

    LEVELS OF EVALUATION
    Reaction Eval feelings and perception Learning Eval knowledge and skills Behaviour Eval change for better Results Eval- impact
    (Donald Kirkpatrick)

    PERFORMANCE MANAGEMENT
    A continuous process, supported by an effective and streamlined system, which is in the first place developmentally focused and implemented as a management accountability. It is manifested in both formal and informal interactions between manager and subordinate, and it is the basis of a line management-HR management interface, serving as the basis for other HR management decisions. Doug Watt

    PROCESS OF PERFORMANCE MANAGEMENT

    Planning

    Support

    Review

    Discussion

    Followup

    OBJECTIVES OF PM
    Create a supportive environment - culture Establish standards & criteria Ensure implementation of plans & strategies Provide feedback to employees Promote development of people Improve career development Improve communication & relationships Establish a framework - pay & performance

    PERFORMANCE PLAN
    1. Purpose of the job 2. Critical performance areas (CPA) 3. Tasks 4. Performance standards

    GUIDELINES - PERFORMANCE STANDARDS


    Describe those behaviours & results = minimum acceptable performance Clear language - specific behaviours & actions Specific terms - measurable features: QQCT Standards must be realistic Describe the characteristics of performance Accomplishment of company objectives

    PERFORMANCE SUPPORT
    Provide the necessary resources Be available - guidance, support, coaching Regular meetings & discussions Continuous feedback on performance Opportunities - job enrichment & challenge Give authority to employees - decisions

    PERFORMANCE SUPPORT
    Make notes - successes & problems Encourage innovative thinking & creativity Training & development opportunities Reward performance - recognition Take corrective action - deviations from performance standards

    PERFORMANCE REVIEW
    Bias, prejudice & stereotyping Trait assessment Halo effect Leniency Strictness Central tendency Errors of logic Similarity Contrast Political considerations

    PERFORMANCE DISCUSSION
    1. 2. 3. 4. 5. 6. State the purpose of the discussion Get the employee talking Focus on specific issues Give feedback on performance Set mutual specific goals Close the discussion

    Follow-up
    Review performance
    Achieving goals

    Decide together
    Support needed Training

    Development opportunities

    Process Planning is important

    ...but execution is what ultimately matters

    CONCLUSION
    HR Management forms an integral part of engineering management. By managing human resources effectively, engineers will be able to utilise, develop and manage organisations human resources to contribute to organisational goals and objectives.

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