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Teaching Methodology: Dr. Salman Iqbal

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Dr.

Salman Iqbal

Teaching methodology

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Class teaching practices

01 05
1 2 3 4 5
Learning by practice
Notes/slides/material
and
Student engagement
02 04
Two way communication
Diagrams
LinkedIn communication

03
Assignments: relevant topics and project

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Students’ engagement

Role
playing/class
activities

Class
Presentations
Academic short
clips and
discussion
LinkedIn
communication

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Class Agenda Week 1

01 05
1 2 3 4 5 Next week class activity
Course outline and Topic 2

02 04
Assessments marks Diagrams

03
HR related discussion
HR strategy
AI and HR
Performance and engagement
Overview of performance
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Assessments

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• Human resource mean
• Resources?
• Capital
• Some Challenges for HR
managers

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Future Challenges

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Web 1.0

Web 3.0 Artificial intelligence


Future HR role

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Manual work to knowledge work

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To improve the performance
HR Managers Change The EMPLOYEES’
PERCEPTIONS
Why perceptions are important?
Food for thought

Performance reviews is a
technical process or a social
process?
Can we place employees in a
grading box?
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HR and ARTITIFICIAL INTEGENCE

• In 1950 Alun wrote a paper about computer, machine


and intelligence with a question Can machine think?
• In 1956 term coined by john McCarthy as artificial
intelligence
• Applications are in customer service, HR practices,
• Available 24x7, fast, accurate but cognitive part is low,
making human lazy
Example Navigations, speech recognition, simulators in Air
industry , social media popup ads

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Large CV screening
Candidate fit

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Unilever example :AI based recruitment

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• 1.8 million applications
• 800 vacancy over the year
• Staff was hired for recruitment of the candidates
Steps
1. Applications played online games as an
aptitude testing
2. Risk taking games
3. Machine algorithmic based tests
4. Facial tests during machine interview
5. Human involvement and interview series for
only 3500 shortlisted candidates
6. Finally 800 selected

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HR and PM
Corporate and HR Strategy
Achieve corporate strategy through Employee Performance
• If a telecom company ZONG wants to deliver the
best quality what this means to their employees?
• Translate company strategy into employee
performance
Performance:
Role of Employees’ Engagement
The Employees’ Engagement
Employee engagement is correlated with employees’
performance, and improvements in employee
engagement were associated with significant increases
in product sales, product quality, productivity, safety
incidents at work, retention , lower absenteeism, and
more revenue growth.

The problem is that, depending on the study, only


about few not all of the employees are performance
is up to the mark.
Engaged employees ..“who work with passion and feel a
profound connection to their company,” not-engaged employees
who are essentially “checked out,” and actively disengaged
employees angry
MANAGING EMPLOYEE TURNOVER &
RETENTION
• Turnover, which is the rate at which employees leave the firm-
varies markedly among industries.

• The costs to employers of turnover are high.


EMPLOYEE ENGAGEMENT

Engagement refers to being


psychologically involved in,
connected to, and committed to
getting one’s jobs done.

•Reduce employee turnover


Engagement Survey – employees thoughts

My manager:

Sets a good example.


Treats me fairly.
Is a good coach.
Keeps me informed.
Gives me performance feedback.
Recognizes my achievement.

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Class Activity
writeup

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Choose any company you are well familiar

What is the company strategy
– Future plans, expansion, low price, quality, more
profits, innovation etc.

How it will be transformed through people’s
performance

Motivate, incentives..etc.

What could the HR strategy

Recruitment (hiring new staff), training old ones..etc
Visualization: Diagrams
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Supervision style and Employees’ performance

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Motivation process
Job satisfaction
Volunteer participation and results
Overview: Performance Management
Week 1 &2

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47

Performance Management and Performance Appraisal

• Performance management:
– Dynamic, continuous process.
– Improves organizational effectiveness.
– Strategic goals.

• Performance appraisal: (today I will discuss


briefly)
– Periodic (usually annual) event.
– Formal review.
– Last step in performance management
process.
48

Who’s Involved? What Are Their Needs?


• Organization:
– Information.
– Documentation.
• Supervisor:
– Documentation.
– Motivation.
• Employee:
– Feedback.
– Support for career growth.
– Increased compensation.
49

Performance Management Goals

• Communication between supervisor and


employee.
• Feedback on performance.
• Documentation.
• Development Goals.
• Alignment with strategic planning goals.
50

HR’s Role in Performance Management


• Participate in strategic planning.
• Conduct job analysis.
• Support performance management.
• Design appraisal system.
• Train and support managers.
• Maintain documents.
• Ensure compliance with nondiscrimination laws.
51

Performance Management Process


1. Prerequisites.

2. Performance planning.
3. Performance execution.
4. Performance assessment.
5. Performance review.
6. Performance renewal and re-contracting.

Planning

Renewal Execution

Review Assessment
52

1. Prerequisites

• Prerequisites:
– Strategic planning.
– Job analysis.
53

2. Performance Planning
• Employees must have thorough knowledge of
the performance management system.
• Meeting between employee and manager.
• Set SMART goals and measurement
standards:
– Results.
– Behavior.
– Developmental plans.
54

3. Performance Execution

• Shared responsibility
– Employee responsibility:
 Commitment to established goals.
 Communication and update with manager.
– Manager responsibility:
 Feedback, coaching and reinforcement.
 Resource support.
 Accurate observation and documentation.
55

4. Performance Assessment and Appraisal


• Who should appraise?
– Supervisors.
– Peers and team members.
– Subordinates.
– 360 degree feedback.
56

What About the Employee?

Should employees do self-


appraisals?
57

Performance Appraisal discussion


problems, methods, documentation

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