Post on 30-May-2018
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Human Resource Planning
Objective areas Resourcing & Development
Valuing employees and volunteers
Relationships
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Human resource planning (HRP)
Aims Attract & retention of staff
Anticipate too many or too few workers
Develop the workforce
flexible work arrangements
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Human Resource Planning
Predict future people needs (demandforecasting)
Predict future availability (supplyforecasting)
Draw up plans to match supply todemand( Resourcing strategy)
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Performance Management
(Armstrong 2001) A means of getting better results from
teams and individuals by understanding
and managing performance within anagreed framework of planned goals,
standards and competence
requirements.
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Performance Management
(cont.) It is a process for establishing shared
understanding about what is to be
achieved in both the short and longterm. It is owned and driven by line
management
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Performance Management
(activities) Communication
continuing dialogue around expectations,
mission, values and objectivesmutual understanding
develop a framework to ensure work will beachieved
high involvement organisation
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Performance agreements
Establish targets and standards
Determine measures to be used
Measure results not effort Measures must be objective and data based
Results are within jobholders control
CBA - standards, levels and evidence? Establish review/assessment dates
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Assessing performance
5 key elements Measurement
Feedback
Positive reinforcement
exchange of views
agreement
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Feedback
The process of informing another
person of your observation of their
behaviour. Purpose to help people learn and
become more effective
badly done - hinder learning anddamage confidence
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Giving feedback
As soon as possible
time to highlight problems and solutions
before you give feedback.
+ve feedback comes before suggested
improvements
Specific order to follow
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Feedback Order
Worker Manager
+ve aspects 1 2
Areas forimprovement
3 4
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NB when giving feedback
How & when as important as what
amount worker can use, not you can give
whose needs are being satisfied?
Focus on things that can be changed
effect of behaviour not intention
be specific and give examples
maintain confidentiality
balance between +ve and improvement
worker to suggest alternatives
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NB when receiving feedback
Listen carefully
check for understanding
try not to be defensive
assume its for your benefit, to improve
your performance
notice your reactions
thank the giver
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Foskett and Lyall
devised for the pastoral care field
based on the principles of adult learning
concerned with learning from
experience
4 phase sequence (cycle)
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Foskett & Lyall
Phase 1 -
Experience
recall and represent
the actual events
avoid digression intoother areas
simply recall their
experience
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Foskett & Lyall
Phase 2 - Reflection
and observation
reflect on the
experience
support and showrecognition rather
than judge
raise consciousness
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Foskett & Lyall
Phase 3 -
Understanding and
Meaning
place the experience
into a wider context
bring cognitive
processes into play
look at how the
experience is
understood
theory/practice
relationship
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Foskett & Lyall
Phase 4 -
Experiment -
preparing for futureexperiences
look at alternatives look at what has
been learned look at how this
learning can betaken back into their
work anticipate new
experiences
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Contracting
Supervision can become a more
effective and satisfying activity for both
supervisor and supervisee in anysetting, if there is a more EXPLICIT
contract on what it is about
Pat Hunt 1986
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Essential Features
goals
kind of relationship
responsibilities methods
purpose
match/mismatch inexpectations, hopes
and fears
identify conflicts in
purpose, style or
assumptions groundrules
reviews
emergencies evaluation of the
supervisor