HRM-II

Date:- 05-11-2022 (Day-1)

Complete coverage of semester - 2

1. Managing Performance- Appraising people based on SMART Goals

2. Giving performance feedback- Ratings, Incremental performance, Bonus
decisions, Handling Negative Performance Decisions
3. Performance Enhancement Methods
4. Coaching employees, Training methods and techniques
5. Engaging employees and managing Disciplines- Ability to engage and make
employees participate in the decision-making process and creating and engaging
work environment.
6. Work culture- Creating a positive and enthusiastic work culture
7. Employee relations- Engaging and dealing with employees collectively and
maintaining an environment with less groupism.
8. Grievance Handling- To resolve employee grievances in accordance to the
company’s policies and the legal aspect.
9. Conflict management- Handling Conflict at different levels and working out
solutions for the same.
10. Separation- Handling separations and its effects.
11. Prevention of sexual harassment, Aligning corporate and human strategies
12. The changing HR environment- new trends and processes in HR.
Date:-09-11-22 (Day:-3)
S.M.A.R.T

 Specific
 Measurable
 Attainable
 Realistic
 Time Bound

Performance Management System

Effective PMS typically includes 3 broad systems
1. Goal settings
2. Performance Review
3. Performance improvement Process

PMS designers and employers may use multiple options for the execution of the
performance management process but no system would be effective without these 3
components well defined.

1. Goal setting: Goal Setting is a process of establishing an objective to be achieved in a

particular period of time. Performance goals find individual employees should ideally
align with torganizationalnal Strategic Goals. Common types of goals include
a. Job description Goals:- These are pre-established job duties with descriptions
expected to be accomplished continuously till the time the job is executed.
b. Project Goals: Goals based on the achievement of a process over a period of time
c. Behavioral Goals:- BG is how things need to be accomplished and expected to be
continuously focused.
d. Stretch Goals:- Goals that are challenging to reach, Goals that challenge
knowledge Abilities to identify hi potential employees
e. Participative Goals:- goals that include both managers and individuals for the
development of their respective areas to enhance understanding and
commitment from both ends.
Goals need to be documented, Available for review, manage continuously,
Flexible enough, and acknowledge the changing conditions
2. Performance Review:- It is a process of accessing an employee’s progress towards
specified goals, The strengths weakness, and actions of employees need to be
regularly recorded, The employee is regularly informed and a pathway is generated
for a decision on employees contribution , carrier development training needs,
promotional opportunities, compensation, Performance Review and evaluation
 involves objective and subjective Consideration on how to measure and evaluate the
same.
Some of the common types of performance Review System work on a multiple
dimentional analysis. Some of the impt PRS used are :

A. The ranking System:- It lists all employees in designated grp yo be ranked highest
and lowest in the order of performance. The primary drawback in this system is
that it quantifies the differences in individual performances and mis out on many
other parameters.
B. Post Distribution System: The rating of employees is disbursed along a bell curve
with the supervisor allocating a percentage to each performance level of scale
C. 360 Degree Feedback: This process collects information from everybody around
the em, employees in the working domain from supervisors, colleagues,
subordinates and other stakeholders. It provides feedback about individual
behavior. It is a preferred system as it is multi-rater feedback, multisource
feedback as well as group review feedback.This system works well specially for
employee development system.
D. Competency-Based:- This system focuses on performance measured against
competencies rather than behavior and tasks done. It is a system used usually for
high performance profiles
Date:-12-12-22 (Day:-4)
E. MBO:- Management By Objective that aims to improve the performance of the
organization through the performance of its employees based on the definitive
objective that has been agreed upon by the management and the employees.
There are 5 steps in the MBO process:-
1. Defining Objectives on which each individual would work and perform in an
organization.
2. Sharing and explaining this objective with employees.
3. Constantly encouraging employees to participate.
4. Monitor progress of each individual.
5. Evaluate the performance and instantly reward performance.
MBO is a system that claims major benefits in terms of execution in terms of
in a flow enhancing motivation a far better communication between the
management and the employees but on the other hand critics of MBO state
that it is a system that restricts peoples initiative and growth by having pre
set structured goals. Secondly, it is a system which can stall work if the
employees in the chain do not fulfil their objectives as desired. Further the
success of MBO usually depends on the top management and a well trained
managerial staff.

Some of the other methods of performance management are:-

 1. Paired Comparison:-
2. Checklist Method: -
3. Critical Incident Method:-
4. Field Review method:-
5. Confidential Method:-
6. Psychological Assessment Method:-
One of the new-age modern performance management methods is BARS Behavioural
Anchored Rating Scale. It is also called 720 degree rating.
Another Method adopted by modern management for performance management is the
Cost accounting method.

Date:-16-12-22 (Day:-5)

Common Performance Rating Errors

Regardless of the system used, a lot of errors crop up during performance ratings.
Common errors include:-
1. Lack of differentiation:- Because raters often lack confidence to defend their rating
or are reluctant to pass judgement they tend to rate everyone pretty much the
same. This approach tend to give a feeling everyone is just doing fine and almost
everyone rates in a middle or above bracket Lack of differentiation, leads to poor
attribution and failure of organisational goals.
2. Recency Effect:- Managers or raters are not diligent in documenting and accessing
results and often do not remember of give weightage to activities in the earlier part
of the performance period. As a result they may heavily onto events that occur more
recently.
3. HALO(Aura) effect:- The HALO occurs when an employee is considered to be a notch
above Or a notch below. This leads the raters to assess or rate employee constantly
in the heigh or the low bracket irrespective of actions.
4. Personal bias of Favouratism:- Managers allow their personal feelings to dominate
the performance ratings.
5. Inaccurate Information/ Feedback:- Managers fails to verify or check the actual
performance from those who have been affected by the performance directly and
would go by general or even at times a misleading information.

Performance Improvement Programme

PIP is meant for employees who may be new to a role or who are unclear on their
performance expectations or who are regularly falling short of meeting performance
expectations or who may require a progressive discipline process.

PIP is executed by a nine-step approach:-

1. Employee information:-
2. Description of performance discrepancy/Gap
3. Description of performance explanation
4. Description of actual performance
5. Description of Consequences due to the gap
6. The plan of action
7. Relevant dates and time period
8. Mangers/Trainers accountable for the training
9. Evaluation plan of the PIP
Auditing and evaluating the PMS
Organization may believe that PMs is functioning as it should but employees perception and
experience may vary or be very different. A good way to determine whether the system is
working well is to have an independent audit on how the appraisal system affects various
groups of employees. The system must be tweaked to ensure employees are being treated
and judged consistently and the organisational goals are always top priority. A few things for
ensuring the PMS works well are:-
1. A continuous top Management support:- Unless senior management actively takes
primary responsibility about performance, employee swill always remain unsure of
its value.
2. Ensuring a perception that the process is time-consuming/Keeping busy activity does
not arise.
3. A clear and specific goal expectation goal representation is achieved through the
system.
4. Lack of Consistency of the raters need to be looked into and calibrated.

Handling negative performance decision and rewarding incremental performances.

Date:-21-12-22 (Day:-7)

Discipline Management

Employee Discipline:-
Employee Discipline isn’t a matter of dominance or punishment. It’s about making the work
environment pleasant and structured for both the employee and the management. Discipline
works best when there is a foundation of trust between the manager and the employee.
Discipline starts with clear communication and continues through consistency.

Discipline helps employees correct any shortcomings to become valuable, respected,

contributing members of the workforce.
Three basic tips to maintain discipline at the workplace are:-
1. Organise the work and hours.
2. Manage, Focus, and Avoid Distractions and employee misconduct.
3. Ensure Company’s policies are abided with.

If despite the efforts and actions by the management, discipline is a concern, The following
Four step method is implemented:-
1. Verbal Warning:- A clear Serious conversation about the matter between the
management and the employee.
2. A written warning on persistence of the problem, A written warning is issued and
documented.
3. Suspension and initiation of an improvement plan.
4. Termination in case of no improvement.

Organisational Culture

A company’s culture is one of the most influential factor in determining whether the business is
successful or not. Aligning the organisational culture with the strategy of the organisation is
important. Organisational culture is to be based on values and relation of the employees, and the
sense of belongingness of the employees toward the organization as crucial indicators.
Organizational culture should be based on:-

1. Purpose: Goal must be purpose-driven.

2. Valuing
3. People-oriented
4. Team oriented
5. Embracing the goal
6. Inspiring Innovation

Culture is a nebulous concept and comprises many different views. It manifests itself in a variety of
ways exhibited through leadership, Behaviour, communication Styles, Internally distributed
messages, Corporate celebration, innovativeness, Customer focus, Technologically Driven, Process
Oriented, risk taking, and consistency Based aspect.

Employees may find it difficult to identify all the parameters and these parameters if remain
unidentified lead to inconsistency.

Organisational culture emerges overtime and shaped up by actions and values that have contributed
to the success earlier. A culture awareness works and supports organisation effectively. An
organisational culture includes customs, traditions, rituals, symbols, norms and the general way of
doing things manifesting to form the culture.

Culture emerges as an outcome of the values blueprint. For ensuring value Blueprinting , An
organisation must hire people who represent these values.

Date:-02-01-23 (Day:-8)
Employee Engagement

Date:-04-01-23 (Day:-9)
Employee Relations
Having good employee relations is the key to keep long term employees. Employee
trelations is not about incremental perks but is something that covers every part of an
employees expwrince in and out of the office. Addressing areas of health, safety, social
issues, carrier growth, learning opportunities, and handling grievances are all included.
The concept of employees relation can be defined as well being. Good employess relation
are vital for happy satisfied employees and employee retention. Employee relations must
create a component of exited to work amongst the employees. Employee relation help
employees to fit into the organisation’s culture. Employee relation is an ongoing process
beginning right from the time of recruitment and going on backed up by analysis of their
performance, their social existence within the organization, resolving their conflicts, and
further improving their well-being by drafting extracurricular initiatives.
Some of the important skills necessary for employee relations are (as an HR individual):-
1. Emotional Intelligence:-
 2. Good communicational Skills:- Engaging people to open up is critical for
relationships.
3. Problem identifier:- Identify and solve problems before they become serious.
4. Strategics Mindset:- Trends and things will continue to change, and people don’t like
it. Strategizing acceptance of change is important for employee relation.
5. Social Resposibility:- Identifying how actions of each individual and teams impacts
others/Organisation and community is important.
6. Innovative Mindset:- Not afraid to try new things.
7. Resilience:- Need to take difficult decisions and handle challenges for maintaining
the environment.
Investing in Relationships with the employees is not important but mandatory. No
organization grows and grooves without the trust component in its employees. Success is
directly proportional to the confidence management has in its employees. Then sense of
inclusivity is what makes teams and organizations search ahead.
Employee Grievance Handling

Date:--01-23 (Day:-)