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HRM (Fach) / Personell Development (Lektion)
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- Objects and purpose of personal development Objects: education and training career management Goals: Improvement of efficiency and competitiveness Adjustment of employees skills to changing work demands increasing the flexibility of staff increase employee satisfaction and loyality improve the corporate image ensure the skilled workforce satisfaction of individual needs
- Education and training In General: necessary whenever a gap between requirements and employee exist that cannot be balanced through recruiting Contents of education and trainig: transfer of expert knowledge extension of skills changing attitudes Type of qualification: task specific company specific general
- Employee appraisals basis for personnel development In General: Identification of necessary personell development; measured often through potential appraisal Performance appraisal - related to past performance, task-related Potential appraisal - related to future performance, person-related Possible procedures: supervisor evaluate employees employees evaluate supervisor or colleagues self-evaluation external judge regularly or extraordinary
- Employee evaluation Goals and methods Goals: determination of performance-related compensation basis for promotion identification of required training feedback to employees for their self-evaluation Common practice: 360° feedback
- 360°-Feedback Evaluation from many different perspectives supervisor partners and colleagues employees self-evaluation customers (internal and external) rather small effectiveness impact depend on context many different methods of different quality are subsumed under this label identification of weaknesses without support for improvement doesn't help
- Methods of education and training into the job vocational trainings (dual training system) trainee programms on the job work in projects challenging task near the job quality circels job-related simulations along the job substitute positions work as a assistant or deputy off the job lectures case studies e-learning out of the job Outplacement Preparation for retirement
- practical importance and efficiency of education and training satisfaction directly after the training (reaction - internal factor) training success (learning - internal factor) transfer success (behavioral - external factor) impact for the organizations' goals (result - external factor)
- Factors impacting training transfer individual: cognitive ability, openness, organizational commitment interventional: learning goals, practice & feedback, behavioral modeling environmental factors: transfer climate, peer support
- career management career management by the company efficient use of KSAOs of the employee to achieve corporate and employee objectives can be differentiated into: individual-oriented career management and enterprise-oriented career management career management by the individual might contain a job switch importance increases due to new forms of career
- Individual-oriented career management Comparison of job and suitability profiles Career models: Management career Expert career Project career
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- Enterprise-oriented career management based on the entire workforce objective: fit of personnel structure and corporate strategy possible elements: career and succession plannung competency management Management of trainings and education
- Traditional career form employment relationship - loyality in exchange for safety Career boundaries - one or two companies Trainings - formal programs Career development - organized
- new career form Employment relationship - performance in exchange for training Career boundaries - many companies Trainings - "on the job" career development - chaotic
- On-the-job-training In general: "learning by doing" to adjust, extend or deepen qualification of the employee job enlargement job enrichment job rotation
- Job enlargement In general: Quantative enlargement of job/responsibilities adoption of additional and equivalent tasks frequently used in production Goal: increase awareness for overall context reduction of monotounous work employees with variety of skills can jump when someone is sick
- job enrichment In general: qualitative enlargement of job task/responsibilities adoption of additional task with superior responsibilities and requirements (vertical) not only production but also in administrative job areas Goals: development of new skills preperation of high potential youngsters for future leadership positions
- (Top) talent pools In general: high investments in human capital of talents fast promotion to higher responsibilities target group: newly hired internal good staff
- Advantages for top talents special training participation in corporate university project work and action learning mentoring job rotation (talent hording!!!) exchange with other high potentials meetings with supervisors possibly higher earnings career planning
- Pros and cons of top talents for the company Pros: company retains their talents attraction of new talents building a kind of "talent pipeline" Cons: high costs high expectations of the employees demotivation of employees who are not suggested
- Functions of performance evaluation Diagnosis - revelation of strengths and weaknesses of employee over the time of the course Decision intrument - Bonuses, trainings or promotion can be based on personal evaluation Coordination - consistent and transparent performance standards Motivation - positive as well as negative feedback can motivate employees Control - by rigorous quantitative criteria, performance becomes traceable and comparable
- typical biases in performance evaluations Leniency bias tendency to give too good ratings solution: recommended distribution of ratings or trainings of evaluators Centrality bias tendency to give everybody the same rating solution: drop the middle category of a scale or give recommended distribution Halo effect evaluation on one crucial aspect of work performance affects evaluation of other aspects Primacy/Recency effect first or late impressions affect performance appraisals too much