【正文】 ount – Budgets – Talents – Technology “Session 1: Strategy” “Session 3: Operating Plan” “Session 4: Compliance” “Session 2: Organization/ Staffing” “HR Vision: Attraction, Development and Retention of Best Diverse and Global Talent” Staffing process might result in recruiting need Source: Interviews at GE RECRUITMENT SHOULD CONSIDER ALL POSSIBLE CHANNELS Potential candidates covered by HR Review? Recruitment channels Recruitment channels Internal recruitment External recruitment Results of the HR Review (successor planning und recruitment decisions) Internal vacancy list Yes No ? HR Review results for own division ? Own informal evaluation of potential ? HR Review results for other divisions ? Discussion of potential with other divisions ? Job ads ? Labor offices ? Educational institutions ? Headhunters ? University contacts ? Internships ? Doctorates ? Foundations ? Job exchanges ? Remendations ? Recruitment of temporary workers Selection process Methods ? Paperscreen/application form ? Interviews ? AC ? Workshops ? Presentations ? Sample work ? Tests People involved ? Line supervisors ? HR department ? Coworkers ? Externals Aids ? Criteria lists ? Interview guides ? Observation sheets Selection model Recruitment marketing concept Internal resources has to be given a fair chance MISTAKES AND BEST PRACTICE IN RECRUITING Typical tradeoffs Typical traps Best practice Goal Fill the job quickly vs. take time to find the best candidate Miss identifying the critical positions Hire the first best candidate instead of waiting for the right one Provide the number and quality of employees needed to meet the short and longterm business goals Resources Include the right people in the selection process vs. invest little time in interviews Too many, and the wrong, interviewers who cannot e to a decision Those responsible for line manage ment also responsible for recruit ment and hiring – HR provides support Process Extensive search vs. restrictions on time and finances Awaken too high expectations vs. being too honest The most highly qualified applicant vs. the one that fits best Overestimate external applicants, underestimate internal applicants Wrong expectations lead to the person leaving again soon Neglect followup after offer Internal applicants have a fair chance Applicants are given enough infor mation to know whether to enter or exit the process Applicants are not selected on the basis of only experience and qualifications, but also on the basis of their fit The whole process is optimally orchestrated Integration in HR system Take a lot of time for selection of employees, little for training Candidates are not sufficiently rewarded or trained Selection of employees linked to planning, training, ... Evaluation Time spent on evaluation vs. value High levels of investment not checked The success of recruitment is checked regularly Source: BCG analyses STEP 3: PERFORMANCE MEASUREMENT Sourcing and placement ? Recruitment ? Placement ? Transfers Requirement definition ? Sizing ? Job description ? Outsourcing Leadership culture Performance measurement ? Regular performance measurement system to be in place annual appraisal, midyear progress review 360176。 feedback ? Performance criteria vary against business objectives, predetermined target against skill set ? Link pay to performance Compensation/incentive ? Incentive pensation models differ along who is eligible basis of reward。 ponents, mix, target setting Performance management ? Performance measurement ? Appraisal program ? Compensation ? Incentives Employee development ? Job grading ? Career management ? Succession planning ? Training REGULAR PERFORMANCE MEASUREMENT SYSTEM NEEDS TO BE IN PLACE Own assessment Manager’s assessment Yearly career development discussion(1) Each individual assesses his/her current level for each petency The manager assesses his/her employee’s current level for each petency Discussion of current level of petencies to establish development needs pared to target profile for current and/or possible future job (1) Appropriate also to use this occasion to discuss objectives/results other than those related to petencies (2) Should agreement not be possible, two different scores are recorded Output: ? Agreedupon Competency profile for the employee(2) ? Line management awareness and ownership of development needs ? Employee involvement in own development and career management BEST PRACTICES PERFORMANCE MEASUREMENT AND FEEDBACK Objectives Resources Goal setting Performance feedback Evaluation Best practices ? Performance measurement and feedback system is driven by business goals Ultimately stakeholder value creation ? System is owned and driven by line management HR function supports with training, guidelines, and tools ? While objectives need to be aligned with stakeholder returns, they need to be suitable for the level/individual need to be measurable and controllable by employees need to identify a few, significant objectives for each employee ? Goals strike appropriate balance between results and behaviourorientation ? Combination of topdown and bottomup process ensures effective ? munication and translation of business goals ? Written performance contract specifies a few critical goals to be used in formal performance appraisal ? Each employee should receive formal performance review at least once a year ? Feedback s