Date post: | 02-Dec-2014 |
Category: |
Business |
Upload: | e-government-center-moldova |
View: | 28,510 times |
Download: | 2 times |
1
Public Service Delivery of the Future
Combating Corruption, Streamlining Performance
Tamar Jinchveladze
22 September 2011
Batumi, Georgia
MODERN APPROACHES TO HUMAN RESOURCE
MANAGEMENT
2
E-HR
Recruitment/selection methods
Performance appraisal system
Human Capital Management
Motivation
3
E-HR
4
Organization
- Saving material and human resources
- Access to staff information from any place of the world
HR department
- Facilitation of process management
- Focus on strategic issues
- Minimization of mistakes
Employees
- Self-service
- Proper decision-making during performance management considering employees’ skills and knowledge
5
Operational
Relational
Transformational
• Personal information management
• Self-service
• Selection
• Assessment
• Work management
• Strategic HR
• Motivation
• Knowledge management
6
50 minutes 7 minutes
7
Recruitment/Selection of
qualified employees
8
Earlier
- Rigidity
- Unlimited number of selection panel members
- Nepotism
- One target group
Vs.
New - Transparency
- Objectivity
- Countable procedure
- Established quantity, distribution of functions of panel members
- Procedure for conflict of interest
- Multi target group: graduates (internship), students (practice), hiring handicapped persons - Adaptation
9
• Attraction of qualified staff
• Enhancement of the image of the Ministry
• Increase of efficiency of the Ministry
Goals
• Work with universities – database of graduates
• Work with students – information about the Ministry
• Utilization of social networks
• Other sources – local television, radio
New approaches
10
0 10 20 30 40
2009
2010
Statistics of job announcements
11
How to make an affective
performance appraisal system?
12
Improvement of organizational and individual activity
Comparison of expectations and goals between the manager and the employee (interview for assessment)
Awarding successful employees – professional and carreer development, salary increase
Managing less successful employees
13
Short-
term
Planning Mid term
review
Development
Annual
appraisal
Activities
Self-assessment
Assessment by line
manager
Comments of the
second level manager
Interview
Analysis of the results
Salary reform
Distribution at salary
grades
Development of
employees
14
How to manage critical human
resources of the Organization?
15
A
• Availability of right resources favorable for the organization at the right time to achieve contemplated goals
B
• Training for future critical positions
• Retention of successful employees
C
• Development substitute resources for the existing critical positions
16
Assessment
Annual performance appraisal
Analysis
Gap analysis of the required skills for the positions to be occupied and existing ones
Development
Developing human resources for higher positions
Monitoring
Development of leaders
17
Motivation
18
“Write analysis and get bonus”
“I do wish to write the analysis”
“Write or else you are fired”
“I do not wish to write the analysis”
Positive
To the goal
Negative
Beyond the goal
Ex
tern
al
Th
ird
pe
rso
n c
om
pe
ls y
ou
to
pe
rfo
rm th
e ta
sk
Inte
rna
l
Yo
u w
ish
to p
erfo
rm th
e ta
sk
19
Preliminary activities
- Survey
- Establishment of the system
Material motivators
- Bonus system
- Salary system
- Valuable gifts
Nonmaterial motivators
- Professional development
- Social packages
- Growth of team cohesion
- Carreer development program
20
E-HR
Recruitment/selection methods
Performance appraisal system
Human Capital Management
Motivation
HR SYSTEM ACHIEVING
ORGANIZATIONAL GOALS
21
Thank you for your attention!