If Congress wants to get 300 Seats in next election? Thursday, Jun 4 2009

HYPOTHETICAL QUESTION: For MBA students and otherwise

If Congress wants to get 300 seats in the next Election,

What role will the HR department of Congress have to play in the next 4 years?

Write your inputs to us.

MANAGEMENT INNOVATIONS

www.managementinnovations.wordpress.com

managementinnovations2020@gmail.com

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HR : Selection, Testing and Assessment Centers Monday, Dec 22 2008

SELECTION

 

The 2^nd major step in providing human resource for the organization is SELECTION.

Selection is choosing an individual to hire from all those who have been recruited (short listed).

 

Selection is obviously dependent on the 1^st step which is recruitment.

Selection is a series of stages through which job applications must pass in order to be hired. Each stage reduces the total group of prospective employees until, finally, the required no. of individuals are hired.

 

Stages of the Selection Process:

 

1. Preliminary Screening from Records, Data Sheets etc.,
2. Preliminary Interview
3. Intelligence Tests
4. Aptitude Tests
5. Personality Tests
6. Performance References
7. Diagnostic Interview
8. Physical Examination
9. Personal Judgement

 

Two tools often used in the selection process are Testing and Assessment Centres.

 

TESTING:

 

Testing is examining human resources for qualities relevant to performing available jobs. 4 categories of testing include:

 

1. Aptitude Tests
2. Achievement Tests
3. Vocational Interest Tests
4. Personality Tests

 

Testing Guidelines:

 

• Care must be taken to ensure that the test being used in both valid and reliable.
• A test is valid if it measures what it is designed to measure and reliable if it measures similarly at all times.
• Test Results should not be used as the sole determinant of a hiring decision.
• People change over time, and someone who doesn’t score well on a particular test might still develop into a productive employee. Such factors as potential and desire to obtain a position should be assessed subjectively and used along with test scores in the final selection decision.
• Test should be non discriminatory.

 

ASSESSMENT CENTERS:

 

Assessment Centres are used both for the purpose of selection and also for continued training and development over time.

 

An assessment centre is a program (not a place) in which participants engage in a no. of individual and group exercises constructed to stimulate important activities at the organizational levels to which they aspire.

 

These exercises can include activities like Participating in groups, giving presentations, team work in problem solving. The participants are observed by mangers and/or trained observers who will evaluate both the ability and the potential.

 

Generally, participants are assessed according to the following criteria:

 

1. Leadership
2. Organizing and Planning Ability
3. Decision Making
4. Oral and Written Communication Skills
5. Initiative
6. Energy
7. Analytical Ability
8. Resistance to Stress
9. Use of Delegation
10. Behaviour Flexibility
11. Human Relations Competence
12. Originality
13. Controlling
14. Self Direction
15. Overall Potential

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HR: Recruitment Basics Sunday, Dec 21 2008

Appropriate Human Resource refers to individuals within the organization who make a valuable contribution to management system goal attainment. This contribution results from their productivity in the positions they hold.

 

Inappropriate Human Resource refers to organization members who do not make valuable contribution to the attainment of management system objectives.

For one reason or the other, they are ineffective in their jobs.

 

Productivity in all organizations is determined by how human resources interact and combine to use all other management system resources. Such factors as background, age, job related experience, and the level of formal education all play a role in determining how appropriate the individual is for the organization.

 

STEPS IN PROVIDING HUMAN RESOURCES:

 

To provide appropriate human resources to fill both managerial and non managerial openings, managers follow 4 sequential steps:

 

1. Recruitment
2. Selection
3. Training
4. Performance Appraisal

 

RECRUITMENT:

 

Recruitment is the initial attraction and screening of the supply of prospective human resources available to fill a position.

 

Its purpose is to narrow a large field of prospective employees to a relatively small group of individuals from which someone eventually will be hired.

 

To be effective, recruiters must know the following:

 

1. The Job they are trying to fill
2. Where Potential human resources can be located
3. How the law influences recruiting efforts.

 

KNOWING THE JOB:

 

Recruitment activities must begin with a thorough understanding of the position to be filled so the broad range of potential employees can be narrowed intelligently.

 

The technique commonly used to gain the understanding of the job is Job Analysis.

Job Analysis is aimed at determining a Job Description ( the activities a job entails) and a Job Specification (the characteristics of the individual who should be hired for the job).

 

KNOWING SOURCES OF HUMAN RESOURCES:

 

Besides a thorough knowledge of the position the organization is trying to fill, recruiters must be able to pinpoint sources of human resources.

 

Since the supply of individuals from which to recruit is continually changing, there will be times when finding appropriate human resources will be tougher than some other times.

 

Human resource specialists in organizations continually monitor the labour market so they will know where to recruit suitable people and what kind of strategies and tactics to use to attract job applicants in a competitive marketplace.

 

Sources inside the Organization:

 

The pool of employees within the organization is one source of human resources. Some individuals who already work for the organization may be well qualified for an open position.

Some lateral movements do happen, but most of the times, internal movements are promotions.

 

Advantages of Promotion:

 

-          Building Employee Moral

-          Encouraging employee to work order

-          Inspiring Employees to stay longer

 

Human Resource Inventory:

 

Human Resource Inventory consists of information about the characteristics of organization members. This focuses on the past performance and future potential and the objective is to keep management up to date about the possibilities for filling a position from within.

 

This inventory should indicate which individuals in the organization would be appropriate for filling a position if it becomes available.

 

Walter S. Wikstrom proposed that organizations keep 3 types of records that can be combined to maintain a useful human resources inventory.

 

Management Inventory Card

It includes both an organizational history of the employee and cues on how she might be used in the future. It can include details like :

1.  
   1.  
      • Age,
      • Year of Employment,
      • Present Position,
      • Duration of current Posting,
      • Performance Ratings,
      • Strengths and Weaknesses,
      • Positions to which the employee can be moved,
      • By when would she be able to take the new role,
      • What new training and development required for the same.

Position Replacement Form

 

This record focuses on position centred information rather than people centred information. The position information form is helpful in determining what would happen to a present position, if the current incumbent is moved to some other post or leaves the organization.

 

Management Manpower Replacement Chart

 

This Chart presents a composite view of the individual’s management considers significant for human resource planning.

 

The current incumbent’s performance rating and promotion potential  can be easily compared with those of the other employees when a company is trying to determine which individual would most appropriately fill a particular position

 

All these 3 forms together help the management answer the questions:

 

1. What is the organizational history of an individual and what potential does the person possess?
2. If a position becomes vacant, who might be eligible to fill it?
3. What are the merits of one individual being considered for a position compared to those of another individual under consideration?

 

SUCCESSION PLANNING:

 

Succession planning is the process of outlining who will follow whom in various organizational positions.

 

 

Sources outside the Organization

 

      Various Sources include:

1. Competitors
2. Employment Agencies
3. Readers of Certain Publications
4. Educational Institutions

 

Competitors:

            There are several advantages to luring human resources away from competitors including:

·         The individual knows the business

·         The competitor will have paid for the individual’s training up to the time of hire.

·         The competing organization will probably be weakened somewhat by the loss of the individual.

Once hired, the individual will be a valuable source of information about how to best compete with the other organization.

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CONSULTANCY SERVICES OFFERED Monday, Dec 1 2008

MANAGEMENT 

• Facilitating CREATION OF VISION, MISSION AND CORE VALUES
• Guding in GETTING THE ORGANIZATION ALIGNED ON THE VISION,MISSION AND CORE VALUES
• Supporting in POLICIES AND PROCESSES – REINTERPRETATION & REFINEMENT based on the Vision, Mission and Core Values.
• Creating Operating guidelines for each and every role holder inside of the Vision,Mission and Core Values
• Facilitating Creating Strategies for the short term and long term growth strategy. We recommend using the Blue Ocean Strategy along with TOWS (SWOT) as the starting point of planning.
• Guiding in the Strategy Implementation. We recommend the BSC – Balanced Score Card given approach as the guiding principle for Strategy Implemenation.
• Creating Systemic and Systematic Change Management disciplince.

MARKETING

• Facilitate creation of the Marketing Strategy
• Guiding on Shortlisting of the Target Market Segments
• Advice on Creating Specific Strategies for each Specific Target Market Segment.
• Support on Implementing the Marketing Strategies including using various medium including eStrategies
• Guidelines for ongoing monitoring, feedback and updating the Marketing Strategies.
• Continuous innovation and work on Branding and Positioning.
• Inputs on Online Marketing

 

SALES

• Training and coaching people on the World Best Consultative Sales Models ( We recommend Huthwaite’s SPIN Model as the foundation for learning Consultative Sales. There are some other good models which can also be used)
• Guiding people on Key Account Management Strategies.
• Guiding people on Relationship Marketing as building long term mutually rewarding and respecting relationships with clients.
• Guiding in Channel Management and Market Coverage Strategies and Implementation
• Facilitating a Sales and Marketing oriented culture in the organization.
• Creating a result oriented culture with strong MIS and reporting systems with continuous updates, feedback, coaching, interventions.
• Guiding on Online Sales, Web Stores, ECommerce, Online Business, Online Lead Generation

 

HR

• Guide in Creating Performance Based Culture fostering leadership,initiative, ownership and result orientedness.
• Facilitating KRA setting, performance management, performance appraisal, issue resolutions, teamwork, and growth orientation. 
• Guide in Creating HR as a strong back bone enriching and supporting the vision, mission, core values and the strategy implementation.
• Advise on Creating People Development and Talent Management as everyday responsibility of the Supervisors and Managers and integrating it with everyone’s KRAs and Performance Appraisals.

 

TRAINING:

• Vision, Mission, Core Values – Consulting and Workshops.
• Strategy Creation – Consulting and Workshops
• Market Segmentation – Consulting and Workshops
• Consultative Sales – Consulting, Workshops & Coaching Camps
• Leadership, Managerial and Supervisory Development, Soft Skills, Attitude, TeamBuilding, Holistic Self Development – Consulting, Workshops and Coaching Camps

MANAGEMENT INNOVATIONS

managementinnovations2020@gmail.com; manojonkar@gmail.com; 919375970812

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Our Work in Education Field Sunday, Nov 23 2008

As management consultants and advisers, we have had the privilege to work on various interesting and esteemed projects in the field of Education.

 

1. Delhi Public School, Ahmedabad   – a K-12 CBSE School
2. Calorex Institute of Technology – a VLSI Chip Design Institute
3. DPS Prerna (DPS Nalanda) – A School for Dyslexic Children
4. VISAMO – a Special Initiative for children from BPL families
5. Zydus School for Excellence – a K-12 school from the house of Zydus Cadila.

 

 

Various Activities that we have provided valuable inputs and guidance include:

 

1. Market Research
2. Organizational Positioning
3. Pricing
4. Marketing
5. Sales
6. Staff Selection and Induction
7. Teaching Staff ongoing Training & Development
8. Admin Staff and Support Staff Orientation
9. Customer Orientation
10. HR & Employee Engagement
11. Overall Growth and development

 

For further information contact:

MANAGEMENT INNOVATIONS ( erstwhile INNOVATIVE CONSULTANTS)

managementinnovaitons2020@gmail.com;   manojonkar@gmail.com; 91-9375970812

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Profile for Your Reference Monday, Nov 10 2008

manoj_onkar_-_president coo ceo director

 

Also check

www.linkedin.com/in/manojonkar

 

Write to

manojonkar@gmail.com; managementinnovations2020@gmail.com; 919375970812

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What is your vision? What is your dream? Monday, Nov 10 2008

What is your dream and vision for your organization, we are here to support you in fulfilling the same.

Write to us on managementinnovations2020@gmail.com

If you want support in articulating your vision? Getting clear on the plans for your business?

or creating strategies for your business growth or dealing with any other challenges like Marketing/Sales/HR/Systems/Processes/Training

feel free to write/talk to us.

MANAGEMENT INNOVATIONS

managementinnovations2020@gmail.com

manojonkar@gmail.com

91-9375970812

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Terms and Conditions for FREE Consulting Services Tuesday, Nov 4 2008

Terms and Conditions for FREE Consulting Services: 

1. Consulting Services available will include Consulting,Mentoring,Coaching, Training, Counselling.
2. All companies and individuals requesting the FREE Consulting will be sending the details of their company and the topics on which they want these advisory services by email or on the blogs.
3. For any further clarity on any of the responses provided, the concerned companies and individuals will have the freedom to be in communication on email/blog again without any charges whatsoever.
4. In extra ordinary circumstances, telephonic services may be provided on the sole decision of Management Innovations.
5. Customers using these services are expected to be sharing back the results and progress that they accomplish utilizing our services and we expect to get testimonials and recommendations from them.
6. Management Innovations will reserve all the rights to use the database for its website or blogs as client profiles and client testimonials. But no information will be shared with any other party. We are completely against SPAM and will not do or allow anybody to do any spamming.
7. All the advisory services will be given to the best of our ability and based on the information shared. Management Innovations and the consultants involved will not have any liability towards the actual implementation or the actual results and that will remain the complete responsibility of the company and the people involved.
8. For any further clarification, please feel free to ask on the blog or by email to managementinnovations2020@gmail.com

 

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