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HRM For Non-Profitable Organizations
Transcript of HRM For Non-Profitable Organizations
What you need to know to run HR for Non-Profitable Organizations
To know what your organization specifically need you should follow the following steps;
Step 1: Describe the Objective
Step 2: Define the current situation
Step 3: Conduct a "Gap Analysis"
Step 4: Set Priorities
Step 5: Investigate and develop options
Step 6: Evaluate options, and determine needed tools
Step 7: Recommend Solutions
HR Functions Cycle
Why we need HR in Non-Profitable Organizations ??!
1- The Challenge: Inexperienced Staff
2- The Challenge: Limited Resources All Around
3- The Challenge: No Budget for Recruiting
4- The Challenge: No Bugdet for Retention
5- The Challenge: No Experienced Management
HR Qualified Team
HRM and It's Importance
According to HRCI (HR Certification Institute), if you asked 10 different people what HR is or does, you will get at least 8 different answers. Most (if not all) of these answers are wrong based on mis-perception from non-practitioners.
HRCI introduced HR Management in 6 functional areas that are badly needed from HR practitioners in 21 century;
1- Business Management and Strategy
2- Workforce Planning and Employment
3- Human Resources Development
4- Compensation and Benefits
5- Employee and Labor Relations
6- Risk Management
Where do you want to be?
What is the point of having such Department?
Recruitment & Selection
Training and Development
Critical incident method
The critical incidents for performance appraisal is a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period
This method describe a performance appraisal method where rater familiar with the jobs being evaluated prepared a large list of descriptive statements about effective and ineffective behavior on jobs
Paired comparison analysis
Paired comparison analysis is a good way of weighing up the relative importance of options. A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option.
Graphic rating scales
The Rating Scale is a form on which the manager simply checks off the employee’s level of performance. This is the oldest and most widely method used for performance appraisal.
This method asked managers / supervisors to describe strengths and weaknesses of an employee’s behavior. Essay evaluation is a non-quantitative technique. This method usually use with the graphic rating scale method.
Behaviorally anchored rating scales
Performance ranking method
Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst.
Manager will compare an employee to another employee, rather than comparing each one to a standard measurement.
Management By Objectives (MBO)
MBO is a process in which managers / employees set objectives for the employee, periodically evaluate the performance, and reward according to the result.
MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods)
360 degree performance appraisal
360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them.
This technique is used more so in the case of selection rather than performance appraisal. However, now-a-days, some firms use this technique in performance appraisal, especially at the time of promoting managers to higher levels. The ratees are subject to various psychological tests, management games, oral presentations, and such other various exercises.
Psychological Appraisal Method
Psychological appraisals are conducted to find out the employees potential. Psychological appraisals consists of :
Psychological Tests, etc.
Forced ranking (forced distribution)
Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution.
For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom.
Behavioral Observation Scales
Behavioral Observation Scales is frequency rating of critical incidents that worker has performed.
This method used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance. It is a combination of the rating scale and critical incident techniques of employee performance evaluation.