Development of Policies

Having structured policies can help an organization run more effectively and provide the members of the organization a description and understanding of the formal structure of the organization. Effective organization structure policies should apply to every department of the organization. Additionally, to maximize the effectiveness the organization should allow both management and staff to create the organizational structure policies for the organization.

An organization cannot fully evaluate the impact of the new policies until after the implementation of the new policies. If the changes benefit the organization, it shall typically see an increase in productivity in most of the segments of the organization.

Development of Employee Handbook

An employee handbook is a compilation of the policies, procedures, working conditions and behavioral expectations to guide employee actions in a particular workplace, Employee handbooks generally also include information about the company, employee compensation and benefits, and additional terms and conditions of employment.

Job Analysis for Hourly / Salaried Employees

Job analysis is the systematic study of jobs to identify the observable work activities, tasks, and responsibilities associated with a particular job or group of jobs. It is a systematic method of gathering information about a job. It focuses on work behaviors, tasks and outcomes. It identifies the personal qualification necessary to perform the job and the conditions under which work is performed.

It is a very important tool for the preparation of Job Descriptions; Job Specifications; Job Classifications; and Compensation which in turn helps hire the right quality of personnel into an organization.
The general purpose of job analysis is to document the requirements of a job and the work performed. Job and task analysis is performed as a basis for later improvements, including: definition of a job domain, description of a job, development of performance appraisals, personnel selection, promotion criteria, training needs assessment, legal defense of selection processes, and compensation plans.

Preparation of Job Description for Hourly / Salaried Employees

Job Descriptions are an essential tool for any standard organization as it defines standards for the job, aids recruiting i.e.; evaluating applicant qualifications, serves as foundation for appraising performance, aid in evaluating job worth both internally and externally, clarify the purpose and essential functions of the position.

A well written job description describes the main elements of a job and is not a detailed listing of specifications. It provides guidance on the general nature and level of the work being performed. It describes the duties as they currently exist. It is the process of gathering, analyzing and organizing information work roles. It also covers understanding the content of the job.

Writing job descriptions is an important step in planning your staffing programs. They form the foundation for many important processes such as job postings, recruitment and selection, setting expectations, compensation, training and performance management. An effective job description establishes a base so that an employee can clearly understand what they need to develop personally and contribute within your organization.

Wage / Salary Job Classification

Job Classification is a very sensitive subject as without it employee grievance regarding the wage/salary cannot be justifiably redressed. Job classification as the name implies slots jobs into categories from low to high and directly impacts the wage/salaries. If Job Classification is not done in a systematic and universally accepted manner, the grievance so generated by employees can be a legal headache for any employer.

Such employer embarrassment can be addressed by employing the globally accepted methods to categorize jobs and place all the company jobs into their appropriate categories. Fortunately for the employers as well as its employees, Job Classifications can be carried out after performing the initial steps of Job Analysis and preparation of Job Descriptions for all organizational jobs.

Succession Planning

With the number of employees approaching traditional retirement age increasing dramatically over the next decade, succession planning has found itself on the front burner for many companies.

Succession planning is the process of preparing internal staff to meet the future needs of the organization. It also helps organizations retain their best people, because they appreciate the organization's investment in their development. It is sometimes referred to as succession management to reflect the ongoing nature of the process.

The succession planning process is similar to the recruitment process in that it entails:

Performance Evaluation

Do HR managers understand why organizations need to carry out the Performance Appraisal process? Some of the common reasons are:

The OBJECTIVES may differ for different levels of employees but together these help in defining the appraisal content, forms, ratings, weights & scales, employee evaluation parameters and the appropriate process for conducting the appraisal.

Once objectives for the Performance Appraisal are identified, it is important to define the different steps in the appraisal process. The same process may not fit all situations.

For instance, Succession Planning, Promotions and Transfers will typically involve Heads of Departments and senior level managers in the decision cycle whereas Salary Increments, Goal Achievements, Confirmation of probationers and competency gap analysis, may require participation of Line Managers and 2nd level managers.