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#HRWord : #Performance #Categories by #Baldrige

Performance Categories Baldrige

The theory details the criteria for performance excellence and an integrated management system.

It is based on 7 factors they are: –

  • Leadership
  • Strategic Planning
  • Customer and market focus
  • Measurement, analysis and knowledge management
  • Human resource focus
  • Process management
  • Organizational performance results

The Baldrige performance categories, when linked together, form a comprehensive Integrated Management System that enables the organization to methodically focus on continuous improvement and attain performance excellence.

1. Leadership: Under this category, the methodology adopted by the leaders of the organization to direct and guide the employees is studied. Further, the efficiency with which the organization carries out its legal, ethical and social responsibilities is also captured.

2. Strategic Planning: Here, the process for the development of strategies and tactics are evaluated. The deployment of action plans, and the flexibility and adaptability of the strategic objectives in the event of a change are also examined.

3. Market and Customer Focus: The manner used to understand the needs, requirements and the expectations of the customers and the markets are scrutinized. The customer relationship building process along with the vital factors that ensure consumer loyalty and business sustainability are also inspected.

4. Measurement, Analysis and Knowledge Management: This category basically examines how the organization manages its knowledge systems and conducts its performance reviews.

5. Focus on Human Resource: The extent to which the organization’s work systems create an environment that motivates the employees to work to their full potential, nurture their personal growth and facilitates performance excellence in alignment with the organizational goals are measured and evaluated.

6. Process Management: In this category, the organization’s process management framework including the important support processes in all the units is examined.

7. Results: The organization’s performance is benchmarked with that of the competitors and the improvement in the key business areas are analyzed.

 
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Posted by on February 6, 2018 in Uncategorized

 

#Earned & #Casual Leaves in #India

Earned & Casual Leave in India

Q 1: How many leaves should be applicable in a company?

Numbers of leaves entitlement in a company depends upon state you are in. Every state has different leave entitlement and leave policies which should be seen before one defines leave policy of your company. Leave policy of a company cannot be less than that mentioned by the State’s shop and establishment act.

Generally all State Legislations has common provision for major matters. They provide at least seven holidays for national and other festivals. Republic day, Independence Day and Mahatma Gandhi’s birthday are compulsory holidays. Employer and Employees had given right to decide remaining national and festival holidays.

Similarly minimum seven days casual leave and 14 days sick leave is provided to employees.

Earned leaves/ Privilege leaves : These are the leaves which are earned in the previous year and enjoyed in the preceding years. These are also known as privilege leave this can be carry forward for the quatum upto the total of three years and vary from state to state as per the shop & establishment act. These are encashable on basic salary to the employee. the condition for taking these leaves usually differ from company to company but normally in advance atleast 15 days. this can be clubbed with sick leave if sick leave is not balance with the employee.

Casual Leave: These leave are granted for certain unforeseen situation or were you are require to go for one or two days leaves. In case of casual leave normally company’s strict maximum to 3 days in a month. In these case either the person has to take the permission in advance or has to be regulated on joining. this leave is normally never clubbed with Privilege leave, but it can be clubbed with sick leave if there is is no sick leave balance. Again quantum var from state to state as per shop & establishment act, normally this leave is not encashable or never carried forward. these days to attract people or to reduce absenteeism at the end of the year the balance Casual leave in converted to PL in the leave account.

Leave without pay: If person do have any leave to his balance and the situation warrants him to take the leave, the leave is granted by the Company as loss of pay or which may be adjusted against the future leave or as a special case the special paid leave based on the person contribution to the Company at management discretion.

Compensatory off: These leave are granted if the person come on work during the holidays, normally compensated as leave to be taken or as an encashable option.

Leaves can be broadly divided based on its applicability to establishments covered under theFactories Act and the Shops and Establishments Act. Leave is calculated for the calendar year January to December.

LEAVE IN ESTABLISHMENTS COVERED UNDER THE FACTORIES ACT

Leaves as per Factories Act applies to all Management Staff, Executives, Supervisors, workers and contract workers as all of them fall under the definition of ‘worker’ under the Factories Act.

Other provisions

  1. If the Employee has quit or has been terminated, his earned leave balance should be paid to the employee and in case of death, to the nominee, within 2 days.
  2. Any worker who has applied for leave and has not been granted the same, such refused leave shall be carried forward without any limit.
  3. Leave can be calculated on Basic wages and DA.
  4. Leave book & Leave Register to be maintained for each worker

For State wise Law. Refer the the below link

LEAVE IN ESTABLISHMENTS COVERED UNDERTHE SHOPS AND ESTABLIHMENTS ACT

Source: Pay check

 
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Posted by on February 2, 2018 in Being HR

 

#HRWord:#Rhetoric #Triangle 

In this Professional world it is very important to have good communication and Presentation Skills. What Matters more is How your Communicate. 

There are certain Ways which help us to improve one’s way to Present . Rhetoric Triangle is one of the tested and effective .

Rhetoric is defined in the Oxford English dictionary as, “The art of persuasive”

 Thus, the Rhetorical Triangle is a tool that helps you formulate your thoughts so you can clearly present your position in a persuasive way.

Master Yourself using this tool and people will clearly understand your message, and be heavily persuaded by your argument

It can be used for both written and verbal communication but is particularly applicable to written communication.

What is Rhetorical Triangle

The Rhetorical Triangle gives us three methods of persuasion. You could make an argument using just one of these methods, or you could combine any two methods, or even use all three methods of persuasion

1 Logos (Message)

Logos is the main body of your argument and is designed to appeal to reason. Using an appeal to logos you attempt to use facts, truths, and logic to appeal to the reason of your audience.

You are appealing to their intelligence with facts and supporting evidence to strengthen your position

2. Pathos (Audience)

Pathos is an appeal to your audience’s emotions. You could, for example, move your audience to want to feel young so as to get them to buy a cosmetics product. You could also move them to sadness so as to get them to donate to charity

3. Ethos(Speaker) 🎙️

Ethos is the speaker’s or writer’s credibility and authority to deal with the topic in question. For example, the ethos of your doctor comes from the years of training required to become a doctor. Because of these qualifications, you will listen to their opinion on particular subjects


To be effective a persuasive speech must do three things. First, it must identify you as trustworthy in your audience’s mind (ethos / speaker). Second, it must connect emotionally with the audience to move them to action (pathos / audience). Third, it must contain a logical and reasoned proposal or argument (logos / message).

By following the six steps above you can dramatically improve the chances of your next speech or writing assignment being both more persuasive and having a greater dramatic impact on your audience.

For Detailed Read refer the below link 👇

Rhetorical Triangle

Source : Expert program management

 
 

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#HRWord:#Pay #Survey

A Pay survey or a Salary survey is typically conducted to gauge the organization’s compensation levels with respect to the external environment.  

Image courtesy: HR Daily Advisor


This helps in clearly defining the specific pay for each job.

Firstly a benchmark job is identified, the pay scale of the organization is positioned, and the relative worth of all the other jobs are established with respect to the benchmark job.

Pay surveys are usually conducted by a structured written Questionnaire. Telephonic surveys, Newspapers, Consultancy Firms, Pay check websites like NaukriPayCheck and Glassdoor.com can be sources of information as well.

Pay/Salary Surveys are analyses of compensation data. This data may include quantifyable aspects of compensation such as:

  1. Base salaries
  2. Increase percentages or amounts
  3. Merit Increases
  4. Salary Ranges
  5. Starting Salary
  6. Incentives/Bonuses
  7. Allowances and Benefits
  8. Working Hours

Salary Surveys may also include non-quantifyable aspects of compensation such as:

  1. Educational Requirements
  2. Geographic Location
  3. Source of Hire (Internal/External)
  4. Working Conditions                                           Below is the List of Global Pay Survey Vendors👇

https://hr-guide.com/data/043.htm

 
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Posted by on January 7, 2018 in HR Word of The Day

 

#HRWord:#Peer #Appraisal 📰💴

Peer appraisal is a form of 360 degree feedback and performance appraisal process.

Image courtesy : Slideshare

 Peers of an individual give feedback for the individual which gives an unique perspective to the work and goal achievement of an individual. While managers and other appraisal systems tend to provide a perspective on targets and goals achieved by an individual, peer appraisal tends to give an perspective on the interpersonal skills of an individual and his interaction base with the customer and team in which he is working.

Peer appraisal forms an integral part of performance appraisal system, peers, team mates, group members are anonymously asked to provide feedback about an individual’s performance.

 Generally the peer appraisal is shared with the manager of an individual, as a metric to evaluate performance. But sometimes these are shared with the individuals too, to give a feedback about their performance as measured in the team by team mates.

Peer appraisal has many advantages same as 360 degree feedback, in addition to which it also increases accuracy and fairness in the appraisal process.

Refer few Peer Appraisal Formats ,👇

https://goo.gl/images/FvSKz2

 
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Posted by on January 5, 2018 in HR Word of The Day

 

#HRWord:#Pay #Compression

Pay compression is the concept in an organization where the employees have more or less a similar salary irrespective of their age, experience, profile etc

Image courtesy: compensation Cafe


Even those employees who have a better skill set or have been with the company longer, have a slightly higher salary package.


The major problem of this phenomenon is increased turnover where the long term employees feel a sense of inequity and walk away from the organisation with all the knowledge and expertise they have acquired over a period of time.

In order to tackle this, most organisations follow the method of “equity” adjustments only for selected highly valued employees who are a victim of pay compression.

Pay Compression comes in many forms.  

At its very root, pay compression refers to a situation where pay isn’t differentiated enough (i.e.: compressed) where maybe it should be and for a very compelling reason.  When pay compression is present, you may find that your employee morale or engagement takes a dip, leading to a dip in performance and business results.  Their “sense of fairness” alarm may go off and rebuilding trust with employees at that point takes much more time and effort than getting it right the first time.

There are 3 common types of compression that deserve further examination within every organization.

  1. Am I hiring people in too close to or higher than existing employees in the same role?  Pay compression in this case refers to bringing in new talent at a rate that is near or even above (also called inversion) employees who have much more experience in the role and often much more tenure in the organization.  Sometimes you just have to have that newest brightest talent.  Unfortunately, that can sometimes come at the cost of paying competitively for your existing talent.

  2. Am I paying managers less than those they manage (unless that’s right for the role)?  Pay compression in this case refers to managers being paid at a rate lower than those that they supervise.  This may make sense in some technical roles where the market values the individual technical skills higher than management skills.  In most functional areas, however, it’s challenging to motivate a manager when they are being paid less than those they supervise.  As we move into an era where more millennials are entering management roles, this type of compression is especially troublesome.

  3. Am I paying multiple levels of a job essentially the same thing?  Do you have an Admin Assistant 1, Admin Asst 2, and Admin Asst 3?  If so, are there clear differences between each level of the job?  I’ve worked with many organizations that fail to differentiate the jobs, merely creating multiple levels so they can create a sense of mobility.  While it’s true that millennials, and in fact most other employees as well, like to be promoted, they also want to feel a substantive change to both the nature of the job and the compensation associated with it as well.

 
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Posted by on January 4, 2018 in HR Word of The Day

 

#HRWord:#Ageism

Ageism (also spelled “agism“) is stereotyping of and discrimination against individuals or groups on the basis of their age. 


This may be casual or systematic. The term was coined in 1969 by Robert Neil Butler to describe discrimination against seniors, and patterned on sexism and racism. 

Butler defined “ageism” as a combination of three connected elements. Among them were prejudicial attitudes towards older people, old age, and the aging process

Age discrimination in employment can include:

  • advertising for someone to join a ‘dynamic, young team’

  • not interviewing someone because they are too young or too old to ‘fit in’ with other staff

  • not employing younger workers because it’s assumed that they’ll quickly move on to another job

  • not employing mature workers because it’s assumed that they’ll soon retire

  • not providing training opportunities for young or mature workers because ‘it’s not worth it’

  • making choices around redundancy, or forcing someone to retire, because of their age

Employer Duty to avoid Ageism

An employer has a duty to take reasonable measures to prevent discrimination from happening, rather than just respond to complaints that arise. This is called a ‘positive duty’. It means that an employer needs to take proactive steps to eliminate discrimination.  For example this could mean scanning their environment and considering if recruitment and employment policies and processes unreasonably bar people of certain age groups from being employed or continuing to work. An employer should put in place changes required to address this.

Source Forbes & Wiki

 
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Posted by on December 23, 2017 in HR Word of The Day, Uncategorized

 
 
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