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Project Work Assignment MBA Assignment

If you are appointed as a CEO of your Company/Organization/Ministry, what proposals would you like to make to improve on the following issues? 1. Compensation and reward system 2. Training and development of staff 3. Performance management 4. Recruitment and selection 5. Assignment. 6. Employee relations 7. Human resources planning 8. Conditions of employment Introduction Give a short description of the organization you are working for The responses should be related to your organization Describe what the situation is in your organization concerning the HR item Suggest what could be done to improve the situation

1. INTRODUCTION

I work for an Insurance company known as REAL Insurance Tanzania Ltd. REAL Insurance (formerly Royal Insurance) was incorporated in Tanzania in 1998 as a subsidiary of REAL Insurance Company Ltd incorporated in Kenya. The group has been in operation in East Africa since 1910 therefore has 100 years of thorough understanding of the East African market. After the liberalization of the insurance Industry, REAL Insurance was the second company to be registered in Tanzania and under the Insurance Act of 1996. REAL Insurance is fully licensed to provide general Insurance solutions within Tanzania. Our vision is to be the preferred insurance company in Tanzania by delivering superior service; employing a professional and motivated team; producing returns to meet our stakeholders expectations; and living up to our values. Our Human Resources department manages and guides all other heads of department on personnel management and strategic business partnership. In addition to that the department another tasks is to also ensure that its strategically supports daily business operations.
2. SITUATION ANALYIS OF THE HUMAN RESOURCES

2.1. REAL HR Policy and Manual Our HR Policy and Manual is designed to suit the insurance environment and our organization. The Management team is headed by Chief Executive Officer with five Executives named Chief Financial Officer, Chief Operation Officer, Chief Information Officer, Human Resources Manager and Business Development and Marketing Manager. At REAL, we foster continuous technical training and on-the-job guidance for all staff. We strive perfect our skills by encouraging personal development planning. Our HR Policy and Manual has the following key areas in human resources:2.2. Principles Our principles of work are lying in three pillars of People, Innovation and Processes. We commit ourselves in developing our people so that they can effectively use the innovation to drive the processes that governs our organization.

2.3.

Our Values

Our values are Integrity, Excellence, Teamwork and Innovation. As a company we believe in innovation being the drive force for any modern organization while team work and excellence supports the innovation. If I was a CEO I would recommend a change of Excellence to be Excellent Customer Service .This is because the current values is not clear to staff and it does not consider the end user client. Having processes and innovation are not enough if the organization is not Customer oriented.
2.4.

Training and Development

At REAL Insurance we have created the opportunity for lower level staff to grow from one rank to another since we select few individuals who seem to have potential of growing. In addition to that the company incurs the cost of paying for college fees by educating operation staff on insurance. However this education scheme is limited to Insurance studies and to Operations staff only and is done on condition that the staff has to pass the exams, failure to that will lead to paying the cost. The current process is good however it has few areas that need improvement. If I was a CEO I would have changed the following;
i.

Selection of staff for promotion will be more objective and will include the results on performance appraisals done. I will establish internal jobs adverts for every staff instead of few Executive Managers selecting the one look favorably potential for the post. I will further consider the performance appraisal as one of the ways on how promotions are made, training opportunities and requirements, as well as the use of performance appraisal and assessment centers.

ii.

iii.

iv.

In education I would give room for other courses which would benefit the individuals and the company as I believe people are not the same and the motivation for one staff may not mean the same to the other. Furthermore the current challenges in the market have proven that more staff needs to be multi skilled in order to manage the competition.

v.

I will establish tools to evaluate the effectiveness of the training.

2.5. Employee relations: Under normal circumstance employee relation is critical as it manages all issues of staff affairs in the organization. Policies in the area of employee relations depends much on staff union recognition, and features like recognition, bargaining units and union membership agreements, agreements relating to negotiation, consultation, shop steward representation, membership of joint committees, safety matters and points of reference. One of the areas that need improvement is employee relationship and as CEO I would recommend the following;
i.

Establishment of an independent counseling to employees and/or supervisors to resolve work-related problems that may relate to performance and/or discipline based issues. Mediating disputes and advising all sides involved on matters relating to employee relations and human resources policies Coordinate Employee Assistance Program (EAP) services Have a clear administered the staff grievance process its not there at the moment. Strengthen the Employee Performance Management System (EPMS) Establish Staff Unions. All aspects and matters connected with the relationship between employers and employees at places of work, industrial and non-industrial, public and private .In an attempt to survive in a world of intense competition, achieve a competitive advantage and remain viable organizations opt for workplace democracy.

ii.

iii. iv. v. vi. vii.

2.6.

Performance Management.

We have established KPIs for Executive Team, senior managers and Team Leaders which are usually being signed off by the CEO. However not every other staff has KPI. We dont have a weekly monitoring of performance through score boards (Lead & Lag measures) and we usually review our performance half a year and every end of the year. We do not have a reward program yet for staff. In summary we dont have tools to monitor and analyze the performance cycle in our organization.

If I was a CEO I will start with the performance cycle to ensure that I mould the Performance Management to works in stages which represent a cycle and manage the procedures in a cycle. These will include Performance Planning where we will establish what is expected of me as an individual, Performance Development on which appropriate support to improve staffs performance would be dealt with, performance review assessment, coaching and appraisals. In addition I will also do the following: i. Establishment of KPI for the whole organization.
ii.

I will establish weekly monitoring and performance scorecard. Institutionalize performance appraisal to be done on quarterly basis. Performance management Identifying and satisfying learning and development needs. should consider own organization's needs for performance appraisal. In addition the coaching aspect has been lacking between managers, team leaders and Executives, this is one area where I will put more emphasis. 2.7. Recruitment and selection The human recruitment process is defined as any activity or practice carried on by an organization with the primary purpose of identifying and attracting potential employees.(A. E. Barber, Recruiting Employees (Thousand Oaks ,CA; Sage 1998). Our Recruitment process is preceded by an analysis of the job to be done and analytical study of the tasks to be performed is written into a job description so that the selectors know what physical and mental characteristics applicants must possess. Staffs replacement is mainly done as an automatic process whereby the vacancy is being filled immediately with internal staff. We dont head hunt or use recruitment agents because of the high costs associated with those processes. Our main source of recruiting is through advertisement on newspaper where our companys logo is always displayed.

iii. Formulate a reward program for staff.


iv. v.

vi. Over the period of time we have learnt that in choosing an appraisal system, HR Manager

Our selection process is through several methods or screening devices which include employment interviews and personality test. The employment interview is a vehicle for information exchange between applicant and interviewer regarding an applicant's suitability and interest in a job the employer seeks to fill. We usually conduct one interview for lower position or a senior position like Executive who are interviewed by the board while the middle level managers positions takes more than three interviews process. If I was to be a CEO I would improve recruitment process as follows;
i. I would establish human resources planning processes which will start by identifying the need

for human resources. A summary of the process is as drawn hereunder. ii. We will establish Matrix for human resources need. iii. iv. I am going to introduce job analysis procedures which provide important inputs in doing job specifications. I will introduce other means of recruitment depending on specific positions. Our recruitment policy will be flexible to consider other means like, private employment agencies, using present employees who may tell an acquaintance of the vacancies in the organization, educational institutions like UDSM, Mzumbe, ESAMI and the like, Labor unions and leasing, Campus visitations especially during the graduations or special forums and word of mouth. For professional position like qualified Underwriter which may need technical skills we will poach potential candidates. v. I will introduce Key Indicators for Recruitment Process, whereby a number of factors exert an influence over the kind of recruiting plan an organization enacts. These factors to be considered will be REAL recruitment policies, type of labor to be recruited, conditions of the labor market, cost of labor and time constraints. vi. I will introduce Realistic Job Preview (RJP) as a method of communicating to an applicant or new employee what it will be like to actually perform a certain job. This will assist employee during the orientation period, reducing reality shock and thus speeding the socialization process at REAL Insurance. vii. I will introduce competency test for applicants during the recruitment process. This process will be important as it will look beyond the physical to determine how suitable an applicant is. This is because it goes beyond what eyes can see. It checks the behaviors of the
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applicants as well as their characteristics, which influences and drives their performance on the job. A competency can then be seen as the underlying characteristics of a person which enables him to deliver or not deliver superior performances in a given job, role or situation. The most important job of a Human Resources person is the selection and hiring/recruitment of employees. viii. ix. Vacancy announcement will be broadening to consider our websites and announcement boards. At the moment we are not using any of these. I am going to introduce Recruitment process which has sequences as explained here under: x. xi. Depending on the number you have in mind, shortlist many candidates for the pretest selection to give you a variety of choice. Prepare interview questions for the pre-screening interview. Conduct the pre-screening interview (to trim down the number of candidates.) Prepare more practical questions for the next stage of the interview. Make your selection and present to the Management for the final selection. Conduct your background checks/reference checks on the successful candidates. Recruit the successful candidates. Conduct employee orientation. Hand over a copy of the employee Handbook to each of them.

Place them on probationary period before confirmation of appointments. Interviews will n be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different experts and can vary from a five minute 'chat' to a process of several days. Ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for Aptitudes (particularly useful for school leavers),Attainments intelligence and General

xii. xiii.

In more senior posts the techniques will Leaderless groups, Command exercises and Group problem solving. After jobs have been analyzed and documented, organizations must evaluate those to determine their relative worth compared to other jobs within the organization. The objective of job evaluation systems is to provide a consistent measure of job worth.

Figure 1: Overview of the Human Resources Planning Process

Source: Human Resources Management, Gaining Competitive Advantage Noe et el Hollenbeck, Gerhart, Wright Pg 178.

F ca t of La ore s d mn e ad

The two primary types of job evaluation are market-based and job content evaluations. Compare job positions to job descriptions to ensure proper classification. At least annually, the entity should review job position responsibilities to ensure proper classification and compliance with the Position Classification Act. The entity should also review and update job descriptions to ensure they are current and reflect actual job tasks. 2.8. Compensation and reward system In our organization we have developed a reward system for staff that suits staff who excel. As part of Compensation and Reward system and in line to our organization strategy the Human Resource Department is doing the following activities: i. Salaries are being reviewed annually.

ii. We use lunch as a motivation factor for underwriting teams alone we do not practice monthly

rewards.
iii. We monitor and oversee company communication systems. iv. Company meetings calendar are in place where staff can give out their inputs and Share

Companys way forward.


v. We do not have reward management system. vi. Our Payment systems are always done on monthly basis. vii. We only have lunch for staff and clients as motivation for target achievers but its not

officially documented and it is casually done by marketing department. That is to clearly say that we are yet to ensure that compensation systems effectively control our labor costs, improve employee productivity and boost quality of our insurance services to the client. If I was a CEO for REAL Insurance I will carefully designed a reward system that can greatly enhance an organization's effectiveness and productivity. Today, complex reward systems are needed to meet the demands of a more diverse workforce. As a CEO I will administer and introduce employee incentive program. These Programs will allow employees an opportunity to receive additional monetary awards. I will formulate the basic phases of a compensation and rewards process which are lacking at the moment and it will include the following critical processes:
Conduct a market survey to determine salary levels. Define how employees move within the salary schedule Analyze entity's jobs. Documentation of all job positions. Establish a job evaluation system.

Compare job positions to job descriptions to ensure proper classification. Determine which positions are exempt from the classification status.
Comply with the Labor laws of Tanzania. Develop a benefits program.

Accountability Modules Rewards and recognition play an important part in motivating employees and improving Performance.
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2.9. Human Resources Planning Human resources planning is the process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives. It involves the forecasting of human resources needs and the projected matching of individuals with expected vacancies. (International Labor Organization (ILO) Module 5 - Human Resources Human Resources planning address challenges related to future personnel needs, turnover rates, training requirements etc. The human resources department has the lead responsibility for implementing this practice. Our organization has challenges in Human Resources planning since 90% of our staff are below 25 years of age and we have overdone the size of the workforce in Operations which focuses on Technical issues. Operation has more than 98 % of our staff and there is no balance between business and operation staff. Modern business is Sales driven which is currently lacking at REAL Insurance. i. Human Resources Planning System

We have a system in place, including a written human resources policy of which some members of an organization are following. However not all processes are in place or the Human Resources Plan is known to every staff. As a CEO I would make sure that we have a Human Resource Planning processes which is can establish our workforce requirements, the one that is more flexible and considers work arrangements and the ones that considers staff to be acquired.
ii.

Retention of highly skilled staff

Issues about retention may not have been to the fore in recent years, but all it needs is for organizations to lose key staff to realize that an understanding of the pattern of resignation is needed. Thus as CEO of REAL Insurance I will suggest the following to be done:
i. ii. iii. iv.

Monitoring the extent of resignation. Discover the reasons for staff resignation. Establish what it is costing the organization Compare loss rates with other similar companies in the same industry.

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We have suffered a loss of potential staff in recent years because of lacking this understanding, and being unaware of how many good quality staff is being lost. This has cost the organization directly through the bill for separation, recruitment and induction, but also through a loss of long-term capability. The staff in Insurance industry is somehow expensive to be acquired.
iii.

Managing an effective downsizing program

In year 2009 we had retrenched more than ten staff. That experience left us with gap to fill since we had to recruit young staff that needed insurance training. The cost that came with retrenched exercise was too much to bear and we learnt from that. From the experience learned as a CEO I would have to cut the workforce painlessly, while at the same time protecting the long-term interests of the organization. By establishing the proper HRP it will help by considering:

The sort of workforce envisaged at the end of the exercise. The pros and cons of the different routes to get there. How the nature and extent of wastage will change during the run-down. The utility of retraining, redeployment and transfers.

I will introduce such an analysis to be presented to senior managers so that the cost benefit of various methods of reduction can be assessed, and the time taken to meet targets established. For an ideal Human Resources Planning to be applied for REAL Insurance will likely to have the followings system;

Which are responsive to change. Where assumptions can easily be modified. That recognize organizational fluidity around skills That allow flexibility in supply to be included That are simple to understand and use Which are not too time demanding. To operate such systems organizations I will introduce: Appropriate demand models Good monitoring and corrective action processes Comprehensive data about current employees and the external labor market An understanding how resourcing works in the organization.

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iv.

Conditions of Employment Organizations wanting to be successful shall have to: Turn their strategies into action Manage their processes efficiently Maximize their employees contributions and commitment Old ways of doing things will have to be abolished and new practices implemented The above shall go with re-engineering, restructuring, downsizing and behavioral change. The psychological contract what employees and employers want and expect from each other will change dramatically in the new work environment.

The good relationship, the happy marriage will become strained in an environment where cutting costs and improving productivity are managerial goals. Job security and secure career progression cannot be guaranteed as organizations endeavor to become flexible, de-layered, slimmer, changing to suit shifting markets. New values, trends and workplace demographics will result in revised expectations from the employees Employees will seek more opportunities for development, autonomy, flexibility and meaningful experiences; Employees attitude towards career management, leadership style, motivation and working conditions is changing The Relationship A new type of Psychological contract one that is more situational and short-term is emerging. Each party becoming much less dependent on the other for survival and growth.

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3. CONCLUSION

Organization do not exist in isolation they are influenced by social, economic and cultural factors, they have to conform to equal-opportunity employer with concern on social responsibility. The major areas of focus for HRM are now including the like of ; i. ii. iii. iv. v. vi. vii. viii. ix. x. An increase in cross border employment (e.g. in East Africa after 2007) A workforce that will be comfortable with other cultures The use of just-in-time professional workers An increase in outsourcing of administrative functions More innovative compensation practices Fewer organizations as a result of mergers and acquisitions A more selective approach by employees regarding their careers Telecommuting and other forms of flexible work being widely introduced; and Teams playing major roles HRM is emerging as a more critical factor in developing and maintaining an organizations competitive edge. The New Role of HRM is changing to some of the following critical areas; i. ii. iii. iv. v. vi. vii.
viii.

Few successful businesses can continue to rely on past policies and practices HR professionals can ill afford to continue to be functional experts. The New Roles To become involved with line managers in strategy formulation and implementation To come up with HR strategies that support the overall organizational strategy To become experts in the way work is organized and executed To become involved in reducing costs through administrative efficiency, while maintaining high quality To become involved in efforts to increase the employees contribution to the organization. To become an agent for continuous transformation, shaping processes and culture to help organizations improve their capacity for change.

ix.

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The concept of Human Resource Management is widely changing and there are the new challenges facing HRM.A modern Human Resource Manager will have the opportunity to address the current issues if he works on how to attract and retain people who can live with and often thrive upon uncertainty and on how to get and maintain the loyalty and commitment of employees when job security, promotion opportunities and career entitlements are declining.The obvious challenges that succumbs the Human Resources Managers are highlighted here in: a. How to meet career expectations of employees who expect rapid promotions in an organization that is becoming flatter and leaner and is not expanding enough. b. How to encourage (older) employees to take more responsibility for their own personal and professional development. c. How to develop procedures and processes that help managers and specialists understand and commit themselves to working together
d. How to build an organization culture and structure, in which employees feel satisfied,

challenged and empowered. To manage the complex and challenging environment, HR professionals in conjunction with line managers must adopt the innovative HR approaches which include the followings; Self-managed work teams (SMWT)

The teams within the work environment to determine what they want to do, how to do it, and when. Empower to use initiative in solving problems and managing themselves. Members participating in decisions such as who to hire for their teams, what equipment to purchase, what training is necessary to operate the equipment etc. The HR professionals are now becoming a coach/counselor/advisor to the team. The teams assessing their own training needs, participating in the design, delivery and evaluation of the programs Team-based work systems having the potential to create a more productive, creative and individual-fulfilling working environment.

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Playing a critical role in the new challenges facing HRM. Some of the teams evolving into virtual teams.

Alternative Workplace (AW)

An effort by HR management to transform the workplace by moving the work to the worker instead of the worker to the work. A combination of non-traditional work practices, settings and locations to supplement traditional offices Like SMWTs they are expected to increase employees commitment and productivity. Options available include: Placing workers on different shifts or travel schedules, thus enabling them to share the same desk and office space. Replacing traditional offices with open-plan space Implementing the concept of hotelling Creating satellite offices Introducing telecommuting AWs are based on the assumption that certain jobs either do not depend on specific locations and types of facilities or depend only partly on them. The HR managers challenge is how to appraise and measure performance of staff at AWs and how to reward them.

Virtual HRM A more innovative method of managing employees is using the World Wide Web for HR applications. Virtual HR management includes a wide range of functions such as making HR policies and procedures available through its intranet to managing the development and deployment of the organizations strategic skills. Virtual HRM. Web application for HR departments can lead to improved services, better communication and cost reduction It can also make an organization more successful and more competitive.

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4. BIBLIOGRAPHY Accountability Modules Human Resources: Compensation/Rewards Texas State Auditor's Office, Methodology Manual, rev. 12/93 Human Resources: Compensation/Rewards - 5

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