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Module 6 : Module 6 : Development of Human Development of Human Resources Resources Report Presentation Report Presentation of of Wayne Chavit and Karl Quipanes Wayne Chavit and Karl Quipanes MBA-Ex Batch 11 MBA-Ex Batch 11 Southwestern University Graduate School of Health Science, Management and Pedagogy Human Resources Management and Human Behavior in Organization (HRM-HBO) Dr. Albim Y. Cabatingan
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Module 6 : Development of Human Resources Report Presentation of Wayne Chavit and Karl Quipanes MBA-Ex Batch 11 Southwestern University Graduate School.

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Page 1: Module 6 : Development of Human Resources Report Presentation of Wayne Chavit and Karl Quipanes MBA-Ex Batch 11 Southwestern University Graduate School.

Module 6 :Module 6 :Development of Human Development of Human

ResourcesResources

Report Presentation Report Presentation

ofof

Wayne Chavit and Karl QuipanesWayne Chavit and Karl Quipanes

MBA-Ex Batch 11MBA-Ex Batch 11

Southwestern UniversityGraduate School of Health Science, Management and Pedagogy

Human Resources Management and Human Behavior in Organization

(HRM-HBO)Dr. Albim Y. Cabatingan

Page 2: Module 6 : Development of Human Resources Report Presentation of Wayne Chavit and Karl Quipanes MBA-Ex Batch 11 Southwestern University Graduate School.

Development of Human Development of Human ResourcesResources

• Topics:Topics:

• TrainingTraining• Career Planning/PathCareer Planning/Path• CounselingCounseling• Mentoring / CoachingMentoring / Coaching• Employee DisciplineEmployee Discipline

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• Introduction:Introduction:

In the economics of work, forward-looking management is In the economics of work, forward-looking management is one which provides opportunities for development of one which provides opportunities for development of human capital. Employees can best be partners in any human capital. Employees can best be partners in any enterprise if they are maximally develop to reach their enterprise if they are maximally develop to reach their optimum potential.optimum potential.

Human resources development is a function of Human resources development is a function of management that registers, traces and insures individual management that registers, traces and insures individual progress through continued job proficiency, career growth progress through continued job proficiency, career growth and individual guidance. Competencies are upgraded and and individual guidance. Competencies are upgraded and expertise is develop in this “broadening” phase of people expertise is develop in this “broadening” phase of people management.management.

Human resources development is only one of the five Human resources development is only one of the five functions of human resources management.functions of human resources management.

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Human resources, like other assets of an organization, should grow in Human resources, like other assets of an organization, should grow in worth soworth so

that their utilization reaches maximum strength and power. Any funds that their utilization reaches maximum strength and power. Any funds use foruse for

growth and development, should be considered an investment instead of growth and development, should be considered an investment instead of an an

expense.expense.

The organization should thus sharpen its perception to the need to The organization should thus sharpen its perception to the need to

commit commit resources in order to develop an ever ready work force that is effective resources in order to develop an ever ready work force that is effective

in thein the cognitive, motor and affective domains when needed.cognitive, motor and affective domains when needed.

Human resources development covers five programs:Human resources development covers five programs:

1. Training/Education1. Training/Education2. Career planning/path2. Career planning/path3. Counseling3. Counseling4. Mentoring/Coaching4. Mentoring/Coaching5. Employee discipline5. Employee discipline

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1.1. TRAINING:TRAINING:

- - A program of human resources A program of human resources development by which employees undergo development by which employees undergo instruction to upgrade and improve their instruction to upgrade and improve their knowledge, attitudes, skills and discipline. knowledge, attitudes, skills and discipline. In order to make them more effective on In order to make them more effective on their present jobs or better qualified for their present jobs or better qualified for another specific jobs.another specific jobs.

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• What are the signals or conditions that What are the signals or conditions that there is a there is a

need for training of your employees?need for training of your employees?

• Poor performancePoor performance• Low productivityLow productivity• High wastage or scrappage of resourcesHigh wastage or scrappage of resources• Increase expected reject rateIncrease expected reject rate• High accident rateHigh accident rate• Changes in employee career plans, Changes in employee career plans,

organization’s objectives, structure and staffing organization’s objectives, structure and staffing for the futurefor the future

• Untapped potential employees that are Untapped potential employees that are competentcompetent

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•Types of Training:Types of Training:

• OrientationOrientation – means task orientation covering duties – means task orientation covering duties and responsibilities. This type of training is afforded and responsibilities. This type of training is afforded to new employees on probation.to new employees on probation.

• On-the-job trainingOn-the-job training – This type of training does not – This type of training does not need any special school. It is simple and realistic need any special school. It is simple and realistic giving the worker a hands-on approach to actual giving the worker a hands-on approach to actual methods, problems and solutions right on the job.methods, problems and solutions right on the job.

• Vestibule trainingVestibule training – This type of training refers to – This type of training refers to employees which are offered a short course that employees which are offered a short course that would prepare them for a higher position they desire would prepare them for a higher position they desire to assume. This is appropriate for tenured to assume. This is appropriate for tenured employees who would like to be promoted, employees who would like to be promoted, transferred to other lateral positions.transferred to other lateral positions.

• Training for tenured employeesTraining for tenured employees – This type of – This type of training is classified for Operative and Managerial training is classified for Operative and Managerial employees which are trained on-site or off-site on a employees which are trained on-site or off-site on a formal or non-formal programs.formal or non-formal programs.

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2.2. CAREER PLANNING/PATH:CAREER PLANNING/PATH:

Career Planning Career Planning --It is a joint endeavor by the individual employee and It is a joint endeavor by the individual employee and management to course work path along which he moves management to course work path along which he moves toward greater personal and job growth and responsibility. toward greater personal and job growth and responsibility. It also serves as a motivation for the employee to do what It also serves as a motivation for the employee to do what he wants to do and assures that there are avenues for he wants to do and assures that there are avenues for growth and development depending on his capabilities and growth and development depending on his capabilities and interest. interest. The ultimate objective of career planning is to make the The ultimate objective of career planning is to make the individual accept responsibility for what ever he achieves.individual accept responsibility for what ever he achieves.

Career Path Career Path --The succession of positions or jobs that an individuals can The succession of positions or jobs that an individuals can expect during their stay in the organization. expect during their stay in the organization.

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• Steps in career planning program:Steps in career planning program:1. Utilize the career growth cycle1. Utilize the career growth cycle

Performance

Goals

Effort

Success

Recognition

Esteem

Feedback

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2. Plan and utilize the job itself2. Plan and utilize the job itself - The job is - The job is the focus of attention. Abilities, skills and the focus of attention. Abilities, skills and attitudes are considered the level of job attitudes are considered the level of job difficulty.difficulty.

3. Set goals3. Set goals - Both the organization and the - Both the organization and the employee goals are identified, explained employee goals are identified, explained and established.and established.

4. Conduct frequent performance review and 4. Conduct frequent performance review and feedback.feedback. - Using performance as the main - Using performance as the main criterion of evaluation, it is pitted against criterion of evaluation, it is pitted against goals. goals.

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3.3. COUNSELING:COUNSELING:

- Is the two-way communication process - Is the two-way communication process involving professional guide and a client involving professional guide and a client who seeks assistance in solving the who seeks assistance in solving the client’s problem or set of problemsclient’s problem or set of problems

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• Types of Counseling:Types of Counseling:

1. Job counseling1. Job counseling – Which deals mainly – Which deals mainly with job related problems. with job related problems.

ex. habitual tardiness in ex. habitual tardiness in submission of job reports, late in reporting to submission of job reports, late in reporting to work, poor productivity, high in material work, poor productivity, high in material wastage and no good superior-subordinate wastage and no good superior-subordinate relationship.relationship.

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2. Personal counseling2. Personal counseling – Which deals – Which deals mainly with psychological, moral, mainly with psychological, moral, religious, social problems affecting the religious, social problems affecting the employee and his family.employee and his family.

ex. alcoholism, moral turpitude, ex. alcoholism, moral turpitude, family and home problems.family and home problems.

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• Types of Counseling Cases:Types of Counseling Cases:

1. Normal1. Normal – refers to problems that – refers to problems that surface rarely or “normal” in daily life surface rarely or “normal” in daily life activities.activities.

2. Slightly abnormal2. Slightly abnormal – refers to – refers to problems that are due to recent incidents problems that are due to recent incidents or occurrences that have affected some or occurrences that have affected some aspects of life and job activities.aspects of life and job activities.

3. Neurotic and psychotic3. Neurotic and psychotic – refers to – refers to problems that are deeply embedded and problems that are deeply embedded and have complex ramifications. have complex ramifications.

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• Counseling approaches:Counseling approaches:1. Directive1. Directive – The counselee is – The counselee is

confused and cannot help himself. He confused and cannot help himself. He needs somebody to solve his problem.needs somebody to solve his problem.

2. Non-directive2. Non-directive – The counselee has – The counselee has the ability to see through himself and his the ability to see through himself and his problem. He can solve his problem thus problem. He can solve his problem thus help himself.help himself.

3. Non-coercive3. Non-coercive – This is a kind of – This is a kind of approach that uses directive and/or non- approach that uses directive and/or non- directive approaches depending on the directive approaches depending on the type of client, problems and circumstances type of client, problems and circumstances surrounding the problem. surrounding the problem.

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4.4. Mentoring / CoachingMentoring / Coaching– Great managers will tell you that their best management Great managers will tell you that their best management

skills were learned by coaching and mentoring by other skills were learned by coaching and mentoring by other great leaders. A coach is someone who will challenge great leaders. A coach is someone who will challenge and support your effort to reach your leadership and support your effort to reach your leadership potential. potential.

• Characteristic of Coaching:Characteristic of Coaching:– It consists of one-on-one development discussion.It consists of one-on-one development discussion.– It provides people with feedback on both their strength and It provides people with feedback on both their strength and

weaknesses.weaknesses.– It focuses on improving performance and developing / It focuses on improving performance and developing /

enhancing individuals skills.enhancing individuals skills.– Coaching activities have both organizational and individual Coaching activities have both organizational and individual

goals.goals.– It is time boundedIt is time bounded

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• Individual and management development can take place in many forms, Individual and management development can take place in many forms, some delivered by managers and some by internal or external coaches, or some delivered by managers and some by internal or external coaches, or mentors. Robert Dilts defines the different activities as follows:mentors. Robert Dilts defines the different activities as follows:

1.1. GuidingGuidingThe process of directing an individual or a group along the path The process of directing an individual or a group along the path

leading from present state to a desired state. leading from present state to a desired state.

2.2. CoachingCoachingHelping another person to improve awareness, to set and achieve Helping another person to improve awareness, to set and achieve

goals in order to improve a particular behavioral performance.goals in order to improve a particular behavioral performance.

3.3. TeachingTeachingHelping an individual or group develop cognitive skills and Helping an individual or group develop cognitive skills and

capabilities.capabilities.

4.4. MentoringMentoringHelping to shape an individual’s belief and values in a positive Helping to shape an individual’s belief and values in a positive

way; often a longer term career relationship from someone who has done way; often a longer term career relationship from someone who has done it before.it before.

5.5. CounselingCounselingHelping an individual to improve performance by resolving Helping an individual to improve performance by resolving

situations from the past. situations from the past.

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MentoringMentoring• Ongoing relationships that can last for a long period of time.Ongoing relationships that can last for a long period of time.• Can be more informal and meeting can take place as and when the mentee Can be more informal and meeting can take place as and when the mentee

needs some advice, guidance and support.needs some advice, guidance and support.• More long-term and takes a broader view of the person.More long-term and takes a broader view of the person.• Mentors is usually more experienced and qualified than the mentee. Often Mentors is usually more experienced and qualified than the mentee. Often

a senior person in the organization who can pass on knowledge, a senior person in the organization who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities.experience and open doors to otherwise out-of-reach opportunities.

• Focus is on career and personal development.Focus is on career and personal development.• Agenda is set by the mentee, with the mentor providing support and Agenda is set by the mentee, with the mentor providing support and

guidance to prepare then for future roles.guidance to prepare then for future roles.• Mentoring resolves more around developing the mentee professionalMentoring resolves more around developing the mentee professional

CoachingCoaching• Relationship generally has a set durationRelationship generally has a set duration• Generally more structured in nature and meetings are scheduled on a Generally more structured in nature and meetings are scheduled on a

regular basis.regular basis.• Short-term ( sometimes time-bounded) and focuses on specific Short-term ( sometimes time-bounded) and focuses on specific

development areas.development areas.• Coaching is generally not performed on the basis that the coach needs to Coaching is generally not performed on the basis that the coach needs to

have direct experience of their clients formal occupational role, useless the have direct experience of their clients formal occupational role, useless the coaching is specific and skills-focused.coaching is specific and skills-focused.

• Focus is generally on development issues at work.Focus is generally on development issues at work.• The agenda is focused on achieving specific, immediate goals.The agenda is focused on achieving specific, immediate goals.• Coaching revolves more around specific development areas / issues.Coaching revolves more around specific development areas / issues.

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Counseling is a highly skilled intervention focused on helping individual Counseling is a highly skilled intervention focused on helping individual address underlying psychological problems.address underlying psychological problems.

CounselingCounseling

• Broader focus and greater depthBroader focus and greater depth• Goal is to help people understand the root causes of long-standing Goal is to help people understand the root causes of long-standing

performance problems / issues at work.performance problems / issues at work.• A short-term intervention, but can last for longer time periods due to the A short-term intervention, but can last for longer time periods due to the

breadth of issues to be addressed.breadth of issues to be addressed.• Counseling can be used to address psycho-social as well as performance Counseling can be used to address psycho-social as well as performance

issues.issues.• The agenda is generally agreed by the individuals and the counselor.The agenda is generally agreed by the individuals and the counselor.• Other stakeholders are rarely involved.Other stakeholders are rarely involved.

CoachingCoaching

• Narrower focusNarrower focus• The goal is to improve an individual’s performance at workThe goal is to improve an individual’s performance at work• Tends for be a short-term intervention.Tends for be a short-term intervention.• Coaching does not seek to resolve any underlying psychological problems. Coaching does not seek to resolve any underlying psychological problems.

It assumes a person does not require a psycho-social intervention.It assumes a person does not require a psycho-social intervention.• The agenda is typically set by the individual, but in agreement / The agenda is typically set by the individual, but in agreement /

consultation with the organization.consultation with the organization.• Other stakeholders are involved.Other stakeholders are involved.

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• Coaching is part of the new performance-Coaching is part of the new performance-led culture of employment rather than the led culture of employment rather than the traditional employment model of job traditional employment model of job security. It is a process and a solution that security. It is a process and a solution that suits our times. It is an effective suits our times. It is an effective mechanism for enable an organization to mechanism for enable an organization to meet competitive pressures, plan for meet competitive pressures, plan for succession and bring about change.succession and bring about change.

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Benefit of Coaching in the OrganizationBenefit of Coaching in the Organization

• Improve productivity, quality, customer service and Improve productivity, quality, customer service and shareholder valueshareholder value

• Can gain increased employee commitment and Can gain increased employee commitment and satisfaction which can lead to improve retention.satisfaction which can lead to improve retention.

• Demonstrate to employees that an organization is Demonstrate to employees that an organization is committed to developing its staff and helping them committed to developing its staff and helping them improve their skills.improve their skills.

• Support employees who’ve been promoted to cope Support employees who’ve been promoted to cope with new responsibilities.with new responsibilities.

• Help employees to sort out personal issues that might Help employees to sort out personal issues that might otherwise affect performance at work.otherwise affect performance at work.

• Gain a satisfactory process for self-developmentGain a satisfactory process for self-development

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• Benefit of Coaching for the IndividualsBenefit of Coaching for the Individuals

– Learn to solve own problemsLearn to solve own problems– Improve managerial and interpersonal skillsImprove managerial and interpersonal skills– Have better relationship with colleaguesHave better relationship with colleagues– Learn how to identify and act on development needsLearn how to identify and act on development needs– Have greater confidenceHave greater confidence– Become more effective, assertive in dealing with peopleBecome more effective, assertive in dealing with people– Have a positive impact on performanceHave a positive impact on performance– Have greater self-awareness and gain of new Have greater self-awareness and gain of new

perspectiveperspective– Acquire new skills and abilitiesAcquire new skills and abilities– Develop grater adaptability to changeDevelop grater adaptability to change– Improve work-life balanceImprove work-life balance– Reduce stress levelsReduce stress levels

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• Types of Coaching:Types of Coaching:

1.1.Executive CoachingExecutive Coaching2.2.Performance CoachingPerformance Coaching3.3.Skills CoachingSkills Coaching4.4.Career CoachingCareer Coaching5.5.Personal or life CoachingPersonal or life Coaching6.6.Business CoachingBusiness Coaching7.7.Team FacilitationTeam Facilitation

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5. Employee Discipline5. Employee Discipline

– All employers need to know how to discipline their All employers need to know how to discipline their employees fairly. Mishandling disciplinary issues gives employees fairly. Mishandling disciplinary issues gives rise to a huge number of employment tribunal claims rise to a huge number of employment tribunal claims every year including for breach of contract, unfair every year including for breach of contract, unfair dismissal and discrimination.dismissal and discrimination.

• The keys to successful employee discipline are:The keys to successful employee discipline are:

– Notifying employees of company policiesNotifying employees of company policies– Treating every employee in the same mannerTreating every employee in the same manner– Good communicationGood communication– Putting the employee on notice of the inappropriate Putting the employee on notice of the inappropriate

conduct through a verbal or written counseling conduct through a verbal or written counseling statementstatement

Page 25: Module 6 : Development of Human Resources Report Presentation of Wayne Chavit and Karl Quipanes MBA-Ex Batch 11 Southwestern University Graduate School.

• Five Sins of DisciplineFive Sins of Discipline

1.1. Discipline as punishmentDiscipline as punishment

Perhaps one of the most prevalent errors is based Perhaps one of the most prevalent errors is based on the idea that discipline is punishment. The manager on the idea that discipline is punishment. The manager that perceives discipline as a punishment process tends to that perceives discipline as a punishment process tends to apply negative sanctions, expecting that those negative apply negative sanctions, expecting that those negative sanctions will have some sort of positive effect. The sanctions will have some sort of positive effect. The alternative perspective is to consider discipline in it’s alternative perspective is to consider discipline in it’s original sense, as a opportunity for the employee to learn. original sense, as a opportunity for the employee to learn. Discipline, in this approach focuses on what the employee Discipline, in this approach focuses on what the employee must learn in order to bring his/her behavior in line with must learn in order to bring his/her behavior in line with the needs and expectation of the organization. the needs and expectation of the organization.

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2.2. Discipline As An I-You ConfrontationDiscipline As An I-You Confrontation

Consider discipline as requiring you and the staff Consider discipline as requiring you and the staff member to work together to solve a problem. The member to work together to solve a problem. The fundamental task, when possible, is to create a situation fundamental task, when possible, is to create a situation which encourages the staff member to work with you to which encourages the staff member to work with you to identify causes of problematic behavior, and to take identify causes of problematic behavior, and to take action to correct those problems.action to correct those problems.

3. Too Late, Too Late3. Too Late, Too Late

It’s probably sage to say that managers do not go It’s probably sage to say that managers do not go hunting for disciplinary problems. Sometimes, though hunting for disciplinary problems. Sometimes, though managers are too slow to respond to an emerging issue or managers are too slow to respond to an emerging issue or problem. There are a number of reasons for this.problem. There are a number of reasons for this.

Development of Human ResourcesDevelopment of Human Resources

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– Something not worth addressingSomething not worth addressing– Desire to have harmonyDesire to have harmony– Perception that discipline is a cause of Perception that discipline is a cause of

disharmonydisharmony– Simple dreadSimple dread

The reason why delay is problematic is that it The reason why delay is problematic is that it sends a message that undesirable behavior will be sends a message that undesirable behavior will be accepted or even not noticed. Delay can have an accepted or even not noticed. Delay can have an adverse effect on the manager later, if the problem adverse effect on the manager later, if the problem increases in frequency and intensity so it cannot be increases in frequency and intensity so it cannot be ignored.ignored.

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4.4. A Non-Progressive ApproachA Non-Progressive Approach

Is the issue of progressive, or lack of it. Is the issue of progressive, or lack of it. Progressive discipline starts with the least possible use of Progressive discipline starts with the least possible use of power and disciplinary action, and over time, will involve power and disciplinary action, and over time, will involve stronger actions, if the situation continues.stronger actions, if the situation continues.

5.5. Missing Root CausesMissing Root Causes

In some situation an offer of positive rewards may In some situation an offer of positive rewards may have little effect on behavior, simply because they do not have little effect on behavior, simply because they do not address the root causes of the problem, and leave the address the root causes of the problem, and leave the employee “on their own” to figure out a solution. Without employee “on their own” to figure out a solution. Without knowing the root causes underlying a performance knowing the root causes underlying a performance problem it will be difficult to work with an employee to problem it will be difficult to work with an employee to improve that performance.improve that performance.

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• When can you discipline an employee?When can you discipline an employee?

An employer should follow a proper disciplinary An employer should follow a proper disciplinary process if it believes that an employee may be guilty of process if it believes that an employee may be guilty of misconduct. As far as possible, the objective of the misconduct. As far as possible, the objective of the disciplinary procedure should be to improve conduct, rather disciplinary procedure should be to improve conduct, rather than simply to punish wrongdoing. Sometimes it will be than simply to punish wrongdoing. Sometimes it will be clear that an allegation of misconduct is being made.clear that an allegation of misconduct is being made.

For example, if an employer believes an For example, if an employer believes an employee has been emailing trade secrets to a competitor, employee has been emailing trade secrets to a competitor, this is an allegation of misconduct and any action taken this is an allegation of misconduct and any action taken should be in line with proper disciplinary procedures.should be in line with proper disciplinary procedures.

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If an employee is underperforming at work however, If an employee is underperforming at work however, this should normally be treated as a capability issue and this should normally be treated as a capability issue and disciplinary action will rarely be appropriate. Instead, the disciplinary action will rarely be appropriate. Instead, the employee should be taken through a capability process employee should be taken through a capability process designed to improve performance.designed to improve performance.

Similarly, absence because of ill health is not a disciplinary Similarly, absence because of ill health is not a disciplinary offence, unless the employer has some evidence that the offence, unless the employer has some evidence that the employee is malingering, and the employer should follow employee is malingering, and the employer should follow an absence management process, rather than disciplining an absence management process, rather than disciplining an employee who has been absent from work. It is an employee who has been absent from work. It is therefore essential to distinguish between capability issues therefore essential to distinguish between capability issues which should be dealt with under a capability process and which should be dealt with under a capability process and true disciplinary matters. Only allegations of misconduct true disciplinary matters. Only allegations of misconduct should be dealt with by a disciplinary process.should be dealt with by a disciplinary process.

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• What should you do before disciplining an What should you do before disciplining an employee?employee?

Before any disciplinary hearing is convened, the Before any disciplinary hearing is convened, the employer should appoint an Investigator to investigate employer should appoint an Investigator to investigate the allegations on the employer's behalf. The employer's the allegations on the employer's behalf. The employer's disciplinary procedure may specify who this person disciplinary procedure may specify who this person should be, but wherever possible it should be someone should be, but wherever possible it should be someone relatively senior who will have an understanding of the relatively senior who will have an understanding of the issues.issues.

• Three forms of disciplinary action:Three forms of disciplinary action:

• You can give a written warning.You can give a written warning.• You can suspend an employee without pay for a You can suspend an employee without pay for a

designated span of time.designated span of time.• You can dismiss the employee.You can dismiss the employee.

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Thank Thank you!you!