MSL 705 Design of Human

Resource Management
Systems
Introduction—Role of HR
Management Concept

 Management as verb: What they do? Planning, Controlling, Coordinating,

Motivating
 Management as a Noun: Who. Top, Middle & Lower Levels (Above the core
cadre in an organization
 Management as Adjective: What skills do they have
Conceptual
People management skill
Technical
Skills map with levels
Deconstructing Human Resource
Management Skills
 Two perspectives on People Management
 A) Skill: Every manager includes understanding interpersonal, group behavior,
team ,communication, perception, motivation etc. Traditionally covered
under the broad area of Organizational Behaviour
 B) Design of Systems to manage collectivities. For their entire lifecycle--HRM
Birth to separation
ATTRACTING--recruitment
SELECTING--Selection
MOTIVATING—Performance Management, Motivation, Compensation & rewards
DEVELOPING –Training & Development, Career management
END OF CYCLE—Managing Voluntary & Involuntary Exits
Contingency Factors

 RIGHT PEOPLE (NOT NECESSARILY THE BEST)

 Rightness comes from
Cultural Beliefs and Value Systems (HR at Netflix)
Business Goals Objectives and Strategy
Design of Systems –Metrics to measure performance e.g., Recruitment metric
would include cost of hiring, time to hire retention, quality of hire etc.
Metric comes from HR as situated in a business.

One way of looking at it HR Scorecard

NEW HR METRICS: Scoring on the
New Business Scorecard

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7
Strategic Focus: the Core

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Operational Excellence
• Firms uniqueness or competitive advantage is tied to cost
• Offer products ‘our way’ to customers at a price lower than competitors
• Example: McDonalds, Federal Express Jio and other fast food chains
WALMART:

11443 stores worldwide (2021), $559 billion revenue

2.3 million associates worldwide (2021)
24 countries, 10,500 stores, 48 banners serving 220 million customers

❖ ‘Everyday Low Prices’ – ELP, consistently pricing products lower than rivals
❖ Made customers addicted to lower prices along a large range of assorted products
❖ Innovative supply chain management with its fleet drivers using the most efficient
routes and reducing empty miles considerably
❖ Using Barcodes and Radio Frequency Identification (RFID) for effective
9 low cost
inventory management
 Operational Excellence
• Firms following an Operational Excellence Strategy need work force:

Identifies with business processes

Is trainable
Can learn rapidly
Willingly follows the action plan
Is generally short term focused
Seeks to avoid waste and minimise cost
Driven by incremental improvement

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 Product &/or Service Leadership
Innovation is the key
Apple, 3M, Intel, Merck, GlaxoSmithKline, Nike – the ‘new way
SONY:

❖ ‘To do what others do not do’ – 1st CD player, 1st portable cassette player, 1st
Walkman

❖ Redefine conventional products and creates new ones based on foresight

❖ ‘Walkman’ by Sony, 1979 could not be beaten by rivals even when they produced
similar products because it was the first of its kind technological gadget that
revolutionized the industry and how people could listen to music

❖ ‘Mavica’, digital camera by Sony, 1997, had 50% higher sales than Kodak and Casio
for its ease of use

❖ Sony’s Virtual Reality PlayStation, 2016 focused on video games,11camera sensors and
entertainment over TV and smartphones
 Product or Service leadership

Firms following Product/ Service leadership need a workforce

• Challenges status quo
Is anti- bureaucratic
Has a long term focus
Driven by learning
Greater tolerance for ambiguity
Willing to take greater risk
Should not be structured or streamlined as its members are expected to be
innovative, creative and think out of the box

• ’
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 Customer Intimicay
Customer Value & Relationship is the key driver
HOME DEPOT:

Focuses on the customer’s lifetime value and not on the value of a single transaction,
building customer loyalty in the long run

Clerks at Home Depot spend as much time as needed by a customer to get the right
product to fix his/her home repair problem

They are never in a hurry

Individual service is Home Depot’s forte

Strategy is not built around selling products but providing all the necessary
information and service

2,000 store locations, $132.2 bn sales in 2020, 30% increase y-o-y, 13

89% increase in sales in 2020 with its digital platform, 29% market share in 2020
 Customer Intimacy

• Customer intimacy value proposition offers unique solutions customised for the clients

 Workforce constantly finding and improving solutions

 Constantly seek customer intelligence
 Be adaptable and flexible

Concerned with making results happen for the Customer

Driven by customer success
Employees need to think, capture and disseminate information and better utilize the
information in meeting the customers unique demands

Example: Roadway Express, PWC, Dell etc. – ‘Your way’

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HR Deliverables: Generic

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HR DELIVERABLES

Behavior

Knowledge

Mindset/Attitude

Workforce Behavior

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HR COMPETENCIES

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New Role of HR: Two dimensions—Dave Ulrich
Long Term

I. STRATEGIC PARTNER IV. CHANGE AGENT

Formulating Strategy All technology, strategic Changes—

Implementing the strategy should be spearheaded by HR
EFFECTIVENESS—Doing the right thing
People Focus
Process Focus

III. EMPLOYEE CHAMPION

II. ADMINISTRATIVE EXPERT Systems for needs of unique groups
Design of systems-- Efficient

Short Term 18
 ASSESSING HR COMPETENCIES

• The HR function can be conceived as having process and focus on

administrative efficiency

• HR’s employee advocacy role with focus on serving the workforce, growth and
retention of critical workforce

• HR align’s HR strategy with the firms strategy

• The focus of the HR function should correlate with the firms lifecycle and
strategic choice

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Competencies of the HR workforce are their strengths and weakness in the specific areas of
expected HR performance

1. Administration Expertise:- HR function can be conceived as having a process and tactical focus
on administrative efficiency on delivery of HR transactions

Example: LinkedIN, motto ‘Wok hard play hard’, hosts team musical parties to reward employees for
their hard work, ‘InDay’ once a month where employees set aside regular work and work on new
ideas/areas, Employee turnover less than 8% and promotions over 17%

II. Employee Champion/ Relations:- Its an operational focus on serving the workforce and also
the growth and retention of critical components of workforce

Example: Johnson and Johnson – ‘SUMMIT’, an integrated platform for self-enrollment in training
and learning; ‘MyDevelopment’, global personal development platform with 3 Es – Education,
Exposure, Experience; career conversations with managers throughout 20the year, encourage
employees to build development plans
III. Strategy Execution:- HR better enables the firm to execute its strategy by aligning
Business practices with business strategy

Example: Apple’s business strategy – product differentiation

Apples’ hiring process – select only the best, put up thought provoking questions through the
selection process, group exercises, role play, public speaking and judge the ability to think ‘out
of the box’

IV. Change Agency/Workforce:- HR should not focus on only one area or role but also keep a
tap on cultural change and help the workforce to adapt to the coming changes (Unilever
example)

Example: Microsoft’s Chief People Officer, Kathleen Hogan, has offered flexibility as to ‘work
site’ (home or office) and work hours (start/end times, full-time/part-time)
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to its employees in
the backdrop of the pandemic and also offers guidance to all its employees and managers in
case need be
FOR INSTANCE

• A firm pursuing an operational excellence strategy would want an HR function

concerned with administrative efficiency

• A firm moving from product leadership to operational excellence strategy

would require significant HR competencies in cultural change as well as in
strategy execution

• Firms pursuing a product or service leadership strategy would most likely want
HR focused on populating the firm with the very best R&D or technical in order
to distinguish itself from its competitors
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 ASSESSING HR SYSTEMS
• Three ways of assessing HR Systems:

Alignment
 Operational Excellence
 Product Leadership
 Customer Intimacy
Integration
Differentiation

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Integration

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• Firms business strategy, communication about business strategy, strategic
directions and design of the work all needs to be integrated

• Measurement, selection, development and motivation needs to be aligned

and integrated with a common language

• Huselid’s survey of some 1000 firms indicate that alignment and integration
of firm’s HR plays a critical role in firm success and operational efficiency

• Substantial changes in market value occurs based on the extent to which the
HR system are aligned and integrated

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Differentiation

AT&T: researchers, unique, Intel: engineers at Intel who

holding its research labs and develop microprocessors,
research department while highly unique and add high
contributing little to its day-to-day value to the firm, helping it
value proposition stay ahead of competition

Unilever: Enterprise Resource United Parcel Service (UPS):

Planning (ERP) systems, drivers of UPS went on a strike,
integration across different not uniquely skilled but of high
countries and locations, under value to the company to keep
the HR administrative function its operations going
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DIFFERENTIATION

• Contract Service: Readily available human capital with little strategic leverage
This work is far from core in delivering firms value proposition
and is candidate for out sourcing

• Strategic Capabilities: Narrow distribution in labor market and have significant

impact on firms value proposition

• Professional Partners: positions inside a firm not directly responsible for

leveraging firms value proposition
For a manufacturing firm it can be law, accounting, finance and HR

• Operational Partners: Widely distributed in the labour market and have

significant impact on delivering firms value proposition.

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 LINKING TO THE BUSINESS SCORECARD

• HR has been linked in building competencies, aligning practices

• What HR must deliver is a workforce. Workforce success is the ultimate

goal of the HR system

• Studies like the Gallup survey and Sears’ survey have established a
relationship between workforce behavior, operational success, customer
success and financial success

• The objective is to drive those behaviors which cause a substantial

impact on the business process and lead to customer success
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• The idea is to ask HR managers their deliverables in terms
of workforce mindset just like line managers are
responsible for operational success

• The financial success of an organisation ultimately

provides the rewards for the employees which affect their
success and competency

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HR PROCESSES

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Objectives of HR Systems--Employee Life Cycle

Objectives – Functions—Course Outline

▪ Attracting
 Recruitment
▪ Selecting
 Selection
▪ Motivating
▪ Developing  Performance Appraisal
Context  Compensation & reward
• Strategy Mechanisms
• Culture  Training & Development
• Legal requirements  Career
Management/Managing Exits

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THANK YOU!
MSL 705 Design of Human
Resource Management
Systems
Building Blocks of HR--Job Analysis,
Design & HR Planning
 1 2 3
JOB ANALYSIS JOB DESIGN MANPOWER PLANNING

• What is to be done? • How it is to be done? • How many are

• Who can do it? required?

THIS module (II) : Planning for Talent

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 I.

JOB ANALYSIS

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 What is Job Analysis ?

 Defined as: “The procedure for determining the duties and skill requirements of a
job and the kind of person who should be hired for it.” (Dessler, 2016).
 It entails gathering the following information:
➢ Duties & responsibilities
➢ Methods to carry out the job
➢ Techniques, systems & procedures
➢ Relationship that must exist between the job-holder, his superior,
subordinates and Colleagues.
➢ Employee requirements
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 Result of Job Analysis

 Broadly resulting in:

a) JOB DESCRIPTION: Tasks, Duties & Responsibilities

(TDRs)

b) JOB SPECIFICATIONS/ JOB REQUIREMENTS:

Knowledge Skills Attitudes & Other Characteristics
(KSAOCs)
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Job Description
and
Specifications/
Requirements

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 Uses of Job Analysis

 Recruitment
 Selection
 Training
 Counseling
 Employee Safety
 Performance Appraisal
 Administering Rewards
 Job Design & Redesign
 Job Evaluation for wage and salary determination 40
 Process of Job Analysis

 Organisational Analysis

 Selection of representative positions to be anlaysed

 Collection of job analysis data

 Preparation of job description

 Preparation of job specifications/requirements

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 Methods of Job Analysis

3 Broad categories:

❖ Conventional Methods (7)

The Position Analysis
Questionnaire (PAQ)
❖ Quantitative Job Analysis Techniques

Electronic Job Analysis

Methods
❖ Other/ Non-conventional Sources (3)
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Position Analysis Questionnaire

129 questions
 Information input
 Mental processes
 Work Output
 Relationship with other people
 Job context
 Job related variables
❖Conventional Methods of Job
Analysis
1. Observation Method
2. Individual Interview Method
3. Group Interview Method
4. Structured Questionnaire Method
5. Technical Conference Method
6. Diary Method
7. Critical Incidents
8. Fleishman Job Analysis Survey (F–JAS)
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 Key Issues

 Method depends on a) nature of the job, b) organizational

requirements c) Efficiency and cost considerations

 Multi method job analysis approach

 Job Descriptions/Specifications in sync with the organizational

goals/ strategy.

 Change initiative(s) at the top needs to reflected in jobs for change

initiative to be successful

 Dynamism & flexibility in roles—Dejobbing

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EXAMPLE OF A JOB DESCRIPTION

Business development consultant

Job description
 Develop business with the assigned accounts.
 Create strategic development plans, including active sales pipeline and implementation, to build new
profitable business.
 Track and report progress with implementation of strategic plan, customer budgets, and ongoing forecasts.
 Train business development team regarding different phases of the sales cycle and meeting projects’ goals.
 Perform analysis to determine opportunities in the market.
 Assess the profitability of existing products and service offerings.
 Improve existing business by increasing profitability and customer satisfaction
 Manage business deals from negotiation to close.
 Monitor contracts implementation from contract performance, customer payment terms, to delivery terms.
 Build and maintain long-lasting customer relationships.

Teach a Course 46
Job requirements
 Ability to work independently with little or no supervision.
 Dedication to develop clients’ business.
 Derive energy from facing challenges and provide actionable solutions.
 Excellent verbal and written communication in [X] language.
 [X] year(s) experience in business management or related roles.
 A proven track record of business development success.
 [X] degree in Business Administration or other relevant fields.


Teach a Course 47
JOB DESIGN
 Goals of Job Design
To meet the organisational requirements such
as higher productivity, operational efficiency,
quality of service etc.
To satisfy the needs of the individual
employees.
To integrate the individual’s need with the
organisational requirement.
 Approaches to Job Design

1. ENGINEERING APPROACH

2. JOB CHARACTERISITCS APPROACH

 1. Engineering Approach
Proposed by F.W. Taylor
Work shd. be scientifically studied
Work shd. be arranged so that workers can be
efficient (Man machine system) (Time & Motion
studies)
Employees selected for work should be
matched to the demands of the job
Employees should be trained to perform the job
Monetary compensation should be used to
reward successful performance (rational
economic) piece rate systemf the job.
Flaws in the Engineering Approach

Repetition
Mechanical pacing
No end product
Little social interaction
 2. Human Relations Approach
• Recognised the need to design the jobs
which are interesting & rewarding.
• According to Herzberg, job designer has
to introduce hygienic factors adequately
to reduce dissatisfaction & build
motivating factors.
• Emphasis on job enrichment; meeting the
psychological needs of the emp. in
designing jobs.
 Job Characterisitics Approach
Component Psychological Outcome
State
1. Task Variety Experience Higher
2. Task Identity Meaningfulness Motivn. &
3. Task Significance Satisfactn.

4. Autonomy Experience Higher

Responsibility Productivity
5. Feedback Knowledge
of results
HR Planning
Manpower/HR Planning
Process that leads to (metric indicators/ effectiveness criteria)
• The right number of people.
• The right kind of people
• At right place
• At right time
Process

 FORECASTING—Manpower requirements-- Labour Markets

 Internal Demand & Supply
 External Demand & Supply
 Techniques (External D&S)
 Trend Analysis—For existing Labor Markets
 Delphi technique
Techniques (External D&S)

 Trend Analysis
 Quantitative
 Existing Labor Markets
 Extrapolation from past data
 Trend lines need to be corrected for factors impacting the trend line
 Relevant benchmark labour market
Delphi
Qualitative
new Industries (Skill Sets)
Consensus (no outliers)
Techniques (Internal D & S)
Finance Marketin HR…
g
Senior VP

VP

(a
Senior )
Manager
(b)

Manager

a = no. of position
b = no. of people
Outcome

D<S

D>S
Recruitment & Selection
Recruitment & Selection

BUSINESS OBJECTIVES

HR PLANNING

JOB ANALYSIS

JOB DESCRIPTION JOB SPECIFICATION

RECRUITMENT &
SELECTION
Planning for Recruitment & Selection

 Yield Ratio
 Time Lapse Data
 Policy Considerations (e.g. Diversity/minority hiring
 Passive Non Discrimination
 Active Non Discrimination
 Soft Quota (Workforce Utilization)
 Hard Quota
 RECRUITMENT

The Process of generating a pool of qualified candidates for a

particular job.

OR

The Process of discovering potential candidates.

RECRUITMENT GOALS

Attract the Qualified Applicants.

Encourage Unqualified Applicants to self-

select themselves out.
 STRATEGIC RECRUITING
DECISIONS
➢ How Many Employees Needed
HR PLANNING ➢ When Needed
DECISIONS ➢ KSAs Needed
➢ Special Qualifications

➢ Where to Recruit: Internal/External

STRATEGIC ➢ Who to Recruit: Flexible Staffing
RECRUITING Options
DECISIONS ➢ Nature of Job Requirements

DECISIONS ON
RECRUITING ➢ Advertising Choices
SOURCES/METHODS ➢ Recruiting Activities
IRELEVANT FACTORS FOR RECRUITMENT

Image of the
Company

Attractiveness of
Job

Internal
Organizational Policy

Recruitment Cost
 SELECTION

1
• The Process of making a “Hire” or “No Hire”
decision regarding each applicant for a job.

Or
2
• Selection is the process of choosing qualified
individuals who are available to fill the positions in
organization.
METHODS

 A large range of available methods

 Task = Match the method with the job requirement

 SELECTION METHODS
The Three most Common Methods
used are:

1. Testing

2. Gathering Information

3. Interviewing
 SELECTION METHODS Cont
. 1.. TESTING
.
Tests measure knowledge, skill, and
ability, as well as other
characteristics, such as personality
traits.

TESTING TYPES

Work
Cognitive Personality Physical Integrity
Drug Test Sample
Ability Test Test Ability Test Test Testing
 SELECTION METHODS Cont . . .
3. INTERVIEWS:

➢ The interview is the most frequently used

selection method.
➢ Interviewing occurs when applicants respond
to questions posed by a manager or some
other organizational representative
(interviewer).
➢ Typical areas in which questions are posed
include education, experience,
knowledge of job procedures, mental ability,
personality, communication ability, social
skills.
 SELECTION METHODS
Cont . . .

Situational
Interview
1. Structured
Interviews Behavioral
Interview
Types of
Interviews

2. Unstructured
Interviews
HIRINGFOR
SMARTS
CONTENTS

• Retrospection
• Understanding Executive Intelligence
a) Accomplishing Tasks
b) Working with and through others
c) Judging oneself and adapting behaviour accordingly
• Limits of IQ test
• Interviewing for intelligence
• The Assessing Tool
RETROSPECTION

• Charisma, confidence, great resume

• Critical thinking?
• Cognitive aspect?

Need for bringing back IQ tests

“Executive Intelligence”
UNDERSTANDING EXECUTIVE
INTELLIGENCE

1 Accomplishing tasks

2 Working with & through others

Judging oneself & adapting

3 behaviour accordingly
COGNITIVE SKILLS
Regarding Regarding
Regarding Tasks themselves
People
• Define problem, • Recognize • Pursue feedbacks
differentiate conclusions • Recognize
objectives • Agendas and personal biases
• Identify obstacles motivation of and improve
and methods people • Publicly
• Critical • Anticipate acknowledge
examination of reactions mistakes when
accuracy • Identify core reqd.
• Strengths and issues of a conflict • Articulate others’
weaknesses • Consider effects of flaws and reiterate
• Information a course of action own strengths
needed and ways • Balance need of • Know when to
to obtain all stakeholders resist and be
• Multiple committed
perspective
INTERVIEWING FOR INTELLIGENCE

• Past Behavioral Interview (PBI’s) is considered as the best method

• It is also a reliable indicator of future performance,.

Drawbacks of PBI’s
• Knowledge is information acquired while Intelligence is application of that knowledge.
• PBI’s measure a persons knowledge, not intelligence.

• Intelligence Tool for Hiring for smarts—tests critical thinking and knowledge
• Together with PBIs they make for good tools for predicting performance
Selection Effectiveness Framework

SELECTION CRITERIA
LOW HIGH
HIGH False –ve True ++ve

PERFORMANCE
CRITERIA
LOW True –ve False ++ve
Some Metrics to measure Effectiveness
& Efficiency of Recruitment & Selection
 Demand fulfilment (Numbers)
 Quality of the hires
 Attrition Rate of the new hires
 Cost per person hired
 Delivery cycle time
 People hired/recruiter
 Feedback (if any taken from the new hires about the recruitment process)
THANK YOU!
MSL 705 Design of Human
Resource Management
Systems
Performance Appraisal/Management
Performance Appraisal
Programs
• Performance Appraisal
➢ Evaluating an employee’s current and/or past
performance relative to his or her performance
standards. A process, typically performed
annually by a supervisor for a subordinate,
designed to help employees understand their
roles, objectives, expectations, and
performance success.
• Performance management
➢ The process employers use to make sure employees
are working toward organizational goals.The process
of creating a work environment in which people can
perform to the best of their abilities.
 Purposes for Performance Appraisal
Overall Objectives of Performance
Appraisal
Performance Appraisal and Other HRM Functions
Performance appraisal judges Quality of applicants
effectiveness of recruitment Recruitment determines feasible
efforts performance standards

Selection should produce

Performance appraisal
Selection workers best able to meet
validates selection function
job requirements

Training and development

Performance appraisal Training and
aids achievement of
determines training needs Development performance standards

Performance appraisal is a Compensation Compensation can affect

factor in determining pay Management appraisal of performance

Appraisal standards and

Performance appraisal
justifies personnel actions Labor Relations methods may be subject to
negotiation
Effective Performance Appraisal Systems

 Valid
 Reliable
 Sensitive
 Practical/Acceptable
Overall Mandate

 Define Performance—Performance
Definition and standards
 Support Performance—Facilitate and
Account for Roadblocks
 Motivate Performance
Define Performance—What to assess
Designing theAppraisalTool
What to measure?
– Work output (quality and quantity)
– Goal (objective) achievement
– Personal competencies—a) behaviors
– b) personality
How to measure?
– Absolute
– Relative
How Much

 Absolute
 Output
 Graphic Rating Scale
 RELATIVE
 Ranking
 Paired Comparison
 Forced Distribution (Bell curve)
© 2005 Prentice Hall Inc.
96
PerformanceAppraisal Methods (Relative)

Ranking method
– Ranking employees from best to worst on a
particular trait, choosing highest, then lowest, until
all are ranked.
Ranking Scale
Performance Appraisal Methods (Relative)

Paired comparison method

 Ranking employees by making a chart of all possible
pairs of the employees for each trait and indicating which
is the better employee of thepair.
Ranking Employees by
the Paired Comparison
Method
PerformanceAppraisal Methods (cont’d)
Forced distribution method
– Similar to grading on a curve; predetermined
percentages of ratees are placed in various
performance categories.
– Example:
• 15% high performers
• 20% high-average performers
• 30% average performers
• 20% low-average performers
• 15% low performers
Content—Output Management by Objectives (MBO)
Involves setting specific measurable goals
with each employee and then periodically
reviewing the progress made.
1. Set the organization’sgoals.
2. Set departmental goals.
3. Discuss departmental goals.
4. Define expected results (set individual goals).
5. Performance reviews.
6. Provide feedback.
Trait Methods
• Forced-Choice Method
➢ Requires the rater to choose from statements
designed to distinguish between successful and
unsuccessful performance.
➢ 1. a) Works hard b) Works quickly
➢ 2. a) Shows initiative b) Is responsive to customers
➢ 3. a) Produces poor quality b) Lacks good work habits

• Essay Method
➢ Requires the rater to compose a statement describing
employee behavior.
PerformanceAppraisal Methods (cont’d)
Behaviorally anchored rating scale (BARS)
– An appraisal method that uses quantified scale
withspecific narrative examples of good and poor
performance.
Developing a BARS:
– Generate critical incidents
– Develop performance dimensions
– Reallocate incidents
– Scale the incidents
– Develop a final instrument
PerformanceAppraisal Methods (cont’d)
Advantages of using a BARS
– A more accurate gauge
– Clearer standards
– Feedback
– Independent dimensions
– Consistency
Appraising Potential

 Two perspectives—a) Intra employee, b) Inter job

POTENTIAL
LOW HIGH

LOW
ICEBERGS PROBLEM
CHILDREN
PERFORMANCE

HIGH
BACKBONES STARS
SOURCES—Who Appraises
Who Should Do the Appraising?
The immediate supervisor
Peers
Rating committees
Self-ratings
Subordinates
360-Degree feedback
Customers
 Alternative Sources of Appraisal
360 degrees Appraisal
Sources of Performance Appraisal
• Manager and/or Supervisor
➢ Appraisal done by an employee’s manager and
reviewed by a manager one level higher.
• Self-Appraisal
➢ Appraisal done by the employee being evaluated,
generally on an appraisal form completed by the
employee prior to the performance interview.
• Subordinate Appraisal
➢ Appraisal of a superior by an employee, which is
more appropriate for developmental than for
administrative purposes.
Sources of Performance Appraisal
• Peer Appraisal
➢ Appraisal by fellow employees, compiled into a
single profile for use in an interview conducted by
the employee’s manager.
➢ Why peer appraisals are not used very often:
1. Peer ratings are simply a popularity contest.
2. Managers are reluctant to give up control over the
appraisal process.
3. Those receiving low ratings might retaliate against
their peers.
4. Peers rely on stereotypes in ratings.
Sources of Performance Appraisal
• Team Appraisal recognizes team accomplishment
rather than individual performance
• Customer Appraisal
➢ A performance appraisal that, seeks evaluation from
both external and internal customers
Fig

• PROS
➢ The system is more comprehensive in that responses are
gathered from multiple perspectives.
➢ Quality of information is better. (Quality of respondents is more
important than quantity.)
➢ It emphasizes both internal/external customers and teams.
➢ It may lessen bias/prejudice since feedback comes from more
people, not one individual.
➢ Feedback from peers and others may increase employee self-
development.
Figure 8–5 Pros and Cons of 360-Degree Appraisal (cont’d)

• CONS
➢ The system is complex in combining all the responses.
➢ Feedback can be intimidating and cause resentment if employee
feels the respondents have ―gangedup.
➢ There may be conflicting opinions, though they may all be
accurate from the respective standpoints.
➢ The system requires training to work effectively.
➢ Employees may collude or ―game the system by giving invalid
evaluations to one another.
➢ Appraisers may not be accountable if their evaluations are
anonymous.
360-Degree Performance Appraisal
System Integrity Safeguards

• Assure anonymity.
• Make respondents accountable.
• Prevent –ganging up of the system.
• Use statistical procedures.
• Identify and quantify biases.
Assessment Center

 Center
 A) Several Raters—Boss, Technical Experts, behavioral Experts, HR
 B) Several Ratees
 C) Several Techniques
Tools Used In Assessment Centers

 1. Psychometric tests.
 2. Interviews.
 3. Leaderless group discussions (LGDs).
 4. In-basket techniques.
 5. Management games and simulation exercises.
 6. Role plays.
 7. Presentations.
 8. 360 degree feedback.
Creating theTotal Performance Management Process

“What is our strategy and what are our

goals?”
“What does this mean for the goals we set for
our employees, and for how we train,
appraise, promote, and reward them?”
What will be the technological support
requirements?
THANK YOU!
MSL 705 Design of Human
Resource Management
Systems
Training & Development
Training (Stephanie, 2005)

◼
A learning process that involves the
acquisition of skills, concepts, rules, or
attitudes to enhance employee performance.

1
2
Training and Development

◼ Training
◼ Effort initiated by an organization to foster
learning among its members.
◼ Tends to be narrowly focused and oriented
toward short-term performance concerns.
◼ Development
◼ Effort that is oriented more toward
broadening an individual’s skills for
the future responsibilities.
3
Training and Development

◼
 Training aims to improve employees’
current work skills and behavior,
◼ whereas development aims to increase
abilities in relation to some future
position or job.

12
 Implementing Management Development
Programs

Long-Term Focus of
Management Development

Assessing the Appraising Developing the

company’s strategic managers’ current managers and
needs performance future managers
Steps in the Training Process

The Four-Step Training Process

1 Needs analysis

2 Instructional design
3 Program implementation
4 Evaluation
STEP 1—Needs Analysis
TNA--Training Needs Analysis

 Step 1: Training Needs Analysis—What (Content/

Goals)
 Training’s Strategic Context
The aims of firm’s training programs must make sense in terms of
the company’s strategic goals.
TNA--Steps

 1. Environmental Analysis
 A) General Business Trends—
Gap Analysis, SWOT etc. (AI/IT example)
 B) Trends Directly Impacting Human Resource (
Labour Market Composition,
Values of different generations,
Specific needs
Post COVID 19 issues
TNA—Steps (contd.)

 Organizational Analysis
Strategic orientation
New/Modified Goals
Shift in Strategy (GE from cost to innovation and customer intimacy)
TNA—Individual Analysis

Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessing new employees’ Assessing current employees’
training needs training needs
TNA—Steps (contd.)

 Operational Analysis
Impact Areas
Process Studies
 Performance Analysis:
Assessing Current Employees’ Training Needs

Specialized Software

Assessment Center
Performance Appraisals
Results

Individual Diaries Methods Job-Related Performance

for Identifying Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?
TNA Output

 Environmental Analysis

 Organizational
Analysis  KSA Gap Areas
(Training Goals)
 Operational Analysis

 Individual Analysis
How To Train--Design of Training
programs
Step 2 (&3)—Design & Conduct of
Training Programs

 Objective?
 Learning
Learning Theories
Learning Principles
Learning Theories

 Classical Conditioning—No Agency

Ivan Pavlov
Experiments with dog
Food------Salivation
US----------UR
(Food + bell)-----Salivation
US+ CS-------UR
Bell--------Salivation
CS-----------CR (which is extrinsically the same as UR but can be eroded and
modified)
 Business/Training Applications
Learning Theories (contd)

 Operant Conditioning—Contingent Agency

 Skinner (behaviorist)
 Experiments with Pigeon
 Learning happens through positive and negative reinforcement
 Reinforcement schedule
Fixed interval
Variable Interval
Fixed ratio
Variable Ratio
 Application to the Business/Training context
Learning Theories (contd)

 Role modeling—Agentic (choose to learn)

 Bandura
 people learn from others, via observation, imitation,
and modeling.
 Identify someone as a role model, observe the role model
behavior, reproduce behavior

 Application to the Business/Training Context

Principles of Learning

 Motivating the trainee: Goal Setting

 Cognitive Ease: organization of the Material
 Practice
 Feedback
 Learning Curve
The Learning Curve
The learning Curve
Training Evaluation
Training Evaluation

 What to assess--Kirk Patrick Model—4 levels

 Reaction
 Learning
 Transfer
 Results

 How to assess--Designing the Evaluation Study

Time series design
Controlled experimentation
THANK YOU!
MSL 705 Design of Human
Resource Management
Systems
Motivation—Rewards &
Compensation
MOTIVATION Recap)

 CONTENT—What--Maslow, ERG, Herzberg, Social Needs

 Process– Equity & Instrumentality theories
 Compensation (Pay)-
Financial Incentives TO
motivate people

Pay is a
statement of an
employee’s worth
by an employer.

Pay is a perception
of worth
by an employee.

Teach a Course 149

 Significant strategic Goals driving Pay
and Reward Changes

• Improve employee’s focus on achieving business goals

81%

• Broaden/ Improve Employee’s competencies/skills 68%

• Focus on customer needs 54%

• Create competitive advantage through our workforce 51%

• Reinforce corporate values 40%

150
 Types of Compensation & COMPONENTS

Direct—Fixed & Variable Indirect

 Wages/ Salaries (Fixed)
 Time not worked
 Insurance Plans (Medical/ Dental/ Life)
 Vacations
 Security Plans → Pensions, PF etc.
 Breaks
 Benefits—HRA, Children Education, Hostel,
 Holidays
Medical, LTC etc. etc.
 Employee Services
 Bonuses (Variable)  Educational assistance
 Gain sharing
 Recreational Programs
 Commissions

 PLIS (Performance Linked Incentives)—

151
Individual and/or team
Pay fixation - issues & process

152
 Components of Wage Mix

Labor Market
Conditions Collective
Bargaining
Cost of
Living
Employer’s Ability to Pay

WAGE MIX
Area Wage
Rates Employee’s
Relative
Worth

Compensation Strategy
of the Organization Worth of the Job
153
THE Wage Mix—External Factors (4)

 Labor Market Conditions

 Availability and quality of potential employees is affected by economic conditions, government
regulations and policies, and the presence of unions.

 Area Wage Rates

 A firm’s formal wage structure of rates is influenced by those being paid by other area
employers for comparable jobs.

 Cost of Living
 Local housing and environmental conditions can cause wide variations in the cost of living for
employees.
 Inflation can require that compensation rates be adjusted upward periodically
154
to help employees
maintain their purchasing power.
The Wage Mix: Internal Factors (4)

 Compensation Strategy

 Setting organization compensation policy to lead, lag, or match competitors’ pay.

 Composition of Fixed & Variable components of the pay

 Worth of a Job

 Establishing the internal wage relationship among jobs and skill levels.

 Relative Worth of an Employee

 Rewarding individual employee performance

 Ability-to-Pay

 Having the resources and profits to pay employees

155
THE Wage Mix—External Factors (4)
(CONTD…)
 Collective Bargaining

 Escalator clauses in labor agreements that provide for quarterly upward

cost-of-living wage adjustments for inflation to protect employees’
purchasing power.

 Unions bargain for real wage increases that raise the standard of living
for their members.

156
 Process: Motivating Employees through
Compensation
 Pay Equity (also Distributive Fairness)

 An employee’s perception that compensation received is equal to the value of the work
performed.

 A motivation theory that explains how people respond to situations in which they feel they
have received less (or more) than they deserve.

 Individuals form a ratio of their inputs to outcomes in their job and then compare the
value of that ratio with the value of the ratio for other individuals in similar jobs.

157
 Relationship between PERCEIVED Pay
Equity and Motivation

Source: Bohlander and Snell (2003)

 The more the perceived disparity between one’s input/output ratio and that of the comparison
person’s input/output ratio, the higher one’s motivation to reduce the inequity.
158
 Guiding philosophy for Wage fixation

 Ensure Equity (Perceived sense of fairness)

 Internal to the organization

 External to the organization

 For self

159
Process of Pay Determination—FIXED COMPONENT

 Job Analysis – Job Requirements (both interms of Roles & Responsibilities as well

as KSAOCs)

 Job Evaluation

160
 Internal Equity: Job Evaluation
 Job Evaluation: The systematic process of determining the relative worth of jobs in order to
establish which jobs should be paid more than others within an organization.
 Different Job Evaluation Systems:

SCOPE OF COMPARISON

BASIS FOR JOB AS A WHOLE JOB PARTS OR FACTORS

COMPARISON (NON -QUANTITATIVE) (QUANTITATIVE)

Job vs. job Job ranking system Factor comparison system

Job vs. scale Job classification system Point

161
system
 Paired-Comparison Job
Ranking Table
162
Source: Bohlander and Snell (2003)
 Job Evaluation Systems

 Job Classification system: A system of job evaluation in which jobs are classified and grouped
according to a series of predetermined wage grades.
 Successive grades require increasing amounts of job responsibility, skill, knowledge, ability, or other
factors selected to compare jobs.
 Point System: A quantitative job evaluation procedure that determines the relative value of a job
by the total points assigned to it.
 Permits jobs to be evaluated quantitatively on the basis of factors or elements—compensable factors—
that constitute the job.
 Point Manual: A handbook that contains a description of the compensable factors and the degrees to
which these factors may exist within the jobs.
 Factor Comparison System: A job evaluation system that permits the evaluation process to be
accomplished on a factor-by-factor basis by developing a factor comparison scale.
163
 The compensable factors of a job evaluated are compared against the compensable factors of key jobs
within the organization that serve as the job evaluation scale.
Job Evaluation for Management Positions

 Hay Profile Method

 Job evaluation technique using three factors—

 Knowhow—Depth & Breadth

 Problem Solving—Goals & Processes

 Accountability—Impact & Freedom to Act

164
 External Equity: The Compensation Structure

 Wage and Salary survey

 A survey of the wages paid to employees of other employers in the surveying organization’s
relevant labor market.

 Helps maintain internal and external pay equity for employees.

 Labor Market

 The area from which employers obtain certain types of workers.

165
Collecting Survey Data

 Outside Sources of Data  Conducting Employer - initiated Surveys

 Govt Sources  Select key jobs.
 State and local wage surveys  Determine relevant labor market.
 Online survey data  Select organizations.
 Groups (Like Hays, Mercer etc)  Decide on information to collect: wages/
benefits/ pay policies.

 Compile data received.

 Determine wage structure and benefits to

pay.
166
The Wage Curve

 Wage Curve

 A curve in a scattergram representing the relationship between relative

worth of jobs and wage rates.

 Freehand Wage Curve, Single Rate Structure and a Wage Structure with
increasing rate ranges.

167
 Freehand Wage Curve

168
Source: Bohlander and Snell (2003)
 Single Rate Structure

169

Source: Bohlander and Snell (2003)

 Wage Structure with
Increasing Rate Ranges

170

Source: Bohlander and Snell (2003)

 Wage variations

 Competence-based Pay, (also skill-based pay or knowledge-based pay)

 Compensation for the different skills or increased knowledge employees possess rather than for
the job they hold in a designated job category.

 Red Circle Rates

 Payment rates above the maximum of the pay range.

 Broadbanding

 Collapses many traditional salary grades into a few wide salary bands

171
 Variable pay components

 Organization Performance Linked Incentives

 Bonus (Profitability linked)

 ESOPs

 Productivity Linked Incentives

 Individual and Team Performance Linked Incentives

 Proportion of Individual & team Performance

 Valid transparent and effective appraisal system (Individual as well as Team)

172
 Self- Equity: The Pay-for-Performance
Standard + Expectancy Theory
Pay-for-Performance Standard
Expectancy Theory

 The standard by which managers tie

compensation to employee effort and  A theory of motivation that holds that employees
performance. should exert greater work effort if they have

 Refers to a wide range of compensation options, reason to expect that it will result in a reward
including merit-based pay, bonuses, salary that they value.
commissions, job and pay banding, team/ group
 Employees also must believe that good
incentives, and various gainsharing programs.
performance is valued by their employer and will
result in their receiving the expected reward.
173
 Pay-for-Performance and Expectancy Theory

Source: Bohlander and Snell (2003) 174

 CONSIDERATIONS

 Is your incentive plan optimum? Too small or too large

 Is your performance incentive plan linked to retention? Deferred Payment
 Is your performance incentive plan triggering the right behavior? draw
people towards the behaviors that they truly value. It could be a combination
of input, output, and ethics. (E to O Expectancy)
 Does your performance incentive plan foster cohesion? If the business is
such that it warrants interdependencies on various teams, and collaboration
amongst various groups of people is highly valued, having a performance
incentive plan based on the achievement of team goals can be more
effective.

175
Effective reward systems

Efficient use of Monetary & Non Monetary Rewards

Wage Bill in relation to Profitability Productivity and other performance
indicators
Accomplishment of Strategic Goal(s)
1:2:3 Principle

176
THANK YOU!
MSL 705 Design of Human
Resource Management
Systems
Managing Exits
Voluntary

 Communication is the key

 Objectives for HR
 Control/arrest voluntary exit
 Listen to them through Exit Interviews surveys and job engagement surveys
 Design the surveys to ensure honest opinions &
 Use the survey data effectively (for intervention strategies)
TYPES of involuntary exits

 Dismissal
 Retrenchment
 Layoff
 Closure
 VRS

181
 Dismissal
 Individual focus
 Involuntary termination ‘with cause’ happens if an employer fires an employee for reasons of
performance or misconduct.
 Dismissal is the act of removing or terminating the job or employment of an employee
 Dismissal is sometimes also termed as firing or sacking of the employee.

182
 There are four bases for dismissal: unsatisfactory performance, misconduct, lack of
qualifications for the job, and changed requirements of (or elimination of) the job

 Unsatisfactory performance refers to a persistent failure to perform assigned duties or to

meet prescribed standards on the job.
 Specific reasons include excessive absenteeism; tardiness; a persistent failure to meet
normal job requirements
 Misconduct is deliberate and wilful violation of the employer’s rules and may include
stealing, rowdy behaviour, and insubordination ; or an adverse attitude toward the
company, supervisor, or fellow employees
 Lack of qualifications for the job is an employee’s inability to do the assigned work,
although he or she is diligent. Because this employee may be trying to do the job, it is
reasonable to try to salvage him or her—perhaps by assigning the employee to another job
 Changed requirements of the job is an employee’s incapability of doing the job after the
nature of the job has changed.
183
you may have to dismiss an employee when his or her job is eliminated. Again, the
employee may be industrious, so it is reasonable to retrain or transfer this person, if possible
Retrenchment

 Retrenchment is terminating an employee (with a cause) due to the surplus of labour or

incapacity of employees to match the performance standards of the company
 Individual focus

184
 Maybe done to reduce outgoing money or expenditures or redirect focus for becoming
more financially solvent.

Key Provisions in the Act (IDA 1947)

• A worker who has served for at least a year of continuous service cannot be
retrenched unless served a notice three months in advance and prior permission from
the appropriate government. The said application has to be submitted by the
employer along with the reasons for such retrenchment.

• Application is scrutinized giving both the parties a chance to have their say If there’s
no reply from the appropriate government for a period of sixty days from the date of
application, the permission shall be deemed to have been granted. Further, it is to be
noted that the said decision could be reviewed by the said appropriate
government suo-moto or on application from any of the sides.

Teach a Course 185

layoff

 Layoff (without cause): Involuntary termination is ‘without cause’ because it happens when
an employer lays off an employee, typically due to changing market conditions or business
decisions that require the dismissal of workers

 Organizations may downsize or restructure to reduce operating costs and increase

productivity, which means that some employees will become redundant

 The termination is involuntary and ‘without a cause’ as the employees are dismissed
through no fault of their own and against their will. It is initiated by the employer.
 Could be temporary for a specified period

186
CLOSURE
 Permanent closing down of a place of employment the employer is constrained to close the
establishment permanently.
 Nonetheless, the due procedure has to be complied with when it comes to rolling out a plan of
closure; the said procedure, as set out by the Act, has been detailed below.
Provisions in the Act:
 The employer has to necessarily apply at least ninety days in advance to the appropriate government.
 A copy of the said application has to be given to the representatives of the workmen as well.
 After considering the same, the appropriate government may or may not grant the employer to close
down.
 If the government does not respond within sixty days from application, the permission will be
deemed to have been granted.

187
Voluntary retirement system

 When
 Recession in business
 Intense competition
 Joint-ventures with foreign collaborations
 Takeovers and mergers
 Obsolescence of product/technology
 The voluntary retirement scheme is used by organisations as a way to cut down the number
of employees and hence the cost, It is also referred to as the golden handshake and is a
cordial way for companies to let go of some of their employees

188
However, in order to make sure that no company misuses it, the Industrial Disputes Act of 1947 mandates
certain stipulations that all organisations must follow under the voluntary retirement scheme
 Voluntary retirement is not a kind of forced retirement. It’s totally in the hands of employees to leave the
job or to keep the job
 Voluntary retirement scheme is applied to only those employees who have completed 10 years of service or
above the age of 40 years
 The person taking voluntary retirement is not allowed to apply in another firm that belongs to the same
industry
 The person taking voluntary retirement is offered various benefits by the company like rehabilitation
facilities, counselling, etc
 At the time of retirement provident fund and gratuity dues are to be provided to the Employees
Under this scheme, there are many benefits that could also be offered to the Employees like rehabilitation
facilities to staff, advice on managing funds, etc. which will automatically improve their income

189
Managing involuntary exits: for the organization

 For the Organization– Lawsuits, reputational loss, lowered employee morale

✓ Have a policy & Procedure in Place
✓ Communicate, Communicate, Communicate:
Communication of the exit decision: who, how, when, where?
✓ Legal and contractual procedures: laws governing employment (Industrial
Disputes Act, 1947), paperwork & documentation, due payment of employee
compensation and benefits, avoiding wrongful dismissal etc.
✓ Finding replacement for the outgoing employee
✓ Job Handover: Knowledge Transfer to the new incumbent /

Layoff Survivors: Coping When Coworkers Lose Their Jobs (thebalancecareers.com), Layoffs (Usually) Don’t Work and Why They Harm More Than
Help | Workplace Psychology, Employee Exit and Offboarding Checklist (Sample Included) (careerminds.com),190Employee Exit Process: Employee
Offboarding Checklist (2022) (startuphrtoolkit.com),
 Issues of involuntary exits--People

Employee/s Specific:
 Financial costs - loss of salary, borrowing from friends, relatives etc.
 Psychological Stages (D.A.B.D.A): Anxiety stress, lowered self esteem, depression etc.
 Denial--“there is some misunderstanding, I think I need to sort it out” etc.
 Anger--“Why me? It’s not fair”; “How can this happen to me?”; “Who is to blame?”; “Why would this happen?”
 Bargaining--“I’d give anything to be back – work hard, take up the shift that I always avoided or even work under the manager
that I hated.” Or: “If only they’d take me back, I’d promise to stay focused and perform better”
 Depression-- “There is no meaning in working hard for organizations like this. There is nothing to look forward to. It’ll be really
tough to find anything. I feel like giving up. What’s the point in putting up a fight? After all, what am I fighting for?”
 Acceptance-- “It’s going to be okay.”; “There is no point fighting it anymore. I am done with this organization; I may as well
prepare for something new, possibly better.”
Other employee/s: feeling of guilt, fear, anxiousness, feeling of loss of co-worker/s etc.

191
Understanding the Psychological Process

 No short cuts-- better to go through these stages as they are natural emotions experienced

 People go through these stages at their own pace, staying at each stage for varying
durations.

 Those who stay longer have psychological adjustment problems and typically experience
negative effects of stress.

 Another situation ---people might carry anger or depression to their next job causing
problems with productivity, interpersonal relationships and work efficiency on their new
job.

 Also—faking acceptance, leads to bigger trouble as emotional problems continue.

192

 It is important you go through these stages, finally leading to acceptance.

Employee Morale Post Layoffs

 Increased levels of stress, burnout, insecurity

 Decreased morale trust and satisfaction

 Losing a co worker can lead to grief and sense of personal loss

 Reduced cooperation

 Breakdown of social networks

 Reduced Creativity

 Voluntary Exits
193
Managing Employee Morale

 Communicate consistently frequently and transparently

 Be candid

 Connect Work to purpose

 Remember work and life are inter connected

194
Alternatives to EXIT (White collar/managerial employees

 Sabbaticals
 Wage Cuts
 Opportunity to Partner (as a supplier, dealer etc)
 Early Retirement Packages
 Outplacements

195
THANK YOU!
MSL 705 Design of Human
Resource Management
Systems
Managing Careers
What is a Career?

A career

➢ is a pattern of work-related experiences that span

the course of a person’s life

➢ reflects any work, paid or unpaid

➢ is a broad definition helpful in today’s work

environment where employees and organizations
have diverse needs
Career Planning and
Development
The deliberate process through which a
person becomes aware of personal
career-related attributes and the
lifelong series of activities that
contribute to his or her career
fulfillment.
 New Approaches to Career
Development

• more frequent job transitions

• linear career paths lose definition
• primary stakeholder is the person
• more dynamic and holistic approach to
career development
• focus on lifelong learning and flexibility
Key Actors & Focus

 Individuals
 Organizations
 Individuals focusing on Individuals (themselves)
 Organizations (HR) Focusing on Individuals
 Organizations (HR) focusing on Organizations
Individuals Focusing on Individuals
Roles in Career Development:
The Individual
• individual must accept responsibility for
career
• requires:
• self-motivation
• independent learning
• effective time and money management
• self-promotion

• networking is the foundation of effective

career management
Key Issues

 Selecting a field of Employment

 Macro long range goals
 View potential employers/positions in terms of your long range goals
 Accept short term trade offs for long term benefits
 Career anchors
Career Anchors – Edgar
Schein
1. Technical/functional
2. Managerial competence
3. Creativity
4. Autonomy and independence
5. Security
6. Service/dedication
7. Pure challenge
8. Lifestyle
Key Issues
 Knowing where you are
 Be aware of opportunities
 Honestly assess your current performance
 Upgrade your skills
 Planning your Exit
 Leave at your convenience use your network
 Leave only when you have a job
 Leave on good terms
Assist in Career Planning

 HP – helping employees self manage their careers

 Written self-interview
 Vocational Interest Inventory
 Allport Vernon Lindzey Values—45 competing choices
 24-hour diaries
 Interview with 2 significant others
 Lifestyle representations
 VOCATIONAL PREFERENCE TEST

Vocational Preference Test

• realistic orientation
• investigative orientation
• social orientation
• conventional orientation
• enterprising orientation
• artistic orientation
Organizations (HR) focusing on
Individuals
Traditional Career Stages

Exploration Estblshment Mid career Late Career Decline

High
Will performance
Job increase or decline?
Performance

Low

Transition Getting first

The elder Preparing for
from school job and
statesperson retirement
to work being
accepted

5 10 15 20 25 30 35 40 45 50 55 60 65 70 75
Age
Specific Issues at Different Career
Stages
 Organizational Entry
 Socialization
 Mentoring

 Early Career
 Impact of the first job
 Dual Career Couples
Specific Issues at Different Career
Stages—contd..
 Mid Career
 Psychological/Physiological Issues
 Social Issues
 Skill obsolescence
 Organizational Issue
 Older Worker
Organizations (HR) Focusing on
Themselves (Orgnizations)
Key Issues

 Designing a Career Path

 Analyze jobs to determine similarities & difference
 Group jobs with similar KSA requirements into job families
 Identify career paths within/ between
 Plan for various movements (Upward/ downward/ lateral/diagonal)

 Integrate to make a career system

THANK YOU!