Behavioural Checklist For A Human Resource Manager

Published Date: 02 Nov 2017

CIPRIANI

COLLEGE

OF

LABOUR

AND COOPERATIVE

STUDIES

STUDENT ID # 2010030113 | Natalie Gibbs-Greenidge

0

4/12/2013

PERFORMANCE MANAGEMENT (HRM

340)

Table of Contents Pages

OBJECTIVES 2

INTRODUCTION 3-4

QUESTION #1 5-9

QUESTION #2 10-13

CONCLUSION 14

REFERENCES 15

APPENDICES 16-17

FIGURE 1-1 PERFORMANCE MANAGEMENT PROCESS 18

FIGURE 1-2 USES OF JOB ANALYSIS IN HR ACTIVITIES 19

SELF LEARNING REFLECTIVE ANALYSIS 20-21

COURSE WORK ASSESSMENT SHEET 22

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OBJECTIVES:

The objective of this assignment is to complete a behavioural checklist and job description for

the position of Human Resource Manager.

The question was stated as follows:

1) Design a Behavioural checklist for the position of Human Resource Manager.

2) Using the behavioural checklist and competency framework, design a Job Description for

the position of Human Resource Manager which includes the following headings:

a) Name of Position

b) Position Level

c) Salary Range

d) Managers/Supervisors

e) Employees Supervised

f) Internal Networks

g) External Networks

h) Description of the job position

i) Core responsibilities

j) Major responsibilities

k) Knowledge

l) Skills and abilities

m) Environment.

2

INTRODUCTION:

Performance Management is the continuous process of identifying, measuring and developing

the performance of individuals and teams. The performance management process involves six

steps: Prerequisites, Performance Planning, Performance Execution, Performance Assessment,

Performance Review and Performance Renewal and Recontracting.

A performance standard is a yard stick used to evaluate how well employees have achieved their

objectives. Absolute systems provide evaluations of an employee’s performance without making

direct reference to other employees. One such system is the Behavioural Checklist. A

behavioural checklist consists of forms listing behavioural statements that are indicators of the

various competencies to be measured. Behaviours refer to how a job is being done. When

looking at behaviours we must focus on competencies which are measurable clusters of

knowledge, skills and abilities (KSAs) that are critical in determining how results will be

achieved. Woodruffe (1992, p. 17) has defined competency as "the set of behaviour patterns that

the incumbent needs to bring to a position in order to perform its tasks and functions with

competence". Examples of competencies are Interaction with others, Cognition, Analysis and

Reasoning, Creative and Innovative Thinking. Competency frameworks are concerned with

behaviour that is relevant to the job and the effective performance of that job. It is claimed that

competency frameworks "lie at the heart of all" approaches to HRM (Boam & Sparrow, 1992, p.

13).

The advantages of behavioural checklists are that they are easy to use and easy to understand.

The disadvantages of behavioural checklists are that it is not detailed and useful feedback is

difficult to extract from the numerical rating it provides.

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A job description is a list of a job’s duties, responsibilities, reporting relationships, working

conditions and supervisory responsibilities. A job analysis is a fundamental prerequisite of any

performance management system. A Job Analysis is used for determining the duties and skill

requirements of a job and the kind of person who should be hired for it. It can be done using

observations, questionnaires or interviews.

It is this type of information that is taken into consideration when putting together the

behavioural checklist and job description.

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QUESTION #1:

Behavioural Checklist for a Human Resource Manager

APPRAISAL FORM

1=Never 2=Rarely 3=Sometimes 4=Often 5=Always

LEADING AND DECIDING

1 2 3 4 5

1.1 Analyses the cause of problems to resolve issues.

1.2 Acts with confidence and uses initiative.

1.3 Accepts decisions without reviewing or challenging.

1.4 Sets the standard of leadership for the organisation.

1.5 Provides clear direction and goals for the organisation.

1.6 Considers it someone else’s job to inspire the organisation.

SUPPORTING AND CO-OPERATING

1 2 3 4 5

2.1 Understands partnership and the "bigger picture"

2.2 Acts with integrity, honesty, loyalty and fairness to safe guard

the reputation of the organisation.

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2.3 Works in isolation

2.4 Advises on legislation, regulations and codes of practice

2.5 Demonstrates integrity.

2.6 Makes promises and doesn’t deliver.

INTERACTING AND PRESENTING

1 2 3 4 5

3.1 Understands the benefit of working together as a team.

3.2 Forms internal and external networks effectively to achieve set

work objectives.

3.3 Only thinks of what self or team will stand to gain and critics

others.

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3.4 Helps motivate others on a day to day basis within own area.

3.5 Uses ability to persuade, convince and negotiate.

3.6 Imposes a culture of "my way" is the only way.

3.7 Uses appropriate and precise methods of communication.

3.8 Checks others understanding and gains feedback.

3.9 Does not provide quick feedback to employees.

ANALYSIS AND INTERPRETING

1 2 3 4 5

4.1 Avoids using unnecessary jargon or complicated terminology

4.2 Writes clearly and correctly.

4.3 Does not provide structured information to meet the needs and

understanding of employees.

4.4 Has enough expertise to give good advice.

4.5 Uses own specialist expertise to its fullest extent where

applicable.

4.6 Cannot use technology to achieve objectives.

4.7 Analyses all sources of information.

4.8 Recognises challenging situations and takes timely action.

4.9 Fails to investigate further information or gain understanding

of a problem.

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CREATING AND CONCEPTUALIZING

1 2 3 4 5

5.1 Demonstrates a quick understanding of new information.

5.2 Encourages organisational learning and development.

5.3 Does not provide opportunities to enhance or broaden the job.

5.4 Encourages others to think for themselves.

5.5 Promotes risk taking and supports appropriately.

5.6 Does not demonstrate knowledge about various solutions to

problems.

5.7 Proactively thinks about how potential change will affect the

organisation.

5.8 Considers different methods and approaches.

5.9 Is satisfied with maintaining the existing arrangement and

performance of the organisation.

ORGANIZING AND EXECUTING

1 2 3 4 5

6.1 Manages time properly.

6.2 Sets clear goals and objectives.

6.3 Unable to meet deadlines and milestones.

6.4 Anticipates and provides solutions to customer needs.

6.5 Maintains high quality standards.

6.6 Gets others to deal with the customer rather than taking

responsibility of the situation.

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6.7 Follows policies and procedures.

6.8 Maintains legal obligations and safety procedures.

6.9 Questions or challenges instructions from others

ADAPTING AND COPING

1 2 3 4 5

7.1 Adapts well to change.

7.2 Accepts diversity and change initiatives.

7.3 Unable to accept different views and ideas.

7.4 Functions optimally under pressure.

7.5 Maintains calm and cool demeanour when faced with difficult

situations.

7.6 Has difficulty separating work life from personal life.

ENTERPRISING AND PERFORMING

1 2 3 4 5

8.1 Handles demanding goals with enthusiasm.

8.2 Prioritizing future workloads.

8.3 Asking for tasks without checking workload first.

8.4 Keeps up dated about competitor information and new trend

on the market.

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8.5 Demonstrates financial awareness.

8.6 Unable to identify business opportunities for the organisation.

QUESTION # 2

A Job Description for the position of Human Resource Manager.

JOB DECRIPTION- HUMAN RESOURCE MANAGER.

Name of Position: Human Resource Manager.

Position Level: Human Resource Generalist

Salary Range: $13,788 - $131,778

Managers/Supervisors: Reports to the Chief Executive Officer (CEO)

Employees Supervised:

Supervises the Recruitment/Selection Department,

Training and Development Department,

Compensation Department and

Welfare Department.

Internal Networks: Networks with Engineering, Finance and Marketing Departments.

External Networks: Partners with Regional HR, General HR and Employee Relations Unit.

Description of the Job Position:

Maintains and enhances the organisation’s human resources by planning, organising, directing

and coordinating human resource management activities in an effort to maximize the strategic

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use of human resources and other functions such as compensation, recruitment, personnel

policies and regulatory compliance.

Core Responsibilities:

 Possess in depth knowledge about the company’s culture, policies, revenue, clients and

internal issues.

ï‚· Ability to make quick decisions often without complete knowledge of the situation.

ï‚· Must be a critical thinker.

ï‚· Effective interpersonal skills.

ï‚· Supervise and delegate duties to other departments such as recruitment, payroll etc.

ï‚· The ability to stay updated on legislation related to employment and to be aware of

violations, harassment or hardships that employees undergo.

ï‚· Ability to foresee the training needs of the organisation, tailor workshops,

communication and training to meet employee needs.

ï‚· Ability to motivate employees.

ï‚· Maintains good union-organisation relations.

Major Responsibilities:

ï‚· Lead and direct the HR team o deliver a comprehensive HR service.

ï‚· Coach managers on performance management issues and processes.

ï‚· Maintains and develops HR policies.

ï‚· Ensures timely recruitment of staff, administers orientation and training programs.

ï‚· Administer compensation and benefits policies.

ï‚· Develop HR Business Plan according to strategies.

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ï‚· Ensures quick communication between staff of all levels.

ï‚· Enhance job performance by keeping up to date on technical information, attending

seminars and conferences etc.

ï‚· Develop, implement and participate in employee recognition programs.

ï‚· Maintain inter and intra departmental work flow by providing information to and

cooperating with co-workers.

ï‚· Oversee the organisational development and training function and develop employee

training programs.

ï‚· Analyse statistical data and reports to identify and determine causes of personnel

problems and develop recommendations for improvement of organisation’s personnel

policies and practices.

ï‚· Serve as a link between management and employees by handling questions, interpreting

and administering contracts and helping resolve work related problems.

ï‚· Provide terminated employees with outplacement or relocation assistance.

Knowledge:

ï‚· 8 years experience in one or more functional areas of Human Resource Management.

ï‚· 4 years at a Management/Supervisory level.

 Bachelor’s Degree in Human Resource Management with training in Industrial Relations

or a Post Graduate Diploma in Human Resource Management.

 O’Level passes in at least 5 subjects including Mathematics and a Business subject.

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Skills and abilities:

ï‚· Ability to use Microsoft Office Suite.

ï‚· Ability to use internet for research purposes.

ï‚· Ability to interpret policies and procedures to identify work problems and direct staff to a

solution.

ï‚· Provide leadership and vision.

ï‚· Ability to analyze and evaluate data and trends and to make appropriate

recommendations.

ï‚· Exercises tact and diplomacy in performance of duties.

ï‚· Solve complex problems and make decisions.

ï‚· Observes and maintains confidentiality in performance of duties.

ï‚· Ability to communicate effectively both orally and in writing.

ï‚· Excellent attention to detail.

ï‚· Influencing, persuading, coaching and negotiating skills.

ï‚· Ability to work autonomously and flexibly.

Environment:

ï‚· Ability to work in an office setting.

ï‚· Must be able to work well with people.

ï‚· Position may require extended work hours which may include weekends and public

holidays.

ï‚· Requires recruiting of new employees as well as to take part in conferences and seminars

which requires travelling.

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CONCLUSION:

A job description is a written statement that explains the purpose, scope, duties and

responsibilities of a specified job. The advantages of a job description are that it helps the

organisation to hire the right person for the job and it lays out employee expectations so that they

are mentally prepared to be held to a standard which was made clear from the beginning.

The disadvantages of a job description are that it discourages innovation and expansion because

employees are expected to follow rules and procedures and do not deviate from it. The job

description can become quickly outdated because it does not change from the moment that it is

developed. It remains as it was initially written while the company’s needs change with time.

A behavioural checklist is a rating form containing statements describing both effective and

ineffective job behaviours. An advantage of behavioural checklists is that it allows the evaluator

to describe rather than evaluate an employee’s behaviour. A disadvantage of behavioural

checklist is that it requires a lot of time and money invested in order to construct the instrument.

The difference between a job description and competency is that the job description describes the

duties and responsibilities of the job and the competency describes the behaviours that help

people do the job right. Competencies are more objective.

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