Please enable JavaScript.
Coggle requires JavaScript to display documents.
Fleet Personnel Management - Coggle Diagram
Fleet Personnel Management
Recruitment Process
Process of identifying the job vacany, analyzing the job requirements, reviewing applications, screening, shortlisting and selecting the right candidate
The process are: Recruitment Planning, Strategy Development, Searching, Screening and Evaluation.
Recruitment Planning
A structured recruitment plan is mandatory to attract potential candidates from a pool of candidates.
Recruitment Planning Involves: Identifying Vacancy (E.g. Number of posts to be filled, Qualification and experience required etc)
Job Analysis: A process of identifying, analyzing and determining the duties, responsibilities, skills, abilities and work environment of a specific job. There are 3 categories that fall under it Job description, Job specification and Job Evaluation.
Job Description: (E.g.: Job Title, Job Location, Summary of Job etc)
Job Specification: (E.g. Qualification, Skill requirements, Work responsibilities etc)
Job Evaluation: (E.g. Comparative process of analyzing, assessing and determining the relative value/worth of a job in relation to the other jobs in an organization)
Strategy Development
To decide which strategy to adopt for recruiting the potential candidates for the organization
Strategy involves: Make or buy employees, Geographical area, Type of recruitment and Recruitment sources
Searching
Process of looking for candidate to fill up the position
There are 2 ways to source for candidates
External Sources: (E.g. Direct Recruitment, Employment Agencies Advertisement etc)
Internal Sources: (E.g. Promotions, Transfers, Former Employees etc)
Screening
Process of filtering the applications of the candidates for further selection process
Helps in removing unwuslified or irrelevant candidates, which were recieved through sourcing
Screening process involves: Identifying the top candidates, Conducting telephonic or video interview and Reviewing of resumes and cover letters
Evaluation: Make of decision whom to hire for the vacancy, Recruitment is a costly process, hence it is important that the performance of the recruitment process is thoroughly evaluated.
Employee Onboarding
The process of introducing new employees to the organization's environment and culture. Time taken for employee onboarding process may to achieve that might vary from one organization to another
Important of efficient employee onboarding
Obtain clarity on their job objectives
Get to know the organization
Forge a good relationship with other employees
Help new hires settle down in their jobs
Some of the activities done during employee onboarding: Providing contract of service (offer letter), Setting salary account, Assign IT asset (Workstation, email), Assigning of mentor, Schedule Training and Schedule Orientation
Contract of Service (Offer Letter)
A contract of service is an agreement in which: One person agrees to employee another as an employee, The other person agrees to serve the employer as an employee
Can be in writing, verbal, expressed or implied. To minimise disputes on the agreed terms and conditions, the contract should be in writing
Must include Key Employment Terms (KETs) in writing to all employees who meet all the following requirements: Enter into a contract of service on or after 1 April 2016, Are covered by the Employment Act and Are employed for 14 days or more
Benefits of KETs includes: Assure employees of their income & main benefits, Facilitate resolutions of employment-related disputes and Develop Trust between employers & employees.
Employee Development: A joint initiative of the employee as well as the employer to upgrade the existing skills and knowledge of an individual
Importance of employee development: Enhance employee's skills and upgrade their existing knowledge in order to perform better, Personal growth of employees etc.
Four steps to employee development Plan
Plan Development Activites
Performance Monitoring
Create Confidence
Prepare an Employee
Managers/Supervisors play a crucial role in employee development: Motivated employees to participate in training programes and employee development activites,
Sit with tem members to find out where they are lacking and what all new skills they need to acquire for an increased productivity
Encourage employees to accquaint themselves with new knowledge, Design relevant employee development activities as per needs and requirements of employees and ensure to allocate enough resources for employee development.
Performance Management: A set of processes and systems aimed at developing an employee so they perform their job to the best of their ability. Strategic alignment of one's work to the group and organizational goals
Objective of PM: Career Advancement, Strategic/ succession planning, Identifying performance barriers, Clear communication of expectations, Boosting employee performance, Identifying the knowledge and skills gap for the job and achievement of superior standards of workj performance.
Organization's Benefits: Improved organization performance, Employee retention and loyalty, Improved productivity, Overcoming the barriers to communication, Clear accountabilities and Cost advantages.
Manager's Benefits: Saves time and reduces conflicts, ensure efficiency and consistency in performance.
Employee's Benefits: Clarifies expectations of the employees, Self assessment opportunities clarifies the job accountabilities and contributes to improved performance, Clearly defines career paths and promotes job satisfaction.
Components of Performance Management System: Performance Planning, Performance Appraisal and Reviewing, Feedback on the Performance followed by personal counseling and performance facilitation, Rewarding good performance and Performance Improvement Plans.
Employee Disciplinary Process
The purpose of disciplinary process is improve and prevent a recurrence of undesirable employee behavior and performance issues
Example of undesirable employee behavior and performance issues
AWOL, Poor contribution, Fighting at work, Insubordination, Late for work
Counseling and verbal warning: Usually first form of action, Conducted by immediate supervisor, Create awareness to employee on his/her existing performance, conduct or attendance issue.
Written warning: Formal/ official warning, Manager or HR may be invoolved, Clear outline the consequences of continuous poor performance or conduct.
Final written warning and disciplinary action. In the event there is no improvement from employee, Or the incident is serious, Manager and HR will be involved, Disciplinary action: monetary fine; suspension; termination.