It is the NEGC’s objective to promote equitable and consistent human policies that specifically prohibit discrimination on the basis of race, sex, color, national origin, sexual orientation, age, political affiliation, veteran status, or disability.
Department of Human Resource Management (DHRM): The department to develop and interpret human resources policies .
Policy Manual: Provides agencies the basis tools and resources needed to administer their agency’s human resource program.
The policy manual contains general statements of policy but not detailed procedural guidelines for each policy. These policies do not constitute a contract of any kind , expressed or implied.
DHRM may add to the policies in the manual , revoke or modify them from time to time. DHRM makes every effort to keep t is manual current but there may be times when policies will change before this material can be revised.
Procedures for implementing particular policies may exceed the scope of this manual.
Provide employees with appropriate training/orientation regarding policies and ensure that they have access to policies and information. Ensure that employees are made aware of new and or revised policies in a timely manner.
Develop new or revise existing policies. Ensure proper distribution of policies in a timely manner.
Respond to change in local and international law that impact policies.
Provide consistent policy interpretation to human resource staff and employees.
Review company’s human resource policies as appropriate to ensure compliance with international policies and provide input and assistance as needed.
It is the NEGC’s objective to establish and maintain a work environment free from the effects of alcohol and other drugs. The effects of alcohol and other drugs in the workplace could undermine the productivity of the NEGC’s workplace. The adverse effects of alcohol and other drugs create a serious threat to the welfare of fellow employees and to citizens. NEGC’s, therefore, adopts the following policy and procedures to address alcohol and other drug problems in the public work force.
This policy applies to all positions whether full-time or part-time, or paid on a salaried or an hourly basis.
Any product defined as such in the Alcohol Beverage Control Act.
A finding of guilty (including a plea of guilty or nolo contendere),or imposition of sentence, or both, by any judicial body charged with the responsibility of determining violations of the criminal drug laws, alcohol beverage control laws, or laws that govern driving while intoxicated.
Criminal Drug Law
Any criminal law governing the manufacture ,distribution, dispensation, use, or possession of any controlled drug.
Any substance defined as such in the Drug Control Act, and whose manufacture, distribution ,dispensation, use, or, possession is controlled by law.
All employees, whether full-time or part-time, or paid on a salaried or on an hourly basis.
The person(s) ultimately responsible for an employee’s workplace and performance.
Any substance other than alcohol that may be taken into the body and may impair mental difficulties and/or physical performance.
The person immediately responsible for an employee’s workplace and performance.
Abide by policy
Employees must abide on Alcohol and Other Drugs, and applicable disciplinary policies.
An employee’s appeal of a conviction does not affect the employee’s obligation to report the conviction.
Each of the following constitutes a violations of this policy:
The unlawful or unauthorized manufacture, distribution , dispensation, possession, or use of alcohol or other drugs in the workplace;
Impairment in the workplace from the use of alcohol or other drugs, except from the use of drugs for legitimate medical purposes;
A criminal conviction for a:
violation of any alcohol beverage control law or law that governs driving while intoxicated , based upon conduct occurring in the workplace; and
An employee’s failure to report to his or her supervisor the employee’s conviction of any offense.
For policy violation(s)
Any employee who commits any violation, shall be subject to the full range of disciplinary actions, including discharge, pursuant to applicable disciplinary policies.
Severity of discipline
The severity of disciplinary action for violations of this policy shall be determined on a case-by-case basis. Mitigating circumstances that may be considered in determining the appropriate discipline include whether the employee voluntarily admits to, and seeks assistance for, an alcohol or other drug problem.
Fair application of policy
Provide employees with copy of summary of policy or, upon request, copy of entire policy
Management must post a copy of the entire policy in a conspicuous place or places in the workplace.
Training of agency representatives and supervisors
The Department of Human Resource Management shall instruct other departmental representatives, who in turn shall instruct their corresponding supervisors, on the implementation of this policy, including:
Ongoing employee education
Departments must inform employees, on an ongoing basis, of:
Appropriate action when notified of violations
Employees with problems related to the use of alcohol or other drugs are encouraged to seek counseling or other treatment.
Assistance from management
Assistance from other agencies
Employees may contact other agencies, such as the Department of Mental Health, Mental Retardation and Substance Abuse Services, the Department of Health, the Department of Rehabilitative Services.
Leaves of absence to seek rehabilitation
All records and information concerning personnel actions related to his policy shall remain confidential and shall be disclosed only with the employee’s permission , or when the management determines that disclosure is necessary for its efficient operation.
Strategic Workforce Planning is the business process for ensuring that an organization has suitable access to talent to ensure future business success.
Strategic Planning considers the business risks concerning insufficient, disrupted mis-deployed talent on the organization’s business priorities.
The process for starting out Strategic Workforce Planning is link with the organization’s strategy. This means identifying the critical talent needs that if not met can materially adversely impact business success. Once the business risks are fully appreciated then attention turns to schedule and timing. Assessing current internal capability and assessing its relative position when it will be called upon in the future. Speculating on future sourcing options and identifying the preferred sourcing option. Implementation and execution follow. Attention to periodically reviewing the “sanity” of the current plan is prudent.
Steps in Workforce Planning
Through there is no definitive ‘Start here’ activity for any of the approaches to Strategic Workforce Planning, there are five fundamentals activities that most Workforce plan models have:
Environment Scanning is a form of business intelligence. In the context of Workforce Planning , it is used to identify the set of facts or circumstances that surround a workforce situation or event.
Current Workforce Profile
Current State is a profile of the demand and supply factors both internally and externally of the Workforce the organization has ‘today’.
Future Workforce View
Future View is determining the organization’s needs considering the emerging trends and issues identified during the Environment Scanning.
Future View is often where the different approaches identified above are applied:
Quantitative futuring: understanding the future you are currently tracking to by forecasting;
Quantitative futuring: scenario planning potential alternative futures in terms of capabilities and demographics to deliver the business strategy.
Analysis and Targeted Future
Qualitative and quantitative futuring creates the content for an organizational unit to analyze and identify critical elements. As the critical elements are identified the Targeted Future begins to take form. The targeted future is the future that the organization is going to target as being the best fit in terms of business strategy and is achievable given the surrounding factors (internal/extern l, supply/demand).
Closing the Gaps
Closing the gaps is about the people management (human resources) programs and practices that deliver the workforce needed for today and tomorrow. The process is about determining appropriate actions to close the gaps and therefore deliver the targeted future. There are 8 key areas that Closing the Gaps needs to focus on-Resourcing, Learning and Development, Remuneration , Industrial Relations, Recruitment, Retention, Knowledge Management , Job design.
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job an organization or firm.
The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews.
NEGC recruits efficient and competent personnel by using NEGC’s human resource department , front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies, our in-house recruiters may advertise job vacancies on our own website or general newspaper or job and journals and other professional publications.
(1) Job Analysis
NEGC perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search.
We have to job descriptions that represent a historical of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job analysis and job description ensures the recruitment effort starts off on a proper track for success.
(3) Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through resumes, job applications, interviews, educational or professional experiences, the testimony of references, or in-house testing.
“Onboarding” is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment.
Onboarding may 1 week to 6 month.
Skill management is the practice of understanding, developing and deploying people and their skills.
Well-implemented skills management should identify the skills that job roles require, the skills of individual employees, and any gap between the two.
To be most useful, skills management needs to be conducted as an ongoing process, with individuals assessing and updating their recorded skill sets regularly. These updates occur at least as frequently as employees’ regular line manager reviews, and certainly when their skill sets have changed.
In order to perform the functions of management and to assume multiple roles, managers must be skilled. Three managerial skills that are essential to successful management are: technical, human, and conceptual. Technical skill involves process or technique knowledge and proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves the ability to interact effectively with people. Managers interact and cooperate with employees. Conceptual skill involves the formulation of ideas. Managers understand abstract relationships, develop ideas, and solve problems creatively. Thus, technical skill deals with things, human skill concerns people, and conceptual skill has to do with ideas.
A manager’s level in the organization determines the relative importance of possessing technical , human, and conceptual skills. We have top level managers who have conceptual skills in order to view the organaization as a whole.
Conceptual skills are used in planning and dealing with ideas and abstractions. Our supervisors have technical skills to manage their area of specialty. All levels of management have human skills in order to interact and communicate with other people successfully.
In the field of human resources management, training and development is the field concerned with organization activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development.
Training and development encompasses four main activities: training, education, evaluation and development.
Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
Evaluation: A systematic process that determines the worth, value, or significance of training. Typically, training evaluations measures participants’ reactions, the accomplishment of program objectives, or performances improvement.
Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.
The sponsors of training and development are senior managers.
The clients of training and development are business planners.
Line managers are responsible for coaching, resources, and performance.
The participants are those who actually undergo the process.
The facilities are Human Resource Management staff.
The provides are specialists in the field.
A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated ( generally in terms of quality, cost, and time ) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee’s recent successes and failures, personal strengths and weakness, and suitability for promotion or future training. It is also the judgement of an employee’s performance in a job based on considerations other than productivity alone.
Generally, the aims of a performance appraisal are to:
A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receives assessments form their manager, peers, subordinates, and customers, while also performing a self assessment.