HUMAN RESOURCE MANAGEMENT AND PERSONNEL

MANAFEMENT REPORT

Submitted To

Human Resource Manager

[A Case Study on Cisco]

BY

Catherine Moure

(NKU/DPSM/03362)

MARCH 2015

TABLE OF CONTENTS

ABSTRACT

HUMAN RESOURCE MANAGEMENT

Personal management approach and HR management approach.

Functions of HR management

Impact of flexible working legislation within Cisco.

RECRUITMENT AND SELECTION

Stages in HR planning

An analysis for HR planning

Recruitment and selection processes with one other organization

Evaluation of approaches used by the two organizations.

evaluate the effectiveness of the recruitment and selection techniques in two

organizations

REWARD AND MOTIVATION

Evaluate „job evaluation

Why is it used within the organization?

Link this to performance management and examine techniques used to monitor

employees.

assess the effectiveness of reward systems in different contexts

examine the methods organizations use to monitor employee performance

EMPLOYMENT EXIT

identify the reasons for cessation of employment with an organisation

describe the employment exit procedures used by two organisations

Employment exit procedures

Impact of legal & regulatory framework

CONCLUSION

RECOMMENDATIONS

REFERENCES

ABSTRACT

Cisco is the worldwide leader in IT Multinational Corporation headquartered in San

Jose, California that that designs, manufactures and sells network equipment.

The purpose of this written case study report present an overview of human resource

management and personnel management analysis at Cisco in comparison with its

closest rival organization rival competing organization management Hewlett-Packard

i.e. HP. To address this issue, a case study is presented to be analyzed. The problem

solving criteria is presented in the context of human resource management.

Human Resource Management

Despite its key role within economic development, human resource remains to be one of the

most fundamental departments at Cisco and could be described in two ways strategic and

proactive. The reason being that there strategies are ongoing and they constantly work towards

managing and developing an organizations workforce. It can be seen as Proactive because of its

continuous development and functions to improve the company's workforce.

Human Resource Management is the type of Management where almost everybody in Managing

Position can play a part in Training and Development with an aim to have many different

Managers in various departments with the necessary skills to handle employee tasks at hand.

On the other hand, Cisco’s Personnel Management can be defined as obtaining, using and

maintaining a satisfied workforce. It is also a significant part of Cisco’s management concerned

with employees at work and with their relationship within the organization.

The head of the personnel function is essentially a specialist manager who is responsible for

devising and implementing the organization’s policies and strategies for the people resource

within the business. The staff working in the personnel function is generally responsible for

providing advice, guidance and assistance to managers and employees within the organization -

on matters affecting employment.

In broader terms the personnel function in Cisco can be seen as that area of the business from

where 'rules' for managing people emanate. Ultimately though, the fulfillment of these 'rules' and

personnel relations within a firm rest with the quality of leadership and management amongst the

supervisors and managers of the business. In this way the personnel function is described as

comprising the people whose jobs specialize in acquiring, retaining and developing the human

resources of the organisation. Attwood (1989) outlines the elements concerned with the

management of people as: Most organisations have a specialist personnel department that gives

support to managers and supervisors, who have direct responsibility for the management of

people. A wide range of people - personnel specialists, line managers and supervisors - practice

personnel management. There are a number of specialist management techniques that together

comprise personnel management. The practice of personnel management varies greatly from

organisation to another.

The two departments though almost closely related- differs in their functions and approach in

that

HUMAN RESOURCE MANAGEMENT

APPROACH

PERSONNEL MANAGEMENT

APPROACH

HRM is proactive in nature. It is not only

concerned with the present organizational

conditions but foresees future necessities

and then acts appropriately.

PM is mainly reactive in nature. It satisfies

itself by ensuring peaceful measure

management relations in the present.

HRM as a resource centered activity focuses

more on the managerial aspects in terms of

delegating the responsibility of HRM to line

authority and management development

PM which is employee centred , aims at hiring,

training, compensating, and maintaining the

existing force of the organization.

HRM emphasizes open minded contracts,

which can be modified depending upon the

PM emphasizes the strict observance of

defined rules, procedures, and contracts that

demand of the business. Management

assumes the responsibility to motivate the

employees and constantly inspires

performance based upon team spirit.

govern the relationships between the workforce

and the management; for example collective

bargaining and employment contracts.

HRM is based on the principle that better

performance itself is a cause of job

satisfaction and morale.

PM considers job satisfaction and morale as a

source of better performance. It works on the

foundation that a contended worker is a

productive worker.

Cisco organization also has flexible legislations – a significant factor in any organization which

enhances reduced vacancy costs and increased skill retention thereby enabling employees to

remain in the labor market. This results to benefits in terms of reduced staff turnover costs and

increased skill retention.

It has been assumed that a non-legislative code of practice will have less influence than the

statutory code so will lead to fewer employees discussing flexible working options with their

employer when considering a job move. This means that a smaller number are prevented from

leaving their jobs.

Impact of flexible work legislation

Within the Cisco Organization, the number of employees who make formal requests for under

the ‘right to request’ legislation, is much lower than the actual incidence of Flexible Work

Arrangements with informal arrangements being widespread in the industry.

Survey data within Cisco organization on the impact of ‘right to request’ legislation shows that:

The most commonly available form of flexibility is part-time work

A majority of requests for flexibility are accepted

FWAs are much more likely to be accessed by women (particularly those with

caring responsibilities)

It is common practice for FWAs to be offered to all employees

Women are more likely to make requests for FWAs and more likely to have FWAs

available in their workplaces.

Women employees are more likely than men to have statutory requests for FWAs

accepted in full by management.

Cisco baseline information collected prior to the recent introduction of ‘right to request’

legislation reveals similar trends to that in the UK in relation to the number of requests for

FWAs, the gendered nature of requests and similarities in the number of requests accepted by

employers.

Awareness among Cisco employers and employees of the availability of the

‘right to request’ is lower than the awareness in Hewlett-Packard, Ciscos closest rival. However,

the Cisco legislation had a high profile when passed and had ongoing publicity as subsequent

extensions were made to the law.

RECRUITMENT AND SELECTION

In order to ensure that set procedures are followed, HR manager’s checklist approach is

adopted by the Human resource management. The illustration below outlines an

example checklist.

Evaluation of recruitment

The initial evaluation of the success of any recruitment campaign or activities centers on

the quality and quantity of candidates applying for the vacant position or positions.

Overall success would then be related to the successful appointment of a person to fill

the vacant role in the Organization. This aspect of recruitment examines once the

selection of a candidate has been made.

Example recruitment checklist

ITEM Questions To Be Considered Comments

1 Has the vacancy been agreed by the responsible manager

2 Is there an up to date job description for the vacancy

postion?

3 What are the conditions of employment

4 Has a candidate specification been prepared

5 Has a notice of vacancy been circulated internally?

6 Do all potential candidates know where to apply their

forms?

7 What arrangement has been made in drawing up

shortlisted candidates?

8 Have the interviewing arrangements been agreed, and

have the short listed candidate being informed?

9 Have unsuitable candidates being formed of their position?

10 Have letters been dispatched to successful candidates?

11 Have suitable rejection letters being been sent to

unsuccessful candidates, thanking them for their

attendance?

12 Have all replies to offer letters been accounted for?

13 Have the necessary procedures for placement, induction

and follow up of successful candidates being put into

effect?

Recruitment procedures are systematic, timely and responsive to the needs of this

organization. In considering recruitment procedures the Human Resource department

also acknowledges the role that recruitment advertising plays in the marketing of the

company. The right overall impression is set in recruitment advertising.

Once a policy has been established policy and procedures for recruitment, the actual

establishment of what is needed from the recruitment begins. The starting point for this

is the examination of what is required of an identified position within a company.

A number of stages should be gone through Job analysis Creation of a job specification

or description of Recruitment profiles

STEP 1. Determine your Business Goals

First one needs to have a clear understanding of where your organization is headed. Review the government’s key priorities or emerging directions that could have an impact on your

organization’s mandate Review your organization’s business priorities, budget allocations and performance indicators

STEP 2. Scan the environment

External Factors Labour market trends Current and projected economic conditions Changes in legislation Technological advancements Cultural and social values

Internal Factors Workforce composition (profile, trends, skills) Changes in policy platform, guidelines, program delivery,

organizational structure Government-wide initiatives, such as diversity

and employment equity; official languages; training, learning and development; values and ethics; workplace well-being

STEP 3. Conduct gap analysisBased on Step 1 and Step 2, determine your organization’s current and future human resources needs. Identify possible skills shortages in specific occupational groups or potential need for new skills Identify possible need for succession planning and management Ensure that you have met your obligations related to diversity and employment equity; official languages; training,

learning and development; and values and ethics

STEP 4. Set HR priorities to help achieve business goals

Based on steps 1 to 3, determine the major human resources priorities and the strategies you will useto achieve the desired outcomes.

Include human resources priorities and key planning issues in your organization’s Report on Plansand Priorities

Factor in budgetary considerations into your human resources plan Communicate your human resources plan to all employees and stakeholders and engage managers

in its implementation

STEP 5. Measure, monitor and report on progress

STEP 2. Scan the Environment

Human Resource planning process

STEP 3. Identify the Gaps

STEP 4. Develop Your Plan

STEP 5. Measure Your Progress

The human resources plan is an evergreen document. Key to successful implementation is constantly measuring, monitoring and reporting on progress, and responding to changing circumstances. Ensure human resources performance measures are aligned with indicators in the Management Accountability

Framework and the People Component of the same Framework Establish a process that allows for regular review, adjustments and communication of changes

This summarizes the approaches discussed, hence offering a bright insight to the the

HRM approach within Cisco HP Company.

Human Resource Planning is very important to everyday Ciscos activities as it

comprises of Forecasting, inventory, audit, HR Resource Plan, Auctioning of Plan;

Monitoring and Control.

HR planning Mondy et (1996) refers to a systematic analysis of Human Rerource

needs in order to ensure that correct number of employees with the necessary skills are

available when they are required.

When planning program me is prepared, Practitioners bears in mind staff members

objectives targets to achieve when preparing planning programme.

Importance of Planning

HR Planning is a process that have to be commenced from somewhere and completed

for a purpose. It involves gathering information that enable managers and supervisors in

making sound decisions. The information also obtained is utilized to make better actions

for achieving the objectives of the Organization.

There are always many considerations look into when deciding for an HR Planning

programme that consists of gathering of information, making objectives, and making

decisions to enable the organization achieves its objectives. Unfortunately, this aspect

of HR is one of the most neglected in the HR field. HR Planning is applied since it

assists to address the following questions:

i. How many staff does these Organization have?

ii. What type of employees as far as skills and abilities does these Company

have?

iii. How should these Organization best utilize the available resources?

iv. How can the Company keep its employees?

HR planning makes the Cisco organization to move forward. With Human Resources

Practitioners who prepares the HR Planning programme, assist the Organization to

manage its staff strategically and to direct the actions of HR department.

Not only does programme assist the Organization, but it will also facilitate the career

planning of the employees and assist them to achieve the objectives as well. This

augment motivation and the Organization would become a good place to work. HR

Planning forms an important part of Management information system.

Inadequacy of HR Planning

Poor HR Planning and lack of it within Cisco can result in huge costs and financial

looses and staff posts taking long to be filled. This augment costs and hampers effective

work performance because employees are requested to work unnecessary overtime

and may not put more effort due to fatigue. If given more work this may stretch them

beyond their limit and may cause unnecessary disruptions to the production of the

Organization. Employees placed on a disadvantage because their live programmes are

disrupted and they are not given the chance to plan for their career development.

Stages Of HR Planning

Stages in Cisco HR Planning In Details

a. Forecasting

HR Planning requires gathered data on the Organizational goals objectives. For

that reason, HR employees should always understand where the Organization

wants to go and how it wants to get to that point. The needs of the employees

are derived from the corporate objectives of the Organization. They stern from

shorter and medium term objectives and their conversion into action budgets (eg)

establishing a new branch in Manila by January 2006 and staff it with a Branch

Manager (6,000 USD, Secretary 1,550 USD, and two clerical staff 800 USD per

month. Therefore, the HR Plan should have a mechanism to express planned

Company strategies into planned results and budgets so that these can be

converted in terms of numbers and skills required.

b. Inventory

After knowing what human resources are required in the Organization, the next

step has always been to take stock of the current employees in the Organization.

The HR inventory should not only relate to data concerning numbers, ages, and

locations, but also an analysis of individuals and skills. Skills inventory provides

valid information on professional and technical skills and other qualifications

provided in the firm. It reveals what skills are immediately available when

compared to the forecasted HR requirements.

c. Audit

We do not live in a static World and our HR resources can transform

dramatically. HR inventory calls for collection of data; the HR audit requires

systematic examination and analysis of this data. The Audit looks at what had

occurred in the past and at present in terms of labor turn over, age and sex

groupings, training costs and absence. Based on this information, an HR

employee can then be able to predict what will happen to HR in the future in the

Organization.

d. HR Resource Plan

Career Planning and HR plans are looked into at under this subtopic. People are

the greatest asserts in any Organization. The Organization is at liberty to develop

its staff at full pace in the way ideally suited to their individual capacities. The

main reason is that the Organization’s objectives should be aligned as near as

possible, or matched, in order to give optimum scope for the developing potential

of its employees. Therefore, career planning may also be referred to as HR

Planning or succession planning.

The questions that are of concern are such as:

a) Are we making use of the available talent we have in the Organization,

and have we an enough provision for the future?

b) Are employees satisfied with our care of their growth in terms of

advancing their career?

Assignments of individuals to planned future posts enable the administration to

ensure that these individuals may be suitably prepared in advance.

e. Auctioning of Plan

There are three fundamentals necessary for this first step.

1) Know where you are going.

2) There must be acceptance and backing from top management for the

planning.

3) There must be knowledge of the available resources (i.e) financial,

physical and human (Management and technical).

Once in action, the HR Plans become Corporate plans. Having been made and

concurred with top management, the plans become a part of the company’s long-

range plan. Failure to achieve the HR Plans due to cost, or lack of knowledge,

may be serious constraints on the long-range plan. Below is an illustration of how

HR Plan is linked to corporate Plan.

a) Monitoring and Control.

This is the last stage of HR planning in the Organization. Once the

programme has been accepted and implementation launched, it has to be

controlled. HR department has to make a follow up to see what is happening

in terms of the available resources. The idea is to make sure that we make

use of all the available talents that are at our disposal failure of which we

continue to struggle to get to the top.

b) Do you have an HR Plan in action?

Let us all check where we are working and see whether there is really a

Human Resource Plan. If its not available, let use try to develop one and you

would see how you will make a difference. It is quite true that HR plan is the

basis of Human Resources Management. If we do not know how to develop

it, then we are not doing an services to our Organizations and our impact will

not be felt in the management pool.

EVALUATION ANALYSIS CISCO & HP

Interestingly enough, both the organization had almost same approaches if not same in

their organizational structures and way of approach in management issues

REWARD AND MOTIVATION 800

Ciscos Job evaluaton has a systematic way of determining the value/worth of a job

within the organization that comprises of Selecting the method of evaluation, Classifying

jobs, Installing the programme, then finally Reviewing periodically.

Job evaluation refers to the application of a process to identify, analyze and measure

each job against established criteria and weigh the relative value of jobs in a uniform

and consistent manner. It is NOT used to obtain a salary increase for the incumbent.

Job evaluation helps provide salary equity among all jobs in a salary administration.

After a job is evaluated, it is assigned to the appropriate salary group and corresponding

salary range.

Jobs are evaluated when either when a new position is established, prior to recruitment

or when an existing position has changed 10-15% (up or down.) Requests for the

evaluations are always from The Job Evaluation Committee (JEC), Human Resources

Office or The position’s supervisor

Neither the job description nor the evaluation process reflects upon the personality,

credentials, or performance of an incumbent, or upon salary considerations.

STEPS IN THE EVALUATION PROCESS

STEP ONE -Job Description

The position supervisor assigns duties and writes the job description. If there is an

incumbent employee, s/he reviews it, and they both sign it. Instructions and additional

assistance are available from Human Resources, if needed. The job description is a

snapshot of the job as it presently exists, reflecting the current duties and

responsibilities of the job and/or the incumbent.

STEP TWO - Approval

The vice president reviews job descriptions and, if s/he concurs, approves the

responsibilities, requirements, and departmental organization contained within a job

description presented for new evaluation, and signs it. If the vice president does not

concur with the contents of the description, it is returned to the supervisor for changes.

STEP THREE - Review

Human Resources reviews the job description as submitted with the supervisor prior to

evaluation by the Job Evaluation Committee (Step 4). Human Resources helps ensure

that there is consistency and equity in the job descriptions and titles by editing them for

clarity and format. If

the Human Resources Office makes changes, the job description is returned to the

supervisor and vice president for signature prior to being presented to the Job

Evaluation Committee (Step 4).

STEP FOUR - Evaluation

The Job Evaluation Committee is a multi-member committee, the members of which

are appointed by the Director of Human Resources, representing offices throughout the

College. JEC ensures equity among jobs through the use of established, consistent

criteria for evaluation and prevents escalation of the job evaluation grades by validating

changes in job content presented for review. Members of JEC receive in-depth training

on job evaluation and utilize a consistently applied point system for the evaluations.

JOB EVALUATION CATEGORIES

The job evaluation process consists of three general categories:

1. Know-how

Know-how is the sum total of every kind of knowledge and skill however

acquired, e.g. experience, education, etc. needed for accept-able job

performance. Know-how includes three elements:

A. Specialized, technical or practical know-how: the basic job knowledge needed.

B. Managerial know-how: The degree with which the job deals with planning and

organizing the employee’s activities and coordinating with others.

C. Human relations skills: The persuasion and communication skills for

motivating, training, and developing others.

2. Problem Solving

Problem solving is the amount of original self-starting thinking required by the job

for analyzing, evaluating, creating, reasoning, arriving at and coming to

conclusions. Problem-solving has two elements:

A. Thinking environment – defines the degree to which the incumbent is free to

develop answers to problems, ranging from the day-to-day decisions based on

simple memory to those which require creative thinking or long-range strategies.

B. Thinking challenge – defines the com-plexity and uniqueness of problems and

may range from repetitive to highly creative.

3. Accountability

Accountability is the answerability for action and for the consequences of that

action. Accountability has three elements:

a) Freedom to act is the degree to which the position can take action without

consulting a higher authority.

b) Impact on end results is the real effect of the position on the end results, i.e.,

direct, controlling, or primary impact, or an interpretive, advisory, or facilitating

role.

c) Magnitude is the size of the area in which the job functions, i.e, whole

organization, school, single department, etc.

STEP FIVE - Confirmation

The appropriate Vice President will review and confirm all job evaluations and titles

recommended by JEC in their respective areas.

After confirmation of the evaluation job description, Human Resources will notify the

supervisor of the results of the evaluation and the title. The supervisor then advises the

incumbent of the position (if applicable) of the results of the job evaluation.

Appeals Procedure

The employee, supervisor, and/or Vice President may appeal the evaluation should they

feel the evaluation rating is incorrect. An appeal includes an assumption that new

information is available. The appeal goes to the appropriate vice president and with the

vice president’s concurrence, to JEC and SSAC (Staff Salary Appeals Committee). For

assistance in an appeal, contact Human Resources and/ or refer to Personnel Policy

and Procedure No. 5.02 “Job Evaluation.”

This important to cisco since It tries to link pay with the requirements of the job, offers a

systematic procedure for determining the relative worth of jobs, An equitable wage

structure is a natural outcome of job evaluation besides being unbiased job evaluation

tends to eliminate salary inequalities by placing jobs having similar requirements in the

same salary range.

Employment Exit

Employee exit refers is the process used within many businesses to terminate

employees in a professional manner. It applies to employees who have resigned and

those that have been terminated by the company.

When an employee is terminated there are a number of considerations that an

organization needs to make in order to cleanly end the relationship between the

company and the employee. Cisco not only has duty during employment but it also has

a responsibility to the employee which may extend beyond the period of employment

and this is the primary focus of the exit procedure.

Cisco organization employees both casuals and permanents cease to be employesss of

the organization through the following listed methods such as Resignation Dismissal

That being said, causes for termination generally relate to incompetence; negligence;

inefficient performance of duties; violation of rules and regulations including those

related to health and safety; violation of personnel policies; failure to follow reasonable

direction given by the supervisor or director; insubordination; misuse of library funds or

property; a pattern of absenteeism or tardiness, or other similar cause. Written notice

specifying the reason for dismissal is given by the director. The library follows the

tenants of due process when initiating the proceedings.

Professional and supervisory employees who choose to resign or to retire should give at

least four weeks written notice. All other employees should give at least two weeks

written notice. The effective date of termination shall be the last day worked.

1) Own will Resignation

Notice of resignation is submitted to the director at least fourteen calendar days

before the final working day. The director is requested to give at least thirty days’

notice to the board, longer notice is desired. All resignations are always in writing

and includes the announcement of intention to resign, the reason for resignation

and the date of the last day to be worked. A copy of the resignation is placed in

the employee’s personnel file.

Any employee who resigns and then later returns to the library staff will do so as

a new employee. Salary, benefits, leaves is determined afresh by the position

accepted and not by the previous granted period of employment.

2) Dismissal

Cisco employees may be dismissed for any legal reason reasons that contradicts

the organizations policies which include violation of a customer’s right to privacy,

Incompetence or unfitness, Insubordination Malfeasance/felony Financial

exigency of the library requiring the cutting of staff and operations; Abolition of

position, but only after a reasonable effort has been made to place the employee

in a new position and finally During the training period when it becomes evident

that the employee is not suited to their job. In such a scenario, an employee is

given written warnings and the opportunity to improve their performance within

their work in which failure to do so earns him or her a dismal.

Besides the above reasons, Repeated rudeness and poor conduct in dealing with

the public; Reporting for work intoxicated by alcohol or under the influence of

other personality or consciousness altering drugs (immediate dismissal); Misuse

of sick leave; Sexual harassment also results to immediate dismissal of such an

employee.

At the discretion of the director, immediate dismissal may be made for serious cases of

insubordination or misbehavior.

The director is not however bound to this formula. Some offenses may be regarded as

so serious that no specific warning or prior disciplinary action need precede suspension

or involuntary termination, such as using intoxicating beverages or illegal drugs on the

job or theft.

The Board is apprised of action taken at the next regularly scheduled Board meeting.

The employee may file a grievance if she/he feels the grounds for dismissal are unfair

or unjustified.

Given that recruitment and selection has always been a very significant part of the

organization there will be a lot of legislation that Cisco organization complys with. This is

to ensure that the process of job termination to both regning and laid off employees are

always free and fair.

Occasionally, a job is to be abolished for financial reasons or because certain programs

or activities have been discontinued or curtailed. When the position is abolished, an

attempt will be made to transfer the employee, if possible, to another position for which

she/he is qualified. This may result in the lay-off of a lesser qualified employee or one

with less seniority. It must be recognized that transfers will not be possible in all cases,

and the lay-off of one or more employees may be necessary. When lay-offs do occur,

the employees shall be given at least one month's written notice. Every effort shall be

made to give earlier notice.

CONCLUSION

Human Resources Effectiveness

Though Human resource management and personnel management effectiveness can

be a very difficult process, it plays a large part in how well an entire Cisco organization

functions. With constantly evolving trends, organizations continue to place more and

more pressure on a human resources department to be more effective than ever. It is

therefore important for both employees and management to be aligned with the

organization’s goals and strategies in order to optimize effectiveness. It is the job of the

HR manager department to effectively utilize the potential of their employees.

In addition towards optimizing Cisco employees, the department must also maximize all

other HR functions of this organization from staffing, compensation, benefits and safety

to recruiting talent internally and externally to performance management, maintaining

policies and termination. With these entire tasks HR management department is

responsible for it.

Human Resources/Employee Relationship

All employees have rights and it is the responsibility of these HR department

management to know and properly adhere to these rights. From hiring and wages to

time off work and discrimination protection. HR department must therefore be able to

protect and relate to the organizations employees. There are several policies and laws

that must therefore be taken into effect. Some of such examples are the American with

Disabilities Act, Age Discrimination in Employment Act and Family Medical Leave Act

which a HR be able to relate to and be acceptant of all employees.

In conclusion, the importance of an HR manager is very broad. From strategy and

planning to effectiveness to employee relationships, the HR manager has a lot of duties

and responsibilities. It may seem like a daunting task but an organization’s success

depends on the ability of the HR management and its effectiveness.

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Chapter-3-All-Finding.pdf

C.B. Mamoria and S.V. Gankar, A textbook of Human Resource Management,

Himalaya publishing House, 2003.

RECRUITMENT & SELECTION Dr. M. Thenmozhi Professor Department of

Management Studies Indian Institute of Technology Madras

BRADLEY, H. and POVAH, N. (2006) How to choose the right assessment tools. In:

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