intro to hr1
TRANSCRIPT
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HUMAN RESOURCES
DEVELOPMENT
A METHODOLOGY FORORGANISATIONAL CLIMATE
ESTIMATION
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http://www.bized.co.ukOFTEN ASKED QUESTIONS ?
Are we in the right business ?
Do we have the right people ?
Are we in the right industries ?
Are we in the right states ?
Given the same country climate, why arewe where we are ?
is it because we have/lack
Purpose Values
Standards of behaviour
Strategy
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Organisations are driven by humancapital and it is crucial to have ascientific look at this factor of
production
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HRM & HRD
HRM
- deals with optimum utilization of humancapital - integrative & supportive
HRD
- deals with development and upgradationof human capital
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HRM takes the stock of human capital as givenand tries to optimally allocate it among differentprocesses/activities such that output is maximized.
HRD tries to bring about qualitative changes in
this stock of human capital in accordance with theneeds of the organization and corporateobjectives. It tries to mould the stock as perrequirements.
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http://www.bized.co.ukWhy Study Human ResourcesManagement
Human Resources Management (HRM)
The process of managing human resources
(human capital and intellectual assets) to achieve
an organizations objectives. Why Study HRM?
Staffing the organization, designing jobs and
teams, developing skillful employees, identifying
approaches for improving their performance, andrewarding employee successesall typically
labeled HRM issuesare as relevant to line
managers as they are to managers in the HR
department.
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EMPLOYMENT HR DEV
COMPENSATION
MGT
HUMAN RELATIONS
Org design
Job design
Job analysis
Perf. app
Training
Career pl
Job eva
Wage
Perks
Motivaton
Morale
Job satisfaction
Communication
Grievance
Discp. action
Planning
Recruitment
Selection
Induction
Placement
Quality of life
AN ILLUSTRATION
OBJECTIVES & POLICIES
OF HRM
OPERATIVE FUNCTIONS OF HRM
MANAGERIAL FUNCTIONS
OF HRM
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Managers Mind Map
Get strategyvetted by Board
Schedule of
implementation
Project planning
Liaise with
Other Depts.
Implement
Monitor
expenses
Allocate
Budget
Manage the
Budget
Manage the team
Appraisal
Development
Manage enquiries
Deal with
customers
Design appropriate
Instruments
Processing
Detailing
Report
preparation
Move the Committee
Sanction
Outgo of funds
Monitoring
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Recruitment
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Recruitment
The process by which a job vacancy
is identified and potential employees are notified.
The nature of the recruitment process is regulated
and subject to employment law.
Main forms of recruitment through advertising in
newspapers, magazines, trade papers and internal
vacancy lists.
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Recruitment
Job descriptionoutline of the role of the job
holder
Person specificationoutline of the skills andqualities required of the post holder
Applicants may demonstrate their suitability
through application form, letter or curriculumvitae (CV)
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Selection
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Selection
The process of assessing candidates and
appointing a post holder
Applicants short listedmost suitable
candidates selected
Selection processvaries according to
organisation:
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Interviewmost common method
Psychometric testingassessing the personality
of the applicantswill they fit in?
Aptitude testing assessing the skillsof applicants
In-tray exerciseactivity based around what the
applicant will be doing, e.g. writing a letter to a
disgruntled customer
Presentationlooking for different skills as well
as the ideas of the candidate
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Employment Legislation
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Employment Legislation
Increasingly important
aspect of the HRM role
Wide range
of areas for attention
Adds to the cost of thebusinessEven in a small business, thelegislation relating to employees isimportant chemicals used in ahairdressing salon for examplehave to be carefully stored andhandled to protect employees.
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Discrimination
Crucial aspects of
employment legislation:
Race Gender
Disability
Disability is no longer an issue for employersto ignore, they must take reasonable stepsto accommodate and recruit disabled workers.
Copyright: Mela, http://www.sxc.hu
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Discipline
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Discipline
Firms cannot just sack workers
Wide range of procedures and steps in dealing with
workplace conflict
Informal meetings
Formal meetings
Verbal warnings
Written warnings Grievance procedures
Working with external agencies
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Development
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Development
Developing the employee can be regarded as
investing in a valuable asset
A source of motivation A source of helping the employee fulfil
potential
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Training
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Training
Similar to development:
Provides new skills for the employee
Keeps the employee up to datewith changes in the field
Aims to improve efficiency
Can be external or in-house
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Rewards Systems
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Rewards Systems
The system of pay and benefits used by the
firm to reward workers
Money not the only method
Fringe benefits
Flexibility at work
Holidays, etc.
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Trade Unions
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Trade Unions
Importance of building relationships with
employee representatives
Role of Trade Unions has changed
Importance of consultation and negotiation and
working with trade unions
Contributes to smooth change management and
leadership
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Productivity
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Productivity
Measuring performance:
How to value the workers contribution
Difficulty in measuring some types of output
especially in the service industry
Appraisal
Meant to be non-judgmental
Involves the worker and a nominated appraiser Agreeing strengths, weaknesses and ways
forward
to help both employee and organisation
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Figure 14 Productivity Enhancements
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THE BUILDING BLOCKS OF HRM
Reactive and supportive HRM
Integrative HRM
Independent HRM
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http://www.bized.co.ukREACTIVE AND SUPPORTIVE HRM- ADMINISTRATIVE EXPERT
Management of employeecontribution/performance appraisaljob definition
Listening and responding to employees
Recruitment, salaries and remuneration, retraining,sustenance, growth
Union/association negotiations
Data base, compendium
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http://www.bized.co.ukINTEGRATIVE HRM- STRATEGIC PARTNER
What was a fine solution yesterday may notbe valid tomorrow.
The 7 ssStrategy, systems, staff, skills, style,structure, shared values
Generate a learning organization withknowledge workers
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http://www.bized.co.ukINDEPENDENT HRM
- CHANGE AGENT/CONSULTANT
Observe the organization's movementover time at a certain level ofabstraction and provide inputs for
change correct age/skill distribution
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Peak
Performance
DistressBoredom
H
ENERGY
CHALLENGE
L
H
L
Burnt out
Exhausted
Rechargetime
MANAGING STRESS
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Delegate Beware ofDumping Tasks
Long term
projects
Leave
Urgency
Challenge & Development
H L
H
L
ANALYSING THE TASK
AN EXAMPLE
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http://www.bized.co.uk(Job Affected Well-being Scale) that has been designed by Katwyk, Fox,Spector, Kelloway (2000) for measuring the different affects that have an
effect on peoples perceptions on their subjective job-related well-being.
JAWS Scale Emotion
High High (HH)
High pleasure high arousal
energetic, excited, ecstatic,
enthusiastic, inspired
High Low (HL)High pleasure low arousal
at-ease, calm, content, satisfied,relaxed
Low High (LH)Low pleasure high arousal
angry, anxious, disgusted,frightened, furious
Low Low (LL)Low pleasure low arousal
bored, depressed, discouraged,gloomy, fatigued
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Recent Trends in Human
Resource Management
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http://www.bized.co.ukFigure 11 Overall Framework for Human Resource Management
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Competitive Challenges and HRM
The most pressing competitive issues facing firms:1. Going global
2. Embracing new technology
3. Managing change
4. Managing talent, or human capital
5. Responding to the market
6. Containing costs
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Competitive Advantage through People
Core Competencies
Integrated knowledge sets within an
organization that distinguish it from its
competitors and deliver value to customers.
Sustained competitive advantage through people
is achieved if these human resources:
Have value. Are rare and unavailable to competitors.
Are difficult to imitate.
Are organized for synergy.
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http://www.bized.co.ukChallenge 1: Going Global(contd)
Corporate Social Responsibility
The responsibility of the firm to act in the best
interests of the people and communities affected by
its activities
Impact on HRM
Different geographies, cultures, laws, and business
practices
Issues:
Identifying capable managers and workers
Developing foreign culture and work practice
training programs.
Adjusting compensation plans for overseas work
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Challenge 1: Going Global
Globalization
The trend toward opening up foreign markets
to international trade and investment
Impact of globalization
Anything, anywhere, anytime markets
Partnerships with foreign firms
Lower trade and tariff barriers
NAFTA, EU, APEC trade agreements
WTO and GATT
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http://www.bized.co.ukChallenge 2: Embracing New Technology
Knowledge Workers
Workers whose responsibilities extend
beyond the physical execution of work to
include planning, decision making, and
problem solving.
Knowledge-Based Training
Online instruction
Just-in-time learning via the Internet
on company intranets
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http://www.bized.co.ukInfluence of Technology in HRM
Human Resources Information System (HRIS)
A computerized system that provides current and
accurate data for the purposes of control and
decision making.
Benefits: Store and retrieve of large quantities of data.
Combine and reconfigure data to create new
information.
Institutionalization of organizational knowledge.
Easier communications.
Lower administrative costs, increased
productivity and response times.
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http://www.bized.co.ukHRM IT Investment Factors
Fit of the application to
the firms employee base.
Ability to upgrade
Increased efficiency and
time savings
Compatibility with current
systems
Availability of technical
support
Time required to
implement and train staff
members to use HRIS
Initial and annual
maintenance costs
Training time required for
HR and payroll
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Challenge 3: Managing Change
Types of Change
Reactive change
Change that occurs after external forces have
already affected performance
Proactive change
Change initiated to take advantage of
targeted opportunities
Managing Change through HR
Formal change management programs help to
keep employees focused on the success of the
business.
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Challenge 4: Managing Talent, or Human Capital
Human Capital
The knowledge, skills, and capabilities of
individuals that have economic value to an
organization.
Valuable because capital:
is based on company-specific skills.
is gained through long-term experience.
can be expanded through development.
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Challenge 5: Responding to the Market
Total Quality Management (TQM)
A set of principles and practices whose core
ideas include understanding customer needs,
doing things right the first time, and striving for
continuous improvement.
Six Sigma
A process used to translate customer needs into
a set of optimal tasks that are performed in
concert with one another.
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http://www.bized.co.ukChallenge 5: Responding to the Market (contd)
Reengineering and HRM
Fundamental rethinking and radical redesign of
business processes to achieve dramatic
improvements in cost, quality, service, and speed.
Requires that managers create an environment
for change.
Depends on effective leadership and
communication processes. Requires that administrative systems be
reviewed and modified.
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Challenge 6: Containing Costs
Downsizing
The planned elimination of jobs (head count).
Layoffs
Outsourcing Contracting outside the organization to have work done
that formerly was done by internal employees.
Offshoring
The business practice of sending jobs to other countries.
HR-Leadership: emerging models
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LEADS MODEL
L
E
A D
S
LISTENING
EMPOWERING
ADAPTING DELIVERING
SELF-
UNDERSTANDING
HR-Leadership: emerging models
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GROW MODEL
G
R
O W
GOALS
REALITY
OPTIONS WILL
HR_Leadership: emerging models
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BOOST MODEL
B
O
O S
T
BALANCE
OBSERVE
OWNERSHIP SPECIFIC
TIME
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Conclusion
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Thank You