Human Resource Management and Human Resource Development

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PRESENTATION NAME

The Institute Of Management Sciences 1

The Institute Of Management Sciences 2

The Institute Of Management Sciences 3Presented By:

Ahmed Bukhari153759

The Institute Of Management Sciences 4Presentation agenda

Difference between HRM And HRDLearning and Development StrategyLearning Organization StrategyHRD PhilosophySimmonss CaseEmployee relations strategies HRM Approach to Employee relationsMarks & Spencer CaseResearch Paper

The Institute Of Management Sciences 5Difference between HRM and HRD

HRM refers to the art of managing: human work force.Aims at providing an optimal working environmentWHEREASHRD, stands for human resources development.A component of HRM that focuses on nurturing employees skills

The Institute Of Management Sciences 6Learning and development strategy

Ensures the talented and skilled people L&D concerns development of skills, promoting learning culture and learning through trainingsL&D also promotes to make a learning organization by focusing on individual learning

The Institute Of Management Sciences 7LEARNING ORGANIZATION STRATEGY

Garvin (1993) suggests that learning organizations are good at doing five thingsSystematic problem solving: Deming philosophy (P-D-C-A)Experimentation: Continuous improvement programs kaizenLearning from past experience: Those who cannot remember the past are condemned to repeat it. -George SantayanaLearning from others: steal ideas shamelesslyTransferring knowledge quickly and efficiently: conveying knowledge and expertise

The Institute Of Management Sciences 8HRD Philosophy

Elements of Human Resource Development TEL-DTraining: learning events, programs and instructionEducation: knowledge, values and understandingLearning: permanent change in behavior that occurs as a result of practice or experienceDevelopment: the growth or realization of a persons ability

The Institute Of Management Sciences 9Simmons's Case

In 1870 Simmons began the business of making cheese Shipping cheese in wooden boxWoven wire mattress hand-made cost of $20 per piece Simmons purchased the machine that cost of 95 cent per piece Started production with 9 employees, the investment of $5000Main business focus was mattress18 plants working in the span of 5 years

The Institute Of Management Sciences 10Potential Problems

Inter-Plants problemsAll the plants do not share their ideasno brainstormingNo generation of new ideasLack of innovationBrain drainIntra Plant:Employee demotivationLack of concentrationStubborn in doing working

The Institute Of Management Sciences 11Success of a plant

The training programs at Charlotte plant The employee motivation as well overall improvement of productivity. Charlotte plant training programs at Simmons have been very successful. The Plant of the year award was given to the Charlotte plant for its progress. Eitel explained the benefits of training and development to Fenway Partners particularly when the economy was in recession.

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core values of simmons

The company has established their core values. CHOICES. C: Caring for the employees.H: Using the History to learn and informing future decisions.O: Opportunities maximization for solving problems I: Embracing InnovationsC: Customers need at priorityE: Empowering people within certain boundariesS: Supporting one another

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The intentions of the organization about:what needs to be done what needs to be changedflow from the business strategy

EMPLOYEE REALATIONS STRATEGY

The Institute Of Management Sciences 15CONCERNS OF EMPLOYEE RELATIONS STRATEGY

Employee relations strategy will be concerned with how to:Build stable and cooperative relationship: minimize conflictAchieve commitment through employee involvementDevelop mutuality a common interest in achieving the organizations goalsIdentify shared values between management and employees

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The Institute Of Management Sciences 17BACKGROUND TO EMPLOYEE RELATIONS

Four approaches PTAP by Industrial Relations Services (1993):

PartnershipTraditional Adversarial Power sharing

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THE HRM APPROACH TO EMPLOYEE RELATIONS

The Institute Of Management Sciences 19Marks and Spencer case

With more than 120 years of heritage, Marks & Spencer is one of the best-known British retailersHaving more than 450 stores within the UK and employs more than 65,000 people.It also operates outside the UK where it has a developing business in places as far as Hong Kong.In recent years, the UK's retailing industry has been characterized by intense competition.

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The Institute Of Management Sciences 21Facing the challenges

Marks & Spencer had to develop a new business strategy.A period of change for the whole organization: refocusing the business upon the basics. This included the three business values of Quality, Value, and Service.Marks & Spencer developed a promotional campaign that emphasized 'Your M&SIt also linked the business in the minds of customers with its two other values of Innovation and Trust.

The Institute Of Management Sciences 22M&S Process

The process involved three key features:Developing products that customers wantedInvesting in the environment within storesProviding good customer service to look after customers

The Institute Of Management Sciences 23OrganiZational structure & careers

The M&S Head Office in London employs around 3,000 people.. More than 60,000 employees work in the Marks & Spencer stores. Many franchise outlets overseas.

Flatter organization structureEnabling to make quick decisionsMore employees accountability

The Institute Of Management Sciences 24Identifying a training need

Needs to keep its staff well-trained and able to respondNeed for succession managementDevelops existing staff from within the organizationIt also recruits managers at three different levels:Trainee managers with A-levels undertake 24 months of traininggraduates who join the organization from university have 12 months of trainingexperienced managers who have retail experience undertake up to 3 months of training

The Institute Of Management Sciences 25Personal development

The line managers and employee discuss and agree on a plan for further development for the year.

They use training and development to improve the technical skills and business competencies they need in order to undertake particular management roles.

The Institute Of Management Sciences 26Training and development

There are two forms of training:

On-the-job training: While employees are carrying out an activity in their place of work.Off-the-job training, as its names suggests, takes place away from the workplace.

By performance coaching they review a person's performance and give feedback on their strengths.By use of intranet. Staff can find learning materials.

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Benefits of T&D

Brings benefits to both Marks & Spencer and its employees.Builds their technical skills and business competencies.Training also helps to improve efficiency and motivates employees to do well.Marks & Spencer is in a position to develop a competitive advantage over its competitors

The Institute Of Management Sciences 28BUSINESS STRATEGY

Developing value-for-money productsthat customers want.

Investing in the environmentwithin stores.

Investing in the environmentwithin stores

The Institute Of Management Sciences 29Concluding case

Process of performance review and the way of individuals developing their career pathsEmployees to manage and plan their own training and developmentMarks & Spencer is able to develop a precise link between the requirements and necessities for postsThe success of Marks & Spencer is evidence that such investment has been worthwhile

The Institute Of Management Sciences 30Research case