HR INTERVENTIONSHR INTERVENTIONS

Human ResourcesHuman ResourcesBy Arbab Akanda(Ph.d,FCIPD,London, By Arbab Akanda(Ph.d,FCIPD,London, DPM,Glasgow, PGDPM, LL.B)DPM,Glasgow, PGDPM, LL.B)

TABLE OF CONTENTSTABLE OF CONTENTS IntroductionIntroduction Core HR inputs (Compliance): employee Core HR inputs (Compliance): employee

resourcing, employee development and resourcing, employee development and employee relationsemployee relations

HR Strategy (long term)HR Strategy (long term) The common mistakesThe common mistakes ConclusionConclusion Question and answerQuestion and answer

IntroductionIntroduction HR is about optimization of the synergic energy people possess HR is about optimization of the synergic energy people possess

for the cause of organization in the right working environment for the cause of organization in the right working environment People work. And HR role is to systemize work through well-People work. And HR role is to systemize work through well-

developed People Management Policies, procedures, strategy developed People Management Policies, procedures, strategy and systemsand systems

HR tries to make the connection between work and people HR tries to make the connection between work and people through well developed employee resourcing , employee through well developed employee resourcing , employee development and employee relations strategies: connectivity is development and employee relations strategies: connectivity is the theme of HR the theme of HR

I intend to offer 4 main services which will help to build I intend to offer 4 main services which will help to build sustainable organizational capability for competitive advantagesustainable organizational capability for competitive advantage

Core HR INTERVENTIONSCore HR INTERVENTIONS

Employee ResourcingEmployee ResourcingEmployee DevelopmentEmployee DevelopmentEmployee RelationsEmployee RelationsLong term HR strategyLong term HR strategy

Employee resourcingEmployee resourcing HR resourcing will includeHR resourcing will include:( compatible with the business strategy: ):( compatible with the business strategy: ) Recruitment and selectionRecruitment and selection InductionInduction PromotionPromotion DemotionDemotion Monitoring absenceMonitoring absence Dealing with maternity leave, paternity leave, annual and sick leaveDealing with maternity leave, paternity leave, annual and sick leave Employee handbookEmployee handbook Appraisal of all staffAppraisal of all staff HR reports to the top managementHR reports to the top management Labour turnoverLabour turnover

Workforce planning Workforce planning Organizational structureOrganizational structure Workforce performance analysis (utilization or under utilization)Workforce performance analysis (utilization or under utilization) Customer serviceCustomer service Personal file (according to data protection act and good practice)Personal file (according to data protection act and good practice) Terms and condition of employment (statement of employment)Terms and condition of employment (statement of employment) HR CalendarHR Calendar Compliance to the Data protection Act, UK Border Agency and QAACompliance to the Data protection Act, UK Border Agency and QAA

Recruitment and selectonRecruitment and selecton

The The Competency Based FrameworkCompetency Based Framework is about identifying core is about identifying core competencies by focusing on suitability based on potential.competencies by focusing on suitability based on potential.

Core competencies means key performance related activities Core competencies means key performance related activities for the specific rolefor the specific role

Prepare a job and person profile (job analysis)Prepare a job and person profile (job analysis) Attract suitable applicantsAttract suitable applicants Short-list against the ICCShort-list against the ICC Interview and if required a test of competencyInterview and if required a test of competency RecommendationsRecommendations FeedbackFeedback

Employee developmentEmployee development

GAPS Analysis: (GOALS, ABILITIES, PERCEPTIONS, GAPS Analysis: (GOALS, ABILITIES, PERCEPTIONS, STANDARDS)STANDARDS)CPDCPDAppraisalsAppraisalsDefining learning requirementsDefining learning requirementsEstablishing the learning processesEstablishing the learning processesImplementationImplementationEvaluationEvaluation

Employee developmentEmployee development Employee development:Employee development: Training needs analysisTraining needs analysis Plan the training (aims and objectives)Plan the training (aims and objectives) ImplementImplement Evaluate the success and how did the training add valueEvaluate the success and how did the training add value Areas of training may be:Areas of training may be: leadership leadership ManagementManagement Mentoring of employeesMentoring of employees How to motivate the workforceHow to motivate the workforce How to encourage team spiritHow to encourage team spirit Health and safetyHealth and safety QualityQuality Management and leadershipManagement and leadership Working in teams and groupsWorking in teams and groups Trust and ethicsTrust and ethics Miscellaneous (depending on the circumstances)Miscellaneous (depending on the circumstances)

Employee relationsEmployee relations Terms and Conditions of employmentTerms and Conditions of employment Employee categoryEmployee category DisciplineDiscipline GrievanceGrievance Dealing with conflict constructivelyDealing with conflict constructively Employee welfareEmployee welfare Corporate social responsibilityCorporate social responsibility EthicsEthics Performance appraisalPerformance appraisal Introducing mentoringIntroducing mentoring Analytical reports related to organizational healthAnalytical reports related to organizational health Monthly meetings with the managersMonthly meetings with the managers

HR StrategyHR Strategy Talent managementTalent management Succession planningSuccession planning Workforce planningWorkforce planning Work-life balanceWork-life balance Internal workshops and seminars to manage knowledge at the Internal workshops and seminars to manage knowledge at the

organizational levelorganizational level Career developmentCareer development Establishing future requirements in terms of HREstablishing future requirements in terms of HR

The common mistakesThe common mistakes Not managing the recruitment and selection function Not managing the recruitment and selection function

effectively effectively Poor standards of contract of employment and poorly Poor standards of contract of employment and poorly

drafted contract of employment or statement of contract drafted contract of employment or statement of contract (T&C)(T&C)

Standards which is the minimum level of conduct, Standards which is the minimum level of conduct, performance, behavior acceptable to the institution seems performance, behavior acceptable to the institution seems vague and not precisevague and not precise

Lack of signed acknowledgement of important functions like Lack of signed acknowledgement of important functions like employee induction, training, performance appraisals, etcemployee induction, training, performance appraisals, etc

Employee induction not managed efficientlyEmployee induction not managed efficiently

Common mistakesCommon mistakes Poor record keepingPoor record keeping Not dealing with performance related issues Not dealing with performance related issues

effectively and efficiently that includes effectively and efficiently that includes understanding the difference between conduct understanding the difference between conduct and capabilityand capability

Not dealing with disciplinary and grievance Not dealing with disciplinary and grievance issues efficientlyissues efficiently

Punishment sometimes does not fit the crimePunishment sometimes does not fit the crime

Common mistakesCommon mistakes Inefficient managementInefficient management Lack of evidenceLack of evidence Members not understanding the business modelMembers not understanding the business model Members lack integrityMembers lack integrity

At times, the cost of these mistakes can be At times, the cost of these mistakes can be extremely high and that is why it is wise to follow extremely high and that is why it is wise to follow the saying:the saying:

‘‘forewarned is forearmed’forewarned is forearmed’

Framework for actionFramework for action

The durable HR ModelThe durable HR Model

ConclusionConclusion We will provide quality service to We will provide quality service to

organizations where everyone is treated organizations where everyone is treated fairly, work is organized that encourages fairly, work is organized that encourages initiative, innovation and people work initiative, innovation and people work together, employers and employees are together, employers and employees are aware of their responsibilities, open aware of their responsibilities, open discussions take place, culture of learning is discussions take place, culture of learning is visible and good working relationship exists.visible and good working relationship exists.

Our ambition is to improve organizations.Our ambition is to improve organizations.

Our vision: People Matter? People Matter to usOur vision: People Matter? People Matter to us!!

Question and answerQuestion and answer