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Human Resource ManagementStrategic Role
1-2
Human Resource Branding• Firm’s corporate image or culture
• Embodies values and standards that guide peoples’ behavior
• People know what company stands for, people it hires, fit between jobs and people, and results it recognizes and rewards
• Important in getting highest quality applicants to join firm
1-3
Human Resource Management• Utilization of individuals to achieve organizational objectives
• All managers at every level must concern themselves with human resource management
• Five functions
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1
Human Resource
Management
Human Resource
Development
Com
pens
ation
Staffing
Employee and Labor
Relations
Safety and Health
Human Resource Management Functions
Staffing• Job Analysis• Human Resource Planning• Recruitment
• Selection
1-6
Staffing (Cont.)• Staffing - Process through which
organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives
• Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization
1-7
Staffing (Cont.)• Human resource planning - Systematic
process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time .
• Recruitment - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization
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Staffing (Cont.)• Selection - Process of choosing from a
group of applicants the individual best suited for a particular position and the organization
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Human Resource Development
• Training• Development
• Career Planning• Career Development
• Organizational Development• Performance Management
• Performance Appraisal
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Human Resource Development (Cont.)• Training - Designed to provide
learners with knowledge and skills needed for their present jobs
• Development - Involves learning that goes beyond today's job; it has more long-term focus
• Career planning - Ongoing process whereby individual sets career goals and identifies means to achieve them
Career Planning Flow & StagesCareer Planning Career Goals
Career Paths
CareerFeed Back
Retirement
Needs Safety, Security Physiological
Safety, Security
Achievement esteem, autonomy
Esteem actualization
Self actualization
Age 20 25 30 45 55 65
Career Stages Exploration Establishment Advancement Maintenance
Career stages and Important needs
Scope Of Career Planning
• Human Resource forecasting and planning
• Career Information• Career Counseling• Career Pathing• Skill Assessment training• Succession Planning
CAREER ANCHORS• Technical Competence• Managerial competence• Stability and Security• Creativity and Challenge• Freedom and Autonomy• Dedication to a cause• Lifestyle
Why a career plan could fail !• Efforts are insincere• Look for immediate benefits• Lack of interaction with hired agencies• Impracticability in introduction• No system to evaluate• Bureaucratic model of organization
Importance of career planning• Involvement of the employer and
employee
• Employees need to be aware of the organizational opportunities.
Case Study – Colgate Palmolive• Employees fill the IDP Form• The form is sent to the managers• Employees and managers discuss
• Employees interests • Strengths • Trainings
• HR arrange for the training
Cadbury – Case study• Early Career
• Mid Career
• Senior career
Early Career• First 5 years of employment• Management skills training• Internal- short term placements• Workshops• Mentoring
Aim – Understanding of Business structure.
Mid Career• Team Management trainings• Strategic leadership trainings• International opportunities• Ongoing career dialogues
Aim – Equip with capability to lead teams, develop and deliver business stratergies
Senior Level• Highest level • Approximately 150 members globally• Global leadership conference• Executive development programme• External expert coaching
Aim – Support personal leadership styles to set business strategies.
Steps in Career planning (Employee perspective)
• Make Career Planning an Annual Event
• Map Your Path Since Last Career Planning
• Reflect on Your Likes and Dislikes, Needs and Wants
• Examine Your Pastimes and Hobbies
• Make Note of Your Past Accomplishments
• Look Beyond Your Current Job for Transferable Skills
• Review Career and Job Trends
• Set Career and Job Goals
• Explore New Education/Training Opportunities
• Research Further Career/Job Advancement Opportunities
1-25
Human Resource Development (Cont.)• Career development - Formal
approach used by organization to ensure that people with proper qualifications and experiences are available when needed
• Organization development - Planned process of improving organization by developing its structures, systems, and processes to improve effectiveness and achieving desired goals
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Human Resource Development (Cont.)
• Performance management - Goal-oriented process directed toward ensuring organizational processes are in place to maximize productivity of employees, teams, and ultimately, the organization
• Performance appraisal - Formal system of review and evaluation of individual or team task performance
Reasons for Performance Appraisals• Benefits to Employees:
• Provides a chance for employees to ask questions and tell you their sense of what they’ve accomplished
• Lets employee know his/her strengths and areas that need improvement
• Allows employees to take responsibility for their performance
• Lets employees know what’s expected of them; creates mutual understand of job duties
Reasons for Performance Appraisals
• Benefits to Employers:• Helps to improve employee relations
and productivity• Serves as an effective retention tool• Provides a paper trail for addressing
performance or disciplinary problems• Demonstrates organization’s
commitment to employee success• Provides valuable feedback for
managers
Common Problems
• Failure to prepare for the interview• Failure to listen (80-20 ratio)• Failure to maintain objectivity• Failure to provide feedback—positive
and/or corrective• Failure to follow-up• Failure to document performance – both
good and bad
Common Problems
• Misusing the performance evaluation process to address a disciplinary problem
• Element of surprise• Relying on impressions/rumors, rather than
facts• Inconsistent application of performance
evaluation criteria• Interpersonal issues• Holding employees responsible for
events/problems beyond their control
The Personnel-Management Cycle
Job Description
Ongoing Feedback and Training
The Performance Appraisal
How is Your Personnel-Management Cycle?• Do you have accurate and current job descriptions
for all of your employees?• Do your employees have the resources, training and
information they need?• Are you aware of problems that your employees
have right now, for which they need help?• Are you giving regular informal feedback?
Performance Appraisal Process
Step 1: Prepare for the
Meeting
Step 2: Conduct the Meeting
Step 3: Follow-up
Compensation All rewards that individuals receive as a result of their employment
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Compensation• Direct Financial Compensation - Pay
that person receives in form of wages, salaries, bonuses, and commissions.
• Indirect Financial Compensation (Benefits) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance.
• Nonfinancial Compensation - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.
Safety and Health
1-36
Employees who work in safe environment and enjoy good health are more likely to be productive and yield long-term benefits to organization.
1-37
Safety and Health• Safety - Involves protecting employees
from injuries caused by work-related accidents
• Health - Refers to employees' freedom from illness and their general physical and mental well being
Human Resource Research
1-38
• Human resource research is not separate function.
• It pervades all HR functional areas.
Interrelationships of HRM Functions
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• All HRM functions are interrelated
• Each function affects other areas
Powerful Forces Drive Human Capital Pressures
Human CapitalGlobally DeployedWork Force
More TransientLabor Pool
Shortening TechnologyLife Cycles
Acute Shortage of Skilled Workers
Movement to Knowledge Economy
Human Capital Drives Corporate
The Changing Individual Work Paradigm
The Workplace in next few years• Employee will go to the place of employment -
some days they will work at home.• The employee wont have a permanent desk.• The employee will work collaboratively with a
team.• Each team will have a project manager.• The employees team mates will all be
professionals in a variety of fields.• Some of the team will be focused on delivery and
customer services.• Others in the team are customers.
• Some are permanent employees, some will be contractors.
• No one has a job or a job description.
• The team will have a sponsor who won’t manage in the way of the nineties.
• Each team will have a developmental adviser.
The Changing Individual Work Paradigm
• The roles in the team will include technical expertise, some team facilitation, budgeting, purchasing, training, customer relations etc
• The individual is accountable for results and for their contribution to the team. Compensation will be variable.
• Based on: Is the employee achieving their goals, the teams contributions to the organisation profitability.
The Changing Individual Work Paradigm
The individual will be measured on whether they are growing!
Several feedback mechanisms
The Changing Individual Work Paradigm
The employee will be expected to manage his or her career continuously.
Career progress will not be measured by promotions or moving up.
Career will take new shapes and will rarely be linear.
The Changing Individual Work Paradigm
The Changing Individual Paradigm
Old ParadigmPaternalistic• Development owned by
managers• Defined career paths• Secretive plans for top
employees• Organisation
information not shared• Compensation rewards
upward moves
New ParadigmEmpowering • A partnership for
employee development• Multiple ways to move,
or grow in place• All employees involved
in own development• Open information about
company goals, needs and HR systems.
• Compensation rewards ones contribution
The Labour Market – Skills and Competencies
• Common traits are:• Savvy• Self confidence• Mobility• Flexibility• Willingness to take a risk• Achievement/ outcome oriented• Self sufficiency• Ability to constantly reinvent oneself
Job AnalysisSystematic Review of Jobs Within a Firm
Job DescriptionResponsibilities and working conditions, plus tools, materials and equipment to perform the job
Job SpecificationSkills, abilities, and credentials needed to perform the job
Managing a Projected Shortfall
• Hire new employees• Consider hiring temporary workers• Retrain and transfer current employees
into understaffed areas• Convince older workers not to retire
The creative solution: Develop and install productivity enhancing systems
External RecruitingAttracting outside candidates to apply for jobs
RecruitingAttracting Qualified Candidates to Apply for a Job
Internal RecruitingConsidering current employees for new positions
What are the strengths and weaknesses
of each approach?
Selecting Human Resources
• Application Forms
• Tests• Interviews
ValidityThe predictive value of a selection technique
Developing the Workforce
Training• On-the-job
training• Off-the-job
training• Vestibule
trainingPerformance Appraisal
Evaluating job performance
Incentive ProgramsMoney linked specifically to high performance Bonuses
Incentives
Compensation and Benefits
WagesMoney paid for time worked
SalaryMoney paid for accomplishing a specific job
BenefitsCompensation Other Than Wages and Salaries
Optional Benefits• Retirement plans• Health, life, & disability
insurance• Vacations & holidays• Counseling services
Mandatory BenefitsSocial securityWorkers’ compensation
Equal Opportunity Employment