Human resources management definiton :
The talents and energies of people who are available to an arganization as potential contributors to the creation and realization of the organization's mission, vision and goals.
Competitive
Advantage: When all or part of the market prefers the firm’s
products and/or services.
Ways
firms can use HRM to gain sustainable competitive advantage:
·
Maximize the value added by
employees
·
Acquire rare employees
·
Develop a culture that cannot be
copied.
WIN-WIN Situation: Effective managers
determine the interests of their multiple stakeholders and work with them to
find a solution that addresses each set of objectives.
The HR Triad: 1. HR professionals 2. Line Managers 3.
Employees
P.E.S.T.E.L. Analysis: It’s a strategic
planning technique that provides a useful framework for analysing the
environmental pressures on a team or an organisation (P=Political, E=Economic,
S=Social, T=Technology, E=Environment, L=Legislative).
Stakeholders: Individuals
or groups that have interests, rights or ownership in an organization and its
activities. Examples of stakeholders: customers, employees, society, owners,
investors, organizational members and other organizations.
4
Current HRM Challenges: 1. Managing Teams
2. Managing Diversity
3.
Managing Globalisation
4.
Managing Change
Benefits
of Team-work:
·
On-time results delivery
·
Improved customer relations
·
Innovation in products and services
·
Cost reduction and improved
efficiency
·
Improved product quality
3
Regional Trade Zones:
1. Asia Pasific Economic Cooperation
2. North
American Free Trade Agreement (N.A.F.T.A.)
3. European
Union
Vision:
Top Management’s view of the kind of company it is trying to create.
Mission: Provides a clear view of what the company is trying
to accomplish. The mission is the guidance to fulfill the vision.
Leadership:
Organising a group of people to achieve a common goal.
Leadership
style: Refers to a leaders’ behaviour. It’s the result of
the philosophy, personality and experience of a leader.
Leader:
Is a person who has a vision, a drive and a commitment to achieve that vision,
and also the skills to make it happen.
Trait
and skills a leader must have:
- Integrity: leaders are pursuing because is the right thing to do for the company and not because of their ego driven.
- Understands the differences of people and their unique skills and he is able to use those individual skills to achieve a goal.
- Positive: encourages and rewards people.
- Effective communication
- Motivation: motivate everyone to contribute
- Planning: uses a high level plan to keep everyone moving together toward the goal.
In
order to develop a competitive strategy you have to find out:
- Where is the business trying to get to in the long-term? (direction)
- Which markets should a business compete in and what kinds of activities are involved in such markets? (scope of the market)
- How can the business perform better? (advantage)
- What resources are required in order to be able to compete? (resources)
- What external environmental factors affect the business ability to compete? (environment)
- What are the values and expectations of those who have power in and around the business? (stakeholders)
SWOT
Analysis: S=strengths, W=weaknesses, O=opportunities,
T=threats.
Organisational
Culture: is an idea in the field that describes the
philosophy, attitudes, experiences, benefits and values of an organization.
Elements
of HR Planning:
- SCANNING: scan the external and organizational environment.
- OBJECTIVES AND METRICS: a) What is to be achieved with regard to the firm’s HR? b) Each firm has to develop its own HR metrics (= measurements used to assess the process of implementing the objectives).
- PLANS AND TIMETABLES: a) Develop an HR plan for action b) Create a timetable based on each planned activity will e completed.
Which
aspects of the external environment are more likely to stimulate change in the
next 10 years? Changing
expectations, global competition, government change, regulations and economic
conditions.
Job
Analysis: a process to identify and determine in detail the
particular job duties, requirements, necessary skills, actions and work environment
of a particular job.
Competency:
measureable sample of knowledge, skills, abilities, behaviours and other
characteristics that individuals need to perform work roles successfully.
Recruitment: is the process of
identifying that the organisation needs to employ someone up to the point at
which application forms for the post have arrived at the organisation (Capon
Cl., 2004).
Steps
of Recruitment and Selection Process:
•
put out job advert
•
filter application forms
•
interviewing
•
short listing
•
selecting
•
training
Internal Recruitment: the filling of job vacancies from within the business
- where existing employees are selected rather than employing someone from
outside.
Advantages of Internal
Recruitment
•
Gives existing employees greater
opportunity to advance their careers in the business
•
May help to retain staff who might
otherwise leave
•
Requires a short induction training
period
•
Employer should know more about the
internal candidate's abilities (= a reduced risk of selecting an inappropriate
candidate)
•
Usually quicker and less expensive
than recruiting from outside
Disadvantages of Internal
Recruitment
•
Limits the number of potential
applicants for a job
•
External candidates might be better
suited / qualified for the job
•
Another vacancy will be created that
has to be filled
•
Existing staff may feel they have
the automatic right to be promoted, whether or not they are competent
•
Business may become resistant to
change; by recruiting from outside, new perspectives and attitudes are brought
in
External Recruitment: the filling of job vacancies
from outside the business.
Selection: Is the process by which
managers and others use specific instruments to choose from a pool of
applicants a person or persons most likely to succeed in the job, given
management goals and legal requirements.
Selection Techniques:
•
application
•
applicant screening/filtering
•
assessment centre
•
computer skills testing
•
group activity
•
interview
•
presentation
•
psychometric testing
•
role play
•
referee report
•
work sample
•
written test
The importance of an
effective selection process:
•
Selection of skilful people
•
New ideas, knowledge and abilities
•
Achievement of the organisational goals
•
Better image of the company
•
Satisfied employees
Training
- Improving employee competencies needed today or very soon
- Typical objective is to improve employee performance in a specific job.
Development
- Improving employee competencies over a longer period of time
- Typical objective is to prepare employees for future roles.
4 Components of NEEDS Assessment:
1. Organisational needs
2. Job Needs
3. Person Needs
4. Demographic Needs
A systematic approach to
the evaluation of training includes at least four components:
·
reaction to training
·
learning that took place
·
behavior or performance change
·
results (bottom line)
SETTING UP A TRAINING AND DEVELOPMENT SYSTEM
Create the Right Conditions
·
Insight – Employees need to know
what they need to learn.
·
Motivation – People need to be
motivated by internal and external means to put in the required effort.
·
New Skills and Knowledge – People
must be shown how to acquire the needed competencies.
·
Real-World Practice – Programs
that engage participants in realistic activities improve the likelihood that
they will apply their learning.
·
Accountability – The
responsibility for applying new learning must be shared between managers and
employees.
Decide Who Provides
Providers
of training and development activities may include:
·
the supervisor
·
a coworker, such as lead worker or buddy
·
an internal or external subject matter expert
·
the employee
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