Master Workshop

1. MasterWorkshop Human Resource Management: A Strategic Approach

2. Why is HRM important to all Managers?

3. Why is HRM important to all Managers HRM is a function of every manager’s job, Not just those who work in HRM!!!

4. Definition of HRM

5. HRM Basic Functions • 1) Staffing • 2) Training and Development • 3) Motivation • 4) Maintenance

6. HRM Basic Activities • 1) Hiring People • 2) Preparing them • 3) Stimulating them • 4) Keeping them

7. HRM Goals and Functions External Influences External Influences

8. Staffing Activities

9. Training and Development Activities

10. Motivation Activities

11. Maintenance Activities

12. Strategic Human Resource Management • Definition: • “Strategic HRM mobilises human capital through the HRM process to best implement organisational strategies.” • “Strategic HRM is the formulation and execution of HR policies and practices that produce competent employees with the behaviors needed to achieve the company’s strategic goals.”

13. Strategic Human Resource Management • Strategic nature of HRM • Significant Role in today’s organisation • HRM must take lead in assisting management with the “people component” of the organisation. • It has to support the business strategy! • HR has to work with line managers to analyse the organisational designs, culture, performance systems and recommend and implement changes when necessary.

14. Strategic Human Resource Management • When an organisation plans strategically, it determines its goals and objectives for a given period of time. • These can lead sometimes to structual changes in the organisation. • This means changes in job requirements, reporting relationships, how individuals are grouped, etc… • HR has to be ready to implement these changes and fill new jobs, update existing ones, etc…

15. Strategic HRM • HRM department has to be part of the strategic planning process. • It has to be able to determine the feasibility and cost of the different scenarios. • How can this process take place?

16. Strategic HRM, cont. • Based on mission and strategy of the organisation, the HR managers can begin determining HR needs. • This can take place when an organisation is newly established. • Also, when an organisation is planning strategically periodically, it determines and re-shapes goals and objectives for a given period of time. This can lead to various changes in the organisation.

17. Strategic HRM, cont. • Human Resource Planning “is the process of analysing an organisation’s human resource needs and determining how to best fill them.” • Analyse needs. • Determine how to best fill them The foundations for human resource planning are set by the job analysis. (i.e. to determine what is done, when, where, how, why and by whom in existing or potential new jobs in an organisation.

18. Linking Organisational Strategy to HR Planning • Based on the strategy of the company, HR should determine what jobs need to be done and by whom. • This is employment planning. • ?????

19. HR Planning

20. What does an HR plan include? 1. Clear assessment of the organisation’s current skill sets. • Identify and evaluate gaps. • What gaps can be filled internally through training? • What gaps have to be filled externally through recruiting or outsourcing? • Examine organisational design/structure. • Map out training strategies for the organisation.

21. What does an HR plan include? • Identify motivational strategies (including employee benefits). • Put together the succession planning strategy. Keep in mind: “Make sure you are being strategic with your investment in people!” Monitor and evaluate the progress of the plan.

22. Practice PartHR Plan part of the Business Plan(reflecting Strategy of the Organisation)

23. Remember Organisational Structures? • First, we evaluate the structure and make sure it is relevant to the strategy and vision and goals. • We need to conduct job analysis of each job on the organisational structure. • Once we do this we can construct a succession chart. • Succession chart enables “Talent Management”. • The succession chart helps identify training needs.

24. Strategic HRM, cont. • The organizational chart • What kind of structure • Key positions • Potential Succession chart

25. What kind of structure?

26. Job analysisPart of the HRM Strategic Planning Activities(Staffing Activities of HRM)

27. How do we staff?

28. What is job analysis?

29. Job Analysis • Very important aspect, as it determines much of the success of HRM. • Though the job analysis process, HRM identifies the essential qualifications for a particular job. • “Almost all activities of the HRM revolve around an accurate analysis of the job. • Main goal: search and secure best possible candidates.

30. Methods of Collecting Job Analysis Information • Interviews • Questionnaires • Observation • Participant Diary/Logs • Using the Internet

31. Obtaining the Job Analysis Information • Greet participants and conduct brief introductions • Briefly explain the job analysis process and the participant’s role in the process • Spend about 15 minutes determining the scope of the job you’re about to analyze by getting agreement on the job’s basic summary

32. Obtaining the Job Analysis Information, cont. • Identify the job’s broad functional or duty areas, such as “administrative” and “supervisory” • Identify tasks within each duty area using a flip chart or collaboration software • Print the task list and get the group to sign off on it

33. Writing Job Descriptions

34. Job Description, cont. • Relationshipsstatement may show the jobholder’s relationships with others inside and outside the organization and may include the following sections: • Reports to • Supervises • Works with • Outside the company

35. Job Description, cont. • Responsibilities and Duties is the heart of the job description and presents a detailed list of the job’s responsibilities and duties • Authority defines the limits of the jobholder’s authority, i.e. may approve purchases up to $5,000 or grant time off or leaves of absence • Standards of Performance lists the standards the employee is to achieve in each of the job description’s main duties and responsibilities

36. Job Description, cont. • Working Conditions and Physical Environment lists the general working conditions of the job and may include noise level, any hazardous conditions, heat, cold, etc. • Internet-based job descriptions • Simplified process, easily searchable • Content can be customized

37. Job Analysis • A thorough job analysis leads to: • Accurate “Job Specifications”. • These are the qualifications and necessary skills for each job in the organisation. • This in turn helps determining training needs. • Reliable “Job Evaluation”: • This determines the level of that job in the organisation. • The value of the job in the organisation.

38. Training and Developing Employees Orientation of Employees (mainly new) • Employee orientation provides new employees with basic background information needed to perform their jobs satisfactorily • Socialization is the continuing process of instilling in all employees the attitudes, standards, values and behavior patterns expected by the company • Training (intense) should take place after they are more comfortable with their surroundings.

39. Training and Developing Employees • 4 areas of training and development for each job in the org.: • Employee training (for current job) – by org. • Employee development (for future job) – by org. • Career development (to enhance career) – by individual. • Organisational development (to achieve systematic change in the organisation) – by org.

40. Training Employees • Training refers to methods employers use to give new or present employees the knowledge and skills needed to perform their jobs • Training today is characterized by three things: • Increasingly technology-based • Trainers focus more explicitly on improving organizational performance • Training includes more than technical skills and usually includes team-building, decision-making and communication skills training

41. Training Needs and Analysis

42. Evaluating Training and Development Efforts • Design the evaluation study and identify training effect to measure. • Reactions to training program • Determine whether trainees learned the principles, skills and facts they were supposed to learn • Determine if the trainee’s behavior on the job changed due to training • Evaluate results achieved in terms of training objectives

43. Motivation

44. Motivation • Factors affecting motivation: • Appropriate technology and office automation as well as supply and furniture. • Level of respect between management and employees. • Empowerment of employees. • Motivational theories implications. • Performance standards for each employee should be set.

45. Motivation • A performance evaluation system is designed to provide feedback to employees regarding their past performance, while addressing any performance weakness the employee may have. • There has to be a link between employee compensation and performance. • A transparent performance appraisal system ensures procedural justice in doing that. • Outcome: compensations and benefits program based on a pay-for-performance plan.

46. Motivation • Performance Appraisal • Appraisals provide important input used by supervisors to make promotion and salary raise decisions • The appraisal lets the boss and subordinate develop a plan for correcting deficiencies and reinforce what the subordinate does right • Appraisals serve as a useful career-planning tool providing opportunity to review the employee’s plans

47. Motivation - Appraisals • Who should do the performance appraisals?

48. Motivation - Appraisals • The importance of an appraisal interview: • Give the subordinate at least a week’s notice • Study his or her job description, compare performance to standards and review files of previous appraisals • Chose a private place where you will not be interrupted and schedule enough time to complete the interview

49. Motivation - Appraisals • Performance management avoids issues with strategic planning by encouraging employees to set goals that make sense and are provided with continuous feedback with corrective action taken as needed

50. Motivation – Employee Compensation • Employee compensation refers to all forms of pay or rewards going to employees arising from employment • Direct financial payments: Wages, salaries, incentives, commissions and bonuses • Indirect payments: Benefits like employer-paid insurance and vacations