Need for innovation in HRM in Romania

1. Need for innovation in HRM in Romania Carmen – Emilia CHAŞOVSCHI

2. WHY SUCH A THEME ? (MOTIVATION): Big differences between theory and practice in most companies, in HRM Current actions in HRM at company level are done in a “copy – paste” technique Unrealistic training and development policies for the HR, promoted by the big training companies FINAL GOAL To develop a holistic and particular approach for HRM in Romania, based on the specific research of the particular issues, and of labor mentality of romanians

3. Parallel overview GLOBAL / LOCAL / in Human Management LOCAL, NATIONAL • Perioada interbelică • - labor unions • - Communication theories • - Specialized HR Departments • Human Resources School of Mayo • Personnel administration (before the 2nd war) • Socialist/ • communist period • -Bring a new perspective on the workforce (the double role of the person: producer and owner of labor results) • Administrative functions of HR • motivation and manipulation • centralised management • Today • Delay in the implementation of modern HRM • Misunderstanding • Formalism • and formal change • - Differences between the theory and practice of HRM • Welfare policies • Work security • HR Professionals • The principles of education an welfare • Specialized services and departments • - Recruitment offices • - No interest for the needs of personnel • - Discipline of work force • Empiric work force activities, • Orientated to the organization of work processes Empiric period (beginning of XIX century) Prosperity and welfare period Administrarea personalului (per.interbelică) Personnel management Human Resources Management . • Specific personnel activities • Concerning for recruitment, payroll • - In the `60 şi ´70 - ’80 şi’90; - Complex approch of HRM ; GLOBAL LEVEL

4. TAFF AFIRMATION OF EUGEN IONESCU (NOT TRUE !!!): “We are living in a second hand culture” OPEN QUESTION? “are we importing second hand techniques and procedures in HRM?”

5. OPEN QUESTIONS: • How are the Romanians working? • What is motivation for them (beyond Maslow Theory or other motivational theories?) • How is their labor behavior? • How deep was influenced their mentality by communism labor ethic? • First try: Monica Heinz – The ethic of the labour to Romanians (Max Planck Research)

6. Labor mentality in communism ………….. …………… ………….. ……... …......... HRM versus the planned working communism system HRM Today • The goal is to encourage people to go beyond the contract • The contribution of HR function to the strategic approach of the company is central • Fast decision taking • The HR Managers are facilitators • Is based on change and on learning organization

7. Case study: Analysis concerning the practice of HRM in the companies from Suceava County

8. GOAL of the research : TO IDENTIFY THE WEAKNESSES IN THE PRACTICE OF HRM AL REGIONAL LEVEL AND TO DEVELOP AN ACTION PLAN FOR IMPROVEMENT OF HRM SYSTEM Main techniques: • On field research and observation; • Study of internal documents; • Interviews with local stakeholders ; • SWOT based evaluation of the HRM Practice in the companies.

9. Tipologia firmelor după domenii de activitate

10. Questionnaires and data evaluation • Chestionarul utilizat în anchetă (Anexa nr. 1) a cuprins 4 categorii de date: • date de identificare a firmei; • identificarea punctelor tari / punctelor slabe în managementul resurselor umane; • oportunităţi şi ameninţări; • cauze ale punctelor slabe identificate. • Identificarea punctelor tari şi slabe cuprind: • - variante de interes general pentru managementul resurselor umane (G1-G17); • - aspecte ce vizează planificarea resurselor umane (P1-P8); • - recrutarea şi selecţia (RS 1-RS 8); • - motivarea (M1-M8) şi dezvoltarea resurselor umane (D1-D8). • Acestea dispun de două variante de răspuns, răspuns care presupune caracterizarea aspectelor luate în discuţie ca fiind „puncte tari” sau „puncte slabe” în gestionarea resurselor umane.

11. Identified Weaknesses • Problem A – Human Resources are not perceived as a priority in order to get competitive advantages • Problem B – Human Resources Managers have not studies in HRM • Problem C – HR Manager does not take part to the taking decisions strategic process • Problem D – The HR Managers have no power to influence or to implement their own initiatives • Problem E – Poor planning of HRM, poor knowledge about the labor market.

12. Why a GAP between practice and theory? • Other priorities of business level • No support from the top management • Poor organization of the processes of HRM • Poor resources for the implementation of HRM policies, especially in training and development • Change resistance to management and bad trusted of HR Managers

13. Problema A Problema C Problema D Problema E Problema B Main Problem– Weak HRM at regional level

14. revizuri P D M P . O . Ciclul Designului Proiectului IDENTIFICARE Analiza preliminara Stagiu analitic = EVALUARE U / F E E D B A C K F O R M U L A RE I PLANIFICARE l a n n i n g S t a g e Monitorizare i i I M P L E M E N T ARE I P R E GATIRE I

15. Management deficitar al resurselor umane în zonă Central problem Problem Treee: Example Bad economic results Weak management of human resources Efect Cause Insufficient knowledge in HRM Incoherent practice of HRM

16. Proposal: Regional Center for Counseling in HRM • Analysis Method: PCM (Project Cycle Management) • Potential partner for such a center: Chamber of Commerce Suceava • Other similar formal structures: Center of Professionals in the Work Relations (www.cpppim.ro)

17. Summary Indicators Verification tool Important assumption Obiectiv general Well practices in HRM al target group level Average of employment period ; Level of satisfaction; Statistics of local companies Results of psi-tests Goal of the project To improve the quality of the HRM in the companies within the area Number of companies that applied for consultancy in one year Data obtained from the Chamber of Commerce Suceava • Results • High competitivety through the human resources • - crearea unui colectiv de consilieri prin programe de training; • Programe periodice de consiliere cu specialişti în domeniu; • Coaching în companii; Activities: Inputs: - Experts - Equipments and Facilities - Buget - Training support - Others Pre - Conditions support from the Chamber of Commerce and from the local companies Title of the project: CERC MRU_Center for Regional Counselling in HRM Target Group: HR Managers, Top managers Target area: Suceava County;

18. Thank you for your attention !