MA GLOBAL BUSINESS CORE COURSE IN HUMAN RESOURCE MANAGEMENT IN THE GLOBAL ENVIRONMENT Academic year 2007 - 2008

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NEW TRENDS IN HUMAN RESOURCES MANAGEMENT

Objectives After attending this class, you should start practicing and learning about:

Understand rational and non-rational models in human resources. Integrate competencies in organizational development Reflect his/her attitudes and behaviors concerning others Discover weaknesses in competences and program to solve them Analyze more critically his/her own role in organization Solve problems and communicate original solutions at a professional level (both written and spoken) in matters related to business management in coaching exercises

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Competencies Coaching and competencies Experiential learning and competencies

What's a competence? “A subjacent characteristic in a person that is related causally with the success performance in work” (Boyatzis, 1982)

References
Gomez-Mejía, L.R., Balkin, D.B. and Cardy, R.L (2004). Managing Human Resources. International Edition. Pearson, Prentice-Hall. Noe, R., Hollenbeck, J., Gerhart, B., and Wright, P.(2002), Human Resource Management, McGraw Hill

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1. Competencies
Competence-based systems Optimimize more effectively an organization´s performance
Right people Assess individual´s ability Identify needs for training

Concept of competency Job based Motives, traits, skills and so on… Types of competencies Hard and soft
Soft : creativity, sensitivity, personal qualities Hard: organization and so on…

Threshold and high performance competencies: Differential competencies (to get
success performance) and essential or boundary competencies for a medium performance minimally right

1. Competencies
Knowledge
WHAT

HOW

WISH

skills

attitudes

Management Competency programs
Success Factors
High level of management commitment and support Considerable staff involvement and input Commitment of adequate financial resources Clearly defined objectives

Common problems
Identifying competencies Not enough time for projects Resistance by staff Lack of time management support and commitment

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Management Competency programs
Reasons for introducing competencies Improve overall enterprise performance and increase competitiveness Support the introduction of a cultural change program Increase effectiveness of training and development Improve recruitment and selection process and reduce employee turnover Clarify managerial and specialist roles and increase focus on business objectives Assist in career and succession planning Analyze skills and identify current and projected skill deficiencies Increase workforce flexibility Facilitate integration of enterprise HR strategies Support remuneration and reward programs

2. Coaching
What´s coaching?
•Purely is a conversation, a dialogue between a tutor/coach and a pupil or coachee in a productive context and oriented toward results. •Also consist in help people to access to what they know

¿What are the relations? •Related with learning. •Related more with questions that with answers •Related with change and transformation and with the human capacity of growing •Related with the re-invention of oneself •Also works in the emotional side

Coaching and competencies
Self conscience Inspire others Capacity relationship Flexibility Communication Looking forward Discipline Diagnosis situations and find solutions

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Coaching and competencies

MANAGERS •Strategic thinking •Change leadership •Relationship management

DIRECTORS
•Flexibility •Change introduction •Interpersonal sensibility •Delegation •Team working

EMPLOYEES
•Flexibility •Motivation to search information and learning capacity •Achievement orientation •Time pressure working motivation •Collaboration •Customer orientation

3. Experiential Learning
The learning cycle (Kolb): learning to learn and learning to unlearn

Act Conceptualize Think

3. Experiential Learning
Training techniques (Charrier, F., 2002)

LEARNING DOING 75%

GROUP DISCUSSION 15-30%

DEMOSTRATION 25% AUDIO/VISUAL 20% READING 10% CLASS 5%

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3. Experiential Learning
Vivencial learning: outdoor training
Locate competencies to improve Develop risk activities: sport/theater Analyse performance with indicators Feedback to individuals Transference to work context

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