LAS 111: STRATEGIC HUMAN RESOURCE MANAGEMENT HIGH S’s ENVIRONMENT

o Maintenance of status quo (isn’t comfortable with change)

04.02.2020 o Predictable routines
LESSON 0: UNDERSTAND YOURSELF & OTHERS THROUGH DISC o Credit for work accomplished (provides equal recognition)
o Minimal work infringement on home life, as they create a
DiSC PROFILE distinction between work and personal life
The DiSC Profile is a personality assessment (not test) that provides insights into o Sincere appreciation; sincerity in the relationship
natural and adaptable behaviour styles in relation to workplace, leadership, project o Identification with a group as they love belongingness
teams. o Standard operating procedures
o Minimal conflict and will work to preserve harmony
There are 4 key profiles (they are not exclusive to you); it doesn’t mean it is your
only personality style
 Dominance HIGH S’s ACTION PLAN TO BE MORE EFFECTIVE
 Influence o Be conditioned prior to change
 Steadiness o Validate self-worth; know they’re required to be successful
 Conscientiousness o Know how personal effort contributes to the group effort
o Have colleagues of similar competence and sincerity
o Know task guidelines
o Have creativity encouraged
DOMINANCE
Direct, results-oriented, firm, strong willed, and forceful
TENDENCIES NEEDS OTHERS WHO
- Getting immediate results - Weighs pros and cons calculate CONCIENTIOUSNESS
- Causing action risks Analytical, reserved, precise, private, and systematic
- Accepting challenges - Use caution TENDENCIES NEEDS OTHERS WHO
- Taking authority - Research facts - Follows directives - Delegate important tasks
- Managing trouble - Deliberate before deciding - Adheres to standards - Use policies as guidelines
- Solving problems - Structured environment Uses indirect approach to conflict - Encourage teamwork
resolution - Initiate/Facilitate discussion
HIGH D’s ENVIRONMENT - Checking for accuracy; over- - State unpopular positions
o Power and authority analyse - Make quick decisions; analysis
o Prestige and challenge - Analyses performance critically; paralysis
o Opportunities for individual accomplishments as they are determined pride in correctness
to be someone significant
o Wide scope of operations as they don’t like micro-management HIGH C’s ENVIRONMENT
o Direct answers o Clearly defined performance expectations
o Opportunities for advancement o Values on quality and accuracy; how complete rather than how
o Freedom from controls and supervision pretty
o Many new and varied activities o Reserved, business-like atmosphere
o Opportunities to demonstrate expertise
HIGH D’s ACTION PLAN TO BE MORE EFFECTIVE o Control over those factors that affect their performance
o Receive difficult assignments o Opportunity to ask ‘why’ questions; understand details
o Understand that they need people o Recognition for specific skills and accomplishments
o Base techniques on practical experience
o Receive an occasional shock as it reminds you to rely on the group HIGH C’s ACTION PLAN TO BE MORE EFFECTIVE
o Identify with a group o Plan carefully
o Verbalise reason for conclusions; there is a need to articulate it o Know exact job descriptions and performance objectives
o Be aware of existing sanctions there are drawbacks and o Schedule performance appraisals
corresponding penalties o Receive specific feedback on performance
o Pace self and relax more due to the tendency of overworking o Respect people’s personal worth as much as their accomplishments
o Develop tolerance for conflict

INFLUENCE
Outgoing, enthusiastic, optimistic, high-spirited and lively
TENDENCIES NEEDS OTHERS WHO 06.02.2020
- Generating enthusiasm - Concentrate on tasks LESSON 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
- Being articulate - Respect sincerity
- Entertaining people - Take logical approach (can get WHAT IS A RESOURCE?
- Participating in a group emotional)  A valuable asset; something you own
- Prefer to deal with things instead  Unit that which can be added to another to produce something better
of people
WHAT IS HUMAN RESOURCE?
HIGH I’s ENVIRONMENT  The members of the company; employees
o Popularity, social recognition  Using employees’ capabilities to benefit the company
o Public recognition of ability
o Freedom of expression WHAT IS MANAGEMENT?
o Group activities outside of the job; need point of view heard  Dealing with or controlling a group of people
o Democratic relationships  Knowing proper resource allocation
o Freedom from control and detail  Able to deal with situational
o Opportunities to verbalise proposals
o Coaching and counselling “Human Resource Management involves growth.”

HIGH I’s ACTION PLAN TO BE MORE EFFECTIVE WHY IS HUMAN RESOURCE MANAGEMENT IMPORTANT?
o Control time  Personal mistakes
o Make objective decisions o Hiring someone incorrectly may be due to flaw in hiring
o Use hands-on management process
o Be more realistic appraising others  Improve profits and performance
o Make priorities and deadlines  Spend some time as HR manager
o Be more firm with others as they are popularity seekers  May end up as your own human resource manager
o The need to know how HR works

STEADINESS LINE AND STAFF ASPECTS OF HUMAN RESOURCE MANAGEMENT

Even-tempered, accommodating, patient, humble, tactful
TENDENCIES
- consistent/predictable
- demonstrate patience
- showing loyalty
- being good listers
- handling excited people
- create stable, harmonious work
environment
 Authority is the right to make decisions, to direct the work of others, and to
NEEDS OTHERS WHO give orders. Managers usually distinguish between line authority and staff
- Are self-promoting (need to learn authority.
from selflessness) o LINE authority gives you the right to issue orders
- apply pressure on others;  directly reports to you
steadiness is non-confrontational  determined by inherit authority
- help prioritise work over o STAFF authority gives you the right to advise others in the
relationship organisation
- able to multi-task  significant in giving advice, not in the chain but a
- react quickly to unexpected part of the organisation
change  consulted for your expertise
 HR is a staff function
  Monitored frequently through dashboards and scorecards
o Dashboard – real time
LINE MANAGER’S HR MANAGEMENT RESPONSIBILITIES o Score card- looking at what happened in the past
 Placing the right person in the right job  Evaluate performance of managers and employees assessd in large
 Starting new employees in the organisation (orientation) part on metrics
 Training employees for jobs that are new to them Exampls:
 Improving the job performance of each person - Netflix
 Gaining creative cooperation and developing smooth working relationships o How many people are watching
 Interpreting the company policies and procedures o How many devices; what devices
 Controlling labour cost o Ratings
 Developing the abilities of each person. - Tesla
 Creating and maintaining departmental morale o Vehicle performance
 Protecting employee’s health and physical conditions o Rate of switching from gasoline to electric
o Income brackets
- nCov
TYPICAL HR FUNCTIONS o Deaths and Infected
Talent Acquisition o How many people are recovering
o Personnel planning and recruiting o Which areas have infected people
o Employee testing and selection o Age of infected
o Interviewing candidates - JGSOM
o Rate of employment
Learning and Development o Which courses has the most students
o Training and developing employees o Student to faculty ratio
o Faculty evaluation
Talent and Performance Management
o Performance management and appraisal
o Managing careers and retention WHAT IS STRATEGIC HUAN RESOURCE MANAGEENT
Strategic HR management
Compensation and Rewards
o Strategic pay plans HR Metrics, Benchmarking, and Data Analytics
o Pay for performance and financial incentives Human resource metrics – the quantitative guage of a human resource
o Benefits and services management activity

Employee Relations Benchmarking – comparing the practices of high-perforing companies results to

o Building positive employee relations your own
o Labour relations and collective bargaining
o Safety, health, and risk management Data Analytics - using statistical and mathematical analysis to find relationships and
make predictions

WHAT SHOULD HR MESURE AND BENCHMARK (HR METRICS)

11.02.2020 (| Organisational data
LESSON 2: HUMAN RESOURCE MANAGEMENT STRATEGY AND ANALYSIS Employment data (#of positions filled, speed to recruit, cost per hire, employee
tenure, attrition, etc).
Ex. PLANSEM
 Planning for the following semester HR department data
 Determining allocation HR strategies and processes

STRATEGY WHAT ARE HR AuDITS

- StratPlan The HR audit genrally involves using a checklist to review the company’s human
A strategic plan is the company’s overall plan for how it will match its internal resource functins
strengths and weaknesses with its external opportunities and threats in order to
maintain a competititve position
- Translate it into a strategy you can do
- Looking into SWOT
o Helps put the lens of what we are good and not so
good at and how to develop them

THE STRATEGIC MANAGEMENT PROCESS

TYPES OF STRATEGIES
CORPORATE STRATEGY
Identities the portfolio of business
1. Concentration: single business
2. Diversification: many different products
3. Vertical Integreation: expand by producing my own materials or by
selling products directly ; this is when you expand your current
business by vertically integrating, so youre doing something different
now but you decide youll produce it now (bounty fresh)
4. Consolition: focus on fewer rather than many; reduction in size; used
to be big, and then reduced in size
5. Geographic Expansion: entering new territories

COMPETITIVE STRATEGY
Identifies how to win in the market;how do you comepete in the market
1. Cost leadership: cheaper (e.g., 3M, Pedrico’s)
2. Differentiation/Focus: unique (e.g. Gino’s Motorino)
3. Speed: faster (e.g. Pizza Hut, Shakey’s)

FUNCTIONAL
Identifies broad activities in each department to support the business (e.g. HR
strategy to promote from within, IT strategy to move to the clou, Finance strategy
to offer an IPO)
SM – example of first three

WHAT ARE METRICS?

 Measures of success for a business, organisation, or department
o “what does success look like for the organisation and
company?”
 Wuantifiable and can be analysed for trends
 Relevant to the overall goals and strategies of the business