Human Resoruces

UNIT 1.1 INTRODUCTION

Exercicies “new realities”

UNIT 1.2 HRM OVERVIEW

DEFINITIONS

Key terms:

• Personnel Management: the name given to the specialized management

function responsable for an organization´s employees.
• Human Resources: an alternative to “people” and also the name used by
many organizationst to describe the specialised department that deals with
the administration and management of employees
• Human Resources Management: more recent approach to management
of employees, which sees people as a key organizational resource that
needs to be developend ans utilised to support the organization´s
operational and strategic objectives.
• Strategic Human Resources Management: is the process of linking the
human resources function with the strategic objectives of the organization,
in order to improve performance

Definition of HR Management:

• Strategic human resources management is largely about integration and

adaptation. Its aims to ensure that:
• (1) HR management is fully integrated with the strategy and the strategic
needs of the firm;
• (2) HR policies are coherent both across policy areas and across
hierarchies;
• (3) HR practices are adjusted, accepted, and used by line managers and
employees as part of their everyday work.
 • SHRM is the linking of HRM strategic with strategic goals and objectives in
order to improve business performance and develop organizational cultures
that foster innovation and flexibility
• SHRM refers to organizational systems designed to achieve competitive
advantage through people
• Strategic HR management means “getting everybody from the top of the
human organization to the bottom doing things that make the business
successful.”

HISTORY

The Pendulum of Management thought

• The pendulum swings in the amount and style of attention paid to people in
organizations

• “Hard” and “soft” aspects of people management

WHY?

HR for competitive advantage

• Competitive advantage

• a company having resources which are difficult to imitate by a competitor.

• “companies that are stronger in people management have a corresponding

higher performance.”

ORGANIZATIONAL CAPABILITIES

• Must create value for customer

• Must be rare and unique

• Must be difficult to duplicate

Aligning HR Strategy with the Business Strategy BY

• Understanding the business strategy and current challenges.

• Identifying how people can contribute to organizational growth and success.

• Designing and implementing the HR talent strategy.

• Measuring HR strategy.

WHAT?

Guiding principals for HR

• Consistency

• Single employee consistency

• Consistency across employees

• Consistency over time

• Differentiation

• Across employee groups

• Across subunits (location, business line)

• Differentiation from other firms

Guiding principals for strategic HR

• Balancing dualities

• How far to focus on a goal or principle at the

expense of another one?

• How far to adapt HR pracices abroad or to a

diferent market ?

HR Function roles

• HRM process and content development

• Designing HR practices and policies which help develop and maintain

organizational capabilities

• HR service delivery

• Do more with less

• e-HR solutions are more and more used

• Outsourcing and shared HR service centres

• Business support

• HR Business Partners- their role as links between different areas of the

organization

• Contributing to business strategy by highlighting the people aspects

• Working with line managers, resolving employee issues and conflicts

Organizational outcomes from HRM

• Human capital and social architecture

• To what extent are HR practices building organizational capabilities

needed for sustainable results?

• Social architecture means fostering or designing an environment that

enables desired attitudes and behaviours which contribute to
organizational goals

• Social architecture = human capital + shared values + norms+

beliefs + managerial mindset
• Change capability and strategic agility

• How well can a company manage transitions?

• Global integration

• Local responsiveness

• Management of knowledge and innovation

• Sustainable performance

CHALLENGES

Main challenges for HR nowadays

• Technological advances

• Workplace diversity, multiculturalism and virtual teams

• Retaining talented employees (“job-hoppers”)

• Generational differences-What do you look for in a job?

• Company politics, power struggles, management changes and hierarchical

flattening

• Compliance matters (e.g. compliance to new norms of discrimination or data

safety and privacy)

• Leadership investment

• Communication and culture

• Time management within the HR function

• The challenge of attitude and mindset towards training/ assessments/ soft skills
as part of performance
RECAP & Takeaways

• Organizational capabilities
• Guiding principles of People Management
o Internal consistency
o Differentiation
o Balancing dualities
• The roles of HR
o HR process and content development
o HR service delivery
o Business support
• Outcomes of strategic HR
o Human capital and social architecture
o Change capability and strategic agility
o Sustainable performance
• Challenges

UNIT 2.1 HR PRACTICES

What does HR do?

HR PRACTICES

Key HR practices
•Recruitment and Selection
•Training and Development
•Performance Management
•Communication
•Labor and Industrial Relations
 RECRUITMENT AND SELECTION DEVELOPMENT AND TRAINING

WORKFORCE PLANNING TRAINING (ON-THE-JOB AND-OFF-THE-

JOB)
EMPLOYER BRANDING
TALENT REVIEWS
RECRUITMENT
SUCCESSION PLANNING
SELECTION
CAREER MANAGEMENT
INTERNATIONAL TRANSFERS
COACHING AND MENTORING
TERMINATION AND OUTPLACEMENT
LEADERSHIP DEVELOPMENT

PERFORMANCE MANAGEMENT
AND REWARDS

JOB EVALUATION

GOAL AND STANDARD SETTING

PERFORMANCE MEASUREMENT

APPRAISAL AND FEEDBACK

COMPENSATION AND BENEFITS

REWARDS AND RECOGNITION

PERFOMANCE MANAGEMENT HAS 3 SUCCESSIVE PHASES

1. Setting goals and objectives

2. Evaluating and reviewing performance as well as providing feedback
3. Linking rewards and development outcomes to appraisal results

PERFOMANCE MANAGEMENT IMPORTANT TERMS

-KPIs (Key Performance Indicator)

A quantifiable measure of how effectively a company is achieving key business

objectives.

-KSAs (Knowledge, Skills, Abilities)

-KSAOs (Knowledge, Skills, Abilities and Other Characteristics)

 COMMUNICATION LABOR REALTIONS

INTERNAL COMMUNICATION INTERACTION WITH INTERNAL CUSTOMERS

STRATEGY
LEGAL AND STATE MATTERS OF EMPLOYMENT
MEMOS
EMPLOYMENT CONTRACTS
MEETINGS
EMPLOYER-EMPLOYEE RELATIONSHIP
CAMPAIGNS

INFORMATION FLOW

KNOWLEDGE SHARING

PSYCHOLOGICAL CONTRACT

• Employees form beliefs about the resources they owe and those owed to
them in return by their work organization.
• Expectations management

STAGES OF HRM

3 stages of HRM in international firms

 I. BUILDING HRM
➢ Foundation (don’t shoot before you aim)
➢ Building in close alignment with organizational context
II. REALIGNING HRM
➢ It requires deep knowledge of the company’s business
objectives and strategy (not always the case)
III. STEERING VIA HRM
➢ Any positive characteristic or qualities can become negative
when taken too far.

MANAGEMENT BY COMPETENCIES
• Competencies are “the skills, knowledge, abilities and other characteristics
that someone needs to perform a job effectively” (Jackson and Schuler, 2003)

• A competency is a combination of tacit and explicit knowledge, behaviours and

skills, that gives someone the potential for effectiveness in task performance.

Benefits of competencies Management

• Better understanding of expected behaviors and performance

• Improved talent planning
• Optimized development of workforce
• Enhanced talent pipeline
• Improved operational efficiencies.
• Integrated talent processes
Competency mapping

Major steps of competency mapping

• Identify the department
• Identify the organizational structure and list down the grades and levels
followed in that organization
• Analyze the job and prepare a job and role description
• Collect data about the core competencies of the employee
• Classify the obtained data into required competences set and identified
competences level levels
• Evaluate and confirm the identified competences set with immediate
supervisors and heads of other departments
• Map the competency

Management by competencies

Competency profile
• A set of key competencies (usually 7 to 10) carefully selected in alignment
with an organization’s business goals.
Competency model
• Create the competency profile for the job you identified on ONET

Sample Competecny mapping

Management by competencies

o A competency proficiency scale

▪ A defined rating that assigns an expected level on a given competency
▪ Scales have behavioral indicators for each competency
▪ Scale ratings range from 3 to 7 mastery levels, with five levels begin the
most common

Sample proficiency scale

RECAP & TAKEAWAYS

o Key HR Practices
▪ Recruitment and selection
▪ Training and development
▪ Performance Management
▪ Psychological Contract
o Psychological Contract
o Competencies
o Competency Management
UNIT 2.2 JOB ANALYSIS & DESIGN

JOB ANALYSIS
• A process to identify and determine in detail the particular job duties and
requirements and the relative importance of these duties for a given job.

• Purpose: to document and relate the job to employment procedures such as

training, selection, compensation, and performance appraisal.

Why is job analysis done

• To determine training needs

• To determine compensation
• In selection procedures to determine best how to test for required skills
• For performance reviews

Methods of Job Analysis

• review of job classification systems (https://www.onetonline.org/)
• employee interviews
• supervisor interviews
• expert panels
• structured questionnaires
• check lists
• open-ended questionnaires
• observation
• employee work logs/ apps

JOB DESCRIPTION SPECIFICATION AND EVALUATION

Job analysis components

• Job description
o Desrivite in nature
▪ What should be done?
▪ Why it should be done (purpose)?
▪ Where it should be done?
o No univeral format but some guidelines
▪ Job title, e.g. Senior Accountant
▪ Summary – 1 or 2 lines that describes to output expected
▪ Equipment, e.g. noise
▪ Activities – size of work group, interpersonal iterecations with
others, relationship with stakeholders
o Job description can be written based on gathering data from
surveys ands personal observations.
 • Job specification
o Job specification/ employee specification
▪ What type of qualities are required of the employee to
perform the job effectively and efficiently.
▪ Personal characteristics – education, experience, etc.
▪ Mental characteristics – analytical skills, memory, focus, etc
▪ Social and psychological characteristics: emotional abilities,
drives, conversational ability, attitudes, soft skills
o Essential qualities
o Desirable qualities
o Contra indicators (handicaps to successful job performance)
• Job evaluation
o A process of determining the relative worth of the job- what type of
compensation fits a certain job.
o What is the difference between performance appraisal an job
evaluation?

JOB DESING
Definition

• Job design is concerned with the activities of workers, their duties,

the tasks required to perform their work, and how those tasks and
duties are structured and scheduled (Morgeson and
Humphrey 2008)
• Purpose: Designing Motivating Work.

Job design and re-design

• Job Design has its roots in scientific management but was greatly influenced by
the Human Relations movement.
• Hawthorne studies
• Theory X and Theory Y
• Pygmalion effect
Hackman-Oldham model

Contemporary perspective on job design

• New job characteristics
• Physical Characteristics
• Knowledge characteristics
• Social characteristics
• New mechanisms through which job design affects performance and
satisfaction.
• Job crafting
• Role-breath self efficacy

Integrative model of job design

Recap

• What is job analysis for?

• What are the components of job analysis?
• What is job design and what is redesign for?