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HUMAN RESOURCES

7 S’s Organisational Model
COMPANY
STRATEGY

STRUCTURE

SYSTEMS
STYLE

SKILLS

SHARED VALUES
STAFF

Hard S’s

Soft S’s

The People Factor
‘People are our most important asset’ is
a time-honoured cliché
 What’s the difference between Human
Resources Management (HRM) and
Personnel Management?
 HRM is concerned with treating people
as a factor of production (4M’s)

Who is responsible?  All managers and supervisors (with specialist advice provided by Human Resources professionals) .

What is Personnel Management?  Consider the ‘life cycle’ of an employee .

The Job Organisation  Job design  Job analysis  Manpower planning  .

Recruitment & Selection Person specification  Right person for the job  Interviewing  Psychometrics  Assessment centre  .

Starting a new job Contract of employment  Employment record  Pay details  Induction  Policies & procedures  Handbook  .

Effective Working Training & development  Competencies  Appraisal  Career Development  .

Benefits Pay Policy  Job Evaluation  Pay Scales  Bonuses  Sick pay  Pension  Other benefits  .

Dealing with Problems Maintaining rules and standards  Discipline  Grievance  Dismissal  Employment Tribunals  Ill health and accidents  .

Social Issues Maternity / paternity leave  Disability  Parental Leave  Time off to deal with domestic emergencies  Work / life balance  Flexible working  .

Employment Law Contractual  Diversity (Discrimination)  Employee rights  Representational Rights  Health & Safety  .

Communication & negotiation Communication policies  Communication methods  Involvement of employees  Empowerment  Negotiation with Unions and Representative bodies  Maintaining good industrial relations  .

Termination of Employment Voluntary  Dismissal  Redundancy  Retirement  Ill-Health  Death  .

IMPORTANT MOTIVATION  DEVELOPMENT  COMPETENCY  INVOLVEMENT  .

What is Human Resources Management? Maximise the contribution of people in the organisation  Succession Planning  People skills  .

The People Factor  In dealing with HRM issues the organisation must consider the impact of – accelerated technological change and – increased SLEPT factors .

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.The People Factor  Managers claimed the 2 most significant problems with trying to implement a business strategy were – not having the right people to deliver the strategy and – a failure to train people effectively.

The People Factor Right people required to manage the new technologies  People will be the ‘competitive advantage’ of companies  Polarisation of skills  ‘Silver collared’ workers  .

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pay is no longer the main / sole criterion.The People Factor As workers become more knowledgeable they demand more.  Managers’ roles are changing .no longer just ‘conduits’ for information  Organisations have to face the reality of retraining. re-educating and redeploying their staff  .

The People Factor Social values and environmental concerns mean that managers now want a career that matches their own values and aspirations (SRI)  Tired of doing ‘more with less’  Seeking autonomy  .

Human Resource Strategy Must be in line with corporate strategy like marketing.  2 critical questions must be addressed  – what kinds of people do you need to manage and run the business to achieve its objectives? – What people programmes and initiatives must be designed and implemented to attract. . develop and retain staff to compete effectively. IT etc.

Human Resource Strategy In order to answer these questions 4 key dimensions of an organisation must be addressed:  Culture  Organization  People  Systems (HR)  .

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g.Human Resource Strategy 7 steps to developing an HR strategy 1. Understand your business strategy  Highlight the key driving forces e. technology What are the implications of the driving forces for the people side of your business? What is the contribution to the bottom line of your business? .

Develop a mission statement Do not be dissuaded by negative reactions 3. People SWOT on Personnel department .Human Resource Strategy 2. Conduct SWOT analyses Focus on the S/W of the people aspects Vigorously research the O/T re.

Human Resource Strategy 4.where do we want to be? . concentrate on COPS Consider .how are we going to get there? (gap analysis) .where are we now? . Conduct a detailed HR analysis.

Human Resource Strategy 5. Revisit your business strategy and compare with your SWOT and COPS analyses Identify the critical people issues .the ones you must address for the sake of the business strategy Prioritise the critical people issues .

think of the consequences Consider mix of HR systems needed Implications for the business and personnel function Translate action plan into broad objectives . highlight options Don’t go for the easy route .Human Resource Strategy 6. For each critical people issue.

(Continued) Objectives in terms of Training Management development Organisational development Appraisal Reward Recruitment Manpower planning etc Develop plan. set key dates .Human Resource Strategy 6.

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Implement and evaluate the action plans .Human Resource Strategy 7.

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Performance Appraisal  Consider – What types are there? – What steps can be taken (as an interviewer or interviewee) to ensure that appraisals are objective rather than subjective? .