Description
human resource and management
HUMAN RESOURCE MANAGEMENT. (An Introduction)
www.humanikaconsult ing.com
The Flow
Definition Approaches and their Implications Functions Emerging Roles Challenges Strategic HR Management In a Nutshell
11/27/11 22
Definition
Human resource management is the function performed in an organization that facilitates the most effective use of people(employees) to achieve organizational and individual goals
11/27/11 33
HR Role
Strategic/Long-term Strategic Partner
– Align HR and business Strategy: Org. Diagnosis/ Org. Capability Analysis
They all matter… Without being great at the short-term, little space for long-term. Executing the shortterm things well, build credibility When people think about HR they think about admin and employees. When they think about great HR they think about strategic and change agents
Change Agent
– Manage transformation and change: ensuring capacity for change
Process Administrative Expert
– Create efficient, reliable and effective HR processes that meet customer requirements: HR Ops – trains run on time
People Employee Champions
– Increase employee commitment and capability: People Basics, PAS
Operational/Day-to-day
Strategic Partner – 2 tools
Executing an Org. Capability Assessment: ‘High-level’ Straw-dog Process
Clear and prioritised Business Strategy
Identify capabilities to deliver Strategy
Org. Capability Assessment or Organizational Diagnosis
Prioritise Capabilities to deliver Strategy Assess level of capability needed Assess current state of capability
Create shaping agenda to close gaps
Identify Capability Gaps to close
Small Group Meeting
Small Group Meeting
Small Group Meeting
Small Group Small Group Meeting Meeting BU/PU BP Overall
Discussion
Capability Pick-list
Org-capability Model(s)
Org. Capability Matrix Tool
Potential Tools
Stanford – PARC
§ § § §
Organization Architectures / Frameworks
McKinsey 7 S
§ § § § § § §
Galbraith – Star
People Architecture Routines, Processes and Procedures Culture
Strategy Structure System Staff Style Skills Super-ordinate goals (Shared values)
§ § § § §
Strategy Structure Reward Process Systems
Administrative Experts
Customer/consumer-centric
Know what the customer values Constantly strives to deliver in a way Measure what they care about
Processes
Simple for customer/consumer Simple as possible for HR to execute
This is different than saying we need to pay that meets customer standards employees at the P75 or giving expats inappropriate benefits
Understood by HR and the customer/consumer group Minimum hand-offs Measured Accurate Systems thinking - impact of change in one area is understood in another area
?
We extend an expat stay so we think about all the things that need to change work permits, leases, schooling, expat staffing planning etc. An employee resigns and we think about all the things to effectively get them off the payroll, and we proactively think about the things needed for work continuity (short-term and long-term)
?
Technology
To support processes To provide MI
Employee champion
PAS Proactively identify and implement tactics to increase employee satisfaction, engagement and commitment Performance / project manage the delivery of interventions Challenge /cajole management People basics Ensure appropriate development Ensure quality feedback Performance / project manage the delivery of interventions Challenge /cajole management Coaching managers Building their skills Proactive insight of employee impact from their decisions Proactive employee relations Constantly monitoring climate, and coaching management on interventions needed
Change Agents
Change success factors:
1. Leading change / sponsorship clear – leader who:
?
Owns and champions change Publicly commits to making it happen Gets resources Gives it attention
?
?
?
2. 3. 4. 5. 6. 7.
Shared need – employees know they should change / overcome employee resistance Shape the vision – what is the desire outcome
?
Do people see the behavioural change needed? Understand how it benefits others? Recognize other stakeholders; build coalitions
Build commitment
?
Changing systems and structures to support the change – do people understand the other things that will need to change to support the big change? Monitor Progress / performance manage delivery / what is success Execute the plan / follow-thru
The role of a HR manager
personnel management and human resource management
11/27/11
99
8.Rete ntion and Replac ement 7.Re wards and Reco gnitio n 6.Per form 11/27/11 ance
1.Hum an Resou rces Planni ng
Maintaining HR
2. R ec ru it m en t
3.Sele ction and Scree ning
4. O ri
1010
1
Why human relations approach Failed??
2
3
11/27/11
1111
Human Resources Approach
Organization goal & needs of employee are capable of existing in harmony Employees are asset for organization Organization should create contributive work environment to reap 1212 maximum benefit
11/27/11
Challenges Before HR Unlike other Manager Expectations Unlike other method of method of Expectations
resources resources each each employee is employee is different from different from other. other. encouragement & encouragement & motivation can be motivation can be different from different from person to person person to person of employees of employees are high are high because they because they know their know their value . value .
11/27/11
1313
Function of Human Resources Management
?
Planni ng
?
Organizi ng
?
Staffi ng
?
Directi ng
?
Controllin g
11/27/11
1414
Operative Functions
Employment Human Resources Development
Compensation
Employee Relations
1515
Employment
1616
Human Resource Planning
Present and future manpower requirements Net human resource requirements Mould, change and develop employees to meet future organizational requirements 1717
Recruitment
Tapping existing sources of applicants Identifying new sources of applicants Attracting the candidates to apply for jobs in the organization Deciding the recruitment
1818
R F E I T S o v n e c r s a u m ei n c u rt n s ai v g o ai n n ei g o g w C n V n ’ g s
Selection
1919
Human Resource Development
Performan ce Appraisal Tra ini ng Manageme nt Developme nt Career Planning & Development
2020
F W r n a o c g b n e g n s E e t & v a b v S e a u n s a e a t f r y o t n s A d m
Compensation
n
2121
Employee Relations
Employees in organizational context, as a social group Determining the job satisfaction level of the employee
2222
Emerging Role of Human Resource Management
It is the competence and attitude of the human resource that can make or break a business.
11/27/11 2323
Value of Human Resources
A nation with a rich human resource can develop fast. In this modern age of technology and globalization, quality human resource is an important contributor to the well being and development of a nation.
11/27/11
2424
Human resources- A competitive advantage
11/27/11
2525
Human resource accounting
COST
VALUE
11/27/11
2626
R? S o o e r e v e o i f c o H e f R H P R E r x o E v e x i c e d u c e i u r v t s e s v e
11/27/11
2727
Service Provider
Executive
Facilitator
Consultant
Auditor
11/27/11 Free template from 2828
Challenges For HR Professionals
WHY AND WHERE????
WHAT???
11/27/11
2929
Where did these challenges come from???
Competition in Industries Challenge s
Employee’s choose Employers
11/27/11
3030
Strategic Human resource Management
Strat egic Man age ? It is the management of the available resources to ment achieve the long term and short term goal of an organization in a dynamic and competitive environment. Strategic Human Resource Managem ? It is the optimum utilization of human ent resources to achieve the set goals and objectives in the business 11/27/11 3131 environment.
Strategic Human Resource Planning Involves
?
Design
?
Identify
?
Develop
11/27/11
3232
IN A NUTSHELL
HRM
3 approaches
11/27/11
3333
F u n c i o n s o
?
H R M
O M ? p a e n r a a g t e i r v i e a l F u F n u c n t c i t o i n o n
?
C H E D S O P o R m i t r l m p r g a p d l e f a n e o c f n n v y t i s e m i z n a l e n i g t o g n r i p t g e o m l n e a n t i o n s
C o n t r o l l i n g
11/27/11
3434
?
?
C o ns ul ta nt
a u di to r
?
fa cil it at or
?
Role s of HR Exec ? se utive rv sic e pr ov3535
11/27/11
ex
THE CHALLENGES
WORKER PRODUCTIVITY QUALITY IMPROVEMENT CHANGING ATTITUDES OF WORKFORCE IMPACT OF THE GOVERNMENT QUALITY OF WORK LIFE TECHNOLOGY AND TRAINING
11/27/11 3636
doc_628120674.ppsx
human resource and management
HUMAN RESOURCE MANAGEMENT. (An Introduction)
www.humanikaconsult ing.com
The Flow
Definition Approaches and their Implications Functions Emerging Roles Challenges Strategic HR Management In a Nutshell
11/27/11 22
Definition
Human resource management is the function performed in an organization that facilitates the most effective use of people(employees) to achieve organizational and individual goals
11/27/11 33
HR Role
Strategic/Long-term Strategic Partner
– Align HR and business Strategy: Org. Diagnosis/ Org. Capability Analysis
They all matter… Without being great at the short-term, little space for long-term. Executing the shortterm things well, build credibility When people think about HR they think about admin and employees. When they think about great HR they think about strategic and change agents
Change Agent
– Manage transformation and change: ensuring capacity for change
Process Administrative Expert
– Create efficient, reliable and effective HR processes that meet customer requirements: HR Ops – trains run on time
People Employee Champions
– Increase employee commitment and capability: People Basics, PAS
Operational/Day-to-day
Strategic Partner – 2 tools
Executing an Org. Capability Assessment: ‘High-level’ Straw-dog Process
Clear and prioritised Business Strategy
Identify capabilities to deliver Strategy
Org. Capability Assessment or Organizational Diagnosis
Prioritise Capabilities to deliver Strategy Assess level of capability needed Assess current state of capability
Create shaping agenda to close gaps
Identify Capability Gaps to close
Small Group Meeting
Small Group Meeting
Small Group Meeting
Small Group Small Group Meeting Meeting BU/PU BP Overall
Discussion
Capability Pick-list
Org-capability Model(s)
Org. Capability Matrix Tool
Potential Tools
Stanford – PARC
§ § § §
Organization Architectures / Frameworks
McKinsey 7 S
§ § § § § § §
Galbraith – Star
People Architecture Routines, Processes and Procedures Culture
Strategy Structure System Staff Style Skills Super-ordinate goals (Shared values)
§ § § § §
Strategy Structure Reward Process Systems
Administrative Experts
Customer/consumer-centric
Know what the customer values Constantly strives to deliver in a way Measure what they care about
Processes
Simple for customer/consumer Simple as possible for HR to execute
This is different than saying we need to pay that meets customer standards employees at the P75 or giving expats inappropriate benefits
Understood by HR and the customer/consumer group Minimum hand-offs Measured Accurate Systems thinking - impact of change in one area is understood in another area
?
We extend an expat stay so we think about all the things that need to change work permits, leases, schooling, expat staffing planning etc. An employee resigns and we think about all the things to effectively get them off the payroll, and we proactively think about the things needed for work continuity (short-term and long-term)
?
Technology
To support processes To provide MI
Employee champion
PAS Proactively identify and implement tactics to increase employee satisfaction, engagement and commitment Performance / project manage the delivery of interventions Challenge /cajole management People basics Ensure appropriate development Ensure quality feedback Performance / project manage the delivery of interventions Challenge /cajole management Coaching managers Building their skills Proactive insight of employee impact from their decisions Proactive employee relations Constantly monitoring climate, and coaching management on interventions needed
Change Agents
Change success factors:
1. Leading change / sponsorship clear – leader who:
?
Owns and champions change Publicly commits to making it happen Gets resources Gives it attention
?
?
?
2. 3. 4. 5. 6. 7.
Shared need – employees know they should change / overcome employee resistance Shape the vision – what is the desire outcome
?
Do people see the behavioural change needed? Understand how it benefits others? Recognize other stakeholders; build coalitions
Build commitment
?
Changing systems and structures to support the change – do people understand the other things that will need to change to support the big change? Monitor Progress / performance manage delivery / what is success Execute the plan / follow-thru
The role of a HR manager
personnel management and human resource management
11/27/11
99
8.Rete ntion and Replac ement 7.Re wards and Reco gnitio n 6.Per form 11/27/11 ance
1.Hum an Resou rces Planni ng
Maintaining HR
2. R ec ru it m en t
3.Sele ction and Scree ning
4. O ri
1010
1
Why human relations approach Failed??
2
3
11/27/11
1111
Human Resources Approach
Organization goal & needs of employee are capable of existing in harmony Employees are asset for organization Organization should create contributive work environment to reap 1212 maximum benefit
11/27/11
Challenges Before HR Unlike other Manager Expectations Unlike other method of method of Expectations
resources resources each each employee is employee is different from different from other. other. encouragement & encouragement & motivation can be motivation can be different from different from person to person person to person of employees of employees are high are high because they because they know their know their value . value .
11/27/11
1313
Function of Human Resources Management
?
Planni ng
?
Organizi ng
?
Staffi ng
?
Directi ng
?
Controllin g
11/27/11
1414
Operative Functions
Employment Human Resources Development
Compensation
Employee Relations
1515
Employment
1616
Human Resource Planning
Present and future manpower requirements Net human resource requirements Mould, change and develop employees to meet future organizational requirements 1717
Recruitment
Tapping existing sources of applicants Identifying new sources of applicants Attracting the candidates to apply for jobs in the organization Deciding the recruitment
1818
R F E I T S o v n e c r s a u m ei n c u rt n s ai v g o ai n n ei g o g w C n V n ’ g s
Selection
1919
Human Resource Development
Performan ce Appraisal Tra ini ng Manageme nt Developme nt Career Planning & Development
2020
F W r n a o c g b n e g n s E e t & v a b v S e a u n s a e a t f r y o t n s A d m
Compensation
n
2121
Employee Relations
Employees in organizational context, as a social group Determining the job satisfaction level of the employee
2222
Emerging Role of Human Resource Management
It is the competence and attitude of the human resource that can make or break a business.
11/27/11 2323
Value of Human Resources
A nation with a rich human resource can develop fast. In this modern age of technology and globalization, quality human resource is an important contributor to the well being and development of a nation.
11/27/11
2424
Human resources- A competitive advantage
11/27/11
2525
Human resource accounting
COST
VALUE
11/27/11
2626
R? S o o e r e v e o i f c o H e f R H P R E r x o E v e x i c e d u c e i u r v t s e s v e
11/27/11
2727
Service Provider
Executive
Facilitator
Consultant
Auditor
11/27/11 Free template from 2828
Challenges For HR Professionals
WHY AND WHERE????
WHAT???
11/27/11
2929
Where did these challenges come from???
Competition in Industries Challenge s
Employee’s choose Employers
11/27/11
3030
Strategic Human resource Management
Strat egic Man age ? It is the management of the available resources to ment achieve the long term and short term goal of an organization in a dynamic and competitive environment. Strategic Human Resource Managem ? It is the optimum utilization of human ent resources to achieve the set goals and objectives in the business 11/27/11 3131 environment.
Strategic Human Resource Planning Involves
?
Design
?
Identify
?
Develop
11/27/11
3232
IN A NUTSHELL
HRM
3 approaches
11/27/11
3333
F u n c i o n s o
?
H R M
O M ? p a e n r a a g t e i r v i e a l F u F n u c n t c i t o i n o n
?
C H E D S O P o R m i t r l m p r g a p d l e f a n e o c f n n v y t i s e m i z n a l e n i g t o g n r i p t g e o m l n e a n t i o n s
C o n t r o l l i n g
11/27/11
3434
?
?
C o ns ul ta nt
a u di to r
?
fa cil it at or
?
Role s of HR Exec ? se utive rv sic e pr ov3535
11/27/11
ex
THE CHALLENGES
WORKER PRODUCTIVITY QUALITY IMPROVEMENT CHANGING ATTITUDES OF WORKFORCE IMPACT OF THE GOVERNMENT QUALITY OF WORK LIFE TECHNOLOGY AND TRAINING
11/27/11 3636
doc_628120674.ppsx