Page 1 Team 4 Adrian Gonzar|Ana Rita Machado|Antanas Peciura|Eloise Boutaine |Floriane Thomas|Jihann...
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Page 1 Team 4 Adrian Gonzar|Ana Rita Machado|Antanas Peciura|Eloise Boutaine |Floriane Thomas|Jihann Kheladi|Karina Galicka|Mariana Faria| Mireia Reixach|Timo Kukkonen THINK DIFFERENT
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Transcript of Page 1 Team 4 Adrian Gonzar|Ana Rita Machado|Antanas Peciura|Eloise Boutaine |Floriane Thomas|Jihann...
Page 1
Team 4Adrian Gonzar|Ana Rita Machado|Antanas Peciura|Eloise Boutaine |Floriane Thomas|Jihann Kheladi|Karina Galicka|Mariana Faria|Mireia Reixach|Timo Kukkonen
THINK DIFFERENT
Page 2
TABLE OF CONTENTS
1|INTRODUCTION
2|THE IMPORTANCE OF HUMAN RESOURCES
MANAGEMENT
3|TOOLS
4|INTERNAL COMMUNICATION
5|MOTIVATION
6|CONCLUSION
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1|INTRODUCTIONBACKGROUND | DEMAND
|Hundred workers
|Active in 28 other countries
|Ageing problem
|Restructure
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GLOBAL SOLUTIONHUMAN RESOURCES | AGEING
|Broader and long-term solution
|HR redesign:
|Clear overview
|Extendibility
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2|THE IMPORTANCE OF HUMAN RESOURCES MANAGEMENT
|Impact of HRM policies and practices on firm performance
|Use of High Performance Work Practices
|HRM practices can help to create a source of sustained competitive advantage
|Direct contribution to firm performance|Productivity|Corporate Financial Performance
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3| TOOLS
|General tools |HR process (competences)
|Specific tools|Job description |Competences framework|Training
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HR PROCESS
Communication and management of changes In company communication management social relation
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THE COMPETENCE
| Refers to the ability to mobilize various cognitive resources to cope with various situations (…) by taking into account the expected results.
|Singular|Dynamic|Needs responsibility and involvement|Involves a collective vision of partnership and result
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3 DIMENSIONS OF THE COMPETENCE
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COMPETENCES TO MANAGE THE DIFFERENT HR FIELDS
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TOOLS
1|Job Description What should be done 2| Competences Workframe How it has to be done
3| Training
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1|JOB DESCRIPTION
Document describing the main characteristics of a job, function or service Gives a clear idea of what is expected.
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JOB DESCRIPTION
1|The missions (global vision) : |The objectives of the function allows a clear identification of its role in the function (long term)
2|The place of the function between:|The worker |And the others actors
3|Responsabilities (power, budget)4|Needed activities to perform the tasks :
|To be evaluated and clearly defined5|Technical and behavioural competences6|Qualification
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2|COMPETENCY FRAMEWORK
List of needed skills and their level of expertise to perform a type of job.
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PROCESS’ STEPS OF A CFW
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3|TRAINING
Acquisition of knowledge, skills and competencies. It has a specific goals of improving one’s capability, capacity and performance in his job.
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HOW DO WE LEARN?
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Ability to control
professionnal practival
yes
yes
no
no
yes
no
yes
no
yes
no
yes
no
yes
no
Transfer of abilityGuidance …
Professionnalisation, Guidance, …
Training, self trainingMetting with professionnals
Training, coaching,Analyse of pratics
Role-playingProfessionnalised training,Guidance…
Practice training, Guidance…
Skills assessmentReorientation …
Coaching
Ability to control knowledge
Ability to controlprofessional aptitudes
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TRAINING INTERNAL: STRENGHTS OF THE COMPANY
|Knowledge of the environment/ Trust
|Financial gains and time saving
|Material already there
|Evaluation and following
|Valorize
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MAIN IDEAS
|Develop HR = Global Goal Control the company, having a vision and providing means.
|Our Recommendations:1. Job Description Basis for the R/S,
training,2. Competency Framework Transfer of knowledge3. Training Internal
Using the STRENGHTS of the company
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To support the HRM policywe have to use some in company communication programme.
5| INTERNAL COMMUNICATION
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OUR IN COMPANY COMMUNICATION PROGRAMME INCLUDES:
|Meeting
|Board of information
|Surveys (Feedback)
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|A state of mind
|Present in every life function
|Motivation in work place
|Not motivated less productive
|Internal motivators
5|MOTIVATION
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5|MOTIVATION
|Color Therapy
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|Common events (new years, Christmas)
|Making «Employee of the Month»
|Birthdays’ Calendar
5|MOTIVATION
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6|CONCLUSIONSummary
To support the HRM policy in company communication programmes:•Meeting•Board of information•Surveys (Feedback)
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Thank you for your attention
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REFERENCES
Begin, J.P. (1991). Strategic employment policy: An organizational systems perspective. Englewood Cliffs, NJ: Prentice-Hall.
Boudreau, J.W. (1991). Utility analysis in human resource management decisions. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of industrial and organizational psychology (2d ed.), vol.2: 621-745. Palo Alto, CA: Consulting Psychologists Press.
Butler, J.E., Ferris, G.R. & Napier, N.K. (1991). Strategy and human resources management. Cincinnati: South-Western.
Cappelli, P. & Singh, H. (1992). Integrating strategic human resources and strategic management. In D. Lewin, O.S. Mitchell & P. Sherer (Eds.), Research frontiers in industrial relations and human resources: 165-192. Madison, WI: Industrial Relations Research Association.
Cascio, W.F. (1991). Costing human resources. The financial impact of behavior in organizations (3d ed.). Boston: PWS-Kent.
Flamholtz, E.G. (1985). Human resource accounting (2d ed.). San Francisco: Jossey-Bass.
Huseild, M.A. (1995). The impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance. Academy of Management Journal, vol. 38, No. 3, 635-672.
Jackson, S.E. & Schuler, R.S. (1995). Understanding human resource management in the context of organizations and their environments. In J.T. Spence, J.M. Darley & D.J. Foss (Eds.), Annual review of psychology, vol. 46: 237-264, Palo Alto, CA: Annual Reviews, Inc.
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REFERENCES
Jones, G.R. & Wright, P.M. (1992). An economics approach to conceptualizing the utility of human resource management practices. In K. Rowland & G. Ferris (Eds.), Research in personnel and human resources management, vol. 10: 271-299. Greenwich, CT: JAI Press.
Kleiner, M.M. (1990). The role of industrial relations in performance. In J.A. Fossum & J. Mattson (Eds.), Employee and labor relations: 4.23-4.43, Washington DC: BNA Press.
Porter, M.E. (1985). Competitive advantage: creating and sustaining superior performance. New York: Free Press.
U.S Department of Labor (1993). High performance work practices and firm performance. Washington DC: US Government Printing Office.
Wright, P.M. & McMahan, G.C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2): 295-320.
