Human Resource Management

Human Resource Management

Human resources development can be defined as a set of systematic and planned activities designed by organaization to provide it,s members with the opportunities to learn necessary skills to meet current and future job demands

Human resources development can be defined as a set of systematic and planned activities designed by organaization to provide it,s members with the opportunities to learn necessary skills to meet current and future job demands

Strategic Framework for HRM

Strategic Framework for HRM

Hrd programs and interventions can be used to address a wide range of issue and problem of org

They used to orient and socialize new employees into org provied skills and knowledge and help individuals and groups become more effective

To ensure the goals are achived

Hrd programs and interventions can be used to address a wide range of issue and problem of org

They used to orient and socialize new employees into org provied skills and knowledge and help individuals and groups become more effective

To ensure the goals are achived

HUMAN RESOURCE DEVELOPMENT STRATEGIC FRAMEWORK

HUMAN RESOURCE DEVELOPMENT STRATEGIC FRAMEWORK

The current HRD Strategic Framework (HRDSF) emanates from a Review of the HRD strategy 2002 – 2006;

The HRDSF was prompted by, the low priority given to HRD in organizations as well as the fact that many HRD professionals did not seem to be able to strategically integrate the wide variety of policies and regulations which affect their field, with core business needs;

The development of the HRDSF was a culmination of an inclusive national process of consultation HRD practitioners in national and provincial departments;

The core objective of the HRDSF is to “…build an efficient and effective Public Service through the establishment of policies, structures and operational processes for developing capable and high performing employees.”

The HRDSF was approved by Cabinet on 05 December 2007; Departments were for the first time required to develop HRD

Implementation Plans and a baseline in the form of Organisational Readiness Reports.

The current HRD Strategic Framework (HRDSF) emanates from a Review of the HRD strategy 2002 – 2006;

The HRDSF was prompted by, the low priority given to HRD in organizations as well as the fact that many HRD professionals did not seem to be able to strategically integrate the wide variety of policies and regulations which affect their field, with core business needs;

The development of the HRDSF was a culmination of an inclusive national process of consultation HRD practitioners in national and provincial departments;

The core objective of the HRDSF is to “…build an efficient and effective Public Service through the establishment of policies, structures and operational processes for developing capable and high performing employees.”

The HRDSF was approved by Cabinet on 05 December 2007; Departments were for the first time required to develop HRD

Implementation Plans and a baseline in the form of Organisational Readiness Reports.

HUMAN RESOURCE DEVELOPMENT STRATEGIC FRAMEWORK,

HUMAN RESOURCE DEVELOPMENT STRATEGIC FRAMEWORK,

Human Resource Development Strategic Framework (HRDSF), Vision 2015 is aimed at: “building an efficient and effective Public Service through the establishment of policies, structures and operational processes for developing capable and high performing employees.”

The HRDSF’s core Objectives are: To set the HRDSF in its social, economic and legal

context; To present and explain the context, structure and

principles of the HRDSF; and To present a framework and process for the

successful implementation of the strategic provisions and requirements.

Human Resource Development Strategic Framework (HRDSF), Vision 2015 is aimed at: “building an efficient and effective Public Service through the establishment of policies, structures and operational processes for developing capable and high performing employees.”

The HRDSF’s core Objectives are: To set the HRDSF in its social, economic and legal

context; To present and explain the context, structure and

principles of the HRDSF; and To present a framework and process for the

successful implementation of the strategic provisions and requirements.

VisionVision

To create a campus culture that values all employees. This culture encourages and rewards exceptional performance and continuous improvement, fosters teamwork, and supports balanced attention to work and personal life issues. We provide services of the highest quality in a cost-effective manner while creating a healthy professional environment that fosters respect for both diverse perspectives and a service orientation.

To create a campus culture that values all employees. This culture encourages and rewards exceptional performance and continuous improvement, fosters teamwork, and supports balanced attention to work and personal life issues. We provide services of the highest quality in a cost-effective manner while creating a healthy professional environment that fosters respect for both diverse perspectives and a service orientation.

MissionMission

Human Resources advances workplace solutions and services through leadership, excellence,  innovation, and engagement, to enrich the work and learning environment for our faculty and staff.

Human Resources advances workplace solutions and services through leadership, excellence,  innovation, and engagement, to enrich the work and learning environment for our faculty and staff.

Challenges for hrdChallenges for hrd

Importance of HrmImportance of Hrm

Human resource management consists of performance.

review details and notifications. training and certifications. position control budgeting.

Human resource management consists of performance.

review details and notifications. training and certifications. position control budgeting.

HRD functionHRD function

Roles of HRDRoles of HRD

Needs and Asseements of Hrm

Needs and Asseements of Hrm

Organizational AnalysisTask AnalysisPerson Analysis

Organizational AnalysisTask AnalysisPerson Analysis

Needs AssessmentNeeds Assessment

Systematic problem identification process

Gupta (2007) stated, “A needs assessment frames the problems or opportunities of interest and builds relationships among people and groups who have a stake in the issue” (p. 20). Gupta, further stated the needs assessment not only builds relationships among stakeholders, it clarifies problems or opportunities, sets targets for future achievement and presents valuable data for decision-making.

Systematic problem identification process

Gupta (2007) stated, “A needs assessment frames the problems or opportunities of interest and builds relationships among people and groups who have a stake in the issue” (p. 20). Gupta, further stated the needs assessment not only builds relationships among stakeholders, it clarifies problems or opportunities, sets targets for future achievement and presents valuable data for decision-making.

Organizational AnalysisOrganizational Analysis

Organizational goals and strategyOrganizational resources

(financial, facilities, resources)Organizational culture/climateEnvironmental constraints

Organizational goals and strategyOrganizational resources

(financial, facilities, resources)Organizational culture/climateEnvironmental constraints

Task AnalysisTask Analysis

Overall job descriptionTask identificationAreas that can benefit from

trainingPriority Of training needs

Overall job descriptionTask identificationAreas that can benefit from

trainingPriority Of training needs

Person AnalysisPerson Analysis

Performance deficiencyIs performance substandard?Are current employees capable of

training?Can performance be improved

through training Issue of whether to train, replace,

motivate

Performance deficiencyIs performance substandard?Are current employees capable of

training?Can performance be improved

through training Issue of whether to train, replace,

motivate

HRM PracticesHRM Practices

1. Culture and HR practices. National cultural profile: Definitions of Implications of national culture for HR

management.

2. Share and learn: Bio-data exercise (connecting national cultural dimensions). Socrates seminar (emphasizing HRM

practices and national cultures).

3. Final quiz and immigration patterns.

1. Culture and HR practices. National cultural profile: Definitions of Implications of national culture for HR

management.

2. Share and learn: Bio-data exercise (connecting national cultural dimensions). Socrates seminar (emphasizing HRM

practices and national cultures).

3. Final quiz and immigration patterns.

©SHRM 2011 19

20

Human Resource Practicess

Human Resource Practicess

Old Thinking New Thinking

People are part of the process

Process requires external control

Managers have tocontrol whatpeople do

People design andimprove processes

Workers who run theprocess control it

Managers must obtaincommitment of workers

Definition of PMDefinition of PM

1. Continuous Process of Identifying Measuring Developing

The performance of individuals and teams

1. Continuous Process of Identifying Measuring Developing

The performance of individuals and teams

Linking business & HR strategy

Linking business & HR strategy

Factors that affect this linkage: Planning process

formal or informal HR Strategy Is Business Strategy A successful business owner realizes the strong

connection between the two. Developing human capital is important to the longevity and success of a business. In the past, personnel administration was merely the processing of payroll, benefits and applications. Human resources strategy today involves executive leadership teams conferring with human resources experts to develop complementary goals for human resources and the overall business.

Factors that affect this linkage: Planning process

formal or informal HR Strategy Is Business Strategy A successful business owner realizes the strong

connection between the two. Developing human capital is important to the longevity and success of a business. In the past, personnel administration was merely the processing of payroll, benefits and applications. Human resources strategy today involves executive leadership teams conferring with human resources experts to develop complementary goals for human resources and the overall business.

Implementing HRD ProgramsImplementing HRD Programs

The Implementation StageThe Implementation Stage

The Learning PyramidThe Learning Pyramid

By Permission: Yin (2004)

Training Delivery MethodsTraining Delivery Methods

Three basic categories:

On-the-Job TrainingClassroom TrainingSelf-Paced Training

Three basic categories:

On-the-Job TrainingClassroom TrainingSelf-Paced Training

Note: Computer-based training can be in a classroom, or individual/self-paced.

On-the-Job Training (OJT)On-the-Job Training (OJT)

Job instruction training (JIT) Job rotationCoachingMentoring

Job instruction training (JIT) Job rotationCoachingMentoring

Job Instruction Training (JIT)

Job Instruction Training (JIT)

Prepare the workerPresent the taskPractice the taskFollow-up

Prepare the workerPresent the taskPractice the taskFollow-up

Job RotationJob Rotation

Train on different tasks/positionsOften used to train entry-level

managersAlso used to provide back-up in

production positions

Train on different tasks/positionsOften used to train entry-level

managersAlso used to provide back-up in

production positions

Coaching and MentoringCoaching and Mentoring

Coaching – between worker and supervisorCan provide specific performance

improvement and correctionMentoring – senior employee paired

with a junior employee (“protégé”)Helps to learn the ropesPrepares protégé for future

advancement

Coaching – between worker and supervisorCan provide specific performance

improvement and correctionMentoring – senior employee paired

with a junior employee (“protégé”)Helps to learn the ropesPrepares protégé for future

advancement

Emerging HR systems and practices

Emerging HR systems and practices

HR vision and Mission Competency based HR Practices

(CBHRP) HR Shared Services (HRSS) High Performance Work Systems

(HPWS) Learning Organization (LO) Performance driven work culture Virtual Team Building and Team Work HR empowering systems and

processes

HR vision and Mission Competency based HR Practices

(CBHRP) HR Shared Services (HRSS) High Performance Work Systems

(HPWS) Learning Organization (LO) Performance driven work culture Virtual Team Building and Team Work HR empowering systems and

processes

Emerging HR systems and practices

Emerging HR systems and practices

PCMM e-HR HR Portals e-learning HR Score Card Knowledge Management Mergers and acquisitions- HR issues

and challenges Career Anchors and Career

Development

PCMM e-HR HR Portals e-learning HR Score Card Knowledge Management Mergers and acquisitions- HR issues

and challenges Career Anchors and Career

Development

HRM PotalHRM Potal

BenchmarkingBenchmarking

IntroductionIntroduction

Book definition: Benchmarking is a systematic method by which organizations can measure themselves against the best industry practices

Benchmarking is a standard that companies compare themselves to and strive to be that good

Book definition: Benchmarking is a systematic method by which organizations can measure themselves against the best industry practices

Benchmarking is a standard that companies compare themselves to and strive to be that good

Benchmarking ConceptBenchmarking Concept

Creative

Adaptation

Breakthrough Performance

What is our performance level?

How do we do it?

What are others' performance levels?

How did they get there?

Benchmarking ConceptBenchmarking Concept

Concept has been around for a while2 Key elements

1) Units of measure (to measure performance)

2) Managers need to understand why their company's performance differs

Concept has been around for a while2 Key elements

1) Units of measure (to measure performance)

2) Managers need to understand why their company's performance differs

Reasons to BenchmarkReasons to Benchmark

Promotes continuous improvementMakes companies search for the best

practices, innovative ideas, and highly effective operating procedures

Can notify a company if it has fallen behind the competition

Inspires managers to competeAllows goals to be set objectively

Promotes continuous improvementMakes companies search for the best

practices, innovative ideas, and highly effective operating procedures

Can notify a company if it has fallen behind the competition

Inspires managers to competeAllows goals to be set objectively

Reasons to BenchmarkReasons to Benchmark

WeaknessesOrganizations must continue to

innovate as well as imitate.

WeaknessesOrganizations must continue to

innovate as well as imitate.

6 General Steps to Benchmarking

6 General Steps to Benchmarking

1) Decide what to benchmark

2) Understand current performance

3) Plan4) Study others5) Learn from the data6) Use the findings

1) Decide what to benchmark

2) Understand current performance

3) Plan4) Study others5) Learn from the data6) Use the findings

Deciding What to BenchmarkDeciding What to Benchmark

Think about the mission and critical success factors

Decide the scopeDevise charts that will pin point

the exact problemDecide on a numerical measure to

show improvement

Think about the mission and critical success factors

Decide the scopeDevise charts that will pin point

the exact problemDecide on a numerical measure to

show improvement

Understanding Current Performance

Understanding Current Performance

Understand and document current processes

Form a benchmarking teamDecide on a way to numerically

measure findings

Understand and document current processes

Form a benchmarking teamDecide on a way to numerically

measure findings

PlanningPlanning

Decide what type of benchmarking to perform (internal, competitive, or process)

Choose the type of data to be collected

Devise a method of collection

Decide what type of benchmarking to perform (internal, competitive, or process)

Choose the type of data to be collected

Devise a method of collection

Identify which organizations to use as your benchmarks

Make a timetable to adhere to for each task

Have a desired output for the study

Identify which organizations to use as your benchmarks

Make a timetable to adhere to for each task

Have a desired output for the study

Studying OthersStudying Others

Use internal sourcesApply data in the public domainUtilize original researchCombining all or some of these

Use internal sourcesApply data in the public domainUtilize original researchCombining all or some of these

The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organization’s HR functions

The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organization’s HR functions

DEFINITION-HR AUDITDEFINITION-HR AUDIT

The purpose of the audit is to reveal the strengths and weaknesses in the human resources system, and any issues needing resolution.

The audit works best when the focus is on analyzing and improving the HR function in the organization. The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve, but it can’t tell you what you need to do to address these issues.

It is most useful when an organization is ready to act on the findings, and to evolve its HR function to a level where its full potential to support the organization’s mission and objectives can be realized.

The purpose of the audit is to reveal the strengths and weaknesses in the human resources system, and any issues needing resolution.

The audit works best when the focus is on analyzing and improving the HR function in the organization. The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve, but it can’t tell you what you need to do to address these issues.

It is most useful when an organization is ready to act on the findings, and to evolve its HR function to a level where its full potential to support the organization’s mission and objectives can be realized.

PURPOSE-HR AUDITPURPOSE-HR AUDIT

The team that is responsible for the audit should represent a cross-section of the organization’s staff, including line staff, middle and upper management, and those responsible for HR functions. or you may use an external consultant to assist.

The team that is responsible for the audit should represent a cross-section of the organization’s staff, including line staff, middle and upper management, and those responsible for HR functions. or you may use an external consultant to assist.

Who should conduct the audit?

Who should conduct the audit?

The audit process consists of a series of questions covering the eight primary components of the HR function:

1. Roles, head count, and HR information systems (HRIS) 2. Recruitment 3. Documentation 4. Training, development, and career management 5. Compensation and benefits 6. Performance measurement and evaluation 7. Termination and transition 8. Legal issues and personnel policies 9. Health / Welfare systems 10.Employee Relations 11. Safety 12. Resourcing

The audit process consists of a series of questions covering the eight primary components of the HR function:

1. Roles, head count, and HR information systems (HRIS) 2. Recruitment 3. Documentation 4. Training, development, and career management 5. Compensation and benefits 6. Performance measurement and evaluation 7. Termination and transition 8. Legal issues and personnel policies 9. Health / Welfare systems 10.Employee Relations 11. Safety 12. Resourcing

How should it be conducted?

How should it be conducted?