2. Management Process
Planning
Goals and standards
Rules and procedures
Plans and forecasting.
Organizing
Tasks
Departments
Delegating
Authority and communication
Coordinating
3. Management Process
Staffing
Hiring
Recruiting
Selecting
Performance standards
Compensation
Evaluating performance
Counseling
Training and developing
4. Management Process
Leading
Getting the job done
Morale
Motivation
Controlling
Setting standards
Comparing actual performance to standards
Corrective action
5. HRM Function
Human Resource Management is the process of:
acquiring,
training,
appraising, and
compensating employees
and attending to their
labor relations,
health and safety, and
fairness concerns.
6. HRM People Functions
Include:
Job analyses
Labor needs
Recruit
Select candidates
Orient and train
Wages and salaries
Incentives and
benefits
Performance
Communicate
Train and develop
Employee
commitment
Equal opportunity
Health and safety
Grievances/labor
relations
7. HRM is Important to all
Managers.
Don’t Let These Happen to You!
The wrong person
High turnover
Poor results
Useless interviews
Court actions
Safety citations
Salaries appear unfair
Poor training
Unfair labor practices
8. Line & Staff Aspects of HRM
Authority distinguishes line from staff as in
Making decisions
Directing work
Giving orders
Line Managers
Accomplishing goals
Staff Managers
Assisting and advising line managers
9. Line Manager’s HRM Jobs
The right person
Orientation
Training
Performance
Creativity
Working relationships
Policies and
procedures
Labor costs
Development
Morale
Protecting
11. Strategy is:
the company’s long-term plan for how it will
balance its internal strengths and weaknesses
with its external opportunities and threats to
maintain a competitive advantage.
establishing the overall direction and
objectives of key areas of human resource
management in order to ensure that they not
only are consistent but also support the
achievement of business goals
Strategy, Policy & Administration
12. Strategy, Policy & Administration
Policy: the development and
implementation of detailed procedures,
and systems which reflect the strategic
framework.
Administration: day to day
administration of operational activities
such as records, payrolls, and benefits
programmes
14. Strategic Planning Process
SWOT analysis - Strengths, Weaknesses,
Opportunities, and Threats
Best strategic plans balance a company’s
Strengths and Weaknesses with the Opportunities
and Threats the firm faces
Basic strategic plans address trends
Globalization
Technological advances
The nature of work
The workforce
16. Strategic HRM
Strategic human resource management:
linking HRM with strategic goals and
objectives to improve business
performance and develop organizational
cultures, design, people and systems that
fosters innovation and flexibility.
17. Strategic approach to HRM
Remuneration
strategy
Valuing the
contribution of
individual roles
Shape &
Structure
of org. &
ind. role
Selection
development and
training
Managing
Individual
performance
18. HR
STRATEGY
Clarify the business
strategy
Realign the HR
functions and key
people practices
Create needed competencies
and behaviors
Realization of business
strategies and results
Evaluate and refine
19. Corporate Strategy
HR Mission
Organisation
Analysis
HR Analysis Environmental
analysis
Culture Organisation People Systems
HR Planning
Generation of Strategic choices/options
Objectives
HR action plan
Implementation
Review & evaluate
HR STRATEGY
PWC Approach
20. The process by which things
get done in the organisation
The
beliefs,
values,
norms
and
style of
organisation
The structure, jobs, roles and
reporting lines of the organisation
The skill
levels, staff
potential
and
mgmt
capability
of the
organisation
Systems
Organisation
Culture People
HR policies
& objectives
HR Strategy
planning
21. How HR helps strategy
execution
Functional strategies should support competitive
strategies
Value chain analysis
Outsourcing
Strategy Formulation
22. How HR helps form strategy
Formation of a company’s strategy =
identifying, analyzing and balancing
external opportunities and threats with
internal strengths and weaknesses
Environmental scanning
23. HR and technology
Basic HR systems demand paperwork
70% of HR’s employees time = paperwork
Off the shelf forms from Office Depot/Officemax
Online forms
Human Resource Information Systems
(HRIS)
HR on the Internet
24. HR means performance
Can HR have a measurable impact on a
company’s bottom line?
Better HRM translates into improved employee
attitudes and motivation (e.g., working at
home)
Well run HR programs drive employee
commitment