This presentation is about human resource management and the roles and skills of a human resource manager. It covers topics such as team development, team conflicts, emotional intelligence, personality types, and decision-making techniques. It explains the characteristics of high-performing teams and the dysfunctions of low-performing teams. It also provides some methods for resolving conflicts and improving team performance, such as devil’s advocacy and dialectical inquiry.

1. Human
Resource
Management
CE 491: Project Planning and
Construction Management

2. ROLES OF HUMAN RESOURCE MANAGER
1. HR planning
2. Industrial relations
3. Job analysis, evaluation and
classification
4. Job design and work design
5. Recruitment and selection
6. Induction, training and development
7. Performance management
8. Managing compensation, reward and
benefits
9. Safeguard people's health and
wellbeing
10. Employee data management
11. People audits and metrics
12. Research to understand culture and
values
13. Support of organizational change
14. Intervening to improve employees'
attitudes, skills and behaviors
15. Manage knowledge sharing and
competence

3. Key Elements of Effective Human Resource
Management
1. Employment security: Providing job security to employees can help to foster a
sense of loyalty and commitment to the organization.
2. Selectivity in recruiting: Being selective in the hiring process can help to ensure
that the organization is bringing on board the most qualified and capable individuals.
3. High wages: Offering competitive wages can help to attract and retain top talent
and can also serve as an incentive for employees to perform at their best.
4. Incentive pay: Providing performance-based incentives can help to motivate
employees to achieve their goals and contribute to the success of the organization.

4. Key Elements of Effective Human Resource
Management
5. Employee ownership: Giving employees a stake in the company through stock
options or other forms of ownership can help to align their interests with those
of the organization.
6. Information sharing: Sharing information with employees about the company’s
performance, goals, and strategies can help to foster a sense of inclusion and
engagement.

5. Groups vs Teams

6. Groups vs Teams
Working Group Team
Strong, clearly focused leader Shared leadership roles
Individual accountability Individual and mutual accountability
The group's purpose is the same as the
broader organizational mission
Specific team purpose that the team itself
delivers
Individual work-products Collective work products
Runs efficient meetings Encourages open-ended discussion and
active problem-solving meetings
Measures its effectiveness indirectly by its
influence on others
Measures performance directly by
accessing collective work-products
Discusses, decides and delegates Discusses, decides, and does real work
together

7. How to Build a Good Team?
• There should be a high level of interdependence among team members. Each member needs
to realize that he or she cannot progress unless the team does well.
• Team needs a leader who is committed, and an outstanding communicator.
• Each team member needs to be willing to contribute his or her best efforts.
• Team members need to enjoy each other’s company and have fun while working.
• Team building depends on the mutual trust and respect that members develop for each
other.
• Disagreements between team members have to be resolved in a mature manner, without
resolving to personal attacks.

8. 7 Characteristics of High-Performing Teams
1. Avoid wasting time talking about the wrong issues and revisiting the same topics
over and over again because of lack of buy-in
2. Make higher quality decisions and accomplish more in less time and fewer
resources
3. Become comfortable asking for help, admitting mistakes and limitations and take
risks offering feedback
4. Tap into one another's skills and experiences
5. Put critical topics on the table and have lively meetings
6. Align the team around common objectives
7. Retain star employees

9. 5 Dysfunctions of a Team
Avoidance of Accountability
teammates must hold each other accountable to group decisions and vision
Lack of Commitment
team must buy-in and commit to decisions despite initial disagreement
Fear of Conflict
once trust is established, team is unafraid of debate about ideas
Absence of Trust
members must be willing to show vulnerability
Inattention to Results
team is focused on the success of the project and getting results
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10. Team Development: Stages

11. Team Development: Stages
1. Forming: In this initial stage, team members are getting to know each other and are
typically polite and positive. They are also learning about the team’s goals and objectives,
and their roles and responsibilities within the team.
2. Storming: In this stage, conflicts and disagreements may arise as team members begin to
express their opinions and ideas. This can be a challenging time for the team, but it is also
an opportunity for team members to learn how to work together effectively.
3. Norming: In this stage, team members begin to resolve their conflicts and develop a sense
of cohesion. They establish norms for how they will work together and communicate, and
they begin to function more effectively as a team.
4. Performing: In this final stage, the team is functioning at a high level and is focused on
achieving its goals. Team members work together effectively and support each other, and
they are able to handle conflicts and challenges in a constructive manner.

12. Team Conflicts
1. Relationship Conflict - Relationship conflicts exist when there are interpersonal
incompatibilities among group members. This type of conflict often includes personality
differences as well as differences of opinion and preferences regarding non-task issues
(e.g., religion, politics, fashion).
2. Task Conflict - Task conflicts are consistently defined as disagreements among group
members about the tasks being performed. Task conflict pertains to conflicts of ideas in the
group and disagreement about the content and issues of the task. Task conflict exists when
there are disagreements among group members about the content of the tasks being
performed, including differences in viewpoints, ideas, and opinions.
3. Process Conflict - Process conflicts are about the means to accomplish the specific tasks,
not about the content or substance of the task itself, but about strategies for approaching
the task. Examples of such are disagreements about the composite of a team and who
should do what, debates about resources, and fights about how to schedule tasks efficiently

13. 4Skills for Resolving Conflict
1. Listening: Clearing the mind of distractions and concentrating on the speaker’s words
and nonverbal gestures to understand the content and feeling of a disagreement.
2. Acknowledging: Assuring each team member that their position and feelings are
understood.
3. Responding: Providing constructive feedback to clarify points of contention and
offering alternatives for the other person to consider, while avoiding defensive
responses.
4. Resolving: Defining the real problem, analyzing it into segmented parts, suggesting
alternative solutions, and working together to select the most reasonable and
acceptable solution.

14. Emotional Intelligence in Leadership
• Emotionally intelligent leaders practice self-awareness, regulate their emotions,
and clearly express how they’re feeling to others.
• Leaders without emotional intelligence cannot relate or understand others,
resulting in lower employee engagement and higher employee turnover.
• Emotionally intelligent leaders:
 Create a positive and productive work environment
 Build strong relationships
 Inspire and motivate their teams
 Manage conflicts efficiently
 Improve team performance and achieve success

15. Myers-Briggs Type Indicator
• The Myers-Briggs Type Indicator (MBTI) is designed to identify a person’s
personality type, strengths, and preferences.
• The MBTI can be a powerful tool for leadership development when used correctly.
It can help leaders better understand themselves and their colleagues and focus
on employing their strengths and improving on their weaknesses.
• The MBTI is widely used in the business world, with 89 of the Fortune 100
companies utilizing it.
• The MBTI can be used in a variety of settings, including personal development,
team building, leadership training, conflict management, career change, and
transitions.
• It provides a common language for discussing interpersonal differences and can
help individuals better understand themselves and others

17. Team Decision Making
Process
Two alternative methods for Good Decision
Making are:
• Devil’s Advocacy
• Dialectical Inquiry

18. Devil’s Advocacy
Devil’s advocate: A person who expresses a contentious opinion in order to provoke debate or
test the strength of the opposing arguments.
Devil’s Advocacy
• A technique for improving the quality of group decisions by introducing conflict into the
decision-making process.
• After the group develops alternative solutions to a problem, the plan is given to one or more
staff members, with instructions to find fault with it.
• If the plan withstands the scrutiny of these devil’s advocates, it can be presumed to be free
of the effects of groupthink and thus viable.
• Devil’s advocacy can nullify inhibitions and premature conformity to group norms created due
to the impact of Groupthink.

19. Dialectical Inquiry
• A group decision-making technique that attempts to combat groupthink.
• Multiple teams are instructed to generate and evaluate alternative courses of
action and then recommend the best one.
• The teams meet together and select the best parts of each plan and synthesize a
final plana that provides the best opportunity for success.
• It stimulates programmed conflict, but it is a constructive approach, because it
elicits the benefits and limitations of opposing sets of ideas.

20. Devil’s Advocacy vs Dialectical Inquiry
Aspects Devil’s Advocacy Dialectical Inquiry
Purpose Challenge proposals Synthesize opposing views
Nature of
Discussion
One-on-one critique Group debate
Role Single critic Multiple roles
Emphasis Critique and skepticism Integration of ideas
Goal Identify weaknesses Reach consensus
Approach Individual interaction Group discussion
Common Usage Avoid groupthink Resolve conflicts

21. THE END!
Thank you for paying attention
and not falling asleep :D