The document discusses several topics related to human resources including:
1. The size of HR departments can vary significantly depending on the size of the organization, ranging from just a few employees to divisions of hundreds of staff.
2. Future roles of HR practitioners include diagnostic, assessment, and development roles requiring skills like organizational diagnosis, research, and evaluation.
3. Common pitfalls in developing HR strategies include inside-out thinking, solutions without involvement, complexity without simplicity, and lack of focus. Adapting best practices requires considering internal context.
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Checklist:
1) Establish where your business is going.
2) Understand where the labor market is going.
3) Understand your future talent demands.
4) Assess your current talent inventory.
5) Identify your talent gaps.
6) Implementation.
Human resources management and planningSOURABH KUMAR
Human Resource Management, or HRM, is the practice of managing people to achieve better performance. For example, if you hire people into a business, you are looking for people who fit the company culture as they will be happier, stay longer, and be more productive than people who won't fit into the company culture.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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Checklist:
1) Establish where your business is going.
2) Understand where the labor market is going.
3) Understand your future talent demands.
4) Assess your current talent inventory.
5) Identify your talent gaps.
6) Implementation.
Human resources management and planningSOURABH KUMAR
Human Resource Management, or HRM, is the practice of managing people to achieve better performance. For example, if you hire people into a business, you are looking for people who fit the company culture as they will be happier, stay longer, and be more productive than people who won't fit into the company culture.
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Up the Ratios Bylaws - a Comprehensive Process of Our Organizationuptheratios
Up the Ratios is a non-profit organization dedicated to bridging the gap in STEM education for underprivileged students by providing free, high-quality learning opportunities in robotics and other STEM fields. Our mission is to empower the next generation of innovators, thinkers, and problem-solvers by offering a range of educational programs that foster curiosity, creativity, and critical thinking.
At Up the Ratios, we believe that every student, regardless of their socio-economic background, should have access to the tools and knowledge needed to succeed in today's technology-driven world. To achieve this, we host a variety of free classes, workshops, summer camps, and live lectures tailored to students from underserved communities. Our programs are designed to be engaging and hands-on, allowing students to explore the exciting world of robotics and STEM through practical, real-world applications.
Our free classes cover fundamental concepts in robotics, coding, and engineering, providing students with a strong foundation in these critical areas. Through our interactive workshops, students can dive deeper into specific topics, working on projects that challenge them to apply what they've learned and think creatively. Our summer camps offer an immersive experience where students can collaborate on larger projects, develop their teamwork skills, and gain confidence in their abilities.
In addition to our local programs, Up the Ratios is committed to making a global impact. We take donations of new and gently used robotics parts, which we then distribute to students and educational institutions in other countries. These donations help ensure that young learners worldwide have the resources they need to explore and excel in STEM fields. By supporting education in this way, we aim to nurture a global community of future leaders and innovators.
Our live lectures feature guest speakers from various STEM disciplines, including engineers, scientists, and industry professionals who share their knowledge and experiences with our students. These lectures provide valuable insights into potential career paths and inspire students to pursue their passions in STEM.
Up the Ratios relies on the generosity of donors and volunteers to continue our work. Contributions of time, expertise, and financial support are crucial to sustaining our programs and expanding our reach. Whether you're an individual passionate about education, a professional in the STEM field, or a company looking to give back to the community, there are many ways to get involved and make a difference.
We are proud of the positive impact we've had on the lives of countless students, many of whom have gone on to pursue higher education and careers in STEM. By providing these young minds with the tools and opportunities they need to succeed, we are not only changing their futures but also contributing to the advancement of technology and innovation on a broader scale.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
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1. • The Size of Human resource
• HR Trends
• Future Role of HR Practitioners
• Common Pitfalls on Building
HR Strategy
Part IV
Josefina B. Bitonio
Associate Professor
Institure of Graduate School and
Professional Studies
3. Organizational size also matters. In large
subnational jurisdictions, personnel may
be staffed by hundreds of employees and
divided into divisions. In smaller ones,
the personnel “department” may include
only a few employees, or the chief
administrative officer or an assistant may
perform its responsibilities. There are
many possible variants within these
extremes.
4. Many HR units in the bureaucracy
do not perform line functions. They
are not even integrated into the top
management. HR function as a
whole is not integral to the
functioning of the organization and
appears to be a separate concern
for line management.
5. Number of Employees
• MSMEs are businesses engaged in industry, agribusiness or
services whose total assets, inclusive of loans but exclusive of
the land on which they operate, have the following asset values:
micro, not more than P3 million; small, P3 million to P15 million;
and medium, P15 million to P100 million.
• For their usual employee complement, micro has one to nine
employees; small, 10 to 99 employees; and medium, 100 to 199
employees.
https://business.inquirer.net/351550/laws-on-msme-development#ixzz7tMoQCIoV
@inquirerdotnet on Twitter | inquirerdotnet on Facebook
6. The HR Trends for 2023
• Re-examining HR's role –There's a demand for HR to enhance its strategic skill set. HR
will also need to monitor and manage increasing stress and burnout levels among both
employees and HR team members while focusing on the top two priorities for
organizations in the new year: recruiting and providing a great employee experience.
• Expanding the employee experience conversation –Whether a team is remote, onsite,
or hybrid is less important than curating the employee experience beyond the physical
boundaries of work. For this shift, an employee value proposition (EVP) that effectively
communicates organizational efforts will be more important than ever.
• Making space for diversity, equity & inclusion (DEI) –Work must be done to reinforce
the foundations of effective DEI activities to maintain the progress made over the past
several years.
7. Charting the course for HR digitization – Successful digitization can be the difference
between transactional HR and strategic business partnerships. While many organizations have
already reaped the benefits of HR digitization, many others are facing roadblocks on their
digitization journeys. HR digitization will require a customized approach to achieve strategic
value for both HR departments and the organization.
The struggle to close skill gaps – As organizations continue to operate in an increasingly
volatile, uncertain, complex, and ambiguous (VUCA) environment, they must stop reacting to
short-term skills shortages and labor market changes and instead adopt a long-term mindset
regarding skills. The most pressing skill gap to address that of first-time leaders, who can lack
the critical leadership and strategic competencies to be successful in their new roles. HR must
prioritize their development and provide them with opportunities to develop key leadership skills
required to effectively lead teams.
8. Future Role of HR Practitioners
Martires and French have outlined roles in line with the identified trend and developments:
1. Diagnostic Role. Necessitates the acquisition of skills of organizational diagnosis to analyze and
diagnosed organizational problems and come up with possible solutions. These stresses further
the need to for skills on action research.
Example of Action research
Challenges Faced by Persons with Disability in their Workplace: The Case of
____________
Clients Availment and Satisfaction with the Services Rendered by the Local
Registry in the _____________.
The Challenges in the Implementation of the Electronic Business Permit and
Licensing System (eBPLS in _____________.
Availment and Satisfaction on Government Benefits for Senior citizens in the
________________.
9. 4. Assessment Role. To assess or
examine the effectiveness of the
organizational policies, processes,
methods and practices on employees
morale and performance. This kind of
role stresses HRM audits. The method
to be used will include surveys,
interviews and observations.
10. Common Pitfalls on Building HR Strategy
Inside-Out-Thinking. Solutions are pushed into the organization without having
involved those who are supposed to benefit from them. Change management
follows ignorance. Solutions must be understood by actual players to succeed.
Solution- People are not consulted
Once approved, it is rolled out.
Result – resistance
Change management will do everything to treat
resistance.
What are important to CDA
when it comes to people?
What is really critical to the
Agency’s success?
11. Complicatedness, as an technocratic, sometimes bureaucratic answer
to complexity. HR related solutions must be simple. Otherwise they
won’t work.
12. Lacking focus. There are too many top priorities. If everything is critical,
nothing is critical.
Many companies set unrealistic goals, and that
compromises their focus. Without a strategic focus in
place, it can be tricky to set a clear measure for success.
That means losing out on valuable time and wasting
critical resources.
Gartner (2021) found that around 56% of the time spent
on strategic planning is wasted.
To counter this, it is important to first understand your
organization’s strategic purpose. This is where the
strategic radar comes in. A strategic radar is a tool that
paints a clear picture of your external and internal
challenges and opportunities on a single page. At the
heart of it sits your purpose. This enables you to gather
key information and examine the context needed to
understand where you are and where you need to be.
Data: 80% of leaders feel their
company is good at crafting strategy
but only 44% can say the same about
their implementation. On top of that,
only 2% are confident that they will
achieve 80–100% of their strategy’s
objectives.
(Section 3 of RA 11364) The Authority
already have 37 powers, functions
and responsibilities as compared to
the 15 powers vested under the old
charter. The Authority shall exercise
developmental, regulatory and quasi-
judicial powers, functions and
responsibilities
13. Type of HR with the
HR Playing Field
Institutionalization
Hire and Pay
Hierarchy and
stability
Networks and
agility
People-Centered
Enablement
People develop naturally.
Doing nothing. “The
cream always comes to the
top”
Central Planning &
Control
Organization is responsible for the
development of the most talented
people. It does something for the
people.
People are responsible for their
own development but will be
supported by any means
No formal System
Arbitrary Strategies. A strategic statement can only be
strong only if the opposite could make sense as well
Dr. Armin Trost
14. For success, attitude is
equally as important as
ability
V A L U E S
Excellence. Giving one's best
performance and achieve the
desired outcome through effective
and efficient management of
resources.
Commitment. High dedication
and proactive involvement in the
realization of the Agency's
mandate.
Integrity. Maintain personal
conduct, beyond reproach.
Teamwork
Ref: Armin Trost YouTube videos on HR
16. • Copying from others. Adapting so called best practices from other
companies without taking into considerations relevant internal
context
A best practice may be a particular method, or it may be a whole program or intervention.
“Best practice” status is sometimes conferred either officially – by a government body,
professional association, or other authoritative entity – or by published research results. In
general, a method or program gains such status by being:
•Measurable. That means that its goals are clear and that progress toward them can
be measured. A smoking cessation program, for instance, can find out exactly what
percentage of the smokers it served quit, and remained smoke-free after a year. It can
also compare that percentage to similar percentages for other smoking cessation
programs and for the general population.
•Notably successful. The method or program not only gains good results, but makes
more progress toward achieving its goals than most others with similar aims.
•Replicable. The method or program is structured and documented clearly enough so
that it can be replicated.
17. • Focusing on solutions. An early definition of relevant solutions and
concepts without having understood the problems to be solved
Problem - Talent deficient
Context - Unfilled up positions due to slow process of recruitment (provide data Top,
Middle, Lower positions, factors affecting recruitment process)
Solution - Recruitment Process Improvement Plan
Design - How to improve your recruiting process?
18. Recruitment Strategies
Craft clear and
attractive job
Provide useful and
specific details about
open roles
Boost your
candidate sourcing
Build talent
pipelines
Improve your
recruitment
efficiency
Source on social
media
Determine roles with
high turnover or roles
that are hard-to-fill
Build checklists for
standard processes.
Source: International Service Commision:2001
Evaluate candidates
effectively
Review candidates’
portfolios
Try tests
Conduct structure (or
semi-structure) your
interviews
Enhance candidate experience
Shorten your application process
21. It’s all about alignment
• Alignment with the
leadership team
• Alignment with the vision
and strategy
• Alignment with the whole
organization
22. • Need to align team to
execute the plan
• Who are the key people in
the organization responsible
in the function areas?
• What are the gaps as far as
key functions?
• Are there people responsible
for more than one area?
Human Resource
Each
person
developing
self
discipline
to do their
part
23.
24. Without the active involvement
and participation of the
employees, the organization
cannot grow and develop to
meet its goals. All these are
critical in understanding HRM.
27. In management, the
first concern of the company is the happiness of people
who are connected with it, If the people do not feel
happy and can not be made happy, the company
does not deserve to exist
29. Functional Leadership: Eligibility Criteria
30
Personality Tool Box
Emotional Intelligence
IQ - Display
innovations
Aspiration and ability to drive as a
leader from people following you
30. • change your employee’s
mentality from “It’s not
my job” into “I will do it”
31. The H in Human Resources
• Have a strong foundation an open mind with an open heart when the
wind of change shifts
• Its takes a human heart to accept a human being as they are to
change your life while changing the lives of others
• It takes a human heart to accept a human being to be part of the
society
• Meet the human, because the word human is in fact the main aspect
of human resources
Sylvia Koshkarian
32. Reference:
• www.whatishumanresource.com
• Armin Trost YouTube videos on HR
• The National Institute of Personal Management (NIPM)
• GreggU HR Basics: Human Resource YouTube
• Part 2 Succession Planning.pptx (slideshare.net)
• www.cda.gov.ph
33. • Perla Legaspi- Human Resource Development
Open University, University of the Philippines 2002
• Weldell French,, . 2nd edition, New Jersey: Houghton Mifflin Co., Chapter 2-3, pp. 32-75.
(1990)
• Richard Peterson and Lane Tracy. Systematic management of Human Resources.
Massachusetts: Addition-Wesley Publishing Co., (1981, 1988), Chapter 2, pp. 21-38.
• Concepcion Martires , Human Resource Management Principles and Practices. Quezon
City Kalayaan Press Marketing, Inc. (1988) Chapter 2-3, pp. 25-44.
• Carrell, N. Elbert, and R. Hatfield Examining the Relationship Between Diversity and Firm
Performance (2000)
• Mondy and R. Noe. Human Resource Management (2012)
• International Civil Service Commission: A Framework for Human Resource
Management2001
• Sugiharto,SH.MM . Human Resource Management-One: 2009
www.slideshare.com