This document discusses the changing roles of human resource management. It covers 7 key HR activities including strategic HR management, staffing, compensation and benefits. It describes how the roles of HR are transforming from administrative to more strategic, operational, and employee advocacy roles. New approaches like collaborative HR and increasing use of HR technology are also discussed. The document emphasizes the importance of ethics in HR management.
Human resource planning involves forecasting future human resource needs and developing policies to address potential problems. It is a continuous process that examines skills needed in the future and develops training programs. Key aspects of HR planning include job analysis to determine job requirements, succession planning to ensure leadership continuity, and managing surpluses and deficits in human resources. Organizations use tools like HR audits and ERP systems to evaluate HR activities and automate business processes for improved efficiency.
Human Resource Management involves four main processes: planning, attracting, developing, and retaining human resources or employees. Planning involves strategic HR planning and job design. Attracting involves recruiting and selecting candidates from internal and external pools. Developing involves orientation, training, performance appraisal, and development. Retaining involves compensation, labor relations, maintenance through career counseling and health programs, and separation procedures.
After studying this chapter ,you should be able to:
1.Explain what human resource management is and how it relates to the management process.
2. Give at least eight examples of how all managers can use human resource management concepts and techniques.
3. Illustrate the human resources responsibilities of line and staff (HR) managers.
4. Provide a good example that illustrates HR’s role in formulating and executing company strategy.
5. Write a short essay that addresses the topic: Why metrics and measurement are crucial to today’s HR managers.
6. Outline the plan of this book.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
HR / Talent Analytics orientation given as a guest lecture at Management Institute for Leadership and Excellence (MILE), Pune. This presentation covers aspects like:
1. Core concepts, terminologies & buzzwords
- Business Intelligence, Analytics
- Big Data, Cloud, SaaS
2. Analytics
- Types, Domains, Tools…
3. HR Analytics
- Why? What is measured?
- How? Predictive possibilities…
4. Case studies
5. HR Analytics org structure & delivery model
This document discusses the strategic role of human resource management. It defines HRM as making productive use of human resources to benefit both organizations and individuals. HRM aims to coordinate organizational needs like profits with individual needs like self-actualization. It explains that people are the key production factor and that labor quality and productivity are important for economic growth. Finally, it outlines the functions and divisions of HRM, including planning, recruiting, training, and performance management.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
Human resource planning involves forecasting future human resource needs and developing policies to address potential problems. It is a continuous process that examines skills needed in the future and develops training programs. Key aspects of HR planning include job analysis to determine job requirements, succession planning to ensure leadership continuity, and managing surpluses and deficits in human resources. Organizations use tools like HR audits and ERP systems to evaluate HR activities and automate business processes for improved efficiency.
Human Resource Management involves four main processes: planning, attracting, developing, and retaining human resources or employees. Planning involves strategic HR planning and job design. Attracting involves recruiting and selecting candidates from internal and external pools. Developing involves orientation, training, performance appraisal, and development. Retaining involves compensation, labor relations, maintenance through career counseling and health programs, and separation procedures.
After studying this chapter ,you should be able to:
1.Explain what human resource management is and how it relates to the management process.
2. Give at least eight examples of how all managers can use human resource management concepts and techniques.
3. Illustrate the human resources responsibilities of line and staff (HR) managers.
4. Provide a good example that illustrates HR’s role in formulating and executing company strategy.
5. Write a short essay that addresses the topic: Why metrics and measurement are crucial to today’s HR managers.
6. Outline the plan of this book.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
HR / Talent Analytics orientation given as a guest lecture at Management Institute for Leadership and Excellence (MILE), Pune. This presentation covers aspects like:
1. Core concepts, terminologies & buzzwords
- Business Intelligence, Analytics
- Big Data, Cloud, SaaS
2. Analytics
- Types, Domains, Tools…
3. HR Analytics
- Why? What is measured?
- How? Predictive possibilities…
4. Case studies
5. HR Analytics org structure & delivery model
This document discusses the strategic role of human resource management. It defines HRM as making productive use of human resources to benefit both organizations and individuals. HRM aims to coordinate organizational needs like profits with individual needs like self-actualization. It explains that people are the key production factor and that labor quality and productivity are important for economic growth. Finally, it outlines the functions and divisions of HRM, including planning, recruiting, training, and performance management.
The document discusses the evolution of human resource management from an administrative function to a strategic partner aligned with business strategy. It emphasizes that people are the most valuable resource for organizations and that viewing HR as an investment rather than expense can increase business performance. Finally, it outlines the key roles and priorities of strategic HR in partnering with business leaders to ensure the organization has the right talent and culture to achieve its goals.
Human Resource Management outlines the definition, core elements, objectives, functions, scope, and challenges of HRM. It discusses the meaning of HRM as integrating employment relationships to help organizations and employees achieve their goals. HRM aims to acquire, develop, motivate, and retain committed employees to meet organizational objectives. It also covers the planning, organizing, directing, and controlling of human resources from recruitment to retirement.
The competitive organization cannot utilize the tactical HR Management. It requires the strategic HR Management. Today, the HR Professionals can build a significant competitive advantage for the organization. They can build complex systems, which support the execution of the business strategy. They can bring simple tools to support innovations and they can build the organization, which employs loyal employees.
However, the introduction of the strategic HR Management is not simple. The HR leader is a crucial role. The HR leader has to get the buy-in of the top management and has to lead the transformation of the HR Organization.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
The document discusses the talent management process and job analysis. It describes the steps in talent management, including deciding which positions to fill through job analysis, attracting candidates, selecting employees, training and developing staff, performance reviews, and rewarding employees. It then explains that job analysis is used to identify the duties, skills, and requirements of a job. The key steps in job analysis are reviewing background information, deciding how to use the data collected, selecting positions to analyze, collecting and verifying the job data, and developing job descriptions and specifications.
Introduction to HR Management and HR Management Process for beginners. What is HR Management? Key focused areas under HR Management is discussed under the study.
This document discusses human resource management and human resource development. It begins by defining HRM and HRD, noting that HRD is a function within HRM. It then covers HRM practices, the impact and role of HRM, responsibilities of HR departments, and supervisors' involvement in HRM. The document also discusses high-performance work systems and how strategic business issues affect HRM. Finally, it examines the changing nature of employment relationships and covers various HRD functions like training, organizational development, and career development. It concludes by looking at challenges for HRD like a changing workforce, competing globally, eliminating skills gaps, and the need for lifelong and organizational learning.
Job analysis and talent management process, personnel planning and recruiting Pallavi Goyal
THE TALENT MANAGEMENT PROCESS
THE BASICS OF JOB ANALYSIS
competencies model
steps in recruitment and selection process
planning
forecasting demand of employees
employee engagement
internal recruitment
diversity in recruitment
extended workforce
Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes.
i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
The document provides a comprehensive overview of HR audits and HRD audits. It defines what they are, their purpose, how they are conducted, and why organizations conduct them. Some key points:
- HR audits evaluate all aspects of HR activities to ensure legal compliance, alignment with goals, and identify areas for improvement.
- HRD audits comprehensively evaluate existing HRD structures, strategies, systems and culture to determine their appropriateness and alignment with organizational goals.
- Audits are conducted through interviews, questionnaires, observations and analyzing records. They help organizations improve HRD systems, increase focus on human capital, and strengthen accountability.
Introduction to employee training and development ppt 1Tanuj Poddar
This document discusses employee training and development. It begins by outlining the objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and explains the typical training design process. Key sections include discussing forces influencing the workplace that training can address, such as globalization and new technology. It also outlines the roles and competencies required of training professionals, such as understanding adult learning principles for instructors and business skills for strategic roles.
Recuitment and selection process in the firm or company by the HR department, sources of recruitment: internal and external methods, test and interviews inductions, training and placements.
Define performance & choosing a measurement approachkahogan62
This document discusses approaches to measuring job performance. It defines performance as behaviors rather than outcomes or results. Performance is determined by an employee's declarative knowledge, procedural knowledge, and motivation. Dimensions of performance include task and contextual performance. The document compares trait, behavior, and results approaches to measuring performance and their appropriate uses depending on factors like the link between behaviors and results.
Human Resource Planning, Recruitment and Selectionlearnito
Meaning and importance of human resource planning, benefits of human resource planning, Meaning of recruitment, selection, placement and training Methods of Recruitment and Selection - Uses of tests in selection, Problems involved in placement.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Evolution Of Hrm, Difference b/w PM & HRM, Functions, Wheels Of HRM, Harvard framework of HRM, Challenges faced by HRM, 5- P Models of strategic HRM-- By Akio Morita, Founder, Sony Corporation.
This document discusses global human resource management. It covers topics such as the forces driving globalization, different types of global organizations, factors affecting global HR management including cultural dimensions, staffing global assignments, causes of expatriate failure, global compensation practices, and international employee relations issues. The learning objectives are to understand how political, legal, economic and cultural factors influence global HR, and to identify practices for selecting and supporting global employees.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
The competitive organization cannot utilize the tactical HR Management. It requires the strategic HR Management. Today, the HR Professionals can build a significant competitive advantage for the organization. They can build complex systems, which support the execution of the business strategy. They can bring simple tools to support innovations and they can build the organization, which employs loyal employees.
However, the introduction of the strategic HR Management is not simple. The HR leader is a crucial role. The HR leader has to get the buy-in of the top management and has to lead the transformation of the HR Organization.
The document discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The responsibilities of HR include both line managers who directly oversee employees and staff managers who assist and advise line managers. An effective HR department formulates strategy with top management and uses metrics to demonstrate how HR activities achieve strategic goals and business outcomes. The role of HR is evolving to focus more on business objectives and demonstrating return on investment through metrics like turnover and training costs.
The document discusses the talent management process and job analysis. It describes the steps in talent management, including deciding which positions to fill through job analysis, attracting candidates, selecting employees, training and developing staff, performance reviews, and rewarding employees. It then explains that job analysis is used to identify the duties, skills, and requirements of a job. The key steps in job analysis are reviewing background information, deciding how to use the data collected, selecting positions to analyze, collecting and verifying the job data, and developing job descriptions and specifications.
Introduction to HR Management and HR Management Process for beginners. What is HR Management? Key focused areas under HR Management is discussed under the study.
This document discusses human resource management and human resource development. It begins by defining HRM and HRD, noting that HRD is a function within HRM. It then covers HRM practices, the impact and role of HRM, responsibilities of HR departments, and supervisors' involvement in HRM. The document also discusses high-performance work systems and how strategic business issues affect HRM. Finally, it examines the changing nature of employment relationships and covers various HRD functions like training, organizational development, and career development. It concludes by looking at challenges for HRD like a changing workforce, competing globally, eliminating skills gaps, and the need for lifelong and organizational learning.
Job analysis and talent management process, personnel planning and recruiting Pallavi Goyal
THE TALENT MANAGEMENT PROCESS
THE BASICS OF JOB ANALYSIS
competencies model
steps in recruitment and selection process
planning
forecasting demand of employees
employee engagement
internal recruitment
diversity in recruitment
extended workforce
Chapter 2 of Jackson HRM, These slides will cover completely the meaning and definition of strategic HRM and parallel processes.
i.e. What is Strategic HRM? How strategic HRM can become a competitive advantage for an organization? What is planning process of Strategic HRM and what are the techniques to manage human resources , make competitive advantage sustainable, managing shortage or surplus of human resources?
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
The document provides a comprehensive overview of HR audits and HRD audits. It defines what they are, their purpose, how they are conducted, and why organizations conduct them. Some key points:
- HR audits evaluate all aspects of HR activities to ensure legal compliance, alignment with goals, and identify areas for improvement.
- HRD audits comprehensively evaluate existing HRD structures, strategies, systems and culture to determine their appropriateness and alignment with organizational goals.
- Audits are conducted through interviews, questionnaires, observations and analyzing records. They help organizations improve HRD systems, increase focus on human capital, and strengthen accountability.
Introduction to employee training and development ppt 1Tanuj Poddar
This document discusses employee training and development. It begins by outlining the objectives of understanding how training can help companies deal with workplace forces and learning the training design process. It then defines training and explains the typical training design process. Key sections include discussing forces influencing the workplace that training can address, such as globalization and new technology. It also outlines the roles and competencies required of training professionals, such as understanding adult learning principles for instructors and business skills for strategic roles.
Recuitment and selection process in the firm or company by the HR department, sources of recruitment: internal and external methods, test and interviews inductions, training and placements.
Define performance & choosing a measurement approachkahogan62
This document discusses approaches to measuring job performance. It defines performance as behaviors rather than outcomes or results. Performance is determined by an employee's declarative knowledge, procedural knowledge, and motivation. Dimensions of performance include task and contextual performance. The document compares trait, behavior, and results approaches to measuring performance and their appropriate uses depending on factors like the link between behaviors and results.
Human Resource Planning, Recruitment and Selectionlearnito
Meaning and importance of human resource planning, benefits of human resource planning, Meaning of recruitment, selection, placement and training Methods of Recruitment and Selection - Uses of tests in selection, Problems involved in placement.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
The process of systematically reviewing HR requirements to ensure that the required no. of employees, with the required skill, are available when they are needed.
Best practices in talent management strategyEmma Yaks
The document discusses best practices in talent management, focusing on six key components:
1. Planning for critical talent needs by analyzing workforce requirements.
2. Attracting critical talent through targeted branding and projecting a positive company image.
3. Recruiting critical talent by first looking internally and leveraging employees, then casting a wide net externally.
4. Assessing critical talent using screening tools like interviews and tests to identify the best candidates.
5. Developing critical talent through real-life learning opportunities, mentoring, coaching, and managing performance for growth.
6. Retaining critical talent to save replacement costs, which average 150% of the employee's salary. Effective retention focuses
Evolution Of Hrm, Difference b/w PM & HRM, Functions, Wheels Of HRM, Harvard framework of HRM, Challenges faced by HRM, 5- P Models of strategic HRM-- By Akio Morita, Founder, Sony Corporation.
This document discusses global human resource management. It covers topics such as the forces driving globalization, different types of global organizations, factors affecting global HR management including cultural dimensions, staffing global assignments, causes of expatriate failure, global compensation practices, and international employee relations issues. The learning objectives are to understand how political, legal, economic and cultural factors influence global HR, and to identify practices for selecting and supporting global employees.
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Este documento describe los conceptos básicos de la administración de recursos humanos. Explica que la administración de recursos humanos es fundamental para que las organizaciones cumplan con su misión y objetivos mediante la selección, contratación, capacitación y retención del personal calificado. También describe los seis procesos básicos de la gestión de personal y la importancia de establecer políticas claras de personal y laborales.
1) The document discusses training and developing human resources, including defining training, the training process, needs analysis, delivery approaches, and evaluation.
2) It emphasizes the importance of strategic training that is linked to organizational goals and addresses performance issues.
3) Training methods discussed include internal approaches like on-the-job training as well as external sources, and emerging approaches like e-learning and evaluating training impact.
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
Human resource management involves attracting, developing, and retaining qualified employees to accomplish organizational goals. Key HR responsibilities include recruitment and selection, orientation and training, performance appraisals, compensation and benefits, and employee separation. Motivation theories aim to understand what drives employee performance. Labor unions represent workers in collective bargaining over wages, hours, and working conditions.
This document provides an introduction and overview of a study on industrial relations at GTN Textiles Ltd. The objectives of the study are to assess relationships between different organizational levels and between employees, unions, and employers. The study will analyze industrial democracy and make suggestions to promote congenial relations. The methodology involves interviewing and surveying a sample of 50 workmen and staff using a questionnaire. The study provides context on industrial relations concepts and the company profile of GTN Textiles Ltd.
Managing Global Human Resource ManagementMalyn Singson
This document provides an overview of managing global human resources. It discusses key topics such as:
1. The definition of human resource management versus global human resource management and the core activities of HRM.
2. Factors that affect global HRM like culture, laws and regulations. It also discusses Geert Hofstede's cultural dimensions theory.
3. Global HRM pressures and topics like recruitment, selection, types of global staff, compensation and developing expatriates.
The document is a presentation on managing global human resources administration that covers definitions, core HRM activities, cultural factors, global staffing considerations, and developing expatriates.
The document discusses the process of conducting a training needs assessment. It explains that a needs assessment involves three levels of analysis: organizational analysis to determine where training is needed within the organization, task analysis to understand the skills required for specific jobs, and individual analysis to evaluate how well individual employees are performing their jobs and who needs additional training. The overall goal of a needs assessment is to identify performance gaps and determine if training can help address them in a cost-effective manner.
The document discusses training and development in organizations. It defines training as efforts to improve current job skills and development as efforts to increase abilities for future roles. It discusses different training methods for both non-managerial and managerial employees, such as on-the-job training, apprenticeships, seminars, and role playing. It also covers considerations for designing training programs and evaluating their effectiveness.
The document discusses training needs assessment (TNA) and provides guidance on conducting an effective TNA. It outlines the key steps which include: (1) identifying problems and training needs, (2) determining the design of the needs analysis, (3) collecting data, (4) analyzing the data, and (5) using the results to implement training programs to address performance gaps. The goal of TNA is to accurately identify the knowledge and skills required for jobs and determine if training interventions are needed to close any gaps.
The document discusses several topics related to wages and salaries administration including:
1. The definitions of wages, salaries, and compensation.
2. The activities involved in wage and salary administration such as developing pay structures.
3. The importance of studying wage and salary administration to establish fair and balanced pay.
4. The role of human resources in payroll and ensuring proper payment of wages.
This document discusses wages and salary administration. It covers developing a pay system through job evaluation and market surveys, establishing pay structures, and administering individual pay adjustments while monitoring the system. It also discusses factors affecting compensation levels and the purpose of wages. Principles of compensation administration and different types of compensation like direct, indirect, and total compensation are defined.
Human resource management involves recruitment, management, and development of employees. It focuses on five key functional areas: staffing, rewards, employee development, employee maintenance, and employee relations. Staffing deals with hiring qualified candidates. Rewards involve compensation and benefits systems. Employee development analyzes training needs. Employee maintenance ensures workplace health and safety. Employee relations includes schemes for employee involvement and union negotiations. The document outlines the various activities of HRM such as recruitment, training, performance management, compensation, and employee surveys. It emphasizes that properly executing HRM functions is crucial to achieving organizational goals.
Powerpoint Search Engine has collection of slides related to specific topics. Write the required keyword in the search box and it fetches you the related results.
Chapter 1 Changing Nature of Human Resource ManagementRayman Soe
Human resource management involves designing formal systems to ensure effective use of human talent. The chapter discusses the changing nature of HR, including its transformation from an administrative to more strategic role. It also outlines challenges facing HR like globalization, technology, and workforce trends. HR activities are categorized into areas like staffing, development, and compensation. The roles and competencies of HR professionals are expanding in importance for organizational success.
The document discusses the strategic role of human resource management. It makes three key points:
1) HRM has evolved from a personnel function to playing a vital role in corporate strategy. HRM departments now actively pursue integrated plans to further organizational performance and strategic goals.
2) HRM goals include attracting effective employees, developing their skills through training, and maintaining high performance. Activities like recruitment, selection, performance management, and compensation are discussed.
3) The role of HRM is influenced by factors like competitive strategy, technology, legislation, and societal/economic trends. HR must address challenges of the changing workplace like temporary/virtual work and work-life balance issues.
This chapter discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The chapter outlines the HR responsibilities of both line managers, who oversee work, and staff managers, who assist and advise. It emphasizes that HR creates value by engaging in activities that produce the behaviors companies need to achieve strategic goals. The chapter also notes the changing environment for HR, including globalization, new technologies, and shifting demographics.
The document is a chapter from a human resource management textbook. It introduces human resource management (HRM) and its strategic role. It discusses the HRM responsibilities of both line managers and HR staff managers. It also outlines metrics that HR uses to measure its contributions and highlights how the role and responsibilities of HR managers are changing to become more strategic and business focused.
The document is a chapter from a human resource management textbook. It introduces human resource management (HRM) and its strategic role. It discusses the HRM responsibilities of both line managers and HR staff managers. It also outlines metrics that HR uses to measure its contributions and highlights how the role and responsibilities of HR managers are changing to become more strategic business partners.
The chapter discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The chapter outlines the responsibilities of both line managers, who oversee employees, and staff (HR) managers, who assist and advise line managers. It emphasizes that HR should help a company achieve its strategic goals by engaging in activities that influence employee behavior.
The chapter discusses the strategic role of human resource management. It explains that HR involves carrying out policies and practices related to recruiting, training, rewarding, and evaluating employees. The chapter outlines the responsibilities of both line managers, who oversee employees, and staff (HR) managers, who assist and advise line managers. It emphasizes that HR should help a company achieve its strategic goals by engaging in activities that influence employee behavior.
This document discusses employee development and career planning. It covers topics such as organization-centered versus individual-centered career planning, career issues organizations and employees face, methods for analyzing development needs, the importance of succession planning, and various approaches to management development like training, coaching, mentoring, and education. Key methods discussed include assessment centers, performance appraisals, and succession planning processes. The document also addresses global career development issues, women's careers, and challenges with development efforts.
This chapter introduces human resource management (HRM) and its relationship to the overall management process. It discusses the roles of line managers who direct subordinates' work and staff managers who assist and advise line managers. The chapter also outlines the responsibilities of line managers in HRM areas like hiring, training, performance management, and employee relations. Additionally, it describes high-performance work systems that aim to improve organizational outcomes through practices such as extensive training, team structures, and contingent rewards. The chapter emphasizes the importance of metrics and measurement in demonstrating HR's value and strategic contribution through tools like the HR Scorecard.
This chapter introduces human resource management (HRM) and its relationship to the overall management process. It discusses the roles of line managers who direct subordinates' work and staff managers who assist and advise line managers. The chapter also outlines the responsibilities of line managers in HRM areas like hiring, training, performance management, and employee relations. Additionally, it describes high-performance work systems that aim to improve organizational outcomes through practices such as extensive training, team structures, and contingent rewards. The chapter emphasizes the importance of metrics in demonstrating HRM's value and strategic contribution through tools like the HR Scorecard.
This chapter introduces human resource management (HRM) and its relationship to the overall management process. It discusses the roles of line managers who direct subordinates' work and staff managers who assist and advise line managers. The chapter also outlines the responsibilities of line managers in HRM areas like hiring, training, performance management, and employee relations. Additionally, it describes high-performance work systems that aim to improve organizational outcomes through practices such as extensive training, team structures, and contingent rewards. The chapter emphasizes the importance of metrics and measurement in demonstrating HR's value and strategic contribution through tools like the HR Scorecard.
Barcelona nov 2011 opening speech final deck_mtimmermanMarc Timmerman
Marc Timmerman gave the opening speech at a conference on the future of HR. He discussed how HR has traditionally focused on legal compliance and productivity but now must focus on engagement. HR faces increasing complexity from factors like an aging population, new generations, and diversity. Traditional HR systems are not adapted to current needs. The speech discussed shifting from treating employees as machines to focusing on their well-being and engagement. Timmerman argued HR must shift from playing defense to playing offense to attract and retain top talent in a recovering economy.
Strategic human resource management (SHRM) takes a comprehensive, integrative, and long-term approach to managing an organization's human capital. It focuses on aligning HR strategies and practices with business strategies to maximize customer value and organizational performance. Key aspects of SHRM include establishing vertical and horizontal alignment between HR and business strategies, ensuring consistency between HR sub-functions, and integrating HR decisions with other functional areas. The role of HR is evolving from administrative and operational to more strategic, focusing on change management, strategic partnering, and developing intellectual capital.
Commonwealth Payroll and HR Services Over 20 Employeesjeffplakans
This document summarizes Commonwealth Payroll & HR's solutions for growing companies with more than 20 employees. It discusses how they can manage HR functions, automate paper-intensive processes, and mitigate legal and compliance risks. Key services include providing an HR account manager, implementing an online HR system called eStratEx, and performing proactive compliance work to prevent HR problems. The target clients are described as companies with no or limited HR staff who need assistance with HR administration and processes.
This document provides an overview of the framework for viewing human resource management (HRM) and the various internal and external variables that affect HRM in organizations. It discusses three approaches to managerial philosophy (traditional, human relations, human resources) and how employee needs, values, technology, and external factors like governmental pressures, market conditions, and labor unions influence HRM strategies. The framework presented is intended to help explain HRM problems and issues within organizations.
The document discusses HR metrics that are important for companies to track. It begins with an agenda covering the five W's and one H of metrics, mini case studies, industry analysts' outlook, and the top 10 metrics that matter. The presenter then discusses interviewing executives to understand the metrics they watch and how HR can help provide useful data. Examples are given for collecting relevant HR data and metrics from across the organization and correlating it to business goals. The importance of creating dashboards to monitor metrics is also covered. Mini case studies from other companies share the top metrics their executives find most useful and how they track HR's impact on the business.
This document provides an overview of key concepts in human resource management from Chapter 1 of the textbook "Human Resource Management" by Gary Dessler. It defines human resource management and discusses the responsibilities of line managers and HR staff managers. It also outlines high-performance work system practices that engage employees to achieve strategic goals, the importance of metrics in HR, certifications for HR professionals, and managing HR legally and ethically. The purpose is to introduce students to the core topics and principles of HRM.
The document discusses several key trends shaping human resource management:
1) Globalization and increased competition are putting pressure on firms to lower costs and improve productivity. This creates challenges for HR in managing a global workforce.
2) Technological advancements are replacing some human jobs and changing the nature of work. HR must help workers adapt skills.
3) Demographic shifts like an aging population and more diverse workforce impact the labor force and require new HR strategies.
4) Emerging approaches to HR include shared services centers, embedded HR teams, and a focus on strategic partnerships and evidence-based practices.
Similar to Fundamental of Human Resources Management Training (Kanaidi, SE., M.Si) (20)
Workshop "CSR & Community Development (ISO 26000)"_di BALI, 26-28 Juni 2024Kanaidi ken
Dlm wktu dekat, Pelatihan/WORKSHOP ”CSR/TJSL & Community Development (ISO 26000)” akn diselenggarakan di Swiss-BelHotel – BALI (26-28 Juni 2024)...
Dgn materi yg mupuni & Narasumber yg kompeten...akn banyak manfaat dan keuntungan yg didpt mengikuti Pelatihan menarik ini.
Boleh jga info ini👆 utk dishare_kan lgi kpda tmn2 lain/sanak keluarga yg sekiranya membutuhkan training tsb.
Smga Bermanfaat
Thanks Ken Kanaidi
22. Fundamentals
Human
Resources
Management
TRAINING
Ethics and
Ethics and
Social Responsibility
Social Responsibility
By : Kanaidi, SE., M.Si Bandung, 15-16 Oktober 2012
23. Learning Objectives
Learning Objectives
• Describe four rules that can be used to help
companies and their managers act in ethical
ways
• Identify the four main sources of managerial
ethics
• Distinguish between the four main approaches
toward social responsibility that a company
can take
23
24. The Nature of Ethics
The Nature of Ethics
• Ethical Dilemma
quandary people find themselves in when they
have to decide if they should act in a way that might
help another person even though doing so might go
against their own self-interest
24
25. The Nature of Ethics
The Nature of Ethics
• Ethics
The inner-guiding moral principles, values, and
beliefs that people use to analyze or interpret
a situation and then
decide what is the
“right” or appropriate
way to behave
25
26. Dealing with Ethical Issues
Dealing with Ethical Issues
There are no absolute or indisputable rules or
principles that can be developed to decide if
an action is ethical or unethical
26
27. Ethics and the Law
Ethics and the Law
Neither laws nor
ethics are fixed
principles
27
28. Ethics and the Law
Ethics and the Law
Ethical beliefs lead to the
development of laws and
regulations to prevent certain
behaviors or encourage others
28
29. Ethics and the Law
Ethics and the Law
Laws can change
or disappear as
ethical beliefs
change
29
30. Changes in Ethics Over Time
Changes in Ethics Over Time
Managers must confront the need to decide what
is appropriate and inappropriate as they use a
company’s resources to produce goods and
services
30
41. COACHING = COUNSELING =
MEMBINA : MEMBIMBING
Proses mengarahkan yang Proses pemberian terapi
dilakukan oleh seoranng dan bimbingan oleh
Atasan untuk melatih dan seorang Atasan untuk
memberikan orientasi membantu seorang
kepada seorang karyawan, karyawan mengatasi
tentang realitas di tempat masalah pribadi baik
kerja dan membantu dari dalam maupun luar
mengatasi hambatan dalam lingkungan kerja yang
mencapai prestasi kerja berdampak pada prestasi
yang optimal. kerjanya.
42. KONSEP BERBALAS & BERULANG
PADA COACHING - COUNSELING
COACHING = MEMBINA
COUNSELING = MEMBIMBING
42
43. AKAR MASALAH GEJALA PENDEKATAN
Kurangnya knowledge & skill tentang
tanggung jawab pekerjaan
Kinerja bermasalah
COACHING
COACHING
Masalah pribadi atau perubahan
organisasi yang mempengaruhi
kinerja
Kinerja bermasalah
COUNSELLING
COUNSELLING
44. Manfaat Coaching
ROBERT L. MATHIS
JOHN H. JACKSON
Penghargaan dan umpan balik yang positif akan meningkatkan
motivasi dan inisiatif karyawan
Produktivitas meningkat
Delegasi lebih banyak
Mengembangkan tanggung jawab bersama
Kohesivitas kelompok lebih tinggi
Memudahkan saat penilaian prestasi
PowerPoint Presentation by Charlie Cook
The University of West Alabama
45. Kapan
melakuka Coaching ?
n • Kurangnya kemampuan
• Ketidakcukupan
informasi
Ketika : • Kurangnya kompetensi
• Karyawan harus
mengalami masalah
‘kinerja’
• Karyawan relatif baru
• Ada perubahan
46. TAHAPAN
Coaching ?
Amati gejala
munculnya masalah BERTEMU Tindak lanjut
kinerja
• Kurang terampil Feed back
• Dokumen
• Kurang termotivasi Hasil-hsail & kesepakatan yg ingin
• Ambil langkah
• Kekurangan sumber daya dicapai
• Pengawasan
• Kumpulkan data pendukung
• Analisis data
• Analisis rencana
Pikirkan hambatan2 & solusi
47. ROBERT L. MATHIS
JOHN H. JACKSON
The Employment
The
Process
By : Kanaidi, SE., M.Si
kanaidi@yahoo.com PowerPoint Presentation by Charlie Cook
The University of West Alabama
49. The Whole Process of
RECRUITMENT
• Put out job advert
• Filter application forms
• Interviewing
• Short listing
• Selecting
• Training or Job Orientation
50. RECRUITMENT
RECRUITMENT
Diawali dengan :
• Penetapan Kebutuhan & Kreteria SDM, Job
analysis, job description and job Specification
(job design).
Dilanjutkan dengan Proses RECRUITMENT:
52. Selection of personnel
Selection of personnel
• Managers share responsibility for recruitment
and retention of well- qualified people.
1. They help establish criteria for selection of
personnel.
2. Structure interviews to increase validity and
reliability of recruitment.
53. Modes for Active Recruitment
Modes for Active Recruitment
1. Word of mouth (WoM),
2. Advertisement in local news papers,
organizations bulletins, and nursing journals,
recruitment literature, posters,
3. Contact with schools graduation classes.
54. The Major Sources of Personnel
The Major Sources of Personnel
1. Persons seeking their first job
2. Dissatisfied employees, and
3. The unemployed.
Note : Hiring an unemployed worker who has
been released from a previous job because of
an infraction or a quarrel with the previous
employer demands careful assessment.
55. Attraction of qualified application
Attraction of qualified application
• The acquisition of qualified people in any
agency is critical for the establishment,
maintenance, and growth of the organization.
*Therefore active recruitment is very important,
and the attraction of qualified applicants are
the first step in selection of personnel.
57. Screening of Potential staff
Screening of Potential staff
There are three underlying philosophies
in the screening process:
1. Screen out applicants who do not fit the
agency's image.
2. Try to fit the job to promising applicants.
3. Try to fit the applicant to the job.
58. Application forms and resumes
Application forms and resumes
A. Biographical data,
B. Educational background,
C. Work experience, and
D. Other pertinent information.
59. Testing
Testing
• Personality and interest testing
• Ability test rarely used.
• Estimates the rate at which the applicant can
acquire the Knowledge and skills required for the
position.
Recruitment & Selection – Legislation (law)
– Prohibit discrimination because of race, color,
religion, sex, or national origin
– Prohibit discrimination because of
handicapped.
60. Job Orientation
Job Orientation
• Is the process of informing new employees
about the existing work environment & their
place in it, so that they can relate quickly to their
new surroundings.
61. Benefits of Orientation
Benefits of Orientation
• Welcome new employee
• Provides essential information
• Helps you get to know the employee
and assess training needs
• Create a Positive 1st Impression
• Reduce turnover
62. Competency Assessment
Competency Assessment
Program
Program
• Any system in place for measuring,
documenting, or otherwise determining whether
employees are able to do their job.
• Two approaches :
New Staff
Current Staff
64. Appraisal
It is a periodic formal evaluation of how well
personnel have performed their duties during a
specific period.
65. Appraisal
Purposes:
• To determine job competence.
• To enhance staff development and motivate
personnel toward higher achievement.
• To discover the employees aspirations and to
recognize accomplishment.
Editor's Notes
Seorang supervisor yg baik … Dapat memulai sesi pembimbingan, dan pada saat yg sama, menyadari perlunya berpindah ke pembinaan atau sebaliknya, berpindah dr pembinaan ke pembimbingan, tergantung kpd tuntutan keterampilan, motivasional, atau kekurangan sumber daya. Membantu kayawan mencapai hasil terbaiknya dg cara memonitor dan mengawasi kinerjanya bukan hanya dibagian akhir saja, tetapi selama proses kerja berlangsung. Dapat membantu karyawan agar mereka siap menerima pekerjaan atau penugasan yang memerlukan ketrampilan baru.
MASALAH PRIBADI YANG UMUMNYA MEMBUTUHKAN COUNSELING Reaksi Seseorang terhadap tuntutan dan proses Penyesuaian Diri , yang ekspresinya dapat berupa perasaan : FRUSTRASI KONFLIK BATHIN TER TEKANAN (PRESSURE)
Prinsip2 pelaksanaan coaching : Dilakukan sepanjang tahun. Inisiatif dari kedua belah pihak Mencakup sasaran kerja dan sasaran kompetensi Menggunakan setiap kesempatan yang ada. KAPAN DILAKUKAN COACHING Terus menerus sesuai kebutuhan Formal dan informal Dilakukan terutama pada saat : Bawahan relatif baru dalam pekerjaannya Ada perubahan dalam pekerjaan, prioritas kerja berubah Bawahan mengalami masalah “kinerja” Bawahan meminta bimbingan
Observasi (pengamatan) Fokus pada perilaku (kurang terampil, kurang motivasi, dsb.) Catat observasi Simpan data observasi Tujuan Feedback Memberikan informasi kepada karyawan yang bersangkutan tentang kinerja yang telah dicapai dibandingkan dengan kinerja yang diharapkan . Feedback harus diberikan sesering mungkin berdasarkan hasil observasi. Feedback Kinerja sangat berharga, karena Karyawan cepat belajar. Meningkatkan motivasi. Meningkatkan kinerja. Meningkatkan keberhasilan kinerja. Feedback yang konstruktif Jenis2 feedback : Diam Kritik Nasihat Penguatan (positif) Identifikasi tujuan utama C oaching. Pikirkan hasil dan kesepakatan yang ingin dicapai. Pikirkan hambatan-hambatan dan solusi Perhatikan hal-hal yang ada pada karyawan : Pengalaman Kerja Kompetensi Kemampuan Motivasi Memperhatikan penghargaan/konsekwensi PRINSIP2 COACHING Menjaga “ self - esteem ” karyawan Mendengarkan dengan penuh perhatian, tanggap isi pembicaraan dan perasaan hati. Meminta dan menawarkan bantuan tanpa mengambil alih tanggung jawab.