HR - CONTRIBUTE OR PERISH! HR cannot function in island in business - it has to contribute to achievement of organisation's economic objectives.
Here the economics of HR activities are dealt with.
The contents will be useful in teaching HR management to students in Management Schools.
This is the first part of the subject and other parts will be uploaded subsequently.
The author can be contacted through the mail id for explanation or comments.
Human Resource function is no more a 'spender'; it has to create value to the organisation. This is the first part of the instructional presentation.
The presentation will, in five parts, start with Evolution of HR Management and trace through the development of the function to the need to create value to the organisation.
This document discusses Edgar Schein's three levels of organizational culture (artifacts, values, assumed values), David Ulrich's four-role model for HR professionals (strategic partner, administrative expert, change agent, employee champion), and reasons for the dramatic shift in HR's emerging roles, including social media influence, personalization of employee benefits, feedback becoming more fluid, increased remote work, and the rise of HR analytics. Barriers to strategic HRM are also summarized, such as lack of growth strategy, high resistance to change, and interdepartmental conflicts.
The document discusses the strategic role of HR and how it must link to business strategy, especially for small and medium enterprises (SMEs). It emphasizes that the HR strategy should evolve from the organizational strategy. It also highlights some effective HR practices for driving growth, such as centralizing policies, competency-focused restructuring, and aligning HR practices with strategic business objectives. Finally, it discusses the emerging role of HR and skills needed for HR to become a strategic business partner, including business knowledge, communication skills, and leadership skills.
Employee Engagaement And Organizational Competitiveness By Emeka AnaziaEmeka Anazia
The document discusses enhancing organizational competitiveness and sustainability through employee engagement. It defines engagement as employees' commitment to the organization and how long they stay as a result. The document outlines fundamental beliefs about engagement, the business case for engagement, barriers to engagement, engagement drivers, and a plan to measure, analyze, plan and perform actions to improve engagement called MAPP. Improving engagement can unlock productivity and transform employees' working lives, leading to benefits like higher innovation, advocacy, and lower absenteeism.
How the HR function can add value as Strategic Business PartnerDr Samuel Tengey
The document discusses the role of the HR function and how it can add strategic value. It notes that the HR function is under pressure to prove its relevance. To address this, the HR function should align its systems and practices with organizational strategy so employees are committed and goals are achieved. However, many HR functions are criticized for being inefficient and not understanding business realities. The document argues that for HR to add value, it needs to operate as a strategic business partner by developing people strategies to support organizational objectives and evaluating whether training and development initiatives are achieving their goals. Acting in this role of strategic partner can help HR gain recognition and justify its place within the organization.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
Benefits Of An Effective Leadership Program EssayJessica Lopez
Tanglewood is a large retail company with stores across 12 regions locally and overseas. As many senior employees retire, Tanglewood must develop a talent management strategy to fill vacated leadership roles. An effective strategy would identify and develop high-potential employees internally and implement training programs to prepare them for promotion. A standardized approach across regions is needed while allowing for cultural differences locally. Attracting and retaining talented staff globally will help Tanglewood compete internationally.
This document discusses the importance of ongoing career conversations between managers and employees. It summarizes the findings of a global study on employee perceptions of career management. Some key points:
- Only 16% of employees report having regular career conversations with their managers. Managers often avoid these conversations due to lack of skills or fear of increased expectations.
- Career conversations are important for employee engagement, performance, retention, and developing the necessary skills for business success. When done well, they help align employee and organizational goals.
- The study outlines a model for effective career conversations that address important topics for employees like skills, development, goals, recognition, and future opportunities. Regular conversations are important for career management on both an individual
Human Resource function is no more a 'spender'; it has to create value to the organisation. This is the first part of the instructional presentation.
The presentation will, in five parts, start with Evolution of HR Management and trace through the development of the function to the need to create value to the organisation.
This document discusses Edgar Schein's three levels of organizational culture (artifacts, values, assumed values), David Ulrich's four-role model for HR professionals (strategic partner, administrative expert, change agent, employee champion), and reasons for the dramatic shift in HR's emerging roles, including social media influence, personalization of employee benefits, feedback becoming more fluid, increased remote work, and the rise of HR analytics. Barriers to strategic HRM are also summarized, such as lack of growth strategy, high resistance to change, and interdepartmental conflicts.
The document discusses the strategic role of HR and how it must link to business strategy, especially for small and medium enterprises (SMEs). It emphasizes that the HR strategy should evolve from the organizational strategy. It also highlights some effective HR practices for driving growth, such as centralizing policies, competency-focused restructuring, and aligning HR practices with strategic business objectives. Finally, it discusses the emerging role of HR and skills needed for HR to become a strategic business partner, including business knowledge, communication skills, and leadership skills.
Employee Engagaement And Organizational Competitiveness By Emeka AnaziaEmeka Anazia
The document discusses enhancing organizational competitiveness and sustainability through employee engagement. It defines engagement as employees' commitment to the organization and how long they stay as a result. The document outlines fundamental beliefs about engagement, the business case for engagement, barriers to engagement, engagement drivers, and a plan to measure, analyze, plan and perform actions to improve engagement called MAPP. Improving engagement can unlock productivity and transform employees' working lives, leading to benefits like higher innovation, advocacy, and lower absenteeism.
How the HR function can add value as Strategic Business PartnerDr Samuel Tengey
The document discusses the role of the HR function and how it can add strategic value. It notes that the HR function is under pressure to prove its relevance. To address this, the HR function should align its systems and practices with organizational strategy so employees are committed and goals are achieved. However, many HR functions are criticized for being inefficient and not understanding business realities. The document argues that for HR to add value, it needs to operate as a strategic business partner by developing people strategies to support organizational objectives and evaluating whether training and development initiatives are achieving their goals. Acting in this role of strategic partner can help HR gain recognition and justify its place within the organization.
The document discusses how HR can add value to an organization through strategic human resource management practices. It outlines the HR value chain model which shows how HR activities can lead to improved HR outcomes and organizational objectives. Effective HR practices like talent acquisition, learning and development, and performance management can increase employee engagement, commitment and skills, leading to higher organizational performance in areas like productivity, quality and customer service. This in turn can improve the organization's financial results. Strategic HR aims to improve business performance through people by meeting both business and individual needs.
Benefits Of An Effective Leadership Program EssayJessica Lopez
Tanglewood is a large retail company with stores across 12 regions locally and overseas. As many senior employees retire, Tanglewood must develop a talent management strategy to fill vacated leadership roles. An effective strategy would identify and develop high-potential employees internally and implement training programs to prepare them for promotion. A standardized approach across regions is needed while allowing for cultural differences locally. Attracting and retaining talented staff globally will help Tanglewood compete internationally.
This document discusses the importance of ongoing career conversations between managers and employees. It summarizes the findings of a global study on employee perceptions of career management. Some key points:
- Only 16% of employees report having regular career conversations with their managers. Managers often avoid these conversations due to lack of skills or fear of increased expectations.
- Career conversations are important for employee engagement, performance, retention, and developing the necessary skills for business success. When done well, they help align employee and organizational goals.
- The study outlines a model for effective career conversations that address important topics for employees like skills, development, goals, recognition, and future opportunities. Regular conversations are important for career management on both an individual
The document discusses the importance of ongoing career conversations between employees and managers. It notes that only 16% of employees currently have these conversations. Regular career conversations can boost employee engagement, performance, and retention. When done well, they help align employee and organizational goals and foster employee development. However, many managers avoid these conversations due to fears over unmet expectations, costs of promotions, and a lack of training in career coaching. The document argues that regular career conversations should be embedded in organizational culture to benefit both employees and companies.
Here are some key questions to assess an individual's problem-solving skills through 360 degree feedback:
26. Does this employee identify issues/problems independently and propose effective solutions?
27. How well does the employee analyze complex problems and break them down into more manageable parts?
28. Does the employee consider different perspectives and alternatives before deciding on the best solution?
29. How good is the employee at prioritizing multiple problems based on urgency and impact?
30. Does the employee involve relevant stakeholders while solving problems and building consensus?
31. How well does the employee communicate problems and proposed solutions to others?
32. Does the employee follow through on problem resolution and ensure issues don't recur
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
This document discusses best practices for talent management. It provides 9 key practices: 1) Align talent strategy with business strategy; 2) Move talent managers from advisors to owners of the process; 3) Use success profiles to define needed skills; 4) Manage the entire talent pipeline, not just senior leaders; 5) Focus development resources on high potentials, not equal distribution; 6) Distinguish potential, performance, and readiness; 7) Focus on placing the right people in jobs; 8) Emphasis the "how" of execution over programs/tools; 9) Software supports but does not replace talent management.
Management is the coordination and administration of tasks to achieve a goal. Such administration activities include setting the organization’s strategy and coordinating the efforts of staff to accomplish these objectives through the application of available resources. Management can also refer to the seniority structure of staff members within an organization.Companies and organizations need effective management to achieve business goals. There are different levels of management that aim to organise and coordinate the business functions of a company. If you're interested in becoming a manager, you may want to learn more about what a manager does. In this article, we discuss what management is and its unique characteristics, objectives, levels and functions.
This document discusses employee engagement and the factors that drive it. It states that employee engagement is key to competitive advantage as engaged employees outperform those who are not engaged. The three main drivers of engagement are identified as the relationship with one's immediate supervisor, belief in senior leadership, and pride in the company. Training managers play an important role by building strong relationships and leading in a person-centered way to create an engaging environment. Overall engagement is increased when employees have opportunities for personal development, effective talent management, clear company values, fair performance reviews, proper pay and benefits, and career growth opportunities.
Human Resource Management deals with issues related to employees such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. It involves managerial functions like planning, organizing, directing, and controlling the work of employees. It also includes operative functions such as recruitment, training and development, remuneration, motivation, records and statistics, industrial relations, and separation. Factors that influence HRM include different employee skills, job analysis, job descriptions, job specifications, training methods, counseling, diversity, and analyzing the external environment using tools like PEST, SWOT, and considering attitudes and behaviors of employees.
From Administration to C-Suite: The Five Stages of Human Resources DevelopmentCaliber Leadership Systems
In our work with HR clients over the years, we have identified 5 distinct Stages of development that the Human Resources function grows through in organizational life. The Stages go from the administrator function in a small business or start up to a C-Suite office and seat on the executive team in a large organization. Each of the Stages coincides with the growth of the business, the number of people employed and the capabilities of the leader of the HR function.
There are instead certain crisis points that indicate when it is time to begin looking to bring the right HR talent aboard to deal with the crisis. At other Stages, it is important to redefine the HR function and decide what needs to be built, i.e. HR team, HR department, strategic partner. We have worked in very large companies with few and many HR employees and in smaller companies with none. The challenges that both the leaders and the HR employees face are symptomatic of needed growth and development of the function, leaders and HR employees.
There is no magic number of employees that a company should have before they have to shift from Stage to Stage. While crisis points do occur because of increasing numbers of employees, the pervading attitude toward human resources as the company grows is also a key factor.
The presentation describes the five stages of development that HR goes through and each of the crisis points that indicate the need for leaders to evaluate what it is the organization needs to shift to the next Stage.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
Sample Assignment on Leadership & Management DevelopmentAdam Jackson
The document discusses leadership and management development (LMD) issues in two merging research organizations. It identifies key issues like demotivated managers and a lack of effective leaders. After the merger, communication issues may arise due to different cultures and backgrounds of the combined 1400 employees. The new company, Restec, aims to focus on developing a unified culture, professional management, and international leadership to achieve strategic goals. Approaches to LMD include power and role-based cultures, democratic leadership style, and a functional structure to enhance skills. Ethical considerations for planning include respecting trade unions and avoiding discrimination.
The performance management system at Saudi Chevron Phillips Company (SCP) aims to align employee performance with organizational objectives. As a joint venture between Arabian Chevron Phillips Petrochemical Company and Saudi Industrial Investment Group, SCP initiated operations in 1999 to manufacture benzene, cyclohexane and gasoline blend stocks. Performance management systems are important for organizations to oversee employee performance standards and achieve goals. Investing in such processes benefits companies by aligning output to their mission and vision statements.
(1) Introduction to management and organizationsWaleed Ghalwash
This document provides an overview of the textbook "Contemporary Management" by Waleed Ghalwash. It summarizes the book's contents, which are divided into five parts that cover the main functions of management: planning, organizing, leading, controlling. It also briefly outlines some of the key chapters, including those on management history, organizational culture, social responsibility, and strategic management. The document examines concepts like organizational performance, productivity, management skills and roles. It defines management and different management levels, and explains why studying management is important for understanding organizations in various contexts.
This document provides an overview of key concepts in chapter 1 of a human resource management textbook. It discusses the roles and responsibilities of HR departments, including administrative functions, business partner services, and strategic partnering. It also examines competitive challenges that influence HRM, such as sustainability, workforce trends, intellectual capital, employee engagement, and demonstrating performance through a balanced scorecard. The chapter introduces concepts that will be further explained, including strategic HRM, talent management, and quality initiatives.
5 reasons you need to address team accountabilityt-three group
Ms. Dynamic, the finance director of a private corporation, realizes her department's culture needs to change and employees need more accountability. The document provides 5 reasons and actions Ms. Dynamic can take to increase accountability: 1) Assess skills and address gaps, 2) Give teams responsibility for people management, 3) Ensure decisions are not made quickly to maintain trust, 4) Delegate work to increase engagement, and 5) Encourage autonomy and a culture where employees feel like business owners to boost engagement. The goal is for employees to have ownership of their roles and hold each other accountable.
Modern Performance Management Whitepaper - PaylocityRyan Detillier
Today’s engaged workforce expects constant, real-time feedback on their performance. Is your company equipped for a new way of managing performance? Keep your employees engaged and understand how performance management can improve retention. Paylocity’s new whitepaper identifies new trends in performance discussions and tools. In this whitepaper you will find:
• Where performance management has come from and the direction in which it is heading
• Why today’s trends are essential to employee engagement
• Tips on how to get started on modernizing your performance management processes and systems
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
The document discusses the future of human resource management (HRM). It notes that HRM roles are shifting from local to global operations and from manufacturing to knowledge work. New challenges for HRM include attracting and retaining talent, improving organizational capabilities, and developing leadership skills. The future of HRM may see it replacing social welfare systems by providing total employee care so they can focus on performance. New criteria for evaluating HRM include profit per employee and costs related to injuries and disputes. HRM roles are also becoming more distributed and diffuse, involving relationship management and knowledge work instead of traditional personnel administration.
This document discusses talent identification and management. It defines talent management as attracting, integrating, developing, and retaining skilled workers to meet business objectives. Companies shift responsibility for employees from HR to all managers. Talent management helps companies maximize returns on employee investments by understanding each employee's strengths, weaknesses, and how to leverage their talents. It can improve employee morale, enhance efficiency, and lower expenses by promoting from within.
Team Building Activities for Introverts.pdfConfetti
Plan events that cater to all personality types! Activities that allow for quieter interaction and personal space can create a more inclusive and supportive atmosphere for all team members and help introverts feel more valued and understood.
Check out our blog for the full list 👉 https://share.withconfetti.com/4aV7kEz
The document discusses the importance of ongoing career conversations between employees and managers. It notes that only 16% of employees currently have these conversations. Regular career conversations can boost employee engagement, performance, and retention. When done well, they help align employee and organizational goals and foster employee development. However, many managers avoid these conversations due to fears over unmet expectations, costs of promotions, and a lack of training in career coaching. The document argues that regular career conversations should be embedded in organizational culture to benefit both employees and companies.
Here are some key questions to assess an individual's problem-solving skills through 360 degree feedback:
26. Does this employee identify issues/problems independently and propose effective solutions?
27. How well does the employee analyze complex problems and break them down into more manageable parts?
28. Does the employee consider different perspectives and alternatives before deciding on the best solution?
29. How good is the employee at prioritizing multiple problems based on urgency and impact?
30. Does the employee involve relevant stakeholders while solving problems and building consensus?
31. How well does the employee communicate problems and proposed solutions to others?
32. Does the employee follow through on problem resolution and ensure issues don't recur
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
This document discusses best practices for talent management. It provides 9 key practices: 1) Align talent strategy with business strategy; 2) Move talent managers from advisors to owners of the process; 3) Use success profiles to define needed skills; 4) Manage the entire talent pipeline, not just senior leaders; 5) Focus development resources on high potentials, not equal distribution; 6) Distinguish potential, performance, and readiness; 7) Focus on placing the right people in jobs; 8) Emphasis the "how" of execution over programs/tools; 9) Software supports but does not replace talent management.
Management is the coordination and administration of tasks to achieve a goal. Such administration activities include setting the organization’s strategy and coordinating the efforts of staff to accomplish these objectives through the application of available resources. Management can also refer to the seniority structure of staff members within an organization.Companies and organizations need effective management to achieve business goals. There are different levels of management that aim to organise and coordinate the business functions of a company. If you're interested in becoming a manager, you may want to learn more about what a manager does. In this article, we discuss what management is and its unique characteristics, objectives, levels and functions.
This document discusses employee engagement and the factors that drive it. It states that employee engagement is key to competitive advantage as engaged employees outperform those who are not engaged. The three main drivers of engagement are identified as the relationship with one's immediate supervisor, belief in senior leadership, and pride in the company. Training managers play an important role by building strong relationships and leading in a person-centered way to create an engaging environment. Overall engagement is increased when employees have opportunities for personal development, effective talent management, clear company values, fair performance reviews, proper pay and benefits, and career growth opportunities.
Human Resource Management deals with issues related to employees such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. It involves managerial functions like planning, organizing, directing, and controlling the work of employees. It also includes operative functions such as recruitment, training and development, remuneration, motivation, records and statistics, industrial relations, and separation. Factors that influence HRM include different employee skills, job analysis, job descriptions, job specifications, training methods, counseling, diversity, and analyzing the external environment using tools like PEST, SWOT, and considering attitudes and behaviors of employees.
From Administration to C-Suite: The Five Stages of Human Resources DevelopmentCaliber Leadership Systems
In our work with HR clients over the years, we have identified 5 distinct Stages of development that the Human Resources function grows through in organizational life. The Stages go from the administrator function in a small business or start up to a C-Suite office and seat on the executive team in a large organization. Each of the Stages coincides with the growth of the business, the number of people employed and the capabilities of the leader of the HR function.
There are instead certain crisis points that indicate when it is time to begin looking to bring the right HR talent aboard to deal with the crisis. At other Stages, it is important to redefine the HR function and decide what needs to be built, i.e. HR team, HR department, strategic partner. We have worked in very large companies with few and many HR employees and in smaller companies with none. The challenges that both the leaders and the HR employees face are symptomatic of needed growth and development of the function, leaders and HR employees.
There is no magic number of employees that a company should have before they have to shift from Stage to Stage. While crisis points do occur because of increasing numbers of employees, the pervading attitude toward human resources as the company grows is also a key factor.
The presentation describes the five stages of development that HR goes through and each of the crisis points that indicate the need for leaders to evaluate what it is the organization needs to shift to the next Stage.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
Sample Assignment on Leadership & Management DevelopmentAdam Jackson
The document discusses leadership and management development (LMD) issues in two merging research organizations. It identifies key issues like demotivated managers and a lack of effective leaders. After the merger, communication issues may arise due to different cultures and backgrounds of the combined 1400 employees. The new company, Restec, aims to focus on developing a unified culture, professional management, and international leadership to achieve strategic goals. Approaches to LMD include power and role-based cultures, democratic leadership style, and a functional structure to enhance skills. Ethical considerations for planning include respecting trade unions and avoiding discrimination.
The performance management system at Saudi Chevron Phillips Company (SCP) aims to align employee performance with organizational objectives. As a joint venture between Arabian Chevron Phillips Petrochemical Company and Saudi Industrial Investment Group, SCP initiated operations in 1999 to manufacture benzene, cyclohexane and gasoline blend stocks. Performance management systems are important for organizations to oversee employee performance standards and achieve goals. Investing in such processes benefits companies by aligning output to their mission and vision statements.
(1) Introduction to management and organizationsWaleed Ghalwash
This document provides an overview of the textbook "Contemporary Management" by Waleed Ghalwash. It summarizes the book's contents, which are divided into five parts that cover the main functions of management: planning, organizing, leading, controlling. It also briefly outlines some of the key chapters, including those on management history, organizational culture, social responsibility, and strategic management. The document examines concepts like organizational performance, productivity, management skills and roles. It defines management and different management levels, and explains why studying management is important for understanding organizations in various contexts.
This document provides an overview of key concepts in chapter 1 of a human resource management textbook. It discusses the roles and responsibilities of HR departments, including administrative functions, business partner services, and strategic partnering. It also examines competitive challenges that influence HRM, such as sustainability, workforce trends, intellectual capital, employee engagement, and demonstrating performance through a balanced scorecard. The chapter introduces concepts that will be further explained, including strategic HRM, talent management, and quality initiatives.
5 reasons you need to address team accountabilityt-three group
Ms. Dynamic, the finance director of a private corporation, realizes her department's culture needs to change and employees need more accountability. The document provides 5 reasons and actions Ms. Dynamic can take to increase accountability: 1) Assess skills and address gaps, 2) Give teams responsibility for people management, 3) Ensure decisions are not made quickly to maintain trust, 4) Delegate work to increase engagement, and 5) Encourage autonomy and a culture where employees feel like business owners to boost engagement. The goal is for employees to have ownership of their roles and hold each other accountable.
Modern Performance Management Whitepaper - PaylocityRyan Detillier
Today’s engaged workforce expects constant, real-time feedback on their performance. Is your company equipped for a new way of managing performance? Keep your employees engaged and understand how performance management can improve retention. Paylocity’s new whitepaper identifies new trends in performance discussions and tools. In this whitepaper you will find:
• Where performance management has come from and the direction in which it is heading
• Why today’s trends are essential to employee engagement
• Tips on how to get started on modernizing your performance management processes and systems
This document provides an overview of key concepts in human resource management (HRM). It defines HRM and explains how effective HRM practices can contribute to improved organizational performance. The document discusses how HRM is involved in activities like strategic planning, talent management, and developing high-performance work systems. It also outlines the responsibilities of HR departments and the skills needed in HRM professionals. Trends in HRM discussed include areas like competency-based HRM, engagement and enabling employees, and ensuring alignment between HR strategies and organizational goals.
The document discusses the future of human resource management (HRM). It notes that HRM roles are shifting from local to global operations and from manufacturing to knowledge work. New challenges for HRM include attracting and retaining talent, improving organizational capabilities, and developing leadership skills. The future of HRM may see it replacing social welfare systems by providing total employee care so they can focus on performance. New criteria for evaluating HRM include profit per employee and costs related to injuries and disputes. HRM roles are also becoming more distributed and diffuse, involving relationship management and knowledge work instead of traditional personnel administration.
This document discusses talent identification and management. It defines talent management as attracting, integrating, developing, and retaining skilled workers to meet business objectives. Companies shift responsibility for employees from HR to all managers. Talent management helps companies maximize returns on employee investments by understanding each employee's strengths, weaknesses, and how to leverage their talents. It can improve employee morale, enhance efficiency, and lower expenses by promoting from within.
Team Building Activities for Introverts.pdfConfetti
Plan events that cater to all personality types! Activities that allow for quieter interaction and personal space can create a more inclusive and supportive atmosphere for all team members and help introverts feel more valued and understood.
Check out our blog for the full list 👉 https://share.withconfetti.com/4aV7kEz
Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
Top 11 HR Trends for 2024 That Will Change Future of WorkVantage Circle
As an HR, it is critical to keep yourself updated with the newer developments to make a smooth transition in the workplace. So, here is a list of top HR trends that will impact the workplace in 2024.
2. H R Management is a technique by which the
purpose and objectives of a particular human
group are determined, defined, clarified and
completed.
H R Economics is the study of economic
contribution of H R to organisational activities.
aravindkarat@gmail.com
3. H R ECONOMICS
• All human activities in the world have an economic
reason/ result.
(except those between parents and children)
– Especially, the activities in a business organisation
– Even those in non-profit/ charity organisations – they
have to have money to keep operating.
• HR cannot function in an island.
• Thus the HR activities have to dovetail
to the organisation’s objectives, and the
organisation’s economic goals.
• That is why we look at ‘HR Economics’.
aravindkarat@gmail.com
4. Evolution of HR Management
1. HR management started when man started
living in groups.
– In the above illustration, men are killing the deer and
woman is waiting to cook.
– Job description, division of labour, performance
management and appraisal, etc. are quite apparent.
aravindkarat@gmail.com
5. Evolution of HR Management
1. HRM started when man started living in
groups.
2. Continued during
1. Agricultural revolution
aravindkarat@gmail.com
6. Evolution of HR Management
1. HRM started when man started living in
groups.
2. Continued during
1. Agricultural revolution
2. Community living
aravindkarat@gmail.com
7. Evolution of HR Management
1. HRM started when man started living in
groups.
2. Continued during
1. Agricultural revolution
2. Community living
3. Invention of pottery, tools, etc.
aravindkarat@gmail.com
8. Evolution of HR Management
1. HRM started when man started living in
groups.
2. Continued during
1. Agricultural revolution
2. Community living
3. Invention of pottery, tools, etc.
4. Bulk production
aravindkarat@gmail.com
9. Evolution of HR Management
1. HRM started when man started living in groups.
2. Continued during
1. Agricultural revolution
2. Community living
3. Invention of pottery, tools, etc.
4. Bulk production
5. Setting up of industry & Migration of labour
aravindkarat@gmail.com
10. Evolution of HR Management
1. HRM started when man started living in
groups.
2. Continued during
1. Agricultural revolution
2. Community living
3. Invention of pottery, tools, etc.
4. Bulk production
5. Setting up of industry & Migration of labour
6. Industry and I T revolutions
aravindkarat@gmail.com
11. Evolution of HR Management
And to ECONOMICS OF HUMAN RESOURCE
aravindkarat@gmail.com
13. HR ACTIVITES
An analysis of HR activities in an organisation can
be divided into three categories.
They are:
Efficiency
Effectiveness
Impact
aravindkarat@gmail.com
19. Business Objectives
Required structure to support
business objectives
Required structure to support
business objectives
Roles & responsibilities/
Job Profile
Measure current/ available
competences
Inventory of
existing/
available
HR
Do we need to
change existing
head count?
Replacement for
attrition
Forecast
manpower needs
Recruitment &
Selection
Increase
Head count
No
Yes
Decrease Head count
-Attrition
-VRS
-Retrenchment
Training &
Development
aravindkarat@gmail.com
20. Organisation Structure
WHAT IS
An organisation structure is the term used to
define how employees of a company work
together to support their mission.
An organisational structure indicates the method
that an organisation employs to delineate lines
of communication, policies, authority and
responsibilities.
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24. Hierarchical Organisation
Executives are at the top of the chart;
Middle Management follows; and
Lower-ranking employees are at the
bottom.
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25. Hierarchical Organisation
The Pyramidal Organisation Structure
largely dictates to whom all employees
report.
The layers are differentiated by
designations.
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27. Advantages of a hierarchical structure
Clear lines of authority and reporting within the
business;
A clearer understanding of employee roles and
responsibilities;
Accountability for actions or decisions at
different management levels;
Clear career paths and development
prospects which can motivate employees;
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28. Opportunities for employees to specialise
and develop expertise in their field;
Close supervision of employees through a
narrow span of managerial control; and
A culture of loyalty towards teams,
departments and organisation as a whole.
Advantages of a hierarchical structure
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29. Disadvantages of a hierarchical structure
Complicated chains of command which can
slow down decision-making;
Delays in communicating vertically through the
levels and horizontally between teams;
Less flexibility to adapt and react to
environmental and market pressures;
Disconnect of employees from top-level
management;
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30. A strain on the employee-manager
relationship due to lack of autonomy;
Difficulties collaborating outside of the
team or dealing with team rivalry; and
Considerable amount of corporate
overhead to support the many
management layers.
Disadvantages of a hierarchical structure
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31. FLAT ORGANISATION
A flat organisation refers to an
organisation structure with a few or no
levels of management between
management and staff level employees.
The flat organisation supervises
employees less, while promoting their
increased involvement in the decision-
making process.
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32. Flat Organisation – for example
Director
Employee
Manager
Manager
Employee
Employee
Employee
Employee
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33. Advantages of a flat structure
Cost structure of a business is improved,
Improves employee morale,
Less miscommunication,
Less dominance in the workplace, and
Improves employee retention.
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34. Disadvantages of a flat structure
Bad decisions can be made under the
guise of expertise,
It can lead to a lot of wasted time,
Can limit productivity,
Not scalable when high levels of growth
over a short period is achieved,
Lack of work-life balance,
Can encourage power struggles, and
Lack of responsibility definition.
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35. Functional organisation
Under a functional organisational structure,
employees are classified according to their
function in an organisational chart. This
chart shows the role hierarchy (e.g.,
President, Vice President, Finance, Sales,
Customer Service, Administration, etc.).
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37. Advantages of Functional organisation
Grouped by knowledge and skills facilitating to
achieve high performance;
Roles and responsibilities are fixed, facilitating
easy accountability for the work;
The hierarchy is clear and transparent reducing
number of communication channels;
Communication is frictionless within the
department;
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38. Advantages of Functional organisation
Work is not duplicated;
Because of job security, employees tend to be
loyal to the organization;
Employees have a clear career growth path;
and
Cooperation is excellent within the department.
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39. Disadvantages of Functional organisation
Departments develop an insular, self-interested
mentality –
functional managers pay more attention to their own
departments and ignore others’ interests.
Weak communication is among the departments
and lack of teamwork;
Employees may have little concern or curiosity
about events outside their group;
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40. Disadvantages of Functional organisation
As the organisation grows larger, managing
functional areas becomes challenging. Each
department may start behaving like a small
company, i.e., the “silo” effect;
Functional departments may be more
committed to departmental goals rather than
organiational goals; and
Employees do not learn any new skills, and their
roles don’t change often, causing stagnation.
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41. Operational Organisation structure
• The Operational/ divisional structure is
organised around products, projects, or markets.
A divisional structure encompasses a set of
relatively autonomous units governed by a
Corporate Office.
• The operating divisions are relatively
independent and consist of products and
services that are different from those of the other
divisions.
• The divisional structure can be organised in one
of four ways - by geographic area, by product or
service, by customer, or by process.
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42. Operational Organisation
– for example
C E O
President –
SBU 2
President –
SBU 3
President –
HR
President –
SBU 1
President –
Finance
Vice President
[Technical]
Vice President
[Finance]
Vice President
[Manufacturing]
Vice President
[HR]
General Manager
Production – [Unit 1]
General Manager
Production – [Unit 2]
General Manager
Quality Assurance
General Manager
Industrial Relations
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43. Advantages of Operational organisation
Clear accountability;
Separate strategic and operational control;
Divisional managers can concentrate on
responsible area and can improve performance;
Enhances ability to respond quickly to
changes in external environment;
Enhances development of general
managerial talent;
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44. Advantages of Operational organisation
Leads to competitive spirit within the
organisation;
Allows new business and new products to be
added easily;
makes the task of planning and control by the
corporate office more manageable;
Provides greater decentralisation of authority;
Sharply focuses on accountability for
performance.
45. Disadvantages of Operational organisation
It can be very expensive, due to requirement
of functional specialists, duplication of staff
services, facilities and personnel and better
qualified divisional managers;
Chance of differences in image and quality
may occur across divisions;
There is an urge to focus on short-term
performance, because divisional performance is
measured on ROI and revenue growth;
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46. Disadvantages of Operational organisation
May become difficult to achieve
synergies across SBUs; and
Corporate office may become unaware
of key developments that could impact on
the corporation.
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