Human resource management seeks competitive advantage through strategic workforce deployment. There are two views of HRM: hard HRM focuses on using people to achieve goals through control, while soft HRM values employees and seeks commitment through cooperation. The standard HRM agenda includes employment relations, performance management, and training and development. Integrating HRM practices supports organizational goals. Managing the employment relationship depends on expectations and security. Developing potential involves training cycles and reward management motivates performance.

1. Human Resource Management
in the Defence Context
Dr Teri McConville

2. Human Resource Management
• Human resource management … seeks to achieve
competitive advantage [operational effectiveness]
through the strategic deployment of a highly
committed and capable workforce, using an
integrated array of cultural, structural and personal
techniques.
• (John Storey, 1995)

3. Views of HRM (1)
• HARD HRM
• Focus on using people to add value and achieve
organisational goals
• Concentrates on quantitative, measurable criteria,
control and performance management.
• Emphasises:
– The interests of management
– The strategic approach.
– Processes and performance management
– The need for a strong corporate culture (through mission
and value statements; communications, training and
performance management process.

4. Views of HRM (2)
• Soft HRM
• Identifies employees as valued assets, a source of
advantage/capability through their commitment,
adaptability and high quality of output.
• Emphasises
– The need to gain commitment of employees
– The interests of management and employees should
coincide
– Integration and team work

5. The Standard Agenda
• Employment Relations • Performance & Reward
– Contracts Management
• Written – Appraisal systems
• Unwritten – Pay structures and systems
– Communications – Equity and motivation
– Legal obligations of
employers and employees
• People Planning & • Training & Development
Resourcing – Career planning
– Forecasting – Human resource
– Planning development
– Recruitment – Training Needs Analysis
– Selection – Training & educations
programmes
– Severance – Succession Planning

6. Integrating Human Resources
Organisational Strategic Analysis & Planning
Human Resources Strategy
Human Resource Management Practice
HR Planning Employment Performance Development
& Resourcing Relations Rewards & Training
Organisational Outcomes (advantages)
Integration Flexibility Commitment Quality

7. Managing the Employment Relationship
EXPECTATIONS IN THE WORKPLACE

8. Structure of the Employment Relationship
The Contract
GOVERNMENT of
Employment
State
Institutions
EMPLOYER EMPLOYEE
Local Local
Employers’ Labour
Trade
Business
Associations Groups Unions
Groups
Local
Government Political
Political
Parties Parties

9. Security Sector Quirk
The Contract
GOVERNMENT of
State Employment
Institutions
EMPLOYER EMPLOYEE
Who looks after the
employees’ interests?

10. Contracts
& the Employment Relationship
Employment Contract Psychological Contract
• Written • Unwritten
• Legally binding • Morally binding
• Statement of terms and • Perceptions of the
conditions of the obligations implied in the
effort-reward bargain. employment relationship.

11. Security Sector Quirks
• Concept of public service • The X factor: lives put at risk
- the public service ethos therefore there is a trust
• Criteria relevant to the armed element.
services • Military/police etc may need
- comparable terms and to be available 24/7
conditions in different service • Forces must grow their own:
branches – Military want ‘young’
• A strategic move away from people -
business orientated models – Wide range of skills
and theories needed
– Competition with the
private sector

12. The Military Covenant
Valued by the
Nation
Fair Treatment
& Reward
Fighting Spirit
Valued by the
Service

13. The Military Covenant
Able to feel that
my job is worthwhile
My family & I
are secure
(whatever
might happen) Fighting Spirit
Able to enjoy
my life

14. People Resourcing
MAINTAINING THE WORKFORCE

15. Personnel flow
Directors
Senior Management
Regional Management
Middle Management
Supervisors
Junior employees
Development & upward mobility Lateral development, experience, flexibility, diversification
Lateral mobility Job rotation, personal development, diversification
Recruitment Replacements, growth, business objectives, diversification
Wastage
15 Age structure, opportunities, diversification, new technology
Teri McConville

16. Security Sector Quirk
Recruitment
Wastage General Ranks
Senior Officers
Single
Entry Majors & Lt Cols
Point Captains
Lieutenants
Cadets
The Internal Labour Market

17. HR Planning Process
Business HR Strategy
Strategy (Resourcing)
HR Planning
Scenario
Resourcing; Flexibility
Planning
Retention; Development
Labour Turnover Forecasting Labour Market
Analysis Demand & Supply Analysis
HR Planning
17 10/01/13

18. The Labour Market
• Who do we want to recruit?
• Age
• Gender
• (Ethnicity)
• Skills
• Experience
The future Sudanese security force?

19. recruitment and selection
Strategy
HR Planning
Identify
Vacancy
Attract
Job
Suitable Selection Induction
Analysis
Candidates

20. Factors in Labour Turnover
• Push factors (most • Involuntary turnover
common) an individual has not
- undesirable features of chosen to leave but has
a individual’s job, so they been required to do so by
start to search for their employer
alternatives. (redundancy, dismissal.)
• Unavoidable turnover
reasons that are beyond
• Pull factors = Attractive the control of the
alternatives. employer (retirement,
sickness, or family
circumstances.)

21. Royal Navy Personnel
Intending to Leave
(From Defence Analysis & Statistics Agency)
80
70
60
50
Chief Petty Officer
Percent
40 Petty Officer
30
20
10
0
No 21 Yes Already applied

22. (From Defence Analysis & Statistics Agency)
British Forces (Officers)

23. Developing the Human Resource
DEVELOPING POTENTIAL

24. Security Sector Quirk
Recruitment
Wastage General Ranks
Senior Officers
Single
Entry Majors & Lt Cols
Point Captains
Lieutenants
Cadets
The Internal Labour Market

25. Alternatives To Training
• Selection  High costs of recruitment and
• Work Re-allocation selection
 Recruitment: are there enough
• Change Reward System people with the requisite
• Re-design Of skills?
Methods/Equipment  The pace of change makes it
increasingly costly not to
• Change Organisation attend to organisational
Structure learning
• Change Organisation  ‘Training & development’ is a
Culture vital component in managing
employee relations
 Most of these won’t work in
defence

26. Systematic Training: The Training Cycle
HRM Strategy
Organisational Training &
Strategy Development
Strategy
Analysis of
Monitor &
Training Needs
Evaluate
Plan/Design
Deliver Training
Training Programmes
Programmes

27. Reward Management
FOR MOTIVATION & PERFORMANCE

28. Pay systems and conflict
All pay systems contain two elements
that contradict each other:
Cooperation between Tensions and conflict are
worker and employer or generated through the logic
manager is an essential for that makes the ‘buying’ of
the employment labour a reward for one
relationship and is built up group and a cost for the
by the logic of financial gain other.
for the worker.
This fundamental tension makes the
employment relationship an unstable contract

29. Objectives of the reward system
Support the organisation’s Motivate employees to
strategy perform at the maximum
Recruit qualified employees Strengthen the
Retain capable employees psychological contract
Ensure quality (internal and Promote good
external) organisational citizenship
Be sustainable (within Comply with legal
financial limitations) regulations
Be efficiently administered

30. Motivation: Process Theories
Expectancy Theory: Behaviour depends on the outcomes
that an individual values and the
expectation that a particular type of
behaviour will lead to those outcomes
Equity Theories: Behaviour is affected by different levels
of reward for the same amount of effort
Goal Theories: Behaviour is affected by goals which are
determined by the individual’s values
and wants

31. Reward Management
Economic Intrinsic
Rewards Rewards
Overlap = Needs and
Expectations in the Social
workplace
Relationships

32. TYPES OF REWARD
Group-related
Security-driven: Tradition-driven:
• •
• Corporate prestige • Perks
Non-Money Money-
related related
Employability-driven: Contribution-driven:
• •
• Personal career plans • Merit bonus
Individual-related

33. HRM in Defence:
The UK Approach
• Statement of vision, Five areas of intention:
guidance and direction • Cultivate
for armed services • Obtain
personnel areas.
• Retain
• Aims to:
• Sustain
– maintain services’
operational readiness • Remember
– ensure that European
and other regulations Armed Forces Overarching
are accommodated Personnel Strategy
(AFOPS) (2000-3)

34. AFOPS Policies
• Cultivate • Sustain
– Youth Policy – Health and Welfare
• Obtain – Living Accommodation
– Recruitment; Training; – Pastoral Care; Sport &
Reserve Forces Recreation
• Retain – Families
– Manpower Structures • Remember
Policy – Resettlement and Pensions
– Conditions of Service – Veterans
– Career Management – Bereaved Families
– Pay, Allowances and
Charges
– Complaints & Discipline
01/10/13 34

35. Conclusion
• People are, for most • Military and civil service
organisations, the largest, must offer a rewarding
single expense and most career to attract/retain
flexible asset good people
– Manage them well
• Defence sector has no
• Service personnel and monopoly on getting the
civil servants all need best out of people - so
appropriate and fair learn from others
management