This document is a study manual for the Diploma in Business Management that covers the topic of human resource management. It includes 13 units that discuss key aspects of HRM such as HR planning, recruitment and selection, performance management, learning and development, and health and safety. The manual provides definitions and explanations of important HRM concepts and theoretical frameworks to help readers understand both the strategic role and operational responsibilities related to managing an organization's workforce.
This document provides an overview of organizational expectations and project management from the perspective of a project manager. It covers topics like organizational structure, management concepts, project planning, time management, cost estimation, communications and more. The document is divided into 8 chapters with questions at the end of each chapter. It aims to help project managers understand how to work effectively within an organization.
Logramme _training_needs_assessment__by dr malik khalid mehmood ph_dMalik Khalid Mehmood
This document describes a training needs assessment tool used to identify training needs within an organization. The tool involves analyzing the organization, including its structures, systems, activities and staff roles. It also involves assessing current staff knowledge, skills and attitudes compared to what is needed to perform tasks effectively. Any discrepancies identified would indicate a training need. The results of the needs assessment are then used to design targeted training sessions that align with organizational goals and help staff improve performance. The tool stresses the importance of organizational analysis to understand capacity needs and how trained staff will apply new skills on the job.
The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.
Bill Stankiewicz Copy Of July 31, 2010 Of Voice Of Vics July 2010v3BillStankiewicz
VICS NEWSLETTER COPY for Bill Stankieiwcz
Regards,
Bill Stankiewicz
Vice President & General Manger
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
"Understand, Deliver, & Improve"
"Satisfy our customers by understanding what they want and need, deliver it on time, and continually improve our process and services."
Medical Science Liaisons Gaining Access And Forging Relationships With Ko LsBest Practices, LLC
This document summarizes a benchmarking report on best practices for medical science liaisons (MSLs). It examines MSL roles, activities, relationship management standards, resource management, budget allocation, and lessons learned. The report is based on interviews with 27 leaders from 24 pharmaceutical and biotechnology companies. It provides definitions for national and regional thought leaders and analyzes topics such as optimal MSL group size, frequency of interactions, and value measurement.
Increased regulatory pressures and reduced access to physicians has made it more difficult to build and maintain relationships between pharmaceutical companies and physicians. To help companies better manage their MSLs, Best Practices, LLC conducted the study “Roles, Resourcing and Management of Medical Science Liaisons.” Specifically, the study reveals optimal function size, mix and service frequencies required to build sturdy and productive KOL relationships.
This document summarizes a benchmarking report on best practices for medical science liaisons (MSLs). It examines MSL roles, activities, relationship management standards, resource management, budget allocation, and lessons learned. The report is based on interviews with 27 leaders from 24 pharmaceutical and biotechnology companies. It provides definitions for national and regional thought leaders and analyzes topics such as optimal MSL group size, frequency of interactions, and value measurement.
VaLUENTiS Evaluating People Management & VBHR function Distnjhceo01
The document discusses evaluating people management and the value-based HR function. It provides an overview of Nicholas Higgins' presentation on human capital management, employee engagement, and how to evaluate the value of the HR function. The presentation also discusses models for evaluating people management practices and engagement levels within organizations.
This document provides an overview of organizational expectations and project management from the perspective of a project manager. It covers topics like organizational structure, management concepts, project planning, time management, cost estimation, communications and more. The document is divided into 8 chapters with questions at the end of each chapter. It aims to help project managers understand how to work effectively within an organization.
Logramme _training_needs_assessment__by dr malik khalid mehmood ph_dMalik Khalid Mehmood
This document describes a training needs assessment tool used to identify training needs within an organization. The tool involves analyzing the organization, including its structures, systems, activities and staff roles. It also involves assessing current staff knowledge, skills and attitudes compared to what is needed to perform tasks effectively. Any discrepancies identified would indicate a training need. The results of the needs assessment are then used to design targeted training sessions that align with organizational goals and help staff improve performance. The tool stresses the importance of organizational analysis to understand capacity needs and how trained staff will apply new skills on the job.
The document discusses the strategic role of human resource management. It notes that HRM now plays a critical role in bridging gaps between employee expectations and organizational requirements by adopting appropriate strategies and practices. The objectives of HRM are to achieve organizational goals, meet employee expectations, and develop employee skills and abilities while managing human resources ethically. HRM is evolving from an administrative role to a more strategic role.
Bill Stankiewicz Copy Of July 31, 2010 Of Voice Of Vics July 2010v3BillStankiewicz
VICS NEWSLETTER COPY for Bill Stankieiwcz
Regards,
Bill Stankiewicz
Vice President & General Manger
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
"Understand, Deliver, & Improve"
"Satisfy our customers by understanding what they want and need, deliver it on time, and continually improve our process and services."
Medical Science Liaisons Gaining Access And Forging Relationships With Ko LsBest Practices, LLC
This document summarizes a benchmarking report on best practices for medical science liaisons (MSLs). It examines MSL roles, activities, relationship management standards, resource management, budget allocation, and lessons learned. The report is based on interviews with 27 leaders from 24 pharmaceutical and biotechnology companies. It provides definitions for national and regional thought leaders and analyzes topics such as optimal MSL group size, frequency of interactions, and value measurement.
Increased regulatory pressures and reduced access to physicians has made it more difficult to build and maintain relationships between pharmaceutical companies and physicians. To help companies better manage their MSLs, Best Practices, LLC conducted the study “Roles, Resourcing and Management of Medical Science Liaisons.” Specifically, the study reveals optimal function size, mix and service frequencies required to build sturdy and productive KOL relationships.
This document summarizes a benchmarking report on best practices for medical science liaisons (MSLs). It examines MSL roles, activities, relationship management standards, resource management, budget allocation, and lessons learned. The report is based on interviews with 27 leaders from 24 pharmaceutical and biotechnology companies. It provides definitions for national and regional thought leaders and analyzes topics such as optimal MSL group size, frequency of interactions, and value measurement.
VaLUENTiS Evaluating People Management & VBHR function Distnjhceo01
The document discusses evaluating people management and the value-based HR function. It provides an overview of Nicholas Higgins' presentation on human capital management, employee engagement, and how to evaluate the value of the HR function. The presentation also discusses models for evaluating people management practices and engagement levels within organizations.
The document discusses McKinney Rogers and their approach to business execution. They focus on equipping leaders and teams to achieve extraordinary results regardless of obstacles. Their unique model includes mission planning, analysis, rehearsal, dashboards, high performance teams, leadership development, and competitive intelligence. Their philosophy of "Mission Leadership" is based on proven military disciplines and has been applied successfully with clients across industries globally.
Pages 6 15 a handbook of human resource management practiceDepan Belakang
This document provides an overview of human resource management. It discusses key topics such as the foundations and context of HRM, the role of HR practitioners, managing the HR function, evaluating the HR function, and international human resource management. It also examines organizational behavior topics like characteristics of people, motivation, commitment, and organizational culture. Additional sections cover work and employment, organizing jobs and roles, human resource processes such as strategic HRM and policies, and employee resourcing including human resource planning, recruitment, and selection. The document aims to give a comprehensive introduction to the field of human resource management.
This document discusses the role of HR in developing an agile organization and outlines a case study for competency mapping. It describes competency mapping as identifying the key competencies within each business unit and developing detailed definitions and behavioral indicators for measurement. A multi-sprint approach was used where competencies were identified, defined, and measurement approaches developed in iterative sprints with retrospection. The goal is to assess all employees against the core competencies to identify development needs and support performance management. The program has been successfully implemented for delivery functions and will be expanded to support functions.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
Peter Watson's Presentation on Talent Retention at the 2011 HR Summitpkwatson2099
What actions can you take to retain the top talents in your organisation? There are hundreds of options but your resources are limited and so sorting out which ones will have the maximum impact is absolutely critical for the success of your HR strategy. See examples of how I addressed talent retention with organisational development activities as well as targeted programs. However, one critical success factors operates across all interventions - the positive engagement and involvement of the immediate manager. Find out more and see if these actions can help your organisation.
This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.
1. The Dubai Hotel implemented an empowerment strategy where employees were given significant autonomy to make decisions without proper guidance or communication from management. This led to confusion among employees about what decisions they could make independently.
2. As performance and profitability began declining, management was spending more time on minor issues rather than strategic concerns. Employee stress and turnover increased substantially.
3. The empowerment strategy was implemented too quickly without preparing employees or supervisors. This undermined the management structure and authority at the hotel, creating chaos and deteriorating work conditions.
The document provides an overview of internal analysis and the resource-based model. [1] It defines internal analysis as identifying and evaluating an organization's characteristics like vision, mission, and strategies. [2] The resource-based model views firms as unique bundles of resources and sees resources as the most important factor in gaining competitive advantage. [3] Key aspects of the model include identifying valuable, rare, inimitable, and exploitable resources that can be leveraged to develop core competencies and distinctive capabilities.
The document provides highlights from a survey of leadership practices in India. It finds that over half of Indian leaders rated their organization's leaders as very good or excellent, a higher proportion than global averages. Indian organizations were also better than average at communicating the importance of leadership development and monitoring such programs. Regarding high-potential leaders, a larger portion of Indian organizations had processes to identify them, and about 4 in 10 Indian leaders identified as being in high-potential programs themselves. Leaders in these programs generally gave more positive ratings of their development opportunities.
This document provides a syllabus for a study manual on human resource management. It covers 11 topics: management and leadership, accountability and responsibility, managing organizational change, motivation, organizing and motivating employees, management control, performance management, human resource planning, recruitment and selection, employee development, and communication. The syllabus aims to develop students' understanding of managing people and practical solutions to human resource issues. It focuses on applying techniques to maximize employee productivity, efficiency, and effectiveness rather than academic theory. Students will learn how to differentiate people, enhance learning, recognize changing employment expectations, apply flexible work systems, and act ethically in managing organizations and employees.
This document is an introductory study manual for the Diploma in Business Management module on Organisational Behaviour. It contains 10 units that cover topics such as the development of management thought, motivation theories, leadership, groups, and communication. The manual is designed to guide the student through the learning outcomes specified in the syllabus. Additional resources are recommended, including reading other materials, visiting the ABE website, reading newspapers, and consulting with tutors, in order to fully understand the module content and prepare for the examination.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
This document discusses organizational structure and job design. It covers six key elements in designing organizational structure: specialization of work, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Three common organizational designs are discussed: simple structure, bureaucracy, and matrix structure. The relationship between organizational determinants like strategy, size, technology, environment and the resulting design, performance, and satisfaction is also examined.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
iLEAD HCAP is a full-service HR firm that offers solutions such as talent acquisition, testing and assessment, learning and development programs, HR consulting, and outsourcing processes. It has offices in several countries including the US, Southeast Asia, and the Middle East. The document provides details on iLEAD HCAP's service portfolio and solutions for recruitment, assessment, training, consulting, and outsourcing HR functions.
INNOVA Management Consulting provides services to help clients overcome common challenges. Their three-arm portfolio includes organizational assessment, corporate governance reviews, and human resources services. They promise to deliver customized solutions that meet client needs, apply expertise to maximize results, and be accessible to clients. Their goal is to help clients take steps forward through management consulting services.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
This document provides an overview of human resource management (HRM). It discusses why organizations need to study HRM as people are critical to running organizations. It defines HRM and outlines its nature, scope, and functions. The document also discusses different HRM models like the Fombrun, Tichy & Devanna model, the Harvard model, the Guest model, and the Warwick model. It compares personnel management, human resource development (HRD), and strategic HRM. Finally, it covers the internal and external environment of HRM and some changing roles and challenges for HRM.
PCMM is a roadmap for continually improving an organization's human resource practices and capabilities. It consists of 5 maturity levels with 22 process areas focused on developing competencies. Goals are achieved through 246 HR practices which must be institutionalized to ensure continuous improvement. PCMM helps align performance management with business objectives and shift the focus to knowledge workers, competencies, and measuring improvements rather than just results.
The document compares the jobs and competencies of 4 human resource developers (HRDs) from different organizations. It finds that while the HRDs' areas of expertise and competencies differ based on the characteristics of their projects and roles, they all require strong interpersonal, business, and adaptability skills. Specifically, business HRDs focus more on engaging employees and spreading their organization's values, while non-business HRDs plan and manage projects. The study concludes that university students should gain diverse experience through internships to develop common competencies needed for HRD careers.
This document provides a table of contents for a book on industrial/organizational psychology. The table of contents lists 15 chapters that cover topics like job analysis, employee selection, legal issues in employee selection, employee motivation and performance evaluation. It also includes brief descriptions of the content contained in each chapter.
The document discusses McKinney Rogers and their approach to business execution. They focus on equipping leaders and teams to achieve extraordinary results regardless of obstacles. Their unique model includes mission planning, analysis, rehearsal, dashboards, high performance teams, leadership development, and competitive intelligence. Their philosophy of "Mission Leadership" is based on proven military disciplines and has been applied successfully with clients across industries globally.
Pages 6 15 a handbook of human resource management practiceDepan Belakang
This document provides an overview of human resource management. It discusses key topics such as the foundations and context of HRM, the role of HR practitioners, managing the HR function, evaluating the HR function, and international human resource management. It also examines organizational behavior topics like characteristics of people, motivation, commitment, and organizational culture. Additional sections cover work and employment, organizing jobs and roles, human resource processes such as strategic HRM and policies, and employee resourcing including human resource planning, recruitment, and selection. The document aims to give a comprehensive introduction to the field of human resource management.
This document discusses the role of HR in developing an agile organization and outlines a case study for competency mapping. It describes competency mapping as identifying the key competencies within each business unit and developing detailed definitions and behavioral indicators for measurement. A multi-sprint approach was used where competencies were identified, defined, and measurement approaches developed in iterative sprints with retrospection. The goal is to assess all employees against the core competencies to identify development needs and support performance management. The program has been successfully implemented for delivery functions and will be expanded to support functions.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
Peter Watson's Presentation on Talent Retention at the 2011 HR Summitpkwatson2099
What actions can you take to retain the top talents in your organisation? There are hundreds of options but your resources are limited and so sorting out which ones will have the maximum impact is absolutely critical for the success of your HR strategy. See examples of how I addressed talent retention with organisational development activities as well as targeted programs. However, one critical success factors operates across all interventions - the positive engagement and involvement of the immediate manager. Find out more and see if these actions can help your organisation.
This document outlines a competency mapping framework for human resource development executives. It details five levels of competencies from knowledge to proficiency across two domains: 1) Functional/technical competencies which include training/learning assessment, design, instructional design, and delivery and 2) Behavioral competencies including threshold and differentiating competencies. Each competency is defined at each level with increasing independence, analysis, and application of skills. The framework provides guidance on competencies required for HRD executives at different stages of their career.
1. The Dubai Hotel implemented an empowerment strategy where employees were given significant autonomy to make decisions without proper guidance or communication from management. This led to confusion among employees about what decisions they could make independently.
2. As performance and profitability began declining, management was spending more time on minor issues rather than strategic concerns. Employee stress and turnover increased substantially.
3. The empowerment strategy was implemented too quickly without preparing employees or supervisors. This undermined the management structure and authority at the hotel, creating chaos and deteriorating work conditions.
The document provides an overview of internal analysis and the resource-based model. [1] It defines internal analysis as identifying and evaluating an organization's characteristics like vision, mission, and strategies. [2] The resource-based model views firms as unique bundles of resources and sees resources as the most important factor in gaining competitive advantage. [3] Key aspects of the model include identifying valuable, rare, inimitable, and exploitable resources that can be leveraged to develop core competencies and distinctive capabilities.
The document provides highlights from a survey of leadership practices in India. It finds that over half of Indian leaders rated their organization's leaders as very good or excellent, a higher proportion than global averages. Indian organizations were also better than average at communicating the importance of leadership development and monitoring such programs. Regarding high-potential leaders, a larger portion of Indian organizations had processes to identify them, and about 4 in 10 Indian leaders identified as being in high-potential programs themselves. Leaders in these programs generally gave more positive ratings of their development opportunities.
This document provides a syllabus for a study manual on human resource management. It covers 11 topics: management and leadership, accountability and responsibility, managing organizational change, motivation, organizing and motivating employees, management control, performance management, human resource planning, recruitment and selection, employee development, and communication. The syllabus aims to develop students' understanding of managing people and practical solutions to human resource issues. It focuses on applying techniques to maximize employee productivity, efficiency, and effectiveness rather than academic theory. Students will learn how to differentiate people, enhance learning, recognize changing employment expectations, apply flexible work systems, and act ethically in managing organizations and employees.
This document is an introductory study manual for the Diploma in Business Management module on Organisational Behaviour. It contains 10 units that cover topics such as the development of management thought, motivation theories, leadership, groups, and communication. The manual is designed to guide the student through the learning outcomes specified in the syllabus. Additional resources are recommended, including reading other materials, visiting the ABE website, reading newspapers, and consulting with tutors, in order to fully understand the module content and prepare for the examination.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
This document discusses organizational structure and job design. It covers six key elements in designing organizational structure: specialization of work, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Three common organizational designs are discussed: simple structure, bureaucracy, and matrix structure. The relationship between organizational determinants like strategy, size, technology, environment and the resulting design, performance, and satisfaction is also examined.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
iLEAD HCAP is a full-service HR firm that offers solutions such as talent acquisition, testing and assessment, learning and development programs, HR consulting, and outsourcing processes. It has offices in several countries including the US, Southeast Asia, and the Middle East. The document provides details on iLEAD HCAP's service portfolio and solutions for recruitment, assessment, training, consulting, and outsourcing HR functions.
INNOVA Management Consulting provides services to help clients overcome common challenges. Their three-arm portfolio includes organizational assessment, corporate governance reviews, and human resources services. They promise to deliver customized solutions that meet client needs, apply expertise to maximize results, and be accessible to clients. Their goal is to help clients take steps forward through management consulting services.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
This document provides an overview of human resource management (HRM). It discusses why organizations need to study HRM as people are critical to running organizations. It defines HRM and outlines its nature, scope, and functions. The document also discusses different HRM models like the Fombrun, Tichy & Devanna model, the Harvard model, the Guest model, and the Warwick model. It compares personnel management, human resource development (HRD), and strategic HRM. Finally, it covers the internal and external environment of HRM and some changing roles and challenges for HRM.
PCMM is a roadmap for continually improving an organization's human resource practices and capabilities. It consists of 5 maturity levels with 22 process areas focused on developing competencies. Goals are achieved through 246 HR practices which must be institutionalized to ensure continuous improvement. PCMM helps align performance management with business objectives and shift the focus to knowledge workers, competencies, and measuring improvements rather than just results.
The document compares the jobs and competencies of 4 human resource developers (HRDs) from different organizations. It finds that while the HRDs' areas of expertise and competencies differ based on the characteristics of their projects and roles, they all require strong interpersonal, business, and adaptability skills. Specifically, business HRDs focus more on engaging employees and spreading their organization's values, while non-business HRDs plan and manage projects. The study concludes that university students should gain diverse experience through internships to develop common competencies needed for HRD careers.
This document provides a table of contents for a book on industrial/organizational psychology. The table of contents lists 15 chapters that cover topics like job analysis, employee selection, legal issues in employee selection, employee motivation and performance evaluation. It also includes brief descriptions of the content contained in each chapter.
1. The document discusses transitioning from annual performance reviews to ongoing performance coaching. It acknowledges flaws in the review system and advocates instituting a new coaching system focused on goals, feedback, development and assessments.
2. Current performance reviews are described as annual events that rate performance but provide little consistency or opportunity for feedback. Coaching is presented as a better alternative that can drive success through competency assessments, self-assessments, training and development planning.
3. Effective coaching requires strong manager coaching skills as well as identifying each employee's unique characteristics, work attributes and fit. The document outlines five elements of successful coaching: job fit, motivation, chemistry with manager, chemistry with team, and leadership ability.
HR in SMEs provides checklists and online tools to help small and medium enterprises professionalize their human resource management practices. This includes checklists for recruitment, onboarding new employees, training, performance management, and developing flexible work arrangements. The tools are meant to help entrepreneurs with HR responsibilities implement basic HR practices without extensive background or training in human resources. Competence management and developing a mission statement are presented as strategic approaches to aligning HR with business goals.
Competency Based Hr Systems Developed By Chandramowly For An It Companygueste6e6f5f
M R Chandramowly joined Quasar Innovations in February 2005 to help build and manage HR systems. He facilitated workshops to develop Quasar's mission, vision, values, competencies, and HR processes like performance appraisal and employee manuals. He focused on serving the organization by assisting to achieve strategic goals through developing world-class HR processes like competency modeling and assessment.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
This document provides an overview of strategic management concepts including corporate planning, strategic planning, business policy planning, mission and objectives, SWOT analysis, growth strategies, acquisition and merger strategies, marketing strategies, and forecasting and planning for strategy. It discusses key topics such as the strategic planning process, developing business and corporate strategies, conducting environmental scans and analyzing competitive forces, and creating strategic objectives and functional strategies to guide organizational decision-making.
Getting Sales Leadership Talent Ready for Current ChallengesRyan Heinl
The document discusses challenges facing sales leaders in today's business landscape and identifies skills gaps that need to be addressed through leadership development. It provides an overview of an assessment platform that evaluates sales talent readiness and potential through simulations and evaluations in order to develop customized learning plans. The goal is to help organizations transform their sales strategies and build leadership pipelines through ongoing development activities like coaching, assignments, and social learning.
The webinar discussed best practices for improving workplace productivity and organizational performance. It focused on achieving best-in-class status through strategic onboarding practices that minimize the time for new employees to reach full productivity. Specific strategies discussed included aligning onboarding with the business, standardizing and customizing the onboarding process, measuring outcomes, and investing in applicant tracking and performance management technology.
1. Business Management
Study Manuals
Diploma in
Business Management
HUMAN RESOURCE
MANAGEMENT
The Association of Business Executives
5th Floor, CI Tower St Georges Square High Street New Malden
Surrey KT3 4TE United Kingdom
Tel: + 44(0)20 8329 2930 Fax: + 44(0)20 8329 2945
E-mail: info@abeuk.com www.abeuk.com
3. Diploma in Business Management
HUMAN RESOURCE MANAGEMENT
Contents
Unit Title Page
1 HRM and its Context 1
People as an Organisation’s Key Resource 2
Ways of Theorising about HRM 4
The Tension between the Individual and the Organisation 5
The Psychological Contract 6
HR Professional and Line Manager Roles in Managing and Developing
People 8
The Impact of Organisational Culture on HRM 12
The Impact on HRM of the Unpredictable Global Environment 18
2 Ethics and Corporate Social Responsibility in HRM 22
Ethics – Competing and Contradictory Theories 23
Ethics Applied to Management 29
Ethics at Organisational Level – Corporate Social Responsibility 32
Equality and Diversity for All and in Every Aspect of HRM 41
3 Human Resource Planning (HRP) 51
The Purposes and Importance of Human Resource Planning 53
The Processes of Human Resource Planning 54
Redesigning the Organisation 60
Changing Patterns of Work 63
External Supply Forecasting 68
HRP and Horizontal Integration 69
HRP in Today’s Unpredictable Global Environment 70
4 Recruitment and Selection 73
The Recruitment and Selection Process 75
Defining the Vacancy 76
Casting the Net 83
Selection Procedures 89
Employee Induction 100
5 Performance Management – An Overview 105
What is Performance Management 107
High Performance Working 109
The Contrasting Objectives of the Employer and the Employee 112
Reward and Motivation 113
Need Theories of Motivation 121
Process Theories of Motivation 128
Excellence Theory and Motivation 132
4. Unit Title Page
6 Job Design 133
Definitions of Job Design 135
Empowerment 138
Centralisation and Decentralisation 144
Elements of Good Job Design 150
Delegating and Monitoring Work 153
Flexible Working 159
7 Performance Appraisal 161
What is Appraisal? 163
Appraisal in the Context of Performance Management 166
Different Approaches to Appraisal 167
Typical Processes of Appraisal 168
Personal Objective Setting 173
Managers Need to Have Appraisal Skills 179
Self-appraisal 186
Continuous Appraisal 187
8 Learning and Development 189
Learning, Training, Development or Education? 190
Value of Learning 191
Identifying Learning Needs 195
Theories about Learning 196
Ways of Delivering Learning 202
Aligning the Individual’s Needs to Those of the Organisation 206
9 Talent Management 209
The Importance of Career Development 210
The Individual’s Contribution to Career Development 211
The Employer’s Contribution to Career Development 212
Self-Assessment and Keeping Aware of Career Opportunities 214
Continuing Professional Development (CPD) 217
10 Employee Reward 221
The Elements of Reward 222
Financial Reward 223
Non-Pay Reward 231
Flexible Benefits 231
11 Discipline and Grievance 235
Disciplinary Procedures 237
Grievance Procedures 245
Disciplinary Penalties 247
Appeals Processes 250
The Right to be Accompanied 252
Redundancy 252
5. Unit Title Page
12 Employee Communication, Involvement and Engagement 255
Communication in Organisations 256
The Communication Process 263
Methods of Communication 267
Effective Communication 272
Negotiation 279
13 Health, Safety and Welfare 287
Tensions Between the Legal, Ethical and Business Implications of H&S 289
The Size of the Challenge 290
The H&S Responsibilities of the Employer 290
Stress 293
Occupational Health 295
Working Hours 296
Substance Abuse 296
The H&S Responsibilities of the Employee 298
Risk Assessment 298