Il processo HR e reporting, forecasting, Kpi e balanced scorecardStefano Cantoni
Obiettivi Dipartimento HR: analytics dei processi risorse umane per report forecast balanced scorecard e KPI per l'allineamento strategico operativo gestionale.
Presentazione al Forum del Terzo settore dei percorsi innovativi di alternanza scuola lavoro realizzati dai volontari professionali senior di Seniores Italia Lazio
Nella sua definizione classica è uno strumento, costruito con diversi gradi di efficacia ed efficienza, ma comunque diretto a coordinare in modo razionale gli sforzi di più individui in vista del perseguimento di un fine
La gestione strategica delle risorse umaneMirko Cuneo
La
gestione strategica delle risorse umane
può essere definita come “l’insieme
delle attività e delle decisioni relative alle riso
rse umane pianificate allo scopo di
sostenere l’organizzazione nel raggiungimento dei s
uoi obiettivi”
Il processo HR e reporting, forecasting, Kpi e balanced scorecardStefano Cantoni
Obiettivi Dipartimento HR: analytics dei processi risorse umane per report forecast balanced scorecard e KPI per l'allineamento strategico operativo gestionale.
Presentazione al Forum del Terzo settore dei percorsi innovativi di alternanza scuola lavoro realizzati dai volontari professionali senior di Seniores Italia Lazio
Nella sua definizione classica è uno strumento, costruito con diversi gradi di efficacia ed efficienza, ma comunque diretto a coordinare in modo razionale gli sforzi di più individui in vista del perseguimento di un fine
La gestione strategica delle risorse umaneMirko Cuneo
La
gestione strategica delle risorse umane
può essere definita come “l’insieme
delle attività e delle decisioni relative alle riso
rse umane pianificate allo scopo di
sostenere l’organizzazione nel raggiungimento dei s
uoi obiettivi”
HR Meaning, Definition, Concept, Evolution and HistorySeemaAgrawal43
Human resources (HR) involves managing an organization's workforce, focusing on recruitment, training, development, employee relations, and benefits administration to ensure the right people are in the right roles, fostering a productive and positive work environment that supports business goals.
The document summarizes key aspects of strategic human resource management and how it differs from traditional human resource management. It discusses how SHRM links HR goals to organizational strategy, focuses on developing employee competencies to support strategic aims, and views people as strategic assets. The document also outlines the 10-step process for creating an HR scorecard to measure how HR policies and activities contribute to business objectives.
1) The document provides an introduction to human resource management (HRM), outlining key concepts like the definition of HRM, the role of an HRM manager, and models of HRM like the Harvard and Michigan models.
2) It discusses factors that influence HRM like legislation, technology changes, and the changing nature of work. The role of HR in the tourism industry is also examined.
3) Over time, HRM has evolved from a focus on personnel management to strategic resource management aimed at achieving organizational goals through individual achievement and optimizing cooperation.
The document provides an introduction to human resource management (HRM). It aims to demonstrate the role of HR and understand factors influencing HRM. HR deals with managing people by acquiring, developing, and supporting staff to fulfill their roles. HRM is defined as a series of activities that agree on work relationships and ensure agreements are fulfilled. The key aspects of HRM include recruiting, training, rewarding, and developing employees. HRM replaced personnel management in the 1980s-90s with a new distinct management approach focused on long-term perspectives, commitment, and maximum resource utilization. Hard and soft HRM models are also discussed, with hard HRM viewing employees as resources to control and soft HRM stressing human aspects and involvement.
This document provides an overview of a course on Managing People at Work taught by Jayadeva de Silva. The course is 45 hours and aims to examine topics in human resource management from both a theoretical and practical perspective using research evidence. Key topics covered include introduction to HRM, employment planning, staffing, performance management, training and development, compensation, and employee relations. Assessment is based on assignments, classroom assessments, and an end-term exam.
The document provides an overview of human resource management (HRM). It discusses the nature of management including different perspectives. It outlines the key HRM functions such as planning, organizing, staffing, leading, and controlling. It explains the line and staff aspects of HRM including the responsibilities of line managers. The document defines HRM and discusses its history. It describes the objectives of HRM from organizational, personal, and societal perspectives. Several HRM models are outlined including Fombrun, Tichy & Devanna, Harvard, David Guest, Warwick, and John Storey. The document provides a comprehensive introduction to the field of HRM.
The document provides an overview of human resource management and human resource planning. It discusses key topics such as the importance of human resources, objectives of HRM, the process of human resource planning, and factors involved in environmental scanning as part of HR planning. The key points covered are:
1) HRM involves policies and practices for recruiting, selecting, training and rewarding employees.
2) The objectives of HRM include taking care of employee work life, acting as a liaison between management and employees, and offering training to develop skills.
3) Human resource planning is a process that identifies future HR needs based on organizational objectives and manages changes in the internal and external environment.
The document discusses the evolution and key concepts of human resource management (HRM) in Bangladesh. It traces HRM from the 1930s focus on employment and welfare, through stages of compensation/benefits, industrial relations, and human resource planning. Modern HRM is described as strategic and promising. The core functions of HRM are attracting, developing, motivating and maintaining an effective workforce. HRM is characterized as dynamic, pervasive, continuous, system-oriented, and emphasizing the management of human resources or manpower.
The document discusses the evolution and key concepts of human resource management (HRM) in Bangladesh. It traces the development of HRM from the 1930s focusing on functions like employment, welfare activities, compensation and benefits, and industrial relations. More recently, HRM has taken a strategic role focusing on areas like human resource planning, training, performance management, and strategy implementation. The document emphasizes that HRM involves all activities related to managing the workforce and integrating organizational and individual goals to build a successful organization.
This document provides an introduction to human resource management (HRM). It discusses the meaning and definition of HRM, its evolution in India from the 1920s to 1990s, scope including employee hiring, remuneration, and motivation. It outlines objectives of HRM at the societal, organizational, functional, and personal levels. Key functions of HRM include procuring and developing manpower, compensation, integration, maintenance, and welfare. Differences between personnel management and HRM are also highlighted.
This document outlines the 7 key fundamentals of human resource management that every HR professional should know. It discusses: 1) Recruitment and selection to find the best candidates; 2) Performance management to provide feedback and maximize employee performance; 3) Learning and development to help employees continuously improve their skills; 4) Succession planning to ensure business continuity; 5) Compensation and benefits to attract and retain talent; 6) Human resource information systems to digitally manage HR processes; and 7) Using data analytics to make more informed HR decisions. Mastering these 7 HR basics is essential for effective human resource management.
This document provides an introduction to human resource management. It discusses that HRM involves managing relationships in the workplace. Effective HRM depends on an organization's people, purpose, and structure. HRM is important because most organizational problems are human or social rather than technical. HRM aims to effectively utilize people to achieve organizational and individual goals through policies like recruiting, training, and rewarding employees. The main functions of HRM are planning, selecting, training, and developing staff. Strategic HRM aligns these functions with business strategy to achieve organizational objectives. Global HRM faces the challenge of appealing locally while maintaining an international feel.
The document outlines the key aspects of an effective human resource plan. It discusses how human resource planning provides a link between an organization's strategy and its employees by anticipating future skill needs. The plan ensures the right people are in place with the right capabilities at the right time and place to achieve organizational goals. It also touches on how strategic human resource planning directly links human resource management to the overall strategic plan of an organization.
This case study discusses the challenge for HR to demonstrate its strategic value through effective measurement. It outlines an HR architecture with three components: the HR function with strategically competent professionals, an HR system of high-performance policies aligned with organizational strategy, and strategically-focused employee behaviors. Developing this architecture allows HR to create value by ensuring employee efforts support organizational vision and goals, while an HR measurement system can convincingly showcase its impact on business performance.
This document discusses various aspects of human resource management. It covers recruiting employees, motivating and retaining talent, and ending employment. It describes the functions of HR departments including recruitment, compensation, and ensuring fair workplace policies. It also examines the roles of line managers in overseeing employees and discusses how legal frameworks impact HRM. The document outlines the stages of recruitment including job analysis, advertising, interviews and final selection. It compares the recruitment processes between two companies. It explores reward systems for motivating workers and monitoring their performance. Finally, it addresses the reasons and procedures for ending a person's employment.
This document discusses strategic human resource forecasting and planning. It begins by explaining the importance of viewing human resources strategically and integrating HR into organizational strategy and planning. It then discusses the concepts of strategy, planning, and forecasting for HR professionals. Finally, it provides an introduction to the subsequent chapters which will profile the HR practices of two companies, Voltas and Onida, and discuss conclusions about strategic human resource management.
The document summarizes a book review of two books on human resources: Dave Ulrich's "Human Resources Champions: The Next Agenda for Adding Value and Delivering Results" and Dave Ulrich and Wayne Brockbank's "The HR Value Proposition." The summary is as follows:
1) Ulrich's first book calls attention to a transition in HR from what it "does" to what it must "deliver." It argues HR must become "partners, players, and pioneers" and focus on business outcomes rather than employee management.
2) Ulrich and Brockbank's book aims to redefine the "HR value proposition" and argue for transformative rather than transactional HR. It
* How high is your annual employee turnover?
* How much of your employee turnover consists of regretted loss?
* Do you know which employees will be the most likely to leave your company within a year?
Find the answer from HR Analytics because Human Resource analytics (HR analytics) is about analyzing an organizations’ people problems.
HRM involves managing an organization's workforce, including recruiting, training, and developing employees. The key objectives of HRM are to ensure organizational effectiveness by recognizing the role of HRM in bringing about effectiveness, maintaining the department's appropriate contribution to the organization's needs, and assisting employees in achieving personal goals that enhance their contribution. HRM must address challenges such as globalization, new technology, managing change, and containing costs while meeting objectives that are societal, organizational, functional, and personal.
The document discusses strategic human resource management (SHRM). It defines strategy and discusses how organizations are evolving to focus on human capital for competitive advantage. It presents a framework for SHRM with 8 key result areas: planned workforce, quality staffing, employment conditions, managed performance, human resource development, merit and equity, continuous improvement. Factors influencing SHRM adoption in Indian companies include unionization, industry, technology, size, leadership, competitiveness. The conclusion states that a challenge for SHRM is establishing a clear framework for organizational performance.
Processi risorse umane e DipartimentoHR: legame inscindibile!Stefano Cantoni
Perché i processi HR incidono in maniera determinante sui risultati del dipartimento risorse umane? Quali sono i vantaggi e le opportunità fruibili dal Team HR?
HR News 43/2015: novità per il dipartimento risorse umaneStefano Cantoni
Novità per il dipartimento HR: Jobs act, irpef trasfertista, collaborazioni co.co.co. e busta e ritenute, mansioni e demansionamento vecchia e nuova normativa
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HR Meaning, Definition, Concept, Evolution and HistorySeemaAgrawal43
Human resources (HR) involves managing an organization's workforce, focusing on recruitment, training, development, employee relations, and benefits administration to ensure the right people are in the right roles, fostering a productive and positive work environment that supports business goals.
The document summarizes key aspects of strategic human resource management and how it differs from traditional human resource management. It discusses how SHRM links HR goals to organizational strategy, focuses on developing employee competencies to support strategic aims, and views people as strategic assets. The document also outlines the 10-step process for creating an HR scorecard to measure how HR policies and activities contribute to business objectives.
1) The document provides an introduction to human resource management (HRM), outlining key concepts like the definition of HRM, the role of an HRM manager, and models of HRM like the Harvard and Michigan models.
2) It discusses factors that influence HRM like legislation, technology changes, and the changing nature of work. The role of HR in the tourism industry is also examined.
3) Over time, HRM has evolved from a focus on personnel management to strategic resource management aimed at achieving organizational goals through individual achievement and optimizing cooperation.
The document provides an introduction to human resource management (HRM). It aims to demonstrate the role of HR and understand factors influencing HRM. HR deals with managing people by acquiring, developing, and supporting staff to fulfill their roles. HRM is defined as a series of activities that agree on work relationships and ensure agreements are fulfilled. The key aspects of HRM include recruiting, training, rewarding, and developing employees. HRM replaced personnel management in the 1980s-90s with a new distinct management approach focused on long-term perspectives, commitment, and maximum resource utilization. Hard and soft HRM models are also discussed, with hard HRM viewing employees as resources to control and soft HRM stressing human aspects and involvement.
This document provides an overview of a course on Managing People at Work taught by Jayadeva de Silva. The course is 45 hours and aims to examine topics in human resource management from both a theoretical and practical perspective using research evidence. Key topics covered include introduction to HRM, employment planning, staffing, performance management, training and development, compensation, and employee relations. Assessment is based on assignments, classroom assessments, and an end-term exam.
The document provides an overview of human resource management (HRM). It discusses the nature of management including different perspectives. It outlines the key HRM functions such as planning, organizing, staffing, leading, and controlling. It explains the line and staff aspects of HRM including the responsibilities of line managers. The document defines HRM and discusses its history. It describes the objectives of HRM from organizational, personal, and societal perspectives. Several HRM models are outlined including Fombrun, Tichy & Devanna, Harvard, David Guest, Warwick, and John Storey. The document provides a comprehensive introduction to the field of HRM.
The document provides an overview of human resource management and human resource planning. It discusses key topics such as the importance of human resources, objectives of HRM, the process of human resource planning, and factors involved in environmental scanning as part of HR planning. The key points covered are:
1) HRM involves policies and practices for recruiting, selecting, training and rewarding employees.
2) The objectives of HRM include taking care of employee work life, acting as a liaison between management and employees, and offering training to develop skills.
3) Human resource planning is a process that identifies future HR needs based on organizational objectives and manages changes in the internal and external environment.
The document discusses the evolution and key concepts of human resource management (HRM) in Bangladesh. It traces HRM from the 1930s focus on employment and welfare, through stages of compensation/benefits, industrial relations, and human resource planning. Modern HRM is described as strategic and promising. The core functions of HRM are attracting, developing, motivating and maintaining an effective workforce. HRM is characterized as dynamic, pervasive, continuous, system-oriented, and emphasizing the management of human resources or manpower.
The document discusses the evolution and key concepts of human resource management (HRM) in Bangladesh. It traces the development of HRM from the 1930s focusing on functions like employment, welfare activities, compensation and benefits, and industrial relations. More recently, HRM has taken a strategic role focusing on areas like human resource planning, training, performance management, and strategy implementation. The document emphasizes that HRM involves all activities related to managing the workforce and integrating organizational and individual goals to build a successful organization.
This document provides an introduction to human resource management (HRM). It discusses the meaning and definition of HRM, its evolution in India from the 1920s to 1990s, scope including employee hiring, remuneration, and motivation. It outlines objectives of HRM at the societal, organizational, functional, and personal levels. Key functions of HRM include procuring and developing manpower, compensation, integration, maintenance, and welfare. Differences between personnel management and HRM are also highlighted.
This document outlines the 7 key fundamentals of human resource management that every HR professional should know. It discusses: 1) Recruitment and selection to find the best candidates; 2) Performance management to provide feedback and maximize employee performance; 3) Learning and development to help employees continuously improve their skills; 4) Succession planning to ensure business continuity; 5) Compensation and benefits to attract and retain talent; 6) Human resource information systems to digitally manage HR processes; and 7) Using data analytics to make more informed HR decisions. Mastering these 7 HR basics is essential for effective human resource management.
This document provides an introduction to human resource management. It discusses that HRM involves managing relationships in the workplace. Effective HRM depends on an organization's people, purpose, and structure. HRM is important because most organizational problems are human or social rather than technical. HRM aims to effectively utilize people to achieve organizational and individual goals through policies like recruiting, training, and rewarding employees. The main functions of HRM are planning, selecting, training, and developing staff. Strategic HRM aligns these functions with business strategy to achieve organizational objectives. Global HRM faces the challenge of appealing locally while maintaining an international feel.
The document outlines the key aspects of an effective human resource plan. It discusses how human resource planning provides a link between an organization's strategy and its employees by anticipating future skill needs. The plan ensures the right people are in place with the right capabilities at the right time and place to achieve organizational goals. It also touches on how strategic human resource planning directly links human resource management to the overall strategic plan of an organization.
This case study discusses the challenge for HR to demonstrate its strategic value through effective measurement. It outlines an HR architecture with three components: the HR function with strategically competent professionals, an HR system of high-performance policies aligned with organizational strategy, and strategically-focused employee behaviors. Developing this architecture allows HR to create value by ensuring employee efforts support organizational vision and goals, while an HR measurement system can convincingly showcase its impact on business performance.
This document discusses various aspects of human resource management. It covers recruiting employees, motivating and retaining talent, and ending employment. It describes the functions of HR departments including recruitment, compensation, and ensuring fair workplace policies. It also examines the roles of line managers in overseeing employees and discusses how legal frameworks impact HRM. The document outlines the stages of recruitment including job analysis, advertising, interviews and final selection. It compares the recruitment processes between two companies. It explores reward systems for motivating workers and monitoring their performance. Finally, it addresses the reasons and procedures for ending a person's employment.
This document discusses strategic human resource forecasting and planning. It begins by explaining the importance of viewing human resources strategically and integrating HR into organizational strategy and planning. It then discusses the concepts of strategy, planning, and forecasting for HR professionals. Finally, it provides an introduction to the subsequent chapters which will profile the HR practices of two companies, Voltas and Onida, and discuss conclusions about strategic human resource management.
The document summarizes a book review of two books on human resources: Dave Ulrich's "Human Resources Champions: The Next Agenda for Adding Value and Delivering Results" and Dave Ulrich and Wayne Brockbank's "The HR Value Proposition." The summary is as follows:
1) Ulrich's first book calls attention to a transition in HR from what it "does" to what it must "deliver." It argues HR must become "partners, players, and pioneers" and focus on business outcomes rather than employee management.
2) Ulrich and Brockbank's book aims to redefine the "HR value proposition" and argue for transformative rather than transactional HR. It
* How high is your annual employee turnover?
* How much of your employee turnover consists of regretted loss?
* Do you know which employees will be the most likely to leave your company within a year?
Find the answer from HR Analytics because Human Resource analytics (HR analytics) is about analyzing an organizations’ people problems.
HRM involves managing an organization's workforce, including recruiting, training, and developing employees. The key objectives of HRM are to ensure organizational effectiveness by recognizing the role of HRM in bringing about effectiveness, maintaining the department's appropriate contribution to the organization's needs, and assisting employees in achieving personal goals that enhance their contribution. HRM must address challenges such as globalization, new technology, managing change, and containing costs while meeting objectives that are societal, organizational, functional, and personal.
The document discusses strategic human resource management (SHRM). It defines strategy and discusses how organizations are evolving to focus on human capital for competitive advantage. It presents a framework for SHRM with 8 key result areas: planned workforce, quality staffing, employment conditions, managed performance, human resource development, merit and equity, continuous improvement. Factors influencing SHRM adoption in Indian companies include unionization, industry, technology, size, leadership, competitiveness. The conclusion states that a challenge for SHRM is establishing a clear framework for organizational performance.
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https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
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