The document discusses perspectives from eight leading consulting firms on the future of the HR profession. Key themes discussed include:
1) Technology and talent management will be the primary drivers of change for HR. Technology will fundamentally change how HR work is done through tools like employee self-service portals and outsourcing. Talent management will become increasingly important to gain competitive advantage.
2) HR must determine where it can add value by keeping functions in-house versus outsourcing. Outsourcing decisions must be made with the overall people strategy in mind.
3) HR needs to better quantify its impact and value in financial terms to shift from being seen purely as an administrative cost center.
Human Resources Trending into the Futuressuserf375de1
The document discusses several trends shaping the future of HR based on research from various organizations. It identifies challenges for HR professionals over the next 10-20 years, including adapting to a changing workforce, understanding varied worker qualifications, engaging employees, aligning technology strategies, managing global risks, and balancing worker and workplace expectations. Emerging skills like strategic management, talent management, change management, and workforce planning are seen as critical for HR. The use of games and gamification in HR functions to attract, engage and retain employees is also mentioned.
The document summarizes key findings from a report by The Boston Consulting Group and World Federation of Personnel Management Associations on addressing HR challenges worldwide through 2015. It identifies the top 8 future HR challenges based on a global survey of over 4,700 executives in 83 countries/markets. These challenges fall into three categories: developing and retaining the best employees, anticipating change, and optimizing HR processes and metrics. The report provides companies with an approach and metrics to integrate HR strategy with overall business strategy to gain a competitive advantage through people.
The document discusses the evolving role of HR from an administrative function to a strategic business partner. It argues that effective HR is key to competitiveness by developing people and processes to deliver business strategies. Today's HR professionals must understand business language and present HR's value in terms of financial impact and return on investment. The document also outlines three main challenges facing HR: adapting to a changing workforce demographic; operating in a more global, interdependent business environment; and redefining work and skills demands with new technologies.
The document discusses questions related to human resource management. It provides definitions of strategic human resource management and analyzes the importance of HRM in organizations. The document also examines the strategic HRM process, roles in SHRM, and development and implementation of HR strategy. Contemporary issues that influence HRM are identified and analyzed. A range of HR strategies for organizations are also identified and assessed.
Fast future the Future of HR WhitepaperRohit Talwar
The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends.
A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority.
Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the
The document discusses how HR is entering a new decade where it will take center stage. Several facts are presented that show the significant impact HR has on key business metrics like talent retention, market valuation, costs, and performance. As perceptions of HR's strategic value change, the structure of HR departments is evolving with centers of excellence, shared services, and embedded business partners. The most strategic role is that of the HR business partner who works directly with business units to execute organizational strategy through talent practices and workforce optimization.
The document discusses how the 2010s will be known as the "Decade of HR" as irrefutable business facts and evidence show that HR practices make a significant impact on organizational performance. It highlights how people are the primary drivers of business results and the strategic role of HR Business Partners in improving the workforce to help business units execute strategy. To fully capitalize on this opportunity, HR needs to focus on developing HRBP skills, driving business outcomes with data, and shaping cultures and workplaces that enable organizations to adapt and succeed.
This document discusses how workforce analytics can help transform today's workforce to meet future needs. It emphasizes that effective talent management requires using data and analytics to understand employees and predict needs. Workforce analytics can help with recruiting, retention, and strategic planning. The document recommends establishing a single source of truth for employee data and using predictive analytics to flag issues and optimize workforce performance. Overall, it argues that analytics are crucial for high-performing talent management.
Human Resources Trending into the Futuressuserf375de1
The document discusses several trends shaping the future of HR based on research from various organizations. It identifies challenges for HR professionals over the next 10-20 years, including adapting to a changing workforce, understanding varied worker qualifications, engaging employees, aligning technology strategies, managing global risks, and balancing worker and workplace expectations. Emerging skills like strategic management, talent management, change management, and workforce planning are seen as critical for HR. The use of games and gamification in HR functions to attract, engage and retain employees is also mentioned.
The document summarizes key findings from a report by The Boston Consulting Group and World Federation of Personnel Management Associations on addressing HR challenges worldwide through 2015. It identifies the top 8 future HR challenges based on a global survey of over 4,700 executives in 83 countries/markets. These challenges fall into three categories: developing and retaining the best employees, anticipating change, and optimizing HR processes and metrics. The report provides companies with an approach and metrics to integrate HR strategy with overall business strategy to gain a competitive advantage through people.
The document discusses the evolving role of HR from an administrative function to a strategic business partner. It argues that effective HR is key to competitiveness by developing people and processes to deliver business strategies. Today's HR professionals must understand business language and present HR's value in terms of financial impact and return on investment. The document also outlines three main challenges facing HR: adapting to a changing workforce demographic; operating in a more global, interdependent business environment; and redefining work and skills demands with new technologies.
The document discusses questions related to human resource management. It provides definitions of strategic human resource management and analyzes the importance of HRM in organizations. The document also examines the strategic HRM process, roles in SHRM, and development and implementation of HR strategy. Contemporary issues that influence HRM are identified and analyzed. A range of HR strategies for organizations are also identified and assessed.
Fast future the Future of HR WhitepaperRohit Talwar
The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends.
A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority.
Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the
The document discusses how HR is entering a new decade where it will take center stage. Several facts are presented that show the significant impact HR has on key business metrics like talent retention, market valuation, costs, and performance. As perceptions of HR's strategic value change, the structure of HR departments is evolving with centers of excellence, shared services, and embedded business partners. The most strategic role is that of the HR business partner who works directly with business units to execute organizational strategy through talent practices and workforce optimization.
The document discusses how the 2010s will be known as the "Decade of HR" as irrefutable business facts and evidence show that HR practices make a significant impact on organizational performance. It highlights how people are the primary drivers of business results and the strategic role of HR Business Partners in improving the workforce to help business units execute strategy. To fully capitalize on this opportunity, HR needs to focus on developing HRBP skills, driving business outcomes with data, and shaping cultures and workplaces that enable organizations to adapt and succeed.
This document discusses how workforce analytics can help transform today's workforce to meet future needs. It emphasizes that effective talent management requires using data and analytics to understand employees and predict needs. Workforce analytics can help with recruiting, retention, and strategic planning. The document recommends establishing a single source of truth for employee data and using predictive analytics to flag issues and optimize workforce performance. Overall, it argues that analytics are crucial for high-performing talent management.
This document discusses challenges facing human resources (HR) professionals over the next 10 years. It identifies retaining and rewarding the best employees, developing future corporate leaders, and creating a culture that attracts top talent as the three biggest challenges. Obtaining and optimizing human capital is seen as the biggest investment challenge. The most effective tactics for attracting and retaining employees are seen as flexible work arrangements, emphasizing organizational culture, career advancement opportunities, and competitive total rewards packages.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
Insights Success is the Best Business Magazine in the world for enterprises, being a platform it focuses distinctively on emerging as well as leading fastest growing companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share. Here, we talks about leader’s viewpoints & ideas, latest products/services, etc. Insights Success magazine reaches out to all the ‘C’ Level professional, VPs, Consultants, VCs, Managers, and HRs of various industries
This document discusses how organizations can use workforce analytics to prepare their workforce for future needs. It recommends that HR leaders establish a single source of truth for employee data and use analytics tools to gain insights from this data. This will allow HR to monitor workforce trends, understand talent needs, and make strategic decisions. The document provides examples of how workforce analytics can help with talent retention, recruitment, and succession planning. It argues that analytics will help HR transform from a transactional to a strategic function and better support business goals.
The document discusses managing human resources in the 21st century. It covers several key topics:
1. The changing role of human resources, which includes strong HR leadership, a future orientation, flexibility and creativity, and delivering value.
2. Major influencing factors on HR in the 21st century, such as workforce size, employee expectations, workforce composition, and environmental challenges.
3. Emerging HR practices like human capital management, the importance of knowledge management, intellectual capital, and organizational learning capabilities.
For this assignment you will need to complete the following1..docxAKHIL969626
For this assignment you will need to complete the following:
1. Explain what procurement is.
2. Define the terms “project” and “project management” according to the Project Management Book of Knowledge (PMBOK guide).
3. Explain the concept of business process.
4. Describe the five process groups that are found within project management.
5. List the skills that a procurement manager needs to have to be successful in today’s evermore challenging business environment.
6. Discuss the concept of prioritizing and list some of the tools that can be utilized to prioritize tasks and activities successfully.
7. Explain the differences between competitive and sole-source contracts.
8. Define the terms “Request for Proposal (RFP)” and “Internet Reverse Auctions”.
9. Compare lowest cost versus best value procurements. What are the advantages and disadvantages of the both methods?
10. Explain what a Request for Procurement Services (RFPS) is. What information the RFPS form must contain?
11. What skills do the members of a procurement team need to have in order to be successful?
12. Explain what a Statement of Work (SOW) is. Why the SOW is one of the most important documents of the plan procurements process.
WORKFORCEWORK WORKPLACE
A collection of thought pieces
February 2015
Changing HR
operating models
1 Changing HR operating models
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
135,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
1 Changing HR operating models
Changing HR operating models
A collection of thought pieces
Foreword 2
Executive summary 3
Thought pieces
A modern HR operating model: the world has changed 5
Josh Bersin, Bersin by Deloitte
The future is ‘centres of expertise’: What impact has 18 years of the Ulrich 8
model had on the HR operating model and what does it tell us about the future?
Allan Boroughs, Orion Consulting
‘You can’t put in what God left out’: not everyone can be a strategic 12
HR business partner
Nick Holley, Henley Business School
The strategic role of HR: What does a strategic HR function look like? 15
John W. Boudreau and Edward E. Lawler III, University of Southern California
Cloud technology in the HR operating model 18
Gareth Williams, Travelex
Will the cloud have a silver lining for HR outsourcing? 20
Andrew Spence, Glass Bead Consulting
Reflecting on the past and looking to the future: the importance of 23
business structure
Dave Ulrich, Ross Business School, University of Michigan and RBL Group
Owning our HR operating model: an enterprise-centred ...
Required Resources
Text
Read Commonsense Talent Management:
· Chapter 10: Improving the World through Strategic HR 349
Articles
Gould, W. I. (2010). Labor law beyond U.S. borders: does what happens outside of America stay outside of America?Stanford Law & Policy Review, (3), 401. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=edsgao&AN=edsgcl.237533046&site=eds-live
Kuddo, A. (2009, November 1). Labor laws in Eastern European and Central Asian countries: minimum norms and practices (Links to an external site.). Worldbank.org. Retrieved October 8, 2015. From-http://siteresources.worldbank.org/SOCIALPROTECTION/Resources/SP-Discussion-papers/Labor-Market-DP/0920.pdf
Discussion 1
BFOQ
Research the term BFOQ. Explain its importance and relevance to HRM. How might not appropriately incorporating well defined BFOQs lead to difficulties for the organization? How would the concept of BFOQ be linked to “disparate treatment” and/or “disparate impact” in respect to staffing? What is the link between the ADA (1990) and BFOQs? Present your views in 200 words or more in your discussion post.
Discussion 2
Foreign Restrictions on Termination
Research the topic of restrictions on termination of employment in European countries. Assess the different requirements and consider risks, operational requirements for MNCs, modified HRM policies, and any other conditions or restrictions facing a firm operating in such environments. Present your views in 200 words or more in your discussion post.
Week 6 - Final Project
Mark as done
Final Project
You work for a HR consulting company and an organization (the same company you have been writing about during this course) has hired your firm to conduct an HRM analysis and make recommendations to better align HR practices to the key business initiatives of the company. In order to accomplish the goal:
· Analyze the organization and develop a set of HRM practices that help align HR practices to the firm’s strategy. (Keep in mind the firm’s overall strategy in regards to Porter and Snow and White’s theories) Develop a 3200-3500 word research paper (not including the title and reference pages). Your paper should also:
· Identify the firm’s history, strategy, market position, and specific area of alignment.
· Provide job pricing and compensation package for 3-4 key positions in the organization.
· Describe and analyze the current and targeted HR work processes as well as the respective knowledge, skills, and abilities (KSAs) required to achieve the organization’s objectives.
· Incorporate a discussion of relevant technology considerations to achieve work output in the context of the organization’s goals.
· Provide a discussion of the labor market and the appropriate labor law context. Identification of companies that are preparing to address any legal or regulatory changes..
· Prescribe a set of HRM recommendations, specifically tailored for the selected firm. Insert a table with deliverables, acc.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
EN_HCM_EO1_How can HR demonstrate the strategic value they provide to the com...Christine Sauvaget
HR plays a key role in helping organizations meet strategic goals by understanding employee values and maximizing productivity. To demonstrate their strategic value, HR should align their approach with the business strategy, carefully manage human capital, and focus on strategic priorities like talent management. Adopting standardized HR processes and an HR management system allows HR to provide consistent reporting, freeing them to focus on strategic initiatives. Understanding generational differences and adapting tools and strategies accordingly also helps HR better support organizational goals.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
The document discusses 10 HR trends that are changing business, including:
1) The changing role of HR professionals to focus more on strategic contributions and measurable impacts rather than administrative tasks.
2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
3) The increasing outsourcing of HR functions to reduce costs and allow HR to focus on strategic priorities rather than transactional work.
The document discusses the skills needed for project managers to thrive in disruptive times of technological change. It finds that the top six digital skills identified by HR professionals at innovative organizations are: data science, an innovative mindset, security and privacy knowledge, legal/regulatory compliance knowledge, ability to make data-driven decisions, and collaborative leadership. While these skills were ranked highly, the document notes that customer focus and change management skills could also be important for digital transformation. Overall, the document examines how organizations can best develop their project talent to manage disruptive technologies through skills training, tools/approaches, and culture.
The document outlines a new High-Impact HR Operating Model that aims to position HR to play a more strategic role in driving business performance. The model moves HR away from just service delivery and toward advising business leaders, driving culture and talent strategies. It emphasizes coordination within HR and between HR and the business. Key components of the model include business HR resources embedded in business units, communities of expertise providing guidance, and operational services handling transactions. The roles and interactions between these components are designed to make HR more nimble and connected to business priorities and the external environment. Implementing this new model requires changes to HR roles, competencies, technology, and mindsets within both HR and the business.
(1) The document summarizes a study that evaluated the effectiveness of David Ulrich's three-legged HR service delivery model in 21 large international organizations in the UAE.
(2) The study found that while the model is generally effective, it has some limitations including the limited strategic capabilities of HR business partners, incorrect use of metrics, and lack of line management participation.
(3) To address these issues, the study recommends improving HRBP recruitment, using balanced scorecards and key performance indicators to monitor performance, increasing line management involvement, and adjusting the model based on each organization's unique needs.
The role of HR is evolving from administrative tasks to strategic business partner. As organizations face constant change, HR must reduce gaps between management and employees. HR should be involved in all aspects of business planning by analyzing future skill needs, developing internal talent, and attracting external hires. Retention strategies like competitive pay and development opportunities are important. For HR to effectively partner with business strategy, it is crucial to understand company goals, leverage data, adopt new technologies, ensure alignment between strategy and actions, and consider HR interventions' impact on corporate goals like R&D. Viewing employees as human capital that enhances competitive advantage allows HR to provide intangible benefits such as increased market share and customer satisfaction.
The document summarizes a presentation given by Wayne Brockbank on the HR Competency Study conducted by Dave Ulrich and Wayne Brockbank at the University of Michigan Business School since 1988. The study identifies major competencies needed for HR professionals and tracks trends in the field. It is sponsored by the Ross School of Business and The RBL Group. The presentation outlines six competencies for HR professionals that were redefined in 2012: strategic positioner, capability builder, HR innovator and integrator, change champion, technology proponent, and credible activist. It provides details on each competency and data on their impact on perceptions of HR effectiveness and business success.
The document discusses how tremendous forces are reshaping the future of work and the HR function. Changing employee expectations, new technologies, increased globalization, and the need for agility are transforming how people work and the relationship with work. This will require a different type of HR organization to support the new world of work. Accenture conducted research on the future of HR to identify trends reshaping HR and how it can adapt to create value for businesses. Key trends include digital disruption of HR, managing a global and flexible talent landscape, tapping skills anywhere at any time, customizing to each employee, leveraging extended workforces, and using data science to improve performance. HR will need to change its mission, responsibilities, skills, roles
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
The document summarizes a roundtable discussion about raising the profile of in-house recruitment. Some of the key topics discussed include:
- Whether recruitment should report to HR or another department like marketing
- Getting talent attraction and recruitment prioritized at the board level
- The need for recruitment leaders to have influence within the organization
- Defining metrics and measuring the effectiveness and value of recruitment
The roundtable participants represented various sized companies and had differing views, but agreed more can be done to promote the value of in-house recruitment both internally and externally.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
This document is a declaration of in-line experience from Surinder Singh, containing their candidate ID and signature. It lists their fields of experience as chemicals, steel/metal fabrication, logistics, HR and allied functions, and information technology. It then chronologically lists their employers from Employer 1 to Employer 3, with details of start date, end date, designation held, and responsibilities for each role.
The document summarizes key changes being introduced through three new labour codes covering organized, unorganized, and self-employed workers. Some of the major changes include expanding the definition of worker, introducing fixed term contracts, increasing the threshold for requiring government approval of layoffs/closures, strengthening social security benefits for gig and platform workers, and consolidating various labour laws into three simplified codes to improve ease of compliance. The codes are aimed at improving the labour market flexibility while enhancing social security coverage for all workers.
This document discusses challenges facing human resources (HR) professionals over the next 10 years. It identifies retaining and rewarding the best employees, developing future corporate leaders, and creating a culture that attracts top talent as the three biggest challenges. Obtaining and optimizing human capital is seen as the biggest investment challenge. The most effective tactics for attracting and retaining employees are seen as flexible work arrangements, emphasizing organizational culture, career advancement opportunities, and competitive total rewards packages.
8 ème édition du rapport Creating People Advantage réalisée par le Boston Consulting Group (BCG) et en partenariat avec la World Federation of People (WFPMA)
Insights Success is the Best Business Magazine in the world for enterprises, being a platform it focuses distinctively on emerging as well as leading fastest growing companies, their confrontational style of doing business and way of delivering effective and collaborative solutions to strengthen market share. Here, we talks about leader’s viewpoints & ideas, latest products/services, etc. Insights Success magazine reaches out to all the ‘C’ Level professional, VPs, Consultants, VCs, Managers, and HRs of various industries
This document discusses how organizations can use workforce analytics to prepare their workforce for future needs. It recommends that HR leaders establish a single source of truth for employee data and use analytics tools to gain insights from this data. This will allow HR to monitor workforce trends, understand talent needs, and make strategic decisions. The document provides examples of how workforce analytics can help with talent retention, recruitment, and succession planning. It argues that analytics will help HR transform from a transactional to a strategic function and better support business goals.
The document discusses managing human resources in the 21st century. It covers several key topics:
1. The changing role of human resources, which includes strong HR leadership, a future orientation, flexibility and creativity, and delivering value.
2. Major influencing factors on HR in the 21st century, such as workforce size, employee expectations, workforce composition, and environmental challenges.
3. Emerging HR practices like human capital management, the importance of knowledge management, intellectual capital, and organizational learning capabilities.
For this assignment you will need to complete the following1..docxAKHIL969626
For this assignment you will need to complete the following:
1. Explain what procurement is.
2. Define the terms “project” and “project management” according to the Project Management Book of Knowledge (PMBOK guide).
3. Explain the concept of business process.
4. Describe the five process groups that are found within project management.
5. List the skills that a procurement manager needs to have to be successful in today’s evermore challenging business environment.
6. Discuss the concept of prioritizing and list some of the tools that can be utilized to prioritize tasks and activities successfully.
7. Explain the differences between competitive and sole-source contracts.
8. Define the terms “Request for Proposal (RFP)” and “Internet Reverse Auctions”.
9. Compare lowest cost versus best value procurements. What are the advantages and disadvantages of the both methods?
10. Explain what a Request for Procurement Services (RFPS) is. What information the RFPS form must contain?
11. What skills do the members of a procurement team need to have in order to be successful?
12. Explain what a Statement of Work (SOW) is. Why the SOW is one of the most important documents of the plan procurements process.
WORKFORCEWORK WORKPLACE
A collection of thought pieces
February 2015
Changing HR
operating models
1 Changing HR operating models
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
135,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
1 Changing HR operating models
Changing HR operating models
A collection of thought pieces
Foreword 2
Executive summary 3
Thought pieces
A modern HR operating model: the world has changed 5
Josh Bersin, Bersin by Deloitte
The future is ‘centres of expertise’: What impact has 18 years of the Ulrich 8
model had on the HR operating model and what does it tell us about the future?
Allan Boroughs, Orion Consulting
‘You can’t put in what God left out’: not everyone can be a strategic 12
HR business partner
Nick Holley, Henley Business School
The strategic role of HR: What does a strategic HR function look like? 15
John W. Boudreau and Edward E. Lawler III, University of Southern California
Cloud technology in the HR operating model 18
Gareth Williams, Travelex
Will the cloud have a silver lining for HR outsourcing? 20
Andrew Spence, Glass Bead Consulting
Reflecting on the past and looking to the future: the importance of 23
business structure
Dave Ulrich, Ross Business School, University of Michigan and RBL Group
Owning our HR operating model: an enterprise-centred ...
Required Resources
Text
Read Commonsense Talent Management:
· Chapter 10: Improving the World through Strategic HR 349
Articles
Gould, W. I. (2010). Labor law beyond U.S. borders: does what happens outside of America stay outside of America?Stanford Law & Policy Review, (3), 401. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=edsgao&AN=edsgcl.237533046&site=eds-live
Kuddo, A. (2009, November 1). Labor laws in Eastern European and Central Asian countries: minimum norms and practices (Links to an external site.). Worldbank.org. Retrieved October 8, 2015. From-http://siteresources.worldbank.org/SOCIALPROTECTION/Resources/SP-Discussion-papers/Labor-Market-DP/0920.pdf
Discussion 1
BFOQ
Research the term BFOQ. Explain its importance and relevance to HRM. How might not appropriately incorporating well defined BFOQs lead to difficulties for the organization? How would the concept of BFOQ be linked to “disparate treatment” and/or “disparate impact” in respect to staffing? What is the link between the ADA (1990) and BFOQs? Present your views in 200 words or more in your discussion post.
Discussion 2
Foreign Restrictions on Termination
Research the topic of restrictions on termination of employment in European countries. Assess the different requirements and consider risks, operational requirements for MNCs, modified HRM policies, and any other conditions or restrictions facing a firm operating in such environments. Present your views in 200 words or more in your discussion post.
Week 6 - Final Project
Mark as done
Final Project
You work for a HR consulting company and an organization (the same company you have been writing about during this course) has hired your firm to conduct an HRM analysis and make recommendations to better align HR practices to the key business initiatives of the company. In order to accomplish the goal:
· Analyze the organization and develop a set of HRM practices that help align HR practices to the firm’s strategy. (Keep in mind the firm’s overall strategy in regards to Porter and Snow and White’s theories) Develop a 3200-3500 word research paper (not including the title and reference pages). Your paper should also:
· Identify the firm’s history, strategy, market position, and specific area of alignment.
· Provide job pricing and compensation package for 3-4 key positions in the organization.
· Describe and analyze the current and targeted HR work processes as well as the respective knowledge, skills, and abilities (KSAs) required to achieve the organization’s objectives.
· Incorporate a discussion of relevant technology considerations to achieve work output in the context of the organization’s goals.
· Provide a discussion of the labor market and the appropriate labor law context. Identification of companies that are preparing to address any legal or regulatory changes..
· Prescribe a set of HRM recommendations, specifically tailored for the selected firm. Insert a table with deliverables, acc.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
EN_HCM_EO1_How can HR demonstrate the strategic value they provide to the com...Christine Sauvaget
HR plays a key role in helping organizations meet strategic goals by understanding employee values and maximizing productivity. To demonstrate their strategic value, HR should align their approach with the business strategy, carefully manage human capital, and focus on strategic priorities like talent management. Adopting standardized HR processes and an HR management system allows HR to provide consistent reporting, freeing them to focus on strategic initiatives. Understanding generational differences and adapting tools and strategies accordingly also helps HR better support organizational goals.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
The document discusses 10 HR trends that are changing business, including:
1) The changing role of HR professionals to focus more on strategic contributions and measurable impacts rather than administrative tasks.
2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
3) The increasing outsourcing of HR functions to reduce costs and allow HR to focus on strategic priorities rather than transactional work.
The document discusses the skills needed for project managers to thrive in disruptive times of technological change. It finds that the top six digital skills identified by HR professionals at innovative organizations are: data science, an innovative mindset, security and privacy knowledge, legal/regulatory compliance knowledge, ability to make data-driven decisions, and collaborative leadership. While these skills were ranked highly, the document notes that customer focus and change management skills could also be important for digital transformation. Overall, the document examines how organizations can best develop their project talent to manage disruptive technologies through skills training, tools/approaches, and culture.
The document outlines a new High-Impact HR Operating Model that aims to position HR to play a more strategic role in driving business performance. The model moves HR away from just service delivery and toward advising business leaders, driving culture and talent strategies. It emphasizes coordination within HR and between HR and the business. Key components of the model include business HR resources embedded in business units, communities of expertise providing guidance, and operational services handling transactions. The roles and interactions between these components are designed to make HR more nimble and connected to business priorities and the external environment. Implementing this new model requires changes to HR roles, competencies, technology, and mindsets within both HR and the business.
(1) The document summarizes a study that evaluated the effectiveness of David Ulrich's three-legged HR service delivery model in 21 large international organizations in the UAE.
(2) The study found that while the model is generally effective, it has some limitations including the limited strategic capabilities of HR business partners, incorrect use of metrics, and lack of line management participation.
(3) To address these issues, the study recommends improving HRBP recruitment, using balanced scorecards and key performance indicators to monitor performance, increasing line management involvement, and adjusting the model based on each organization's unique needs.
The role of HR is evolving from administrative tasks to strategic business partner. As organizations face constant change, HR must reduce gaps between management and employees. HR should be involved in all aspects of business planning by analyzing future skill needs, developing internal talent, and attracting external hires. Retention strategies like competitive pay and development opportunities are important. For HR to effectively partner with business strategy, it is crucial to understand company goals, leverage data, adopt new technologies, ensure alignment between strategy and actions, and consider HR interventions' impact on corporate goals like R&D. Viewing employees as human capital that enhances competitive advantage allows HR to provide intangible benefits such as increased market share and customer satisfaction.
The document summarizes a presentation given by Wayne Brockbank on the HR Competency Study conducted by Dave Ulrich and Wayne Brockbank at the University of Michigan Business School since 1988. The study identifies major competencies needed for HR professionals and tracks trends in the field. It is sponsored by the Ross School of Business and The RBL Group. The presentation outlines six competencies for HR professionals that were redefined in 2012: strategic positioner, capability builder, HR innovator and integrator, change champion, technology proponent, and credible activist. It provides details on each competency and data on their impact on perceptions of HR effectiveness and business success.
The document discusses how tremendous forces are reshaping the future of work and the HR function. Changing employee expectations, new technologies, increased globalization, and the need for agility are transforming how people work and the relationship with work. This will require a different type of HR organization to support the new world of work. Accenture conducted research on the future of HR to identify trends reshaping HR and how it can adapt to create value for businesses. Key trends include digital disruption of HR, managing a global and flexible talent landscape, tapping skills anywhere at any time, customizing to each employee, leveraging extended workforces, and using data science to improve performance. HR will need to change its mission, responsibilities, skills, roles
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
The document summarizes a roundtable discussion about raising the profile of in-house recruitment. Some of the key topics discussed include:
- Whether recruitment should report to HR or another department like marketing
- Getting talent attraction and recruitment prioritized at the board level
- The need for recruitment leaders to have influence within the organization
- Defining metrics and measuring the effectiveness and value of recruitment
The roundtable participants represented various sized companies and had differing views, but agreed more can be done to promote the value of in-house recruitment both internally and externally.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
This document is a declaration of in-line experience from Surinder Singh, containing their candidate ID and signature. It lists their fields of experience as chemicals, steel/metal fabrication, logistics, HR and allied functions, and information technology. It then chronologically lists their employers from Employer 1 to Employer 3, with details of start date, end date, designation held, and responsibilities for each role.
The document summarizes key changes being introduced through three new labour codes covering organized, unorganized, and self-employed workers. Some of the major changes include expanding the definition of worker, introducing fixed term contracts, increasing the threshold for requiring government approval of layoffs/closures, strengthening social security benefits for gig and platform workers, and consolidating various labour laws into three simplified codes to improve ease of compliance. The codes are aimed at improving the labour market flexibility while enhancing social security coverage for all workers.
An exit interview was conducted with an employee who was leaving Sanctus Global Formulations Limited. The interview covered reasons for leaving, likes and dislikes about the company, training received, relationship with boss and superiors, suggestions for improvements, job satisfaction, performance reviews, strengths and weaknesses of the company, motivators, the HR department, exposure gained, and unused skills. The employee provided feedback on their experience working at the company to help identify areas for improvement.
This document discusses how to create SMART goals, which are goals that are Specific, Measurable, Attainable, Realistic, and Timely. It provides guidance on how to set specific goals by answering the six W questions of who, what, where, when, which, and why. It also explains how to make goals measurable by establishing concrete criteria and asking questions like how much and how many. Additionally, it covers making goals attainable by figuring out how to achieve them, making goals realistic by setting objectives you are willing and able to work towards, and making goals timely by anchoring them to specific timeframes. Tangible goals that can be experienced with the senses are also more likely to be specific and measurable
This document discusses the concept of team building and effective teamwork. It defines a team as a group of like-minded professionals working together to achieve organizational goals. Key aspects of effective teams include having a leader to guide the group, understanding and coordination among members, and developing traits like trust, reliance, and a willingness to achieve together. The document outlines steps for developing a team, which includes sharing the vision, identifying a leader, delegating roles, and periodic monitoring to ensure the team remains cooperative, coordinated, consistent and conscious in working to redefine their pathway to results.
This document discusses soft skills and presentation skills. It begins by defining soft skills as character skills acquired through upbringing and societal expectations. Some key soft skills employers want include communication skills, computer skills, a strong work ethic, honesty, punctuality, flexibility, problem solving skills, interpersonal skills, teamwork skills, initiative, loyalty, and personal appearance. The document then provides suggestions for improving presentation skills, such as asking experts for feedback, conducting a literature review to find relevant information, and focusing on elements like eye contact, visual quality, slide structure, and avoiding redundancy.
This document discusses motivating employees in the workplace. It outlines several key points:
1) Highly motivated employees are successful employees who focus on achieving goals, representing good value. Managers who motivate employees improve job satisfaction, performance, and organizational success.
2) There are simple ways to motivate employees like asking, telling, giving incentives, and showing them. However, myths exist like reducing work time or high wages automatically motivating employees.
3) Herzberg's two-factor theory explains that motivator factors like interesting work and responsibility impact satisfaction, while hygiene factors like pay and security impact dissatisfaction if not present. Both are important for high performance.
4) Managers should treat
Training and development are both aimed at improving employee skills but differ in focus and duration. Training focuses on improving current job skills in the short term, while development prepares employees for future roles in the long term through broader skills and knowledge. Tata Consultancy Services provides extensive training and development programs to its over 290,000 employees globally. Programs are aimed at new recruits as well as experienced professionals and include e-learning modules, leadership training, and self-learning tools. TCS also supports training and skills development in the community through corporate social responsibility initiatives.
Sanctus Global Formulations Limited provides a document outlining plans to overcome weaknesses in 2023, including prioritizing learning and development, advocating for employees, ensuring strategic foundations and financial mindfulness, improving recruitment effectiveness, and ensuring employee upskilling. The document also outlines 2023 targets, which are to improve the employee experience, relationships between employees and managers, address talent shortages, increase employee visibility, support employee development and engagement, and combat "quiet quitting."
This document outlines the steps for conducting a skill gap analysis within an agency. It discusses identifying the agency's mission, goals, processes and critical skills needed. A critical skill is one that if absent prevents tasks from being completed satisfactorily. The analysis involves developing job profiles, conducting an inventory of current employee skills, and identifying competency levels. The skills data is compiled into a searchable database allowing identification of qualified staff and training needs to address gaps where skills are lacking. The database cross references employee skills with critical skills needed for roles now and in the future.
The document summarizes various rules from the Central Civil Services (Conduct) Rules 1964. Some key points include:
- The CCS Conduct Rules came into force in 1964 and apply to every person appointed to a civil service or civilian in defense service.
- The rules define terms like "government" (referring to central government) and "members of family."
- The rules outline standards of conduct for government servants including maintaining absolute integrity, devotion to duty, and not acting in an unbecoming manner.
- Specific sections address observance of government policies, prohibition of sexual harassment, promptness and courtesy in official dealings, and prohibitions against unauthorized communication of information.
- Other sections
This document provides an overview of advanced features in Microsoft Outlook, including the calendar, tasks, journal, and notes. It discusses how to create appointments, recurring events, meetings, and tasks. It also reviews how to view calendars and tasks in different views and sort appointments. The document demonstrates how to use the journal to record manual entries and how to create, view, and modify notes. The goal is to build on existing Outlook skills and knowledge.
Surinder Singh has over 10 years of experience in human resources. He holds a B.A. from HP University Shimla in 2008 and a Post Graduate Diploma in Business Administration (MBA) HR from Institute of Management Studies Shimla in 2010. He is currently employed as HR Manager at Crescent Therapeutics Limited since 2010. His responsibilities include manpower planning, recruitment and selection, performance appraisal, wages and salary administration, industrial relations, statutory compliance, and administration.
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