In this fast-paced, competitive economic environment, your organization needs to put people at the heart of your drive to have a cutting edge. And you can’t afford to have anything less than a strategic and integrated approach to HR.
The document discusses the importance of effective job analysis for human resource planning and management. It explains that HR planning must be linked to organizational strategy to identify the necessary skills, knowledge, and abilities for roles. A key part of this process is job analysis, which systematically explores job activities, requirements, and conditions. Insights from job analysis inform job descriptions and help ensure an organization has the right people in the right roles to achieve its goals.
Internal equity refers to the fairness of pay within an organization. It can be established through job evaluation, which determines a job's worth, or competency analysis, which evaluates an individual's skills. Job evaluation methods include ranking, classification, and point factor analysis. Competency analysis focuses on skill blocks rather than rigid jobs. Alternatively, organizations can price jobs based on external market values.
This document provides an introduction to job evaluation. It defines key terms related to job evaluation like position, job, job analysis, job description, job specification, evaluation, and job evaluation. It explains that job evaluation is the process of establishing the relative worth of jobs within an organization in order to design an equitable compensation structure. The objectives of job evaluation are to ensure equitable pay for jobs based on their relative worth, eliminate wage inequalities, and provide a basis for compensation and career planning. Principles of job evaluation must also be considered to conduct the process properly.
The document discusses a study conducted to define the competencies required for human resource (HR) professionals to meet increasing expectations in business. Key findings from surveying over 10,000 HR professionals and associates globally include:
1. HR professionals must demonstrate competencies in both people-focused and business-focused domains to effectively support changing business needs.
2. The impact of HR professionals' competencies on business performance has increased to an estimated 20% of managerial impact.
3. For HR to have full impact, departments need to focus equally on employees, customers, investors, and communities.
4. When aligned with business strategy and organization, the HR department has a 25% greater impact on performance than
This PowerPoint presentation provides an overview of key concepts in human resource management. It defines HRM as policies and practices related to recruiting, screening, training, rewarding and appraising employees. The presentation outlines the responsibilities of line managers in HRM. It also discusses high-performance work systems, measuring HR's contribution, certifications for HR professionals, and the scope of HRM. The overall presentation serves as an introduction to fundamental aspects of human resource management.
The document provides an overview of human resource management (HRM). It defines HRM as the process of managing employee recruitment, training, performance evaluation, and compensation. It discusses the roles and responsibilities of line managers and HR managers in personnel management. Key trends influencing HRM are also summarized, including globalization, new technologies, changes in the nature of work, and shifting demographics. The document outlines learning objectives and introduces concepts to be covered in subsequent chapters.
Performance appraisal is a review of an employee's job performance to identify strengths and weaknesses. It should be conducted periodically to provide feedback to employees and determine training, compensation, and promotion decisions. The success of performance appraisals depends on supervisors completing objective reviews and employees being willing to improve. While traditional methods like checklists and rankings are common, modern approaches like 360-degree feedback and management by objectives are increasingly used. An effective process involves setting standards, measuring performance against them, discussing results, and taking corrective actions. However, performance appraisals also have limitations like bias that must be addressed.
The document discusses the importance of effective job analysis for human resource planning and management. It explains that HR planning must be linked to organizational strategy to identify the necessary skills, knowledge, and abilities for roles. A key part of this process is job analysis, which systematically explores job activities, requirements, and conditions. Insights from job analysis inform job descriptions and help ensure an organization has the right people in the right roles to achieve its goals.
Internal equity refers to the fairness of pay within an organization. It can be established through job evaluation, which determines a job's worth, or competency analysis, which evaluates an individual's skills. Job evaluation methods include ranking, classification, and point factor analysis. Competency analysis focuses on skill blocks rather than rigid jobs. Alternatively, organizations can price jobs based on external market values.
This document provides an introduction to job evaluation. It defines key terms related to job evaluation like position, job, job analysis, job description, job specification, evaluation, and job evaluation. It explains that job evaluation is the process of establishing the relative worth of jobs within an organization in order to design an equitable compensation structure. The objectives of job evaluation are to ensure equitable pay for jobs based on their relative worth, eliminate wage inequalities, and provide a basis for compensation and career planning. Principles of job evaluation must also be considered to conduct the process properly.
The document discusses a study conducted to define the competencies required for human resource (HR) professionals to meet increasing expectations in business. Key findings from surveying over 10,000 HR professionals and associates globally include:
1. HR professionals must demonstrate competencies in both people-focused and business-focused domains to effectively support changing business needs.
2. The impact of HR professionals' competencies on business performance has increased to an estimated 20% of managerial impact.
3. For HR to have full impact, departments need to focus equally on employees, customers, investors, and communities.
4. When aligned with business strategy and organization, the HR department has a 25% greater impact on performance than
This PowerPoint presentation provides an overview of key concepts in human resource management. It defines HRM as policies and practices related to recruiting, screening, training, rewarding and appraising employees. The presentation outlines the responsibilities of line managers in HRM. It also discusses high-performance work systems, measuring HR's contribution, certifications for HR professionals, and the scope of HRM. The overall presentation serves as an introduction to fundamental aspects of human resource management.
The document provides an overview of human resource management (HRM). It defines HRM as the process of managing employee recruitment, training, performance evaluation, and compensation. It discusses the roles and responsibilities of line managers and HR managers in personnel management. Key trends influencing HRM are also summarized, including globalization, new technologies, changes in the nature of work, and shifting demographics. The document outlines learning objectives and introduces concepts to be covered in subsequent chapters.
Performance appraisal is a review of an employee's job performance to identify strengths and weaknesses. It should be conducted periodically to provide feedback to employees and determine training, compensation, and promotion decisions. The success of performance appraisals depends on supervisors completing objective reviews and employees being willing to improve. While traditional methods like checklists and rankings are common, modern approaches like 360-degree feedback and management by objectives are increasingly used. An effective process involves setting standards, measuring performance against them, discussing results, and taking corrective actions. However, performance appraisals also have limitations like bias that must be addressed.
How the HR function can add value as Strategic Business PartnerDr Samuel Tengey
The document discusses the role of the HR function and how it can add strategic value. It notes that the HR function is under pressure to prove its relevance. To address this, the HR function should align its systems and practices with organizational strategy so employees are committed and goals are achieved. However, many HR functions are criticized for being inefficient and not understanding business realities. The document argues that for HR to add value, it needs to operate as a strategic business partner by developing people strategies to support organizational objectives and evaluating whether training and development initiatives are achieving their goals. Acting in this role of strategic partner can help HR gain recognition and justify its place within the organization.
The document discusses competency-based management and its components. It defines competency as any knowledge, skill, personality characteristic or behavior that distinguishes superior performers. Competency-based management identifies an organization's distinctive competencies through analysis of top performers. It then designs training to teach these competencies. The document provides examples of competency training programs and discusses how competency-based management can benefit employees and organizations.
This chapter introduces human resource management (HRM) and its key concepts. HRM involves recruiting, training, rewarding and evaluating employees. Line managers are responsible for directing work and achieving goals, while staff managers assist and advise them. An effective HRM system links pay to performance, provides training, and creates a safe work environment. Measuring HRM's impact through metrics like an HR Scorecard is important for demonstrating how HRM activities contribute to business outcomes. Certification through programs like the SHRM helps ensure HR managers have the necessary proficiencies.
The document discusses the difference between a job and a career. It provides a framework called the "Back-2-Work Approach" to help individuals transition from job to career by understanding and marketing their value. The approach includes creating a value statement, assessing skills, and using resources to invest in one's career through continued education and experience.
The document discusses the strategic role of human resource management. It outlines the basic functions of HR managers including planning, staffing, leading, and controlling personnel. HR managers must demonstrate how their plans will help the organization achieve its strategic goals and measure their impact using metrics. Both line and staff managers have responsibilities relating to human resources. The role of HR is evolving to focus more on strategic alignment, metrics, technology, and legal compliance.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
The document discusses the Talent Acquisition Group at HCL Technologies. It outlines objectives to improve quality of hire, implement an innovative acquisition method, and increase profitability through a new TAG structure and metrics. The new structure provided visibility into available talent across skills, experience, and locations. Key performance metrics like iTAP and POFU gamification were introduced to better assess performance and minimize offer renege rates to improve resource utilization. The quality of hire was also an important focus, and was measured through tools like Hirevue and a MAD LTD campaign.
This document discusses equity in compensation. It begins by defining compensation models and equity, including definitions of equity theory and types of equity compensation. It then discusses organizational justice, including the three types: distributive, procedural, and interactional justice. It provides an overview of where Malaysia stands globally in terms of equity compensation by examining its Gini coefficient and per capita income. Finally, it discusses the cause-and-effect relationship between equity in compensation and factors like motivation, turnover, satisfaction, and performance.
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
The document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides details on the procedures, advantages, and disadvantages of each method. The point method is described as the most structured approach where jobs are evaluated based on compensable factors and assigned point values. The document provides an example of applying the point method to evaluate the positions of Engineering Manager and Assistant Engineer.
Job evaluation is a systematic way to determine the relative worth of jobs within an organization. It aims to establish a rational pay structure by comparing jobs based on factors like skill, effort, and responsibility required. The main methods of job evaluation are ranking, classification, factor comparison, and point method. Ranking simply arranges jobs in order of value, while classification groups similar jobs into predefined grades. Factor comparison and point method assign scores to jobs based on how they rate on important compensable factors. While objective, job evaluation still involves some subjectivity and may require periodic review.
The document provides an overview of the business process outsourcing (BPO) industry in India and HCL, a leading global technology company. It discusses key aspects of the BPO industry such as common outsourced services, challenges faced, and top companies. It also profiles HCL, outlining its vision, services, partnerships, and focus on quality in BPO service delivery.
The document discusses compensation management and various compensation systems. It defines compensation and its key elements, including job evaluation methods, pay structures, and incentive schemes. It outlines the objectives and components of an effective compensation system, and how such systems are used, developed, and administered.
The document describes a job posting for an HR Manager position in a paint manufacturing company. The HR Manager will be responsible for leading the company's human resources department and driving various strategic HR initiatives. Key responsibilities will include developing HR policies and procedures, managing recruitment and performance evaluation processes, and spearheading organizational change efforts. The ideal candidate will have a master's degree in human resources or a related field and at least 5 years of relevant work experience in an HR management role.
This document provides an overview of human resource management (HRM). It discusses key concepts like the definition of HRM, its objectives and functions. Some key points discussed include:
- HRM involves planning, organizing, directing and controlling activities related to procuring, developing and maintaining a competent workforce.
- Major functions of HRM include managerial functions like planning and organizing as well as operative functions like recruitment, development and compensation.
- Objectives of HRM are to help the organization achieve its goals by ensuring effective utilization of human resources and maintaining high employee morale and satisfaction.
This document provides an overview of key concepts in human resource management. It defines HRM as the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health, safety, and fairness concerns. The summary outlines the responsibilities of both line managers and HR managers in personnel management. It also discusses important trends influencing HRM, such as globalization, technological changes, workforce demographics, and the need for evidence-based strategic HRM practices. The document concludes by presenting the basic themes that will be covered in the book.
Fashion Planet was established in 1995 by Ms. Humaira Haq as a ladies dress boutique. It has grown to 50 employees. Ms. Haq is highly involved with her employees and promotes a supportive work environment. However, recent innovative designs failed, leaving the company in financial difficulty. Ms. Haq called a meeting where she said salaries may be cut 30% or operations may end. Employees, seeing her as a mentor, agreed to cuts. Ms. Haq is bringing in two friends with fashion experience to invest and help formalize structures and plans to stabilize the business.
The document summarizes a panel discussion on using social media effectively. It introduces the panelists and moderator and provides an agenda for the event. It then gives brief biographies of each panelist. The bulk of the document discusses key topics around social media landscape, tools for building your brand like LinkedIn, Twitter, blogs and YouTube. It shares real stories and benefits of using social media and concludes with parting advice and additional resources.
This document summarizes a presentation about analyzing the film and TV sector in North East England using social network analysis. It discusses how the region's creative industries have historically been isolated but are now moving beyond regional boundaries through production networks. Social network analysis of crew lists and companies involved in productions linked to the region helps identify key nodes and divisions between film and TV, as well as declining local impacts from "caravan" productions that travel between locations. Competing narratives are that the industry is both connected internationally but declining locally.
How the HR function can add value as Strategic Business PartnerDr Samuel Tengey
The document discusses the role of the HR function and how it can add strategic value. It notes that the HR function is under pressure to prove its relevance. To address this, the HR function should align its systems and practices with organizational strategy so employees are committed and goals are achieved. However, many HR functions are criticized for being inefficient and not understanding business realities. The document argues that for HR to add value, it needs to operate as a strategic business partner by developing people strategies to support organizational objectives and evaluating whether training and development initiatives are achieving their goals. Acting in this role of strategic partner can help HR gain recognition and justify its place within the organization.
The document discusses competency-based management and its components. It defines competency as any knowledge, skill, personality characteristic or behavior that distinguishes superior performers. Competency-based management identifies an organization's distinctive competencies through analysis of top performers. It then designs training to teach these competencies. The document provides examples of competency training programs and discusses how competency-based management can benefit employees and organizations.
This chapter introduces human resource management (HRM) and its key concepts. HRM involves recruiting, training, rewarding and evaluating employees. Line managers are responsible for directing work and achieving goals, while staff managers assist and advise them. An effective HRM system links pay to performance, provides training, and creates a safe work environment. Measuring HRM's impact through metrics like an HR Scorecard is important for demonstrating how HRM activities contribute to business outcomes. Certification through programs like the SHRM helps ensure HR managers have the necessary proficiencies.
The document discusses the difference between a job and a career. It provides a framework called the "Back-2-Work Approach" to help individuals transition from job to career by understanding and marketing their value. The approach includes creating a value statement, assessing skills, and using resources to invest in one's career through continued education and experience.
The document discusses the strategic role of human resource management. It outlines the basic functions of HR managers including planning, staffing, leading, and controlling personnel. HR managers must demonstrate how their plans will help the organization achieve its strategic goals and measure their impact using metrics. Both line and staff managers have responsibilities relating to human resources. The role of HR is evolving to focus more on strategic alignment, metrics, technology, and legal compliance.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
The document discusses the Talent Acquisition Group at HCL Technologies. It outlines objectives to improve quality of hire, implement an innovative acquisition method, and increase profitability through a new TAG structure and metrics. The new structure provided visibility into available talent across skills, experience, and locations. Key performance metrics like iTAP and POFU gamification were introduced to better assess performance and minimize offer renege rates to improve resource utilization. The quality of hire was also an important focus, and was measured through tools like Hirevue and a MAD LTD campaign.
This document discusses equity in compensation. It begins by defining compensation models and equity, including definitions of equity theory and types of equity compensation. It then discusses organizational justice, including the three types: distributive, procedural, and interactional justice. It provides an overview of where Malaysia stands globally in terms of equity compensation by examining its Gini coefficient and per capita income. Finally, it discusses the cause-and-effect relationship between equity in compensation and factors like motivation, turnover, satisfaction, and performance.
1. The document discusses the process of selecting human resources, including receiving applications, interviewing, testing, background checks, and placing applicants in jobs.
2. It outlines the typical division of responsibilities in HR for selection and describes legal concerns around equal employment and ensuring selection practices are job-related.
3. The key aspects of selection covered include determining criteria and predictors of job performance, combining multiple predictors, and the overall selection process flow.
The document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides details on the procedures, advantages, and disadvantages of each method. The point method is described as the most structured approach where jobs are evaluated based on compensable factors and assigned point values. The document provides an example of applying the point method to evaluate the positions of Engineering Manager and Assistant Engineer.
Job evaluation is a systematic way to determine the relative worth of jobs within an organization. It aims to establish a rational pay structure by comparing jobs based on factors like skill, effort, and responsibility required. The main methods of job evaluation are ranking, classification, factor comparison, and point method. Ranking simply arranges jobs in order of value, while classification groups similar jobs into predefined grades. Factor comparison and point method assign scores to jobs based on how they rate on important compensable factors. While objective, job evaluation still involves some subjectivity and may require periodic review.
The document provides an overview of the business process outsourcing (BPO) industry in India and HCL, a leading global technology company. It discusses key aspects of the BPO industry such as common outsourced services, challenges faced, and top companies. It also profiles HCL, outlining its vision, services, partnerships, and focus on quality in BPO service delivery.
The document discusses compensation management and various compensation systems. It defines compensation and its key elements, including job evaluation methods, pay structures, and incentive schemes. It outlines the objectives and components of an effective compensation system, and how such systems are used, developed, and administered.
The document describes a job posting for an HR Manager position in a paint manufacturing company. The HR Manager will be responsible for leading the company's human resources department and driving various strategic HR initiatives. Key responsibilities will include developing HR policies and procedures, managing recruitment and performance evaluation processes, and spearheading organizational change efforts. The ideal candidate will have a master's degree in human resources or a related field and at least 5 years of relevant work experience in an HR management role.
This document provides an overview of human resource management (HRM). It discusses key concepts like the definition of HRM, its objectives and functions. Some key points discussed include:
- HRM involves planning, organizing, directing and controlling activities related to procuring, developing and maintaining a competent workforce.
- Major functions of HRM include managerial functions like planning and organizing as well as operative functions like recruitment, development and compensation.
- Objectives of HRM are to help the organization achieve its goals by ensuring effective utilization of human resources and maintaining high employee morale and satisfaction.
This document provides an overview of key concepts in human resource management. It defines HRM as the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health, safety, and fairness concerns. The summary outlines the responsibilities of both line managers and HR managers in personnel management. It also discusses important trends influencing HRM, such as globalization, technological changes, workforce demographics, and the need for evidence-based strategic HRM practices. The document concludes by presenting the basic themes that will be covered in the book.
Fashion Planet was established in 1995 by Ms. Humaira Haq as a ladies dress boutique. It has grown to 50 employees. Ms. Haq is highly involved with her employees and promotes a supportive work environment. However, recent innovative designs failed, leaving the company in financial difficulty. Ms. Haq called a meeting where she said salaries may be cut 30% or operations may end. Employees, seeing her as a mentor, agreed to cuts. Ms. Haq is bringing in two friends with fashion experience to invest and help formalize structures and plans to stabilize the business.
The document summarizes a panel discussion on using social media effectively. It introduces the panelists and moderator and provides an agenda for the event. It then gives brief biographies of each panelist. The bulk of the document discusses key topics around social media landscape, tools for building your brand like LinkedIn, Twitter, blogs and YouTube. It shares real stories and benefits of using social media and concludes with parting advice and additional resources.
This document summarizes a presentation about analyzing the film and TV sector in North East England using social network analysis. It discusses how the region's creative industries have historically been isolated but are now moving beyond regional boundaries through production networks. Social network analysis of crew lists and companies involved in productions linked to the region helps identify key nodes and divisions between film and TV, as well as declining local impacts from "caravan" productions that travel between locations. Competing narratives are that the industry is both connected internationally but declining locally.
This document discusses managing change effectively. It begins with an icebreaker exercise for participants to find commonalities in small groups. It then discusses how change is inevitable and quotes about having faith that change can lead to better opportunities. The learning outcomes are to understand and move with change, clarify life goals, conquer resistance to change, and improve quality of life. Key attitudes for managing change are listed, and a story called "Who Moved My Cheese?" is referenced to depict handling change. Ways to effectively manage change discussed are to anticipate change, monitor for changes, adapt to changes quickly, and reflect on changes. Participants are prompted to reflect on if they are afraid of change and envision their new opportunities.
The document discusses various marketing strategies for independent actuaries. It provides an agenda that lists conferences, social media, websites, articles, books and other strategies. It then goes into further detail on developing a marketing strategy, including defining goals and target customers, differentiators, branding, lead generation, and integrating multiple strategies together. Website development and content are a major focus, with recommendations around content management systems, analytics, and search engine optimization. Social media, networking at conferences, and writing articles are also recommended forms of marketing.
Engineering Job Analysis, Description & Specification IHenry John Nueva
This document provides an introduction to engineering job analysis. It discusses the importance of understanding job requirements and duties for functions like recruitment, performance reviews, and legal defense. The document then defines job analysis as the process of studying jobs to gather information about responsibilities, requirements, and work conditions. It discusses how job analysis is used for organizational planning, recruitment and selection, training and development, wage and salary administration, performance appraisal, and health and safety. The document provides models of historical job analysis and details the primary uses of job analysis in organizations.
Mr. Bhatti should have middle managers collect data through observation and interviews. Job descriptions should define key duties while allowing flexibility. Descriptions for four operational areas were designed at different hierarchical levels with analysis, descriptions, and specifications. Mr. Bhatti's decision to define responsibilities and duties was good and will clarify expectations and improve results. As Mr. Bhatti, the assistant would define core competencies and implement training to develop prospective employees.
This document provides an overview of human resource management and job satisfaction. It discusses key topics such as the definition of human resource management, the importance of job satisfaction, theories of job satisfaction including content, process and situational theories, factors associated with job satisfaction like work esteem and supervision, approaches to measure job satisfaction, and models of job satisfaction. It also describes the purpose and advantages of job descriptions for recruitment, selection, and performance evaluation. General and specific job descriptions are compared in terms of the level of detail they provide and their advantages and disadvantages.
Vexelle Manufacturing opened a new plant and needed to hire 15 maintenance workers. The HR manager, production manager, and maintenance manager all had different criteria for what qualified candidates should possess, resulting in very few job offers being made despite many applications. The chapter discusses how traditional job descriptions focusing on specific tasks are no longer effective, and introduces the idea of competency-based job descriptions that define the knowledge, skills, abilities, and other attributes needed for a role. A competency-based approach provides more flexibility and a broader definition of the work.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. In "What Is Appraisal?", you'll get a full understanding of the meaning and value of staff appraisal and performance management.
The job description outlines the responsibilities of a Senior Logistics Management Specialist position which includes providing technical expertise in planning, coordinating, and integrating total integrated logistics support efforts for aircraft maintenance material readiness list programs. Key responsibilities involve managing configuration control, operations, and maintenance of various logistics information systems. Qualified candidates should have extensive project management experience, knowledge of the system development life cycle, and technical capabilities including expertise in cloud architecture, Microsoft technologies, and cloud computing platforms.
Human Resource ManagementHRM Definitions• ‘HRM invol.docxwellesleyterresa
Human Resource Management
HRM Definitions
• ‘HRM involves the productive use of people in achieving the organization’s strategic objectives and the satisfaction of individual employee needs’ (Stone 2014, p. 4).
• ‘HRM is a strategic approach to managing employee relations which emphasizes that leveraging people’s capabilities and commitment is critical to achieving sustainable competitive advantage or superior public services. This is accomplished through a distinctive set of integrated employment policies, programs and practices, embedded in an organizational and societal context’ (Bratton & Gold 2012, p. 7).
•HRM ‘refers to the policies, practices and systems that influence employees’ behavior, attitudes and performance. Many companies refer to HRM as ‘people management’. To achieve effective outcomes in terms of individual and ultimately organizational performance, these practices need to be linked with the organizational goals, or organizational strategy’ (Kramar et al 2014, p. 6).
•Human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques (Storey 2007, p. 7).
• ‘Our conception of HRM covers the policies and practices used to organise work and to employ people. In other words, HRM encompasses the management of work and the management of people to do the work’ (Boxall & Purcell 2008, p. 3).
•Work policies/practices: way the work is organised (e.g. low-discretion jobs where supervisors exercise a high degree of control).
•Employment policies/practices: manner in which firms hire and manage people, including:
•management activities in recruiting, selecting, deploying, motivating, appraising, training, developing and retaining employees
•processes for informing, consulting and negotiating with individuals/groups
•disciplinary activities, contract termination and workforce downsizing.
Critical Issue 1: Globalization
Following the recent Global Financial Crisis and associated financial problems in the EU, what might HR professionals do, both strategically and operationally, to ensure that their organizations’ HRM systems and practices are fully transparent and accountable?
Critical Issue 2: The psychological contract
What do you think has changed in Gen X and Gen Y employees’ psychological expectations of their employers, and vice versa? What do HR professionals need to do to address these new expectations?
Critical Issue 5: HR ethics
Choose a current ethical issue in organisations (for example, bribery, corruption, discrimination or harassment) and discuss its implications for HRM policies and practices.
Critical Issue 1: Terminology
What are the key terms used in the modern organisation, and what signals do they send about the intended nature of the employment relationship?
Critical Issue 2: Responsibilities
To what degree are ...
The document discusses job analysis, talent management, and related topics. It defines job analysis as determining the duties and skill requirements of a job and the type of person suited for it. Talent management aims to hire, develop, and retain top employees to help achieve business goals. The document also describes methods of collecting job analysis data like questionnaires, interviews, and observation. It explains how to write job descriptions and specifications and the steps involved in conducting a job analysis.
This ppt is the logical explanation of how job design and analysis helps the HR department to find or choose a perfect and efficient candidate for the organization. And a brief idea about the recruitment process and how it works.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
This document summarizes a client success story where Right Management helped a large Australian financial institution implement a career development initiative for employees. The financial institution was working towards its 2017 workforce plan, which would change the working environment for one of its divisions.
Right Management created and implemented a career development program to help employees adapt to this change. The program aimed to build coaching capabilities in people leaders and equip employees with skills to make their own career decisions. It also sought to align employee development with future corporate needs while developing career agility. The initiative included creating an online career portal and conducting career conversations between managers and employees.
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 ...
The document discusses and compares reactive and proactive approaches to human resource management (HRM). It outlines the advantages and disadvantages of both reactive and proactive strategies. It also lists and discusses different approaches to HRM including the strategic, human resource, management, system, and proactive approaches. Additionally, it discusses job analysis and its key components of job description, job specification, and job standards.
This document discusses HR transformation from a traditional personnel function to a strategic partner. It provides definitions of HRM and the traditional personnel function. The desired outcomes of HR transformation are to develop top capabilities like talent management, speed, accountability and strategic unity. The document outlines the core HRM functions like planning, recruitment, training and development, performance management and the HR organization. It includes a reflection on the importance of people in organizations and an HR transformation plan.
Subject Strategic Human Resource Management Job Analysis Name .docxpicklesvalery
Subject: Strategic Human Resource Management Job Analysis
Name: Matt Ilczuk
Title: CEO
Time in office: 10-8
Level of Education: MBA
Organization: Entertainment Company
Name: Entertainment Lab
Size: Medium
Role of the organization: Represent unique talent and bring to life exceptional projects
Mission Statement: Find the most unique actors and writers and provide opportunity to bring their ideas and dreams to life.
Job Description:
Interview Questions:
1. What does it take to make it big in HR? What skills and expertise do you need?
The number one thing is to understand the mission statement of the organization and attract people that have the same values share similar vision. We welcome diversity in our workplace, everyone is expected to bring his or her point of view and everyone is valued. In return, we demand respect and best possible performance from all our employee
0. How HR can add more value to an organization?
As a co-founder of the company, I am also responsible for interviewing people and other tasks associated with HR. I would not want anybody else to do this job because I feel like I have developed good sense of what type of people we need.
0. How HR drives organizational performance?
By setting the right mindset and atmosphere into our workplace.
0. What are your top 7 core competencies that your company embodies in maintaining high-performing HR professionalism towards work-force?
Caring about our clients as well as employees.
0. Can you tell us a difficult ER ( do you mean HR here?) issue that you have experienced recently and what was the outcome?
The biggest issue we had to face was how to set the standards for our HR practises. We had collectively agreed upon the fact that we put enough emphasis on development of our employees hoping that it will help the growth for our company.
Questions for HR
1. What is the company culture like? We represent artists and try to give them the opportunity to fulfill their potential by sending them to castings and deliver their work to well established directors. We also produce unique movies that we believe should be given a great exposure. We believe in our employees and they are given a great amount of responsibility. They are involved in key decision making such as script coverage, what talents we represent and what project we work on.
2. How do you go about finding employees? What resources do you use? The most effective ways of finding employees was through employee referral. The most valued employees are usually the ones who believe in what we do and are fully committed into our mission statement.
3. Can you tell me more about your HR policies? We value every single that enters our workplace. Everyone is treated with respect and we expect respect in return. Every employee is encouraged practise his or her critical thinking on every aspect Entrainment Lab is working on.
4. What is something that the strategic HRM is struggling with in the
Organization? I think we sh ...
STRATEGIC JOB ANALYSIS AND COMPETENCY MODELINGDr. Hazedaniatrappit
STRATEGIC JOB ANALYSIS
AND COMPETENCY
MODELING
Dr. Hazel-Anne M. Johnson-Marcus
HRM-SMLR Rutgers University
Learning Objectives
1. Explain why doing a job analysis can be strategic.
2. Define job design and job redesign.
3. Describe workflow analysis
4. Define job description and person specification, and describe how
they are used.
5. Describe the advantages and disadvantages of different job
analysis methods.
6. Describe how to plan a job analysis.
7. Describe how to conduct a job analysis
8. Describe competency modeling and job rewards analysis
9. Describe how job descriptions can be used to enhance
employees’ ethical behavior
10. Describe how job analysis results can be improved through data
analytics
11. Describe how O*NET can help in a job analysis effort
Job Analysis
Job analysis: a systematic process of identifying and
describing the important aspects of a job and the
characteristics workers need to perform the job well.
Value creators: directly generate revenue, lower operating
costs, and increase capital efficiency (e.g., leaders of research
and development, marketing, human resources, or finance)
Value enablers: perform indispensable work that enables the
creators (e.g. leaders of support functions such as cybersecurity
or risk management)
Job Design and Redesign
Job design: specifying the content and method of doing
a job, and the relationship between jobs, to meet both
the technological and organizational job requirements
and the social and personal requirements of the worker.
Job redesign: changing the
job to increase work quality
or productivity
Job enrichment
Job enlargement
Job rotation
Workflow Analysis
Workflow Analysis
•Analyzes how work
progresses through the
organization to improve
efficiency by identifying
bottlenecks, redundant tasks,
and inefficient workspaces to
enable better resource use
5 steps
1. Identify what the
organization does
2. Identify how it gets this done
3. Identify why it does all of the
steps and tasks from #2
4. Identify improvement
opportunities
5. Evaluate whether employees
are needed for every task or if
automation might be better
Job Analysis for Staffing
A job analysis that produces a
valid selection system identifies
worker characteristics that:
Distinguish superior from average and
unacceptable workers;
Are not easily learned on the job; and
Exist to at least a moderate extent in
the applicant pool.
Future-oriented job analysis: job analysis technique for
analyzing new jobs or analyzing how jobs will look in the
future.
Legal Requirements
• If disabled applicants can perform the essential
functions of a job with reasonable accommodation, they
must be considered for the position
Essential functions are the fundamental duties or tasks of a
position (defined by the Americans with Disabilities Act)
• Be valid and identify the worker knowledge, skills,
abilities, and other characteristics necessary to ...
Manpower planning is a strategy for acquiring, utilizing, improving, and retaining an enterprise's human resources. It involves forecasting future demand and supply of human resources, reconciling any differences between supply and demand, and monitoring utilization of personnel. Some issues in manpower planning include how it ties to corporate planning, who should be responsible for it, what level of detail and accuracy is required in forecasts, and how long into the future forecasts should attempt to plan. Job design aims to structure jobs in a way that makes them meaningful, allows workers autonomy and feedback, and provides fair rewards. The right people should be matched to the right jobs.
Tim Huggins, the new director of human resources at Sprowl Manufacturing, wanted to implement a job analysis program to better define employee roles and reduce conflicts. However, the initial job analysis questionnaires led to disagreements between supervisors and employees about job duties and working conditions. A machinist threatened violence towards a supervisor due to lies told about the job analysis. Tim was worried the program was escalating tensions and needed to determine if an HR professional without specific job analysis training should lead such an initiative.
1. The document discusses various topics related to human resource management including planning, recruitment, selection, performance, succession, development, and relations.
2. It provides information on forecasting staff requirements, job analysis, position analysis questionnaires, and job design.
3. The document also examines how HR can support the business strategy by understanding the company, customers, competitors, industry trends, and existing HR operating models.
Staffing is a critical human resource function that involves acquiring and deploying an organization's workforce. It can be viewed from three perspectives: strategic planning, human resources, and individual managers. Staffing is a mutual process that forms an employment relationship between an individual and an organization. It is composed of interrelated activities like recruitment, selection, and hiring. Staffing aims to find the best match between a person's qualifications and a job's requirements to achieve desired human resource outcomes for the individual and the organization.
Similar to The Next Generation of HR Solution (20)
14. Work Fit
Why is a Job Description Important?
According to Taylor (2005), a job description is an essential
document for human resources professionals to conduct
the people resourcing activities in a systematic way. Taylor
also observed that ‘best practice’ should be taken into
account in the design of a job description. It includes a job
title, a rate of pay, the reporting line, subordinates, the main
purpose, a list of the main duties and performance
indicators.
1 Taylor Stephen (2005), People Resourcing, 3rd ed., London:: CIPD, pp. 150-151
SLIDE 14
16. Work Fit
A job description is used to fulfil the following functions:
It can also, adversely, be used as part of an employer’s defence in a case of
unfair dismissal where an individual has been refused employment or
promotion and claims that this is on account of direct or indirect discrimination.
The employer can present the job description in court as evidence that the
selection decision was made objectively and the plaintiff was not the most
suitable candidate.
And finally, according to Armstrong (2004), it can be used in Job Evaluation
to identify and weight the factors that are specific to this job in order to define
the job’s size.
2 Armstrong M and H Murlis (2004), Reward Management: A Handbook of Remuneration Strategy and
Practice,
SLIDE 16 London: Kogan Page, pp132-147
29. Facilitator
The session was facilitated by Georges Gracieuse, CHRP
Georges Gracieuse launched his practice, Vital-HR, in 2011, focusing on job evaluation.
The services provided by Vital-HR respond to a felt need by small businesses that have
been severely hit by the economic downturn of the previous years. Many had to downsize
and readjust the workflow and responsibilities of different jobs; others have merged and
face the challenges of integrating different organizational cultures and different pay levels
for the same job performed. Readymade job descriptions or salary surveys cannot respond
to the specific needs of each organization. Vital-HR offers tailor-made business solutions to
develop a robust foundation to build the customer’s success.
Georges’ expertise is built on a foundation of over 10 years of experience in human
resources in multicultural and international environments. With a commitment to
continuous learning, Georges recently completed the Masters of Arts in Human Resources
Management.
Georges is best known for his trustworthiness, reliability, approachability, and exceptional
interpersonal and communication skills
SLIDE 29