human resources management -...

Human Resources Management

Recruitment

Selection

Training

Development

Appraisal

William Meaney MBA BSc. ACMA 1

People and Systems

• Organisational Cultureand Values

• Human Resources management

• Change management

Organisation structure

• Organisation structure

• Strategy v Structure

• Mintzbergs Organisational fit

Resource planning

• Budgeting

• Resource allocation

• Project management

• Balanced Scorecard

• Performance monitoring

William Meaney MBA BSc. ACMA

Strategic Implementation

2

3

Human Resource Management

•Assess the role and nature of HRM and HRD

•Explain how an organisation integrates HRM into its strategic plans

•Compare traditional and modern view of HRM

•Define and explain need for and methods of team and management development

•Analyse internal and external factors that might affect and individual or a teams performance


4

Human Resource Management


5

HRM philosophy

Underlying HRM is a philosophy or set of values

• People are a resource - competitive advantage

source

• People are investment to be protected and nurtured

• Deterioration of attitude and motivation causes

costs to the firm which are avoidable if resource

managed properly.

Distinctive features

• Involves top management

• Line managers responsible for delivery

• Strategic fit - right people in every respect

chosen.

• Culture and values - HRM tries to inculcate

values

• Employee relations - HRM goals and employee

goals the same.

• Reward systems- performance related pay

systemsWilliam Meaney MBA BSc. ACMA

6

HRM Topics

•Nature of HRM

•Traditional V New

•Recruitment

•Selection

•Training

•Development

•Appraisal

•Motivation

•Leadership


7

Overview of Human Resource Planning

Forecast Supply

of Human

Resources

Forecast demand

for Human

Resources

Factors to consider

Age Grade Length of service

Skills and Qualification Location

Plans to match forecasted

supply/ demand deficits/ surpluses

Demographic

planning

HRM

Development

PlanRecruitment

and selection

Plan

Flexibility

Plan

Productivity

plan

Reduction

Downsizing


Role of Human Recourses

Steps in strategic human resource planning.


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Estimating supply and demand

Demand

• New venture details

• New markets targeted

• New products/services

• New technology

• Divestment's

• Organisationalrestructuring i.e... relocation

• Cost reduction plans

Supply

• Current employees

• External labour market surveys

• Expected graduates annually

• Private training facilities

• Internal staff development programmes

• Broad population trends


10

HRM TRADITIONAL Versus NEW

Traditional Personnel management

• Low priority: operational

• Activities unrelated to

one another

• Key role for personnel

specialists.

• Acceptance of multiple unions

• Emphasis on procedures

• Rewards related to the

job

• Control of employees

• Assumes jobs specialised and stable

Human resource

management

• Key organisational activity -Strategic

• Integrated approach related to business goals

• Key role for line managers

• Single union or non-union policies

• Emphasis on commitment

• Rewards performance led

• Concern with employee

dev

• Multi skilling, flexibility and teamwork


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• Recruitment and selection

• training and development

• industrial relations• collective

bargaining• joint consultation• grievance handling• job evaluation

• welfare • sick pay • counselling • recreation facilities

• health and safety• upholding law• safety • emergency • accident records

• administration

• personnel records

• statistical information

• co-ordinatingcommittee

Personnel Tasks HRM Tasks

• Recruitment and

selection

• training and development

• transfer and promotion

• pay systems and structures

• job redesign and methods assessment

• managing

• early retirement

• voluntary redundancy

• compulsory redundancy

• Subcontracting

• Part time staffing

• Job sharing etc....


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Personnel management v HRM

Business Strategy

and culture

Line

management

Employees

Personnel

management

function

Functional

and product

marketing

strategies

Notes

Personnel not involved in business strategy

• Administration

• Policing

• Collective bargaining

• Staffing and organisation

• Implementing downsizing

• Aiding self-development

• Reviewing and auditing manpower and management William Meaney MBA BSc. ACMA

13

HRM

Business

Strategies and

Culture

Line

Management

Employee

s

Functional and

product - market

strategies

HRM

Personnel

Relationship

Direct

Indirect

HRM

• Serves interest of management as opposed to

employees

• Suggests strategic approach to personnel issues

• HRM will tie business mission to HR strategies

• Concerned with gaining employee commitment to

the organisations values and goals (set by Mgt)

• HRM specific enough to provide directionWilliam Meaney MBA BSc. ACMA

14

Strategy and HRM

Business

What business are we in?

Culture and value system

• appropriate• inappropriate

Strategic direction• new business• new markets

Strengths

Weaknesses

Opportunities

Threats

Key success factors

HRM Implications

What people do we need?

How do you change?

Who will we need in the future

What systems might be developed.

How related to existing use of HR

Demand and supply in the labour market?

How far do these rely on employees rather than other factors


15

Objectives of HR Strategy

• Identifying talent needed in short, medium

and long term

• Recruitment adequate supply of young

entrants

• Developing potential by training,

development and education

• Retention of quality staff

• Motivation of talented personnel and build

loyalty

• Search for ways of improving

performance and productivity

• Creating organisational culture that

nurtures talent and aids team building

and winning


Major HR responsibilities

• Attracting a quality workforce

• Human resource planning, recruitment,

and selection

• Developing a quality workforce

• Employee orientation, training and

development, and performance appraisal.

• Maintaining a quality workforce

• Career development, work-life balance,

compensation and benefits, employee

retention and turnover, and labor-

management relations.


Why do people make the difference?

• Human capital is essential to any

organisation’s long-term performance

success.

• Organisations perform better when they treat

their employees better.

• Human resources are key to organisational

success or failure


Why do people make the difference?

•Building high performance work

environments depends on having

people with the following qualities:

• Work ethic

• Ambition and energy

• Knowledge

• Creativity

• Motivation

• Sincerity

• Outlook

• Collegiality and collaborative

• Curiosity

• Judgment and maturity

• Integrity


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Recruitment and SelectionLearning outcomes

After completing this topic you should be able to

• Discuss the process by which personnel

requirements are determined

• Outline the different forms of employment

• Explain the cost-benefit analysis in evaluating and

determining the benefits of additional personnel

• Explain the purpose of job and personnel

specification in the recruitment process

• Discuss the methods of recruitment

• Explain the use of application forms, CVs,

Interviews and selection tests as part of the

selection process

• Explain the usefulness of references


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Forms of Employment

• Prime employees• on permanent contracts

• Secondary employees• temporary / part-time contracts

• Outworkers• contractors, agency staff, consultants etc.


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Recruitment and Selection


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Recruitment and selectionRecruitment - process of finding applicants

- positive action by management

- communicate opportunities

- generate interest in job

Selection - choosing between applicants

- negative process eliminating

unsuitable applicants

Systematic approach.

• Detailed personnel planning

• Job analysis

• component tasks of job i.e... job description

• specification of skills i.e... job specification

• kind of person i.e... person specification

• Identification of vacancies

• Evaluation of sources of labour Macro and Micro

• Review of applications

• Notifying applicants of selection process

• Preparing employment contracts, induction,

training programmes etc...


23

Job analysisWhat , Why and How of the job

Definition

The orderly study of job facts to determine just what

is done, when, where, how, why, and by whom in

existing or potential new jobs.

• Component parts of job and circumstances

under which it is performed.

Strives to find Initial requirements of employeeAptitudes, qualification, training etc....

• Social factors

• Size of department, teamwork or isolation

• Sort of people dealt with - senior mgt.

• Amount of supervision, job status

• Necessary competencies of the job

• Skills and standards of behaviour required by organisation culture and strategy.

• Job analysis provides information for

developing:

• Job descriptions

• Job specifications


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Uses of Job analysis

• Assist in determining most appropriate method

of selection

• Identify need for training

• Help determine salary level

• Aids job design/redesign

• Clarifies position for industrial relations

• Allows reallocation of jobs when they fall

vacant


25

Methods of Job analysis

• Observation

• Interviews

• with the job holder

• with management

• Questionnaires and checklists

• Procedure manuals


26

Job description

Definition

Broad statement of the purpose, scope, duties and responsibilities of a particular job. It is used to specify the content of a job and its relative importance in comparison to other jobs.

Description is prepared from job analysis.

Will include:

• job title/position of job in organisation

• location of job/job environment

• relationship of job to other job

• main duties of job/difficulties likely to be encountered

• limits to authority

• major tasks to be accomplished

• any equipment for which the job holder is responsible.

Used to - decide Job specification

- provide holder with challenge

- determine rate of pay

- information for advertising job


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Job design

Mintzbergs parameters of job design

• Job specialisation

• How many tasks in the job and

• how broad or narrow the tasks

• single versus multi skilled

• Regulation of behaviour

• Organisations formalise so as to predict

and control

• Training - process by which job related

skills are taught

• Indoctrination - organisation values are

acquired


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Personnel(Job) specificationRodgers 7 point plan

•Physical make-up

•Attainments• Job attainments

• Educational attainments

• Measurable skill level

•General intelligence• memory skills

• verbal and numerical reasoning

• problem-solving skills

•Special aptitudes• Language, driving etc...

•Interests

•Disposition• Reliable, Honest, show initiative

•Personal circumstances


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Recruitment methods

Internal and External

• Internal

• National press

• Specialist recruitment agencies

• Internet recruitment

• Universities and educational institutions

Evaluation criteria

• Total cost involved including staff time

• Coverage of recruitment method used

• Level of response from suitable applicants

• Work record of those engaged

• Length of service of employees


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Selection

• Interview

• consider

• aim of interview

• preparation required

• conduct of interview

• Selection tests

• general IQ tests

• aptitude tests

• attainment tests

• performance / proficiency tests

• psychological and personality tests

• psychometric - quantify psychological

dimensions of job applicant.

• situational tests

• assessment centers

• References


31

Selection

Limitations of interviews

• Unreliable assessments

• Fail to provide accurate predictions on job

performance.

• Interviewers likely to make errors

• Halo effect

• Contagious bias

• Stereotyping

• Incorrect assessment of qualitative factors

• Logical error

• Incorrectly used ranking and rating scales

• Interviewee good/bad at interviews

• Artificial situation

• Interviewer incompetence

• Politics within the organisation


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Selection The ideal result

• Reliability - retested the same person would

get the job.

• Validity - tests administered test what

they are supposed to test.

• Acceptability - level of pressure put on

candidate is acceptable

- questions not too personal

• Utility - how much difference does

the selection process make

• Economy - cost acceptable?


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Training and development


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Training Education and development

Training

Art of increasing knowledge and skill

of an employee for doing a particular job.

Flippo

Process by which manpower is filled for

the particular job it has to perform.

Yoder

Procedure by which people learn skills and

knowledge for a definite purpose. Beach

Education

Improving the general knowledge and understanding

of the employees total environment.

Development

Growth of the employee in all respects


35

Analysing training needs.

Basis of assessment

Corporate

Department

Job

Occupational group

Individual

Macro

Micr

o


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The training need equation.

Demands of the job

• Knowledge

• Understanding

• Skills

• manual

• social

•intellectual

•Attitudes

•Change in organisation

Less

Level of skill and knowledge etc..

possessed by the employee.

Employee willingness to adapt.

Equals

Training need.


37

Factor indicating a need for training.

Occupational

1. High labour turnover

2. Increase in materials wastage

3. Increase in reject items

4. Customer complaints

5. Increased accidents

6. Reduced productivity

7. Production equipment down time


38

Learning methods: Knowledge / Understanding

1. Lectures

2. Classroom instruction

3. Programmed instruction

4. Group discussions

5. Case-study analysis

6. Simulation

7. Job instruction

8. Learning from

experienced employees

9. Coaching/ Counselling

10 Delegation

11 Secondments

Off the job

training

On the job

training


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Systematic training - the basic cycle.

Training policy

Establish training organisation

Identify training needs

Evaluate training

Plan training

Carry out the training.

From

performance

appraisal


40

Freedom and control in learning

Trainees

dependence

on trainer

or material

Low

Shared

High

Low Medium High

Trainees freedom to develop

Free range

discussion

Led

discussion

Unstructured

Role play

simulation

Secondment

Coaching

Personal

Project

Programmed

Instruction

Lecture

Case study

Structured

Role play


Performance appraisal


Appraisal methods


How will this help in your exam?

As you know the recruitment industry is the focus of

Q1 in the next sitting of your exam!

• Give you an insight into the role of human resources

in the successful implementation of strategy

• Give you an insight into the tasks involved in

recruitment, selection, training, development and

appraisal of employees

• Getting you asking questions about what do

recruitment agencies do, why there is a market for

their services, why do firms not do what recruitment

agencies do through their own human resources

departments

• Understand the economics/business model of the

recruitment business

• Understand the recruitment industry using Porters

five forces

• Ask how recruitment firms can add value to business

enterprises


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