Chapter 1: HRM

Página 1

Human Resource

Management

HRM

is managing people

to achieve good performance.

HR

is;

1. The brains of an individual

2. The team of people working for

the company

Management

means "determine,

realize, evaluate (control), and improve the policy

Macro Model

Phase 1: What will be required?

Building the organization -

1. Define the organization

2. Connect MD's to one function

3. Define the skills/hours you need

for earache function

4. Name the function

5. Connect the functions, the

organizational structure will arise

(hard side)

Phase 2: How do I get these

people?

Recruitment Policy -

2. Needs assessment for vacancy

preparation

3. Function analysis

4. Prepare job description

5. Prepare person specification

6. Prepare assessment criteria for

person specification

7. Prepare advertisement

8. Prepare recruitment campaign

online and offline

9. Receive the application form

(make shortlist, invite for convers, realize convers, select the

right person, manage dropouts)

10. Processing ( Administrate,

archive, contract right person)

11. Realize, evaluate, improve

(soft side)

Phase 3: How to get engagement?

Working in a company -

1. Recruit, select, contract

2. Train

3. Develop

4. Evaluate

5. Reward

6. Fire

Step 1-6 Archive everything of each

employee including; workload, results, skills, costs

6 tasks

Chapter 1:

Four

Domains: Get

the right people, keep the right people, fire the wrong people, and

improve the performance of people (by improving the performance of

each individual or team) through...communication!

21 areas to score as an HR manager

Where can we find an HR manager

in an organization?

In a small company, the boss is the

HR manager, does all the work

In a franchise, the staff takes

cares of legislation, contracts, recruitment, selection,

administration, strategy - they hire people for that

In a big company (Nike), there's an

HRM team, with specialists for each task

In a service company, the HR manager

is in contact with the project manager (line man)

Why should the HR manager have a

good relationship with the line manager?

International HRM

Background history

1.4

1. Strategic approach: HRM has to be

strategically approached and needs a standard and plan

2. Line managers: have an important

role

What would happen if the line

manager and HR manager aren't working together successfully?

3. Communication: plays a vital role

in order to integrate the organizational policy in HRM

4. Hard HRM: Emphasize that the

achievement of people creates a competitive advantage by hard

(monistic) HRM

CAPs or Critical Achieving Points

5. Soft HRM: Take care of soft

(pluralistic) HRM

6. All people are important:

freelancers/part-timers/full timers

1.5 Current issues in HRM

1, The political and economic

environment

What happens if people cannot

consume and spend money?

What's the connection between the

global world economy and the HR manager?

2. Social and demographic trends

Health, medical, birth rate, old

age, different generations have different focuses

3. Employee retention

72% Improve the skills of the HR

manager

47% opportunities for learning and

development

45% Improve the way people start to

work in a company

42% Increasing the payment

42% Improve the selection process

4. Information technology

IT programs assists HRM;

E-recruiting, Online shortlisting, Online performance management,

Email, teleconferencing, E-learning, payroll, online testing,

Intranet, word

5. Human capital

The contribution of people (skills

and knowledge) in the production of goods. To develop human capital

to have to educate people so their quality rises and also the result

of the company

6. Add value

It's all about making a difference

7. Knowledge workers

As an HR manager, you have to take

care of the knowledge and training you give employees

8. Talent management

This is a systematic process of

intimidating the high potential employers who have the will and the

potential to develop quick and good, so they bring extra value to the

organization

9. Knowledge management

See table.

10. Cross cultural issues in HRM

11. Corporate Social Responsibility

1.6 Other approaches to HRM

1. Roles of the HR manager ->

specialism

Employee advocate

Functional expert

U an capital developer

Strategic partner

HR leader

2. The people and performance model

Aspects of HRM which make a

difference to performance within an organization;

-be great in recruiting, developing,

and retaining people

-work together to be productive

- create strong values and a DNA

everyone believes in

- support line manager so they will

bring the HR policies alive in operational processes

3. The changing HR function

Conclusion:

The HR role is diverse

- in small organizations, the HR

manager is a generalist and will target all management disciplined

and roles

- in a big organization, the HR

manager is a specialist

- The HR manager has to take care of

a competitive advantage, achieving hard goals and implementing cost

effective way of working

- The HR manager can lead a

pluralistic or monistic way, or both

The HR manager has to take care if

the influence of the outside including; globalization, economic

developments, legislation, and CSR

Slides:

3 Visions!

Vision 1: manging resources,

manage organisation, manage people

Goal of HRM: improve the performance

of the organisation by improving the perofrmance of the idividual or

team, give the organisation a competitive advantage

Vision 2: 6

tasks; recruit and select, train, develop, evaluate, reward, fire

Vision 3: 5

roles of an HR manager;

Employee advocate

Functional expert

Human Capital Developer

Strategic Manager

HR?

The Human Resource of a human being

= the brains

The Human Resource of an

organization = the people

The challenge of a HR manager:

to manage the HR

Insight in the interpretation

ability

Insight in connecting people

International issues

Mix locals ith expats

Hiring immigrants (polish)

Being an immigrnat yourself

4 phases of organization development

Product-focused – process focused

– system focused – chain focused