...Chapter 3 Integrating HR Strategy with Business Strategy Human Resource Management, 5E 1 Learning Objectives • Understanding the Nature of Strategic HRM • Describe the Strategic Management Process • Integrate HR Functions with Strategic Management Process Human Resource Management, 5E 2 Traditional HRM vs. Strategic HRM Traditional HRM Strategic HRM Responsibility for HRM Staff specialists Line managers Focus Employee relations Partnership with internal and external customers Role of HR Transactional, change follower and respondent Transformational, change leader and initiator Initiatives Slow, reactive, fragmented Fast, proactive, integrated Time horizon Short term Short, medium, long Control Bureaucratic roles, policies, procedures Organic-flexible, whatever is necessary to succeed Job design Tight division of labour, independence, specialisation Broad, flexible, crosstraining teams Key investments Capital, products People, knowledge Accountability Cost centre Investment centre Human Resource Management, 5E 3 Strategic HR Model Institutional/ Political forces Firm strategy Resource dependence institutional Resource-based view of the firm HRM Practices Cybernetic Agency/ Transaction Costs HR Capital Pool (skills, abilities) HR Behaviours Behavioural Approach Firm-level Outcomes (performance, satisfaction, absenteeism...
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...What do HR professional need to put in place to ensure: (1) they act ethically; (2) the organisation acts ethically HR professionals are expected to be proactive as their actions and ideas influence organisation objectives, policies and procedures. Therefore, HR professionals needs to demonstrate consistent and high level of integrity in the form of reliability, honesty, equality, transparency and fairness that help motivate staff and further engagement. To act ethically HR professionals need demonstrate certain behaviours and actions such as: * Adhere with the principles which guide HR profession. These principles are also enunciated by CIPD through Code of Professional Conduct * HR Professionals must adhere with the highest standards of integrity, honesty, diligence, ethical and professional behaviour * Recruitment and selection processes should be fair, transparent and ensures equality * Ensure continually develop professional knowledge and competence of their employees and make sure that equal opportunity, fairness and transparency is provided * HR professionals must comply with the government laws and regulations * Develop, administer and advocate policies and procedures that foster fair, reliable and equitable treatment for all. Organisation ethics is the foundation of all businesses. It is the attitude, values and behaviour an organisation reflects on their employees and all stakeholders. To ensure organisation act ethically: * Organisation...
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...weaknesses and external opportunities and threats. This is commonly referred to as SWOT- Strengths, Weaknesses, Opportunities and Threats. After this a strategic review of varying alternatives against the company’s ability to achieve them based on its SWOT is conducted and the most attainable is selected. Strategy implementation looks at allocating resources to support the strategy formulation decision made. Management must ensure that any decision taken to move a company forward is backed by structuring the organization to complement the new thrust. For example, the technological support, raw material acquisition and having the right employees with the right skills, experience and training to ensure plans materialize. Human resource (HR) managers face the...
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...HR Professional Map HR Profession Map is designed to develop in collaboration with HR professional’s competency and Learning and Development, senior business people, academics and their organisations around the world the activities, knowledge and behaviours need for success at all stages in their careers. HR Map determines what HR and L&D professionals have to know and understand to make a difference, in best possible option direct the performance of the organisation. The Map can be used in its form or in part or be incorporated into organisation’s existing competency structure. Most importantly the Map shows how professionals can use it and what they are doing in their HR functions to drive successfully in their organisations. The Map contains three key elements: 10 professional areas, 8 behaviours and 4 bands of competency and transitions. HR Professional areas describe the responsibilities and knowledge for each of the HR profession at four bands of professional capabilities. Two of which are describe as the Core of Professional Areas and are applicable to all HR professionals, regardless of role, location or stage of career: 1) Insights, Strategy and Solutions -where professionals need to show that they have a deep understanding of the organisation purpose and objectives. This area also defines that the HR person needs to have a deep understanding of the business activities, strategies and plans. The strategies created have to focus on the needs of the...
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...HR Professional Map According to CIPD, the HR Profession Map sets out what HR practitioners need to know and do and how they need to do at every stage of their career. It has the versatility to be used in part, or viewed as a whole, with the core professional areas acting as the key or center that is relevant to all. The architecture of the HR Profession Map includes: PROFESSIONAL AREAS Describes 10 professional areas, 2 areas being the core for any HR profession and other 8 areas identify the activities and knowledge that is needed to provide specialist HR support set out in 4 bands of competence. Core : Insights, Strategy and Solutions Develop understanding of the organization and its con text and use these insights to tailor strategy and solutions to meet current and future organization needs. Core : Leading HR Providing an active and insightful leadership. Be a driving force towards the development and growth of themselves, others and organization activities. Organization Design Ensure organization is appropriately managed to achieve its long and short term objectives and effectively manage structural changes. Organization Development Ensure to develop and retain a culturally fit and committed workforce needed to deliver strategic ambitions of the organization. Resourcing and Talent Planning Ensure that the organization is able to identify and attract key talents to meet changing needs and fulfill long & short term strategies. Learning and Talent...
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...| Name of Case Study: THE CASE OF OTICON | 1) What does the case describe in terms of changes in the way that people worked at Oticon? The case describes that Oticon made a dramatic organisational transformation. There was a paradigm shift in the way people worked for the organisation. It is evident that changes occurred at two levels; Group level and Individual level. At the group level, departmentalisation gave way to cross functional thinking and working. Oticon became a project based organisation (the ‘spaghetti’ form) demolishing top-heavy authority system. Each project was considered as a ‘business unit’. Project leaders were responsible for resources, outcome, budget and timetable for their own project, thus eliminating middle managerial positions. At the individual level, employees were expected to work on multiple projects. Everyone could be a team leader provided the person has the necessary technical and leadership skills. There was a strong emphasis on employee empowerment. Any staff member was encouraged to put forward project proposals. Individuals were also given the opportunity to hone their Information Technology (IT) skills by providing them a computer at home. Physical layout was changed to maximise physical flexibility. An open-space area with ‘desks’ on wheels replaced individual offices , the coffee bars and the café and wide staircases were built where people unavoidably met each other by chance. 2) Explore the connection between the...
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...|Unit review date |Sept. 2011 | Purpose and aim of unit This unit is designed to enable the learner to develop a sound understanding of the knowledge, skills and behaviours required by human resources (HR) professionals, whether in a generalist or specialist role, and as described in the CIPD HR Profession Map (HRPM). The unit embraces the ‘thinking performer’ perspective and covers the competencies needed by the HR professional in a personal capacity, when collaborating and working with others, and when functioning efficiently and effectively in an organisational context. It will enable learners to assess their own strengths and identify a continuing professional development (CPD) plan, based on the capabilities required for ethical, business-focused and interpersonal professional conduct. This unit is suitable for persons who: • seek to develop a career in HR management and development • are working in the field of HR management and development and need to extend their knowledge and skills • have responsibility for implementing HR policies and strategies • need to understand the role of HR in the wider organisational and environmental context. Learning outcomes On completion of this unit,...
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...Assignment Human Resources Management Task One: Personnel Management | Human Resources Management | Reactive: Personnel Management is reactive in such a way that thinks, and reacts in response to a situation or the actions of others at that moment (short time). For example if some worker is being regularly late, the P.M will react and give him a warning. | Proactive: Human Resources Management is proactive as a result of thinking, planning and acting in anticipation of future problems, needs, or changes. (Long term). For example what kind of people the company will recruit, what kind of workers they need, etc. | Relationship Oriented: P.M try to create a good relationship between the employees. They are focused on support, motivate and develop the people on their teams and their relationships, what will encourage good teamwork and collaboration, through stimulating positive relationships and good communication. | Goal Oriented: HRM has goals and visions and is constantly working hard to achieve them. They are focused on seeing if the employees are working to achieve the organisation’s goals. HRM don’t tend to think much about their team's wellbeing. | Communication is Limited: P.M receives orders from HRM. Since they don’t take such decisions as HRM does (They only implement what HRM decides.), they don’t need to communicate with the other departments as much as HRM does. | Informed decision: HRM department can’t work alone they have to work with upper and lower levels...
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...Certificate in Human Resources Practice 2013/14 Student; Jason Hal (21303364) Assignment 1 Developing Yourself as an Effective HR Practitioner Tutor; Sara McTrusty/Val Swales Submission date; 06th November 2013 Venue: Darlington College Contents 1. Introduction…………………………..............…………………………............3 2. Activity 1 Summarise The HRPM…………………………..…......................4 2.1 Insights, Strategy and Solutions............................................................5 2.2 Leading HR Resourcing Band 1.............................................................6 3. Activity 2 Timely and Effective Service……………………………………...6 3.1 Employees......................………………………………………................6 3.2 Managers..............................................................……………………....6 3.3 Recruitment Agencies............................……………………….............7 3.4 Communication..........................…………………………………………...8 3.5 Effective Service Delivery........................................................................8 3.6 Delivering Service.....................................…………..…………………….8 3.7 Difficult Customers…...............................................................................9 3.8 Resolving Complaints…..........................................................................9 4. Development....................
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...Methodology………………………………………………………………………………………………..1 1.0 Understand the knowledge, skills and behaviours required to be an effective HR or L&D practitioner……………………………………………………………………………………………..2 2.1 Explain the knowledge, skills and behaviours required to be an effective in an identified HR or L&D role. 2.0 Know how to deliver timely and effective HR services to meet users’ needs…………………..3 3.2 Identify the needs of those using HR services within an organisation and explain how conflicting needs are identified and priorities. 3.3 Identify different methods of communication and explain the advantages and disadvantages of each. 3.4 Describe how to build and maintain effective service delivery. 3.0 Be able to reflect on own practice and development needs and maintain a plan for personal development……………………………………………………………………………………………4 4.5 Explain the concept and importance of CPD. 4.6 Undertake a self-assessment of capabilities as an HR or L&D practitioner and identify development needs. 4.7 Evaluate options to meet identified development needs. 4.8 Produce a plan to meet personal development objectives 4.9 Reflect on performance against the plan, identify learning points for the future and revise the plan accordingly. Bibliography…………………………………………………………………………………………………6 Appendices SWOT Analysis……………………………………………………………………………………………..7 HR Professions Map……………………………………………………………………………………….8 My Personal Devlopment Plan……………………………………………………………………………9 ...
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...HRM 701 Notes Issues faced today by HR Managers in Organization/ Competitive Challenges. 1) Competing, recruiting and staffing globally. 2) Embracing new Technology 3) Managing Change 4) Managing Talent/ Human Capital 5) Responding to the market 6) Containing cost. Roles and Responsibilities of HR manager in Organization Today 1) Advice and counsel 2) Service 3) Policy formulation and implementation 4) Employee advocacy Generally accepted steps in the strategic HR planning process 1) Mission, Vision, and Values 2) Environmental Analysis 3) Internal Analysis 4) Formulating Strategy 5) Strategy implementation 6) Evaluation and Assessment Steps required in the Implementation of an Employment Equity Policy or plan in an organization 1) Senior Management Commitment 2) Data Collection and Analysis 3) Employment system Review 4) Establishment of a Work plan 5) Implementation and or Evaluation, Monitoring, and Revision Steps in Conducting a Job Analysis 1) Identify the job/s to be analyzed 2) Determine the procedures to be used/ methods in collecting job data 3) Implement the job analysis methods 4) Review data collected through Job Analysis and 5) Summarize and document the data collected. Job Analysis – is the process of obtaining information about jobs by determining the duties, task or activities of jobs Critical Incident Method – Is a job analysis method by which important...
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...LIST (!) the main prohibited grounds of discrimination common to all Canadian jurisdictions. Assignment 1 - Answers 1. The book Human Resources Management in Canada briefly defines Human Resources Management (HRM) as “the management of people in organizations”. The Educational Portal, however, offers a more detailed definition of the same subject: “Human Resources Management (HRM) is the process an organization undergoes to manage people in order to achieve goals”. In order to accomplish the aforementioned goals, “HRM involves formulating and implementing HRM systems (such as recruitment, performance appraisal, and compensation) that are aligned with the organization’s strategy to ensure that the workforce has the competencies and behaviours require to achieve the organization’s strategic objectives” (Dessler). In other words, “Human Resources Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels” (http://www.businessdictionary.com). 2. The external Environmental Influences discussed by the book are: * Economic Conditions: The economic conditions have a direct influence in the employment/unemployment rates. Therefore, if there is a crisis in the economy, the unemployment rates will increase. Companies may even offer early retirement...
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...Your name Student Name Professor Name Subject 24 September, 2012 Bandag Automotive Comprehensive Case 1 1. Organizational ties are such types of communications which exist between the workers of management personnel and are not mediated by the steady dependence between them, but basically by the unity of the purposes realized by them. The managerial process is made on the basis of the interaction between the elements of the administrative structure divisions, posts, and separate persons. “The organizations with better performance management massively outperform their disorganized competitors. They make more money, grow faster, have far higher stock market values, and survive for longer” (Lee: 2007). HR strategies are aimed to encourage the employees to be open-minded and feel its value in the company’s processes. They are developed in every company’s branch and then become the parts of the common strategy. Thus, it is necessary for Bandag Auto to reorganize the human resource management function. The company should realize a number of the measures to execute all the changes in compliance with the current legislation. There are two variants of reorganization: redistribution of the duties with the transfer of the employees to the other positions, dismissal of the old employees and employment of the new employees. In the case of Bandag Auto, the dismissal of the employees is not legal because there are no grounds for them. Thus, it is necessary to conduct the analysis of...
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...greater success to the company. Human resource management has a number of key policy areas including recruitment and selection, job analysis and design, workforce planning, performance management, training and development and career planning. It is through these policies that we can understand the concept of strategic human resource management (SHRM). SHRM explicitly links these policies, practices and systems to enable the achievements of an organisations strategy and goals. In my understanding, SHRM represents an attempt to methodically manage employees in a proactive manner with a clear view to the future as well as the present. The main principles that tie this definition together include; organisational strategy, visions of the organisation, organisational culture, ensuring employees have the relevant skills, abilities and attitudes, viewing employees as an investment and not a cost and evaluating and assessing HR practices. These...
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...This report will aim to evaluate and explain what it means to be an HR Professional with using the CIPD HR Professional Map (HRPM) as the basis for the evaluation. A - Briefly explain how the CIPD HR Professional map defines the HR profession, including gthe professional areas, the bands and the behaviours. B – Evaluate how the 2 core professional areas, and any 2 selected behaviours uphold the concept of ‘HR professionalism’ give examples from the knowledge and activities @ band C- Explain with related examples, why the HR professional needs to be able to manage themselves, manage groups or teams, manage upwards and manage across the organisation CIPD Professional Map – The CIPD HR Profession Map (HRPM) is an accurate tool that guides an HR practitioner’s learning and development through becoming an effective HR professional. HR professionals can use the map for many reasons such as identifying skills and team capability, building role profiles and identify areas that need development (HRPM, CIPD, 2012). Professionalism is defined as a continuous development of outcomes anticipated through appropriate behaviors and conduct that are needed in order to have beneficial business relationships (Gian Fiero, 2008). The principles of professionalism among others commit professionals to have some values such as be customer focused, have proper ethical standards, accountability and reliability, be proactive, responsive and have the willingness to learn and study continuously...
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