HRM and Administration Masterclass

HUMAN RESOURCES MANAGEMENT (HRM) AND

ADMINISTRATION MASTERCLASS

XENOCORPLEGAL AID S.A (FS/NW REGION)

CHARLES COTTER29 JUNE 2015

Assessing your own Competence

How to demonstrate value from HR Service delivery

The HR value chain and process excellence

Managing your HR programme of action

Employer branding

Talent Management and retention

Performance management

TRAINING PROGRAMME OVERVIEW

Complete the statement by inserting one (1) word only. In order to be a competent HR Manager or Administrator, I need to/to be .…………………………………..

Now find other learners with the same word as you.

Jot these words down on the flip-chart.

Each learner will have the opportunity to elaborate on their chosen word.

INTRODUCTORY LEARNING ACTIVITY

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.

Human Resource Management is increasingly being performed by line managers.

Furthermore, Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment.

Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.

DEFINING HUMAN RESOURCES MANAGEMENT (HRM)

KEY HRM FUNCTIONS

Defining Strategic HRM

The HR value proposition

Ulrich’s HR Roles Model

The Balanced Scorecard

The HR Scorecard

STRATEGIC HRM (SHRM)

ULRICH’S HR MODEL

BALANCED SCORECARD

Group Discussion:

By referring to any one of the Strategic HRM models, evaluate whether the Legal Aid Board’s HRM function is currently strategic. Identify areas of improvement (gaps) and recommend how the HR function can re-position itself as a strategic business partner.

LEARNING ACTIVITY 1

Step 1: HR/Workforce planning

Step 2: Acquiring qualified workers

Step 3: Retaining qualified workers

Step 4: Motivating qualified workers

Step 5: Evaluating qualified workers

Step 6: Training and developing qualified and competent employees

THE SCOPE OF THE HRM PROCESS AND FUNCTION – VALUE CHAIN

Group Discussion:

Critically evaluate the efficiency and effectiveness of the Legal Aid Board’s HRM process. Identify areas of improvement (gaps) and recommend how the HR function can enhance performance and value add.

LEARNING ACTIVITY 2

The fifth step in human resource planning is developing action plans based on the gathered data, analysis and available alternatives.

The key issue is that the plans should be acceptable to both top management and employees.

Plans should be prioritized and their key players and barriers to success identified.

HR ACTION PLANNING

HR ACTION PLAN TEMPLATE

Setting performance standards

Monitoring, evaluating and measuring actual performance

  Comparing actual standards  Taking corrective/remedial action (if necessary)  Follow-up

MONITOR, EVALUATE AND ADJUST THE HR ACTION PLAN

MONITOR, EVALUATE AND ADJUST THE HR ACTION PLAN - ILLUSTRATED

Objective: Magnetically attracting the “Cream of the Crop”

Objective: Facilitating an optimal Person-Environment (P-E) fit

Strategy: Developing, articulating and advocating of a compelling Employee Value Proposition (EVP)

Strategy: Employer Branding – (re) positioning as an “Employer of Choice”

STRATEGIC TALENT ATTRACTING

A resourcing strategy is concerned with shaping what an organization has to offer to people to join and stay in the organization. (Armstrong, 2011)

EVP is a statement of what an organization will provide for people that they will value - why the total work experience at their organization is superior to that at other organizations.

The EVP is an employee-centered approach that is aligned to existing, integrated workforce planning strategies because it has been informed by existing employees and the external target audience.

Key Selling Points (KSP): Host of financial and non-financial benefits

Non-financial benefits:

The attractiveness of the organization Responsibility – corporate conduct, ethics and CSR/CSI Respect – diversity and inclusiveness Work-life balance Opportunities for personal and professional growth

EMPLOYEE VALUE PROPOSITION (EVP)

COMPONENTS OF VIABLE EVP

Unique Selling Points (USP) - Employer brand that is unique and special

Creation of a Brand image of the organization for prospective employees

Influenced by the reputation of the organization

Creating an Employer Branding strategy

EMPLOYER BRANDING

Analyze what ideal (preferred) applicants need and want

Establish how far core values of the organization support the creation of an attractive brand and ensure these are inculcated into organizational value system

Define the features of the employer brand on the basis of examination and review of each of the areas that affect the perception of people e.g. quality of management

Benchmark the approaches of top performing companies as a means of improvement

Pragmatic approach: be honest and realistic

CREATING AN EMPLOYER BRANDING STRATEGY

THE LINK BETWEEN TALENT ATTRACTION AND EMPLOYEE ENGAGEMENT

Group Discussion:

For the Legal Aid (FS/NW region), craft and develop the following key statements as a form of attracting and retaining top talent:

Employee Value Proposition

 Employer brand

LEARNING ACTIVITY 3

Defining employee retention

Retention relates to the extent to which an employer retains its employees and may be measured as the proportion of employees with a specified length of service (typically one year or more) expressed as a percentage of overall workforce numbers. (CIPD)

Improving employee retention

Why employees are leaving

The impact that employee turnover has on the organization, including the associated costs

EMPLOYEE RETENTION AND MOTIVATION

#1: Job previews 

#2: Make line managers accountable  

#3: Career development and progression

#4: Consult employees  

#5: Be flexible  

#6: Avoid the development of a culture of 'presenteeism'

#7: Job security  

#8: Treat people fairly

#9: Defend your organization

RETENTION STRATEGIES

Monetary (extrinsic)

Non-monetary (intrinsic)

Combination of both monetary and non-monetary

MOTIVATION TECHNIQUES

Group Discussion:

Develop retention and motivation strategies for the Legal Aid Board (FS/NW region).

LEARNING ACTIVITY 4

Defining performance management (PM)

Components:

Evaluation  Development Relationships

The principles of effective PM systems

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT CYCLE

PERFORMANCE PLANNING Clarifying expectations

Setting of goal/objectives, performance standards and criteria

Action Planning

Contracting Performance Agreements

PERFORMANCE REVIEW/APPRAISAL

Monitoring, Measuring/Evaluating performance against the pre-determined performance goals/objectives and standards and criteria.

PERFORMANCE FEEDBACK/INTERVIEW

Conducting of the 8 step, Human Touch interview/discussion – formally/informally and implementing Positive and Corrective performance feedback.

8-STEP HUMAN TOUCH PERFORMANCE INTERVIEW Step 1: Control the environment

Step 2: State the purpose of the discussion

Step 3: Ask for the employee’s opinion

Step 4: Present your assessment

Step 5: Build on employee’s strengths

Step 6: Ask for employee’s reaction to your assessment

Step 7: Set specific goals

Step 8: Close the discussion

PERFORMANCE DEVELOPMENT

Implementing training and development and other people performance improvement initiatives and the adoption of the 5 pivotal roles of people development-focused managers (people capitalism).

PERFORMANCE MATRIX

PERFORMANCE REWARD

Offering of host of customized and personalized intrinsic and extrinsic performance reward options and recognition. Ensure compliance with best practice principles

Group Discussion:

From your experience as a HR manager, outline the performance management process by discussing the key managerial actions in each stage.

Indicate the process and strategies to improve poor performance.

LEARNING ACTIVITY 5

Summary of the key learning points

Questions

Conclusion

Good luck with the application of the best practice principles.

CONCLUSION

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