HRM02 Class Slide

HUMAN RESOURCES MANAGEMENT

Chapter 2Human Resource Planning

Basic ConceptsHuman Resource Planning or Manpower Planning: A strategy for the acquisition, utilization, improvement and retention of the human resource required by the enterprise in pursuit of its objectives

Basic ConceptsManpower planning in the light of HRP

It is heavily related on calculation of employee numbers, with insufficient attention to skills and competences

Manpower is based on matching people with jobs, when HRP is emphasis on functional, temporal, and numerical flexibility in the workforce

HRP greater concern with employees skills their development and deployment

RecruitingRetainingUtilizingImproving

Basic ConceptsHRP and corporate planning

Items of corporate or strategic planning that affect HRPPredicted financial situationIntended product markets and market shareDesired output and productivityChanges in locationEmployee numbers

Importance of HRP

Replacing financial situation Employment protection registrationRapid technological changeEffective utilization of staffInternational competition

Basic ConceptsContingency approach to HRP

The staff replacement approachShort-term Human Resource StrategyVision-driven Human Resource Development

Basic ConceptsProcess of HRP

Forecasting DemandThe objectiveManpower utilizationThe cost of LabourEnvironmental factors

Forecasting supplyClosing the gap between demand and supply

Basic ConceptsShortfalls may be met by

Internal transfer, promotions, training and development External recruitment or improvement of recruitment methodThe extant ion of temporary contracts, or the contracts of those about to retire Reducing labor turnoverThe use of freelancer or temporary staffDevelopment of flexibilityNew technologyAdjustment of corporate objective

Basic ConceptsSurplus mat be met by

Restricting or freezing recruitment Redundancies (voluntary and/or compulsory)Early retirement incentive Short contract and flexible-hoursEliminating overtime and peripheral workforce such as freelancer or temporary staff

Basic ConceptsLabor turnover is the number of employees leaving an organization and being replaced.

Natural wastage is used to describe a normal flow of people out of an organization through retirement, career or job change, illness and so on

Crude Labor turnover rate Number of leavers in a periodX 100=%turnover Average number of people employed in the period

Labor stability

Number of employees with one year or more service X 100= % stability Number of employees employed at beginning of the year

Basic ConceptsCauses for labor turnover

Illness or accident Move from the localityChange to the locality Changes to the family situation Retirement Career change

Is turnover a bad thing ?

Basic ConceptsRetention planning

Exit interviews Attitude surveysInformation on the variables which can be assumed to correlate with labour turnover

Evaluating HRP

Work study method Human resource auditCost benefit analysis

HUMAN RESOURCES MANAGEMENT

Chapter 3The systematic approach to recruitment

Basic ConceptsRecruitment is the part of the human resorting process concerned with finding the applicants: it is a positive action by management, going into the labor market, communicating opportunities and information, and encouraging applicants for suitable candidates.

Basic Concepts

A systematic approach to recruitment will involve the following stages

Detailed HRP defining what resources the organization needs to meet its objective b. Job analysis is a definition of the skills, knowledge and attributes required to perform the jobJob description: a statement of the component tasks, duties, objectives and standardsPerson specification: The kind of person needed to perform the job

c. Job requisition and authorization

d. Evaluation of the source of staff: internal and external sources and media

e. Preparation and publication of information

Attract the attention and interest of potential suitable candidatesGive a favorable (but accurate) impression of the job and the organizationEquip those interested to make an attractive and relevant application (How and to whom to apply, desired skills, qualifications and so on

f. Processing applications prior to the selection process

HUMAN RESOURCES MANAGEMENT

Chapter 4Selection

Basic ConceptsSelectionIt is a process to identify candidates who are suitable for the vacancy

Basic ConceptsA systematic approach of selectionSend letter of acknowledgement as a courtesy, to each applicantSet each application against key criteria in the job advertisement and specificationSort applicants into possible, unsuitable and marginal Closely scrutinized, and shortlist for interviewInvite candidates for interviewsInterview potentially qualified candidatesReinforce interviews with selection testing if suitableInstitute follow-up procedures for successful candidatesMake an offer of employmentDraw up a contract or written particulars of employmentArrange work permits and related issues of residency, if required by cross-border recruitmentPlan initial induction into the organization

HUMAN RESOURCES MANAGEMENT

Chapter 13Learning and the learning organisation

Basic Concepts

Three theoretical approaches of learning

The behaviorist or Stimulus- response approach:The human mind operates purely on information gained from the senses by experience and concentrates on observable behavior.

The cognitive or information- processing approach:The human mind imposes organisation and meaning on sensory raw material and assumes that it is possible to make influence those through processes

The social learning approach:Shift over time from our parents and caregivers in childhood, to peers in adolescence, to selected experts and mentors in adulthood

Basic ConceptsStages of learning

Stage 1 Unconscious incompetence (Learner is not aware of what he doesnt know)

Stage 2 Conscious incompetence (Learner become aware that he doesnt know)

Stage 3 Conscious competence (Learner works at knowing)

Stage 4 Unconscious competence (Learner doesnt have to think about knowing)

Basic ConceptsLevel of competenceStandard curveProficiencyLearning curve:

Learning time

Basic Concepts

The learning cycle by David Kolb

Having an experienceReviewing the experienceConcluding from the experiencePlanning the next steps

Basic ConceptsTransfer of learning

Refers to the extent to which newly learned information or skills have been transferred from the learning context to the application of a specific task

Two basic approaches to the transfer of learning

1. Transfer by specific correspondence of elements

2. Transfer by principle

Basic ConceptsLearning styles (by Honey and Mumford)

StyleActivist (I will try anything once)Characteristic1. Activities involve themselves fully in new experiences 2. Enthusiastic about new things3. Act first and think about constituencies later 4. They prefer to tackle problems by brainstorming

StyleReflector ( Look before you leap)Characteristic1. Like to stand back to observe and ponder new experiences 2. Preferring to consider all angels and implications and analyse all available data before making any move

Basic ConceptsLearning styles (by Honey and Mumford)

StyleTheorist (If its logical its good)Characteristic1. Keen on basic assumptions, principles, theories, models 2. They think problems through systematically and logically3. Interested in maximizing certainty and uncomfortable with ambiguity and lateral thinking

StylePragmatist ( If it works, its good)Characteristic1. Eager to try out ideas, theories and techniques to see if they work in practice 2. Enjoy practical decisions and responding to problems and opportunities as a challenge

Basic ConceptsBenefits of training and development activity

1. Increase efficiency, Productivity and flexibility2. Reduction in costs, less wastage and fewer error 3. Improve quality of work / service4. Fewer accidents5. Attract and retain high caliber employees 6. Improved job satisfaction 7. Compliance with legislation and regulation 8. Better promotion and succession planning

Basic ConceptsStakeholders in human resource development 1. The owners and senior managers of the organization 2. The line managers of the trainees 3. The trainees4. The training manager5. The instructors 6. Training Vendor

HUMAN RESOURCES MANAGEMENT

Chapter 14Training and development

Basic ConceptsTraining: Training is the use of planned, systematic instruction and other learning events and programmes to promote learning, with the particular aim of enhancing competence in a work role.A systematic approach to training

Stage 1Identify and define training needsStage2Design learning and development programmes and selecting relevant methods and mediaStage 3Implement learning events and programmes Stage 4Systematically evaluate training

Basic ConceptsTraining needs analysis

Training need =Required level of performance Present level of performance

Basic ConceptsSetting training objective

Knowledge: What the trainee should understand

Behavior: What the trainee should be able to do

Standard: to what level of performance

Environment: Under what conditions

Basic ConceptsTypes of learning

There are a variety of training methods. These include:

1. Off-the-job training and education2. On-the-job training

Basic ConceptsOff-the-job Training and educationOff the job training is formal training conducted outside the context of the job itself in special training rooms or off-site facilities.

CoursesDay releaseDistance learning, evening classesRevision courses Block release Sandwich coursesA sponsored full-time course Computer-based training E-learning

Basic ConceptsOn-the-job trainingOn the job training utilizes real work tasks as learning experience. Methods of on-the-training include following.

Demonstration or illustrationJob rotation Temporary promotionWork shadowing Action learning Committees

Basic ConceptsTiming and duration of training

1. Negotiation with line manager as to the length of time staff can be available for training

2. Consideration of the availability of training facilities person

3. Consideration of the learning curve and learning style preference trainees

Basic ConceptsWhat should be evaluated?

Participant reactionLearning out comesBehavior changePerformance changeCost of trainingEfficiency