US UKpresentation

8/6/2019 US UKpresentation

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Human Resource

Management in Anglo-Saxon Countries

Eduardo Valero Cabeza

Francine Carron

Dina Eldrina

Eveline Moortgat

Ksenia Nebrat



Content

1. Job Analysis and Design

2. HR Planning

3. Recruiting4. Selection

5. Training and Development

6. Compensation7. Performance Management

8. Employee Relations



United States of America



Job Analysis and Design

Collect information about:

Work activities

Human behaviors

Machines, tools, equipment, and work aids

Performance standards

Job context

Human requirements

Joint effort from HR specialist, worker and worker¶ssupervisor

Use of questioners and interviews

Observation



HR Planning

Employment planning and forecasting

Forecast of personnel needs:

Trend analysis

Ratio analysis

The Scatter Plot

Forecast supply of inside candidates

Forecast supply of outside candidates

Personnel planning (including succession planning) Design of:

Personnel downsizing

Early retirement programs and buyouts

Outsourcing and off shoring



Recruiting

Interview

Tests (e.g. personality, aptitude)

Assessment centers College recruiting

Employment agencies

Online recruiting Advertising



Recruiting (continued)

Recruitment Resources

Internal vs External

Direct applicant & Referrals

Advertisements in Newspapers Electronic recruiting

Own website vs 3rd party vendor (e.g. monster)

Universities and colleges Headhunter agencies



Selection

Background investigations and reference

checks:

Verify factual information provided by candidate Uncover damaging information

Calls to current (or former) employer

Validation criteria of test results and

education

Use of pre-employment information services



Selection (continued)

Honesty and drug tests

Credit check

Physical and cognitive ability tests Discrimination (use I-9 Employment Eligibility

Verification form)

Work sample tests



Training and Development

Employee orientation

Performance management

Steps of training programs:

Needs analysis

Instructional design

Validation

Implementation Evaluation




(continued)

On-the-Job training

Apprenticeship training

Informal learning

Lectures

Computer-based training



Compensation

Signing bonus

Union and labor relations law influence the design of

pay plans. Geography is a policy rule.

Salary compression

Compensation for executives and managers: Base pay

Short-term incentives

Long-term incentives

Executive benefits and perks



Compensation (continued)

Competency-based pay

Broad banding

Unpaid leaves

Merit Pay as an incentive

Recognition-based awards (combining

financial and non-financial incentives)

Profit-Sharing plans



Compensation (continued)

Employee stock ownership plan (ESOP)

Gainsharing plan

Vacation days varies depending on employer

Most sick leaves grant full pay for a specific

number of days

Health and retirement benefits



Performance Management

Purposes: strategic, administrative & developmental

Performance Standards

Self assessment

Performance appraisal

Performance feedback (upward vs downward feedback)

360 degrees feedback

MBO

Performance ratings

Areas for development

Action Plans / Calibration Meetings

Employee Development





Changes in HR

Self-service: giving employees online access toHR information

Online recruiting Creation of learning organization

Outsourcing: specialized companies provideservices (e.g. assessment, payroll management)

Strategic business role HR S AP

Six Sigma



HR Challenges

Competing through Sustainability Provide shareholder return

High quality products, services and work experiences

for employees Increase value on intangible assets & human capital

Social & environmental responsibility

Competing through Globalization Expand into foreign markets

Prepare employees to work abroad Competing through Technology

Development of e-HRM

Create high-performance work systems



HRM Focus in the US after

Crisis

Create alternative work arrangements (e.g.

sabbatical)

Motivate to retain in unsecure jobenvironment

Onshoring vs. Offshoring

Dowsizing



General View of HR practices

in the US

High and rapidly growing integration of HR andbusiness strategy`

HR metrics gain in popularity

Rapid growth of HR planning in firms

Role of HR is more strategic in service industrythan in mfg. firms

Decentralization of administrative HR functions,but centralization of strategic functions

Increasing trends of outsourcing HR across theborders



United Kingdom



UK vs Continental Europe

20 times more qualified HR specialists in % to

the labor force

Rates: 1:5 in UK

1:8 in Belgium& Netherlands

1:15 in other EU countries

50% of HR specialists totally involved since day

1 in the company, only 4 % feel noninvolved

Stronger HR position in the companies,

more sophisticated policy



³HR Role´ Approach

BEST-FIT APPROACH

Close relationship between strategic management

and HRM

Influence & vertical integration

BEST-PR ACTICE APPROACH

Highlights the relationship between good HR

practices and organizational performance(employee commitment & satisfaction)

Horizontal integration



³HR Role´ Approach

(continued)

CONFIGUR ATIONAL APPROACH

HR practices to gain maximum performance:

Vertically integrated to business strategy

Horizontally integrated with each other

RESOURCE-B ASED VIEW

Focus on internal resources as key source of

sustainable competitive advantage



Job Analysis and Design

� PM and IR as prevailingmodel; HRM style outcomessought within a pluralistframework

� PM and IR no longer seen asoperationally distinct;managerially derivedagenda; replacement of collectivism with stronger role for individualism

� Individualistically derived;stress on input provided byorganization on behalf of employee

� Employment policy derivedfrom business objectives;HRM major contributor tobusiness policy; translation of HRM policies across cultures

StrategyStrategyR

esourceBasedR

esourceBased

RestatementRestatementFusionFusion





HR Planning (continued)

Achieve corporate and strategic goals:

Motivating and engaging staff

Building on talent, knowledge and experience of the

workforce

Strategic integration:

Ability of organizations to integrate HRM issues into their

strategic plans Ensure that the various aspects of HRM cohere

Line managers incorporate HR perspective into their decision

making.



Recruiting

Interview techniques

Interim management

Temporary employment and agency workers

Online recruitment

Stages:

Defining the vacancy

Attracting applicants

Assessing candidates

Making appropriate decisions

Evaluating the effectiveness of the process

Trends:

Greater emphasis on competencies,

Increased use of more sophisticated selection techniques &Internet (a reason for worries!)



Selection

External factors:

External labor market¶s conditions

national approaches to education and training government regulation (ex: the post-crisis law for

non-EU employees)

Internal factors:

Industrial, sector and size variation

Growth in multinational corporations




Learning as a lifelong process: continuous adaptations andstages (novice, advanced beginner, competent, proficient,expert)

Acquisition of knowledge and understanding facilitates

change in perceptions and practice Necessary

Employees are expected to:

Cope with change and new technology

Take more responsibility

Become more skilled and knowledgeable Develop the ability for problem solving and creative thinking

Barriers:

Lack of confidence on behalf of the learner and

Training and support of coaching system



Compensation

Use pay and benefits to:

Attract

Retain

Engage staff

Find out which benefits best meet the needs

of the workforce and the business:

Reward schemes for a motivated, committed and

loyal to the organization workforce



Performance Management

Employment relationship as an economic exchange

Developed over the years since the industrial

revolution through various phases and periods in

response to the changing use and nature of

technology

Psychological contract is becoming important

Debate about difficulties in the motivation andmanagement of knowledge workers, the control of

emotional labor and the desire to secure additional

profits via the application of reward strategies



Employee Relations

Employment contract subject to common law

based on the theory of market individualism

Statutory rights

Discrimination (age, gender, disability, ethnicity,

religion or belief, sexual orientation and transgender

status): decreasing but still very strong

Unregulated working time

Working Time Directive contains many exceptions





Management Development

Important in UK

Involves holistic involvement of manager

Source of competitive advantage Interactions and dependences exist between

the organization's context and management

development programmes

More effective when stakeholders

partnerships exist between individuals, their

bosses and others in the company



Crisis Effects

Most important HR

contribution during the

crisis:

Long-term workforceplanning

Increasing upskilling

Managing key talent

retention

Focus in the next 3years (The HumanResource Forum UK

2009): Talent management and

retention - 42%

Employee engagement -26%

Benefits/rewards -

15%

Knowledge management- 12%

Talent recruitment - 5%



Extra: 360 Performance

Review of Anglo-Saxon Team.

Eveline and Ksenia

reviewed each other

Edourdo reviewed

Dina- Dina reviewed

Francine ± Francine

reviewed Edouardo

CRITERI A:

(Pre-defined) Accurate information

(25%) Contribution (20%)

Understanding (10%)

Results (25%)

Reporting (10%)

IPMP on Time (5%) Skill Enhancement (5%)

US UKpresentation

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