Human Resource Management SCHEDULE Resource Management ... HRM Session Prof.Rija Syndicate...

HRM Session

Prof. Rija

Human Resource

Managementby Rasoava Rijamampianina

SCHEDULE

SESSION TOPIC1 * Gaining Competitive & Comparative Advantages

Through and With the People

* Acquiring & Stimulating the “Right” People

2 & 3 * Beyond Training & Development

* The Ultimate Performance Management

4 & 5 The Keys to Business Leadership

6 & 7 Diversity & Diversity Management

METHODOLOGY

� Interactive lectures

� Analysis and discussion of actual cases

� Related readings/video clips

� Assignments

ASSESSMENT

• Individual Assignment 25%

• Syndicate Assignment 25%

• Final exam 50%

100%

Individual Assignment

=

Learning Journal

Watch the clip in the your course pack

� Layout and style 5

� Recall of knowledge and synthesis ability 15

� Research ability 30

� Application of knowledge 30

� Generation of new knowledge 20

Individual Assignment

100%

FIVE KEY LEARNING POINTS

DEADLINE

HRM Session

Prof. Rija

Syndicate Assignment

=

HRM practices investigation

Watch the clip in the your course pack

� Layout, structure and style 10

� Description of facts 30

� Analysis & evaluation 30

� Practical recommendations 30

Syndicate Assignment

100%

DEADLINE

Learning Objectives

You will be able to:

• Comprehend and discuss the contemporary concepts and practices of managing and leading people in a changing environment;

• Understand the keys to business leadership;

• Understand the concepts of diversity, diversity management;

• Discuss the application of those concepts in the real life of organisations.

Human Resource Management

As a Business Partner Function

WHY HRM ?

Research Finding

An organisation can gain business advantages

through and with its people

(Horobet et al., 2008; Barney, 2010; Berry, 2011;

Read, 2011; Saha & Gregar, 2012; Amadeo, 2014)

HRM Session

Prof. Rija

Resources

• People � talents

• Intangibles (e.g., brand names)

• Technological resources (e.g., patents)

• Physical resources (e.g., plants)

• Financial resources

• Natural resources

Sources of Competitive & Comparative Advantages

1. Market positions

• Technologies

• Finance

• Reputation

• Structures

2. Environments-strategies-talents alignment (continuous alignment)

(Porter, 2008; Njuguna, 2009; Vinayan, 2012; Denning, 2013)

Market War � Talent War

Market Creation

Key:Environments

Strategies

Talents

Research Findings

• Organisational success largely depends on the ability to effectively execute business strategies;

• Effective execution of business strategies largely depends on people’s commitment and people’s right set of talents.

What does this imply?

(Russell, 2012; Mwingu, 2013; Hrebiniak, 2013; Ekstrom, 2014)

This Implies…

Organisations need to continuouslyhave the right people for the right position at the right time, with the right complementary talents!

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS

POLICIES, PROCEDURES, PROCESSES

ACTIONS/BEHAVIOURS/TASKS

LEADERSHIP

MANAGEMENT

Managementeffectiveness+

Leadershipeasiness

+

(lkahtani, 2011; Lunenburg, 2012; Kotter, 2013)

HRM Session

Prof. Rija

HOW to MANAGE people effectively� they can be LED efficiently?

� organisational success

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



Allocate the right people/talents

Human Resource ManagementVs.

Personnel Management

Key:Environments

Strategies

Talents

Administrative DoerFunction

PM

Business PartnerFunction

HRM

(Henderson, 2011; Doaei, 2012; Nayab, 2013; Grimsley, 2014)

HRM

• Strategic partner• Administrative expert• People innovator• Employee advocate• Change agent

Administrative DoerFunction

PM

(Henderson, 2011; Doaei, 2012; Nayab, 2013; Grimsley, 2014)

HRM as Strategic Partner Function

Strategy Execution

• Translates business strategies into actions;

• Integrates and strategically aligns the HR strategies to business strategies.

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR Strategies

HRM Session

Prof. Rija

HRM as Strategic Partner Function

• Concept of centralisation versus decentralisation

• Concept of standardisation versus differentiation

• Concept of conformity/compliance versus commitment

HRM as Administrative Expert Function

• Designing and implementing efficient and effective:

– HR database � HR planning

– HR scorecard: strategic HR measurement

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR DATABASE

CURRENT

REQUIRED

Gap

Analysis

Decision

Development

Implementation

PLAN

ENVIRONMENTS

HR Planning

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR Planning

Recruitment

Training, Development,Careers,Succession

Performancemanagement

HR Database

HRM as People Innovator Function

Creates highly innovative and adaptive employees

Participate indaily operations

• Contribute for organisational development;

• Adapt to any changes.



TRAINING & DVPT

Formal Learning Opportunity

Key:Environments

Strategies

Talents

HRM Session

Prof. Rija



LEARNING CULTURE Key:Environments

Strategies

Talents

Formal & InformalLearning Opportunity

HRM Session

Prof. Rija

(Cournoyer, 2012; Harold, 2012)

(Cournoyer, 2012; Harold, 2012)

HRM Session

Prof. Rija

Learning Culture

LEARNING is both:

• Formal and informal

• A task and a mind-set

• Self-driven and led

• Directed and free-flow

• Adaptive and generative

• Intentional and incidental

How to Build a Learning Culture ?

So what capabilities do you have access to which you aren’t using?

HRM as Employee Advocate Function

Open Management System

HRM as Employee Advocate Function

• Being the employees’ voice in the mgmt discussions;

• Being fair and principled;

• Assuring that their concerns are being heard;

• Helping them find new ways to:

– improve their performance

– contribute more to the organisation

– be continuously aligned with the roles

• Encouraging teamwork between line managers and HR managers;

• Assuring that problems are made very transparent and employees’ ideas and suggestions are not filtered before reaching the top management.

HRM as Change Agent Function

HRM success depends on recognising the need for changeand successfully implementing it.

�� Be more alert to people and situations requiring changes;

�� Be receptive to new ideas and ways of doing things;

�� Be able to lead and support initiatives for change.

HRM Session

Prof. Rija

HRM as Change Agent Function

Change in business

Change in employee’s behaviour

Change in organisational culture

But can you predict a win?

Not always!

PREPARE !

HRM Session

Prof. Rija

Prepare a WIN

• HR strategies/plans, competencies, systems, practices and deliverables are essential but not sufficient…

• First of all, have the right people for the right position at the right time, with theright complementary talents!

ACQUIRING & STIMULATINGTHE RIGHT PEOPLE

Right People

The RolesThe IndividualFITNESS

The Strategies

ALIGNMENT

The EnvironmentsSYNC

DANCE

The environments are not static Nothing in the organisation is static

=

Highly innovative and adaptive people

Fitness• Mind-set

• Value set

• Talent set

• Role set

EFFECTIVENESS

Fitness• Mind-set

• Value set

• Talent set

• Role set

PERFORMANCE

HRM Session

Prof. Rija

Right People

The RolesThe IndividualFITNESS

The Strategies

ALIGNMENT

The EnvironmentsSYNC

DANCE

The environments are not static Nothing in the organisation is static

=

ACTIVE & AGILE LEARNERS

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



Allocate the RIGHT People

RIGHT People

• R Resource

• I Interest in the business/role

• G Goals (personal) not competing with the organisational goals � Governance

• H Human and social network ability

• T Trustworthiness

Case

Bruce Clarke at Rand Merchant Bank

KEY

Organisations need to continuouslyhave the right people for the right position at the right time, with the right complementary talents!

Fact

• Hiring the right people is tough…

• Keeping them can be even tougher…

• Key to stimulation is role sculpting.

• Stimulation � Retention

(Butler & Waldroop, 2000; Hay, 2002; Rosengren, 2010; Harder, 2012)

Right people for the right position

HRM Session

Prof. Rija

Role Sculpting ?

• It’s the art of matching people to rolesthat allow:

– Their deeply embedded life interests

– Their abilities

– Their values

to be expressed

� work satisfaction

� commitment� growth � success

(Butler & Waldroop, 2000; Hay, 2002; Rosengren, 2010; Harder, 2012) VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



Role Analysis

Strategic RoleFamilies

Support RoleFamilies

Matching people to the roles

Allocate the RIGHT people

Role Analysis

A purposeful, systematic processfor collecting information about roles required to execute/implement the strategiesand the necessary actions/behaviours to perform them.

Role Description

The principal product of a role analysis.It’s a written statement of the role of an individual, how and why it is done.It describe the role + the responsibilities � focuses on the role.

Role Specification

It’s also a document created with the infofrom the role analysis.It’s the minimum acceptable qualifications thatthe responsible must possessto perform the role successfully. � focuses on the person.

Options

There are several basic options to choose from and each has some pros and cons:

� Full-time employees � Part-time employees � Temporary help � Leased workers � Independent contractors

HRM Session

Prof. Rija

RIGHT Time

When they are needed according to HR planningor when there are unplanned vacancies.

RIGHT Complementary of Talents

From the HR Database

The right peoplefor the right positionat the right time, with the right complementary talents!

Would This Be Possible Without

a Proper HR Planning?

Fact

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR Planning

Recruitment

HR Database

Preliminary Screening

• Involves asking an applicant to complete an application form;

• Asks for enough info to determine whether the individual is minimally qualified for the position.

Application Blanks

� Weights will be given for each characteristic� Weights are then totalled for each applicant� The one with the highest score is the preferred choice

Employee Selection

� Preparation

� Panel

� Methods

� Process

� Decision

• Review

• Follow-up

WHO?

WHAT?

WHERE?

HOW?

WHEN?

HRM Session

Prof. Rija

Speed

Time0

Pace of change

(Obeng, 2009; 2012; 2014)

t

Rate of learning

Causes of Errors in Selection

• Undefined preferred candidate

• Undefined or unclear selection criteria

• Unprepared panel

• Traditional boardroom approach

• Stereotyping

• Halo/horn effect: allowing 1 or 2 good or bad characteristics

of an applicant to influence the evaluation of all other characteristics.

• Similar-to-me-error: favourably evaluating an applicant

because he is similar to the interviewer in some way.

Employment Tests

• Role sample performance tests

• Cognitive ability tests

• Psychomotor ability simulations

• Personality and temperament tests

• Polygraph and honesty tests

Reference Checks & Recommendations

HRM Session

Prof. Rija

Hire them quicklybefore someone else get them!

“A company cannot grow without,until its people grow within.”

– John C. Maxwell –

Beyond TRAINING & DEVELOPMENT

TRAINING & DEVELOPMENT

SAME OR DIFFERENT?

On-boarding vs. Aboarding

SAME OR DIFFERENT?

Fitness• Mind-set

• Value set

• Talent set

• Role set

EFFECTIVENESS

HRM Session

Prof. Rija

Aboarding Model

PROCESS PROGRAMME

SYSTEM

Aboarding Programmes

• Online portal

• Face-to-face

� Self-study

� Coaches facilitated study

� Reflection

� Presentations

� Assignments

� Assessments

� Tours & visits

APPROACHES ACTIVITIES


• New hires

• Transferred and promoted employees

• Employees holding the same positions for too long

• Line managers

For WHO?


• Objectives?

• Budget?

• Timing?

• Benefits to participants and organisation?

Key Questions?

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR Planning

Recruitment

HR Database Training, Development,Careers,Succession

TWO Sets of Talents

CONVENTIONAL

• Adaptive

• Reactive

• Based on critical thinking � application of knowledge:

– Maths

– Accounting

– Economics

– Etc.

TRANSFORMATIONAL

• Generative

• Proactive

• Based on divergent thinking � application of imagination:

– Entrepreneurship

– Creativity

– Innovation

– Etc.

HRM Session

Prof. Rija

Beyond Training & Development:

LEARNING CULTURE

LEARNING AGILITY

Learners

ACTIVE/AGILELEARNERS

RANDOM/PASSIVELEARNERS

BLOCKEDLEARNERS

(Brahimi, 2012; Yuganthi, 2012; Haupt, 2013; Warren, 2013)

Learning Evaluation

� Reaction: did learners reacted favourably?

� Learning: did the learning result in changes in knowledge, skill, competencies?

� Behaviour: did the learning result in changesin behaviour/attitude?

� Results: did the learning result in any tangible positive change at the organisational level? (e.g., reduced costs, increased quality…)

(Barbara, 2012; Derven, 2012; Kirkpatrick, 2014)

Learning Checkpoints

• The employee must be motivated to learn;

• The employee must be able to learn;

• The learning must be reinforced (i.e., practiced/applied) � change.

Real ROI = change

Building Real ValueThrough & With

Coaching & Mentoring

COACHING & MENTORING:

DIFFERENT OR THE SAME?

HRM Session

Prof. Rija

Why Coaching & Mentoring ?

• Competence

• Confidence

• Credibility

(Thomas, 2005; Berelowitz, 2011; Atkins, 2012; Mason, 2014)

Talent Pool

Talent Pool

Talent Pool

Talent Pool

TALENT PIPELINE

Practices

• Face-to-face

• Online

External Mentor vs. Internal Mentor

Formal Mentoring Programmevs.

Informal Mentoring Programme

Fact

• The purpose of HRM is not about keeping and/or duplicating the status quo;

• It is rather about improving the status quo and preparing/enabling the organisation for the future.

“Wise leaders know their time is limited.”

– John C. Maxwell –

HRM Session

Prof. Rija

Greiner Growth Model

(Van Vilet, 2013; Gupta, 2015)

Succession Managementis NOT

Replacement Management

IDENTIFY PREPARE TEST GIVE

3 – 5 years5 – 10 years10 – 15 years

HRM Session

Prof. Rija

(Bower, 2007; Carey et al., 2009; Stern, 2012)

Inside-outsiders

Inside-outsiders Outside-outsiders

Inside-insiders Deadwoods

INSIDEYes No

OUTSIDE

Yes

No

Fact

• The purpose of succession management is NOT about keeping and/or duplicating the status quo;

• It is rather about improving the status quo and preparing/enabling the organisation/business for the future.

“Succession management is all about building value in your businessfor the future.”

Michael EpsteinPresident & Managing Partner

Fuller Landau LLP

Toronto

Fact

• Succession management is rarely applied in organisations.

• Organisations rather prefer external recruitment or outsourcing functions/positions.

WHY ?

Career Development:

Trends & Challenges for the Future

CAREER MANAGEMENT PROCESS

SELF-

ASSESSMENT

REALITY

CHECK

GOAL

SETTING

ACTION

PLANNING

Employee

responsibilityIdentify opportunities

and needs to improve.

Identify what

needs are

realistic to

develop.

Identify goal and

method to

determine goal

progress.

Identify steps and

timetable to reach

goal.

Company

responsibility

Provide assessment

info to identify strengths,

weaknesses, interests,

and values.

Communicate

performance

evaluation;

where employee

fits in long-range

plans of the firm.

Insure goal is

specific,

challenging,

and attainable;

commit to help

employee reach

the goal.

Identify resources

employee needs

to reach goal,

including courses,

work experiences,

relationships.

CareerDevelopmentPlan

HRM Session

Prof. Rija

Fact

• When career development is handed off to HR dept., problems arise.

• Many HR managers try to tackle career management using standardised tests such as the Myers-Briggs Type Indicator.– They only help the teams understand their own

working dynamics.

• Personality type should not be the foundation of career development.

• Tools such as Strong Interest Inventory or Brain Profiling would be more appropriate.

(Butler & Waldroop, 2000; Watson & McMahon, 2011; Caprino, 2014)

Issues in DEVELOPMENT & CAREERS

• Melting the Glass Ceiling

• Employee Mobility � Succession Planning / Retention

(Watson & McMahon, 2011; Pavco, 2013; Caprino, 2014)

In the Very Near Future…

The Future of Work

Career Management

• No longer linked to one singleorganisation

• No longer confined to a specific location

• Fully owned by the individual

Career Management

Programmes/Projects

Organisation’s Side

Career Management

Learning

Organisation + Individual’s Sides

HRM Session

Prof. Rija

People Retentionvs.

Intelligence Retention

UltimatePERFORMANCE MANAGEMENT

PERFORMANCE

Alignment

Performance ?

• The quality in the execution of the strategies.

• The alignment between the expectations and the delivery.

What does this imply?

This Implies…

• Performance for a sales person will not mean performance for an accountant or an IT specialist…

• They will be measured differently;They will take different actions;They will need different enablers.

Performance Management

• Is a process through which:

– performance is defined, managed, reported and sanctioned;

– managers ensure that the employees’ actions, behaviours/attitudes and results are congruent with the organisation’s strategies.

HRM Session

Prof. Rija

PURPOSES


STRATEGIC

PURPOSE

• Strategy-talent

alignment• Evaluation of strategic

outcomes• Etc

ADMINISTRATIVE

PURPOSE

• Transparent reporting:

- Products/Services- Costing

- Performance/Effects• Rewarding

• Etc

DEVELOPMENTAL

PURPOSE

• Talent gap identification

• Meaningful conversation• Learning management

(e.g., T&D planning)• Culture change

• Etc

BoardPillars

Org-level

Div./Dept./BUs

Team

Individual Employee

BUSINESS

SYNERGY


• Alignment• Actionable• Agreeable

• Accountability• Achievement


Organisational Strategies

DefiningExpectations

ManagingPerformance

• Monitoring

• Measuring• Reviewing

DefiningPerformance

• KPAs

• KPIs• Targets

SanctioningPerformance

• Reward

• Penalty

• Costing

• Reporting• Conversation

ReportingPerformance

MANDATEENABLERS ENVIR/CONTEXT/CONDITIONS

Recommendations

• Strive for precision in defining and measuring performance.

• Expected products/services

• KPAs• KPIs (output, process, outcome)

• Performance targets

Support&

Alignment

Company

Dept1 Dept2 Dept3

Div1 Div2

Team1

Indiv1 Indiv2 Indiv3 Indiv4

Team2

Div3Standardisationvs.

Differentiation

Recommendations


KPI

Multiple-Indicator Measurement

• Brings an employee/dept./organisation’s performance close to reality;

• Presents a more comprehensive picture of an employee/dept./organisation’s performance;

• Requires the study of the relationships among indicators.

(Kelly & Swindell, 2002; Carmines & Woods, 2004; Wise, 2011; Zou, 2013)

HRM Session

Prof. Rija

Multiple-Indicator Measurement

Correlatio

nsFinancial Output Process Outcome

Financial

Output

Process

Outcome

(Kelly & Swindell, 2002; Carmines & Woods, 2004; Wise, 2011; Zou, 2013)

Recommendations


TARGETS

Recommendations


Poor Fair Good Excellent

Poor Uncertain Promising Excellent

Poor Weak Fair Good Excellent

Recommendations


• Measure and correct � plan + action.

Does not meet

expectation

Meets

expectation

Exceeds

expectation

Declined(worrying)

Stationary(uncertain)

Improved(promising)

TrendPerf.

Approaches to Measuring Performance

� The Comparative Approach

� The Attribute Approach

� The Behavioural Approach

� The Results Approach

� The Quality Approach

Causes of Errors in Measurement

� Similar to me

� Distributional errors

� Halo and horns

� System design and operating problems

� Standards of evaluation

� Rater’s problems

HRM Session

Prof. Rija

• Adopt an effective performance conversation.

RecommendationsEffective Performance

Conversation• 2-way communication;

• Frequent, not once a year/semester;

• Encourage the subordinate to participate/engage in the session;

• Recognise effective performance through praise;

• Focus the conversation on action, behaviour, process or results;

• Focus on solving problems, improving results and innovation;

• Agree to specific goals (put in written) and set a date to review progress.

FEWER

PEOPLE

Level 1: Some growth

Level 2: Growth that makes them capable in their role

Level 3: Growth that makes them able to reproduce

themselves in their role

Level 4: Growth that takes them to a

higher level role

Level 5: Growth that allows them

to take others higher

Level 6: Growth that allows

them to handle any role

Human Resource Management SCHEDULE Resource Management ... HRM Session Prof.Rija Syndicate...

Documents

Transcript of Human Resource Management SCHEDULE Resource Management ... HRM Session Prof.Rija Syndicate...