HRM 2
Lecture 1: Introduction to key HR gurus & methodologies
People management -> attract, educate, train, motivate, empower, reward.
Dr. Daniel Cable: In order to get at the crux of the problem, it’s crucial to understand that as humans
we want to feel motivated and to find meaning in the things that we do.
New applications:
Experimentation: employees in a white-goods manufacturing plant in Italy learned about
lean manufacturing by playing with Legos rather than cooktops.
Purpose: employees at Microsoft One account manager spent a week out on the street with
police officers, for example, trying to understand when and where remote data could help
them.
Self-Expression: in Novant Health, leaders encouraged employees to create their own job
titles, a move which prompted people to highlight their unique contributions to their teams.
Hindrance = a thing that provides resistance, delay, or obstruction to something or someone.
Nurses perceive emotional demands as challenge demands. Nurses perceive work pressure as a
hindrance demand. Self-efficacy and optimism foster nurses' weekly work engagement and
flourishing. Job demand type qualifies the relationship of personal resources with well-being. Nurses'
personal resources should be targeted through individual interventions.
Lecture 2: How to manage talent
1. Map your Talent:
Reporting. A talent management dashboard provides first and foremost an overview of the
talent pipeline, starting with recruitment and ending with outflow.
Performance Management. Measuring employee performance is useful not only to make
the most out of your employees’ skills and competencies but also to use as a basis for
finding and selecting new talent.
Engage with talent. Data and information to start a discussion with employees about their
career growth, development opportunities & training needs.
2. Establish a Learning & Development Strategy
The learning and development philosophy of the organization. The aims and priorities of the learning
and development strategy. The aims will be achieved through the creation of a learning culture,
formal learning and development programmes, coaching, personal development planning, and self-
directed learning.
3. How to implement Learning Programmes
Learning and development. Position in the potential and performance grid, different
learning and development opportunities can be offered. People who are motivated and have
a capacity to grow can be put on a fast track to management positions. These are the people
you want to send to management training.
Talent Pipeline. Because you know your star players and their potential, you can build a
talent pipeline. As a guideline, you want to have a replacement plan for the top .5 % of
functions in your organization.
4. Introducing Gamification
Lecture 1: Introduction to key HR gurus & methodologies
People management -> attract, educate, train, motivate, empower, reward.
Dr. Daniel Cable: In order to get at the crux of the problem, it’s crucial to understand that as humans
we want to feel motivated and to find meaning in the things that we do.
New applications:
Experimentation: employees in a white-goods manufacturing plant in Italy learned about
lean manufacturing by playing with Legos rather than cooktops.
Purpose: employees at Microsoft One account manager spent a week out on the street with
police officers, for example, trying to understand when and where remote data could help
them.
Self-Expression: in Novant Health, leaders encouraged employees to create their own job
titles, a move which prompted people to highlight their unique contributions to their teams.
Hindrance = a thing that provides resistance, delay, or obstruction to something or someone.
Nurses perceive emotional demands as challenge demands. Nurses perceive work pressure as a
hindrance demand. Self-efficacy and optimism foster nurses' weekly work engagement and
flourishing. Job demand type qualifies the relationship of personal resources with well-being. Nurses'
personal resources should be targeted through individual interventions.
Lecture 2: How to manage talent
1. Map your Talent:
Reporting. A talent management dashboard provides first and foremost an overview of the
talent pipeline, starting with recruitment and ending with outflow.
Performance Management. Measuring employee performance is useful not only to make
the most out of your employees’ skills and competencies but also to use as a basis for
finding and selecting new talent.
Engage with talent. Data and information to start a discussion with employees about their
career growth, development opportunities & training needs.
2. Establish a Learning & Development Strategy
The learning and development philosophy of the organization. The aims and priorities of the learning
and development strategy. The aims will be achieved through the creation of a learning culture,
formal learning and development programmes, coaching, personal development planning, and self-
directed learning.
3. How to implement Learning Programmes
Learning and development. Position in the potential and performance grid, different
learning and development opportunities can be offered. People who are motivated and have
a capacity to grow can be put on a fast track to management positions. These are the people
you want to send to management training.
Talent Pipeline. Because you know your star players and their potential, you can build a
talent pipeline. As a guideline, you want to have a replacement plan for the top .5 % of
functions in your organization.
4. Introducing Gamification
