Personeelsbeleid
LECTURE 1: INTRODUCTION TO HRM ............................................................................................. 3
HRM DEFINED ....................................................................................................................................... 3
POSITIONING THE HRM FIELD ...................................................................................................................... 3
5 BASIC PILLARS OF HRM ........................................................................................................................... 4
THE HUMAN RESOURCE CYCLE (MICHIGAN MODEL) .......................................................................................... 6
HARVARD ANALYTICAL FRAMEWORK (BEER)..................................................................................................... 6
HRM STREAMS ......................................................................................................................................... 7
HRM TRENDS ........................................................................................................................................... 7
ORGANIZATIONAL STRUCTURE & EFFECTIVENESS.............................................................................................. 8
ORGANIZATIONAL LIFE CYCLE ..................................................................................................................... 10
LECTURE 2: HR IMPLICATIONS OF A CHANGING ENVIRONMENT AND A DEJOBBED WORLD ............10
THE PSYCHOLOGY OF ‘UNLEARNING’ ........................................................................................................... 10
FROM JOB THINKING TOWARDS ADDED VALUE THINKING ................................................................................... 13
THE ADDED VALUE OF HRM ....................................................................................................................... 15
LECTURE 3: STAFFING: RECRUITMENT & SELECTION .....................................................................18
TRENDS IN RECRUITMENT & SELECTION ........................................................................................................ 18
TACTICAL CHANGES ................................................................................................................................. 19
EMPLOYER BRANDING: IT TAKES TWO TO TANGO ............................................................................................. 20
GENERATIONAL DIFFERENCES & THE R&S PROCESS ....................................................................................... 22
ANALYSIS OF THE PROCESS ITSELF ............................................................................................................... 23
Recruitment strategy .............................................................................................................24
Selecting people ...................................................................................................................25
How to improve manager’s interviewing skills? .........................................................................28
LECTURE 4: DEVELOPING .............................................................................................................29
ASSESSMENT CENTRES ............................................................................................................................. 29
TRAINING & DEVELOPMENT MANAGEMENT .................................................................................................... 30
10 major trends in world of learning & development ..................................................................31
LECTURE 5: CAREER & TALENT MANAGEMENT ...............................................................................32
ORGANIZATIONAL CAREER MANAGEMENT ..................................................................................................... 32
Vertical expectations <-> horizontal solutions ...........................................................................32
Hi-po’s <-> lo-po’s .................................................................................................................33
Professional <-> managerial ladder .........................................................................................34
National <-> international <-> expat.........................................................................................35
Core <-> non-core employees ................................................................................................35
TALENT MANAGEMENT .............................................................................................................................. 36
INDIVIDUAL CAREER EVOLUTIONS ................................................................................................................ 42
QUIET QUITTING ...................................................................................................................................... 42
LECTURE 6: THE BIGGER PICTURE: FUTURE HRM ...........................................................................43
HRM STRUCTURED: THE 3 LAYER MODEL ...................................................................................................... 43
INTERNATIONAL HRM & HR TRANSFORMATION ............................................................................................. 44
Managing employees in a global context ..................................................................................44
HRM POST-COVID19: A PLEA FOR FLEXI-CLARITY ........................................................................................... 44
Energy & engagement in a hybrid work environment ..................................................................46
LECTURE 7: PERFORMANCE MANAGEMENT: ENGAGING EMPLOYEES TO BOOST PERFORMANCE ....48
1
,COLRUYT GUEST LECTURE ......................................................................................................................... 48
EMPLOYEE PERFORMANCE MANAGEMENT ..................................................................................................... 50
Engagement drivers ...............................................................................................................51
Trends in performance management .......................................................................................53
REWARD MANAGEMENT ............................................................................................................................ 54
2
,LECTURE 1: INTRODUCTION TO HRM
HRM DEFINED
What is HRM • HRM is that part of organisational management which is focused on influencing
people’s behaviour in an integrated & pro-active way
• Final purpose → increase added value of individual or groups of individuals
taking into account strategy of the organisation
To be • You can’t change this
• Personality
• Eg. an introvert is an introvert & you can’t change this
To do • You can change this
• Behaviour
Interest of the group • Is more important than individuals interest
• If existence of company is at stake → good choice to fire people
Do people change? • People need to add value
• Added value of individual is related to strategy of the company
➢ Strategy can change ⟹ added value of a company changes
• But people don’t change
Talent • = commitment * competence * contribution
➢ Commitment & competence → input factors → you have this under
control
➢ Contribution → added value → should be there
• Eg. there were a lot of people fired with the rise of online banking → those
employees were competent & committed, but added value had become too
low
• Talent is not an objective thing
Positioning the HRM field
Organisational behaviour • Science of understanding the human behavior in a company
(OB) ➢ Try to understand what happens with an individual when you put them in an
organization
• Time management, leadership, communication…
• What is the goal of the company
➢ How achieve profit?
➢ Goal defines if people stay or leave within a company
• Should be clear & shared → otherwise company should split
➢ Eg. Aldi splitted into Aldi Nord & Aldi Süd
• Example
➢ Torfs → employees must always greet customers & be there if customer
needs them, but their presence can’s make customer uncomfortable
Organisational design • Talking about structures → much more theoretical
(OD) • Structure follows strategy
➢ if you do change the strategy, you must also adjust the structure
➢ Changing strategy isn’t that difficult, changing structure is
• Structure doesn’t follow lingual path → has pendulum movement
➢ From left to right
➢ From centralization to decentralization
HRM • Adjust behaviour by selecting right people, do evaluations…
• Toolbox → fine tune so structure follows strategy, so the goal can be achieved
3
, Problems • Goal is not clear
• Structure is not supporting goal
• What HRM does is not in line with the OD
5 basic pillars of HRM
Figure
•
Strategy & structure • Consider circumstances of environments (labor market)
➢ Environment = certain context, defined by labor market
➔ Eg. Flanders → low unemployment ⟹ people need to be mobile
➔ Eg. Spain → high unemployment ⟹ if you find job, you need to keep it
➢ The way we look at employment & unemployment
• HR tries to integrate strategy & structure within an environment
Planning • Today: Strategic Workforce Planning (SWP)
• Finding out what quality & quantity of people we need on the longer term (> 1
year) → based on forecasts
• Eg. in beginning of year HRM department knows they need to hire 800 people
➢ But you can’t hire them all now because we are not sure we really need them
➢ So hire half of them before summer
Staffing • = combination of recruitment & selection (R&S)
• Quality of your selection is a function of your quality of recruitment
➢ QS = f(QR)
➢ You can’t select better than you can recruite
➢ S cannot be higher than R
• Purpose → to get the right man on the right place
Developing • Training & development (T&D)
• Career management
• Goal: make sure right man stays in the right place
Negotiating • Industrial relations (unions) / blue collars (arbeiders) → high unionization
• White collars (bedienden): individual negotiation
• Unionization
➢ Scandinavian: 65 – 85%
➢ France: 10%
• The field where we discuss the working conditions
➢ Money, working hours, workplace conditions…
Compensating • Technical field
• C & B (compensation & benefits)
➢ what is a decent plan to reward people
➢ to motivate employees
• Payroll
4
LECTURE 1: INTRODUCTION TO HRM ............................................................................................. 3
HRM DEFINED ....................................................................................................................................... 3
POSITIONING THE HRM FIELD ...................................................................................................................... 3
5 BASIC PILLARS OF HRM ........................................................................................................................... 4
THE HUMAN RESOURCE CYCLE (MICHIGAN MODEL) .......................................................................................... 6
HARVARD ANALYTICAL FRAMEWORK (BEER)..................................................................................................... 6
HRM STREAMS ......................................................................................................................................... 7
HRM TRENDS ........................................................................................................................................... 7
ORGANIZATIONAL STRUCTURE & EFFECTIVENESS.............................................................................................. 8
ORGANIZATIONAL LIFE CYCLE ..................................................................................................................... 10
LECTURE 2: HR IMPLICATIONS OF A CHANGING ENVIRONMENT AND A DEJOBBED WORLD ............10
THE PSYCHOLOGY OF ‘UNLEARNING’ ........................................................................................................... 10
FROM JOB THINKING TOWARDS ADDED VALUE THINKING ................................................................................... 13
THE ADDED VALUE OF HRM ....................................................................................................................... 15
LECTURE 3: STAFFING: RECRUITMENT & SELECTION .....................................................................18
TRENDS IN RECRUITMENT & SELECTION ........................................................................................................ 18
TACTICAL CHANGES ................................................................................................................................. 19
EMPLOYER BRANDING: IT TAKES TWO TO TANGO ............................................................................................. 20
GENERATIONAL DIFFERENCES & THE R&S PROCESS ....................................................................................... 22
ANALYSIS OF THE PROCESS ITSELF ............................................................................................................... 23
Recruitment strategy .............................................................................................................24
Selecting people ...................................................................................................................25
How to improve manager’s interviewing skills? .........................................................................28
LECTURE 4: DEVELOPING .............................................................................................................29
ASSESSMENT CENTRES ............................................................................................................................. 29
TRAINING & DEVELOPMENT MANAGEMENT .................................................................................................... 30
10 major trends in world of learning & development ..................................................................31
LECTURE 5: CAREER & TALENT MANAGEMENT ...............................................................................32
ORGANIZATIONAL CAREER MANAGEMENT ..................................................................................................... 32
Vertical expectations <-> horizontal solutions ...........................................................................32
Hi-po’s <-> lo-po’s .................................................................................................................33
Professional <-> managerial ladder .........................................................................................34
National <-> international <-> expat.........................................................................................35
Core <-> non-core employees ................................................................................................35
TALENT MANAGEMENT .............................................................................................................................. 36
INDIVIDUAL CAREER EVOLUTIONS ................................................................................................................ 42
QUIET QUITTING ...................................................................................................................................... 42
LECTURE 6: THE BIGGER PICTURE: FUTURE HRM ...........................................................................43
HRM STRUCTURED: THE 3 LAYER MODEL ...................................................................................................... 43
INTERNATIONAL HRM & HR TRANSFORMATION ............................................................................................. 44
Managing employees in a global context ..................................................................................44
HRM POST-COVID19: A PLEA FOR FLEXI-CLARITY ........................................................................................... 44
Energy & engagement in a hybrid work environment ..................................................................46
LECTURE 7: PERFORMANCE MANAGEMENT: ENGAGING EMPLOYEES TO BOOST PERFORMANCE ....48
1
,COLRUYT GUEST LECTURE ......................................................................................................................... 48
EMPLOYEE PERFORMANCE MANAGEMENT ..................................................................................................... 50
Engagement drivers ...............................................................................................................51
Trends in performance management .......................................................................................53
REWARD MANAGEMENT ............................................................................................................................ 54
2
,LECTURE 1: INTRODUCTION TO HRM
HRM DEFINED
What is HRM • HRM is that part of organisational management which is focused on influencing
people’s behaviour in an integrated & pro-active way
• Final purpose → increase added value of individual or groups of individuals
taking into account strategy of the organisation
To be • You can’t change this
• Personality
• Eg. an introvert is an introvert & you can’t change this
To do • You can change this
• Behaviour
Interest of the group • Is more important than individuals interest
• If existence of company is at stake → good choice to fire people
Do people change? • People need to add value
• Added value of individual is related to strategy of the company
➢ Strategy can change ⟹ added value of a company changes
• But people don’t change
Talent • = commitment * competence * contribution
➢ Commitment & competence → input factors → you have this under
control
➢ Contribution → added value → should be there
• Eg. there were a lot of people fired with the rise of online banking → those
employees were competent & committed, but added value had become too
low
• Talent is not an objective thing
Positioning the HRM field
Organisational behaviour • Science of understanding the human behavior in a company
(OB) ➢ Try to understand what happens with an individual when you put them in an
organization
• Time management, leadership, communication…
• What is the goal of the company
➢ How achieve profit?
➢ Goal defines if people stay or leave within a company
• Should be clear & shared → otherwise company should split
➢ Eg. Aldi splitted into Aldi Nord & Aldi Süd
• Example
➢ Torfs → employees must always greet customers & be there if customer
needs them, but their presence can’s make customer uncomfortable
Organisational design • Talking about structures → much more theoretical
(OD) • Structure follows strategy
➢ if you do change the strategy, you must also adjust the structure
➢ Changing strategy isn’t that difficult, changing structure is
• Structure doesn’t follow lingual path → has pendulum movement
➢ From left to right
➢ From centralization to decentralization
HRM • Adjust behaviour by selecting right people, do evaluations…
• Toolbox → fine tune so structure follows strategy, so the goal can be achieved
3
, Problems • Goal is not clear
• Structure is not supporting goal
• What HRM does is not in line with the OD
5 basic pillars of HRM
Figure
•
Strategy & structure • Consider circumstances of environments (labor market)
➢ Environment = certain context, defined by labor market
➔ Eg. Flanders → low unemployment ⟹ people need to be mobile
➔ Eg. Spain → high unemployment ⟹ if you find job, you need to keep it
➢ The way we look at employment & unemployment
• HR tries to integrate strategy & structure within an environment
Planning • Today: Strategic Workforce Planning (SWP)
• Finding out what quality & quantity of people we need on the longer term (> 1
year) → based on forecasts
• Eg. in beginning of year HRM department knows they need to hire 800 people
➢ But you can’t hire them all now because we are not sure we really need them
➢ So hire half of them before summer
Staffing • = combination of recruitment & selection (R&S)
• Quality of your selection is a function of your quality of recruitment
➢ QS = f(QR)
➢ You can’t select better than you can recruite
➢ S cannot be higher than R
• Purpose → to get the right man on the right place
Developing • Training & development (T&D)
• Career management
• Goal: make sure right man stays in the right place
Negotiating • Industrial relations (unions) / blue collars (arbeiders) → high unionization
• White collars (bedienden): individual negotiation
• Unionization
➢ Scandinavian: 65 – 85%
➢ France: 10%
• The field where we discuss the working conditions
➢ Money, working hours, workplace conditions…
Compensating • Technical field
• C & B (compensation & benefits)
➢ what is a decent plan to reward people
➢ to motivate employees
• Payroll
4
