HRM
best practices are evidence based: evidence based HRM
inadequate evidence:
missing up-to-date knowledge
word-of-mouth info
Personal experience zonder reflectie
→ use scientific evidence! (objective, unbiased)
HRM:
- Analysis
- Planning
- Recruiting
- Selection
- training, development
- compensation
- performance management
- employee relations
HR functions:
- attracting + retaining employees
- adapt to changing environment
- promote talent
- motivate employees
- investing in development talent, skills
responsibilities
● labor law
● keeping records
● testing employees kennis, skills, abilities
● compensation, benefits
HR functie Responsibilities
Analysis and design of work Job analysis, work analysis, job descriptions
Recruitment and selection Recruiting, posting job descriptions,
interviewing, testing, coordinating use of
temporary employees
Training and development Orientation, skills training, development
programs, career development
Performance management Performance measures, preparation and
administration of performance appraisals,
feedback and coaching, discipline
Compensation and benefits Wage/salary administration, incentive pay,
insurance, vacation, retirement, profit
sharing, health/welness, stock plans
Employee relations/labor relations Attitude surveys, employee handbooks,
labow law compliance, relocation and
outplacement services
Personnel policies Policy creation, policy communications
Employee data and info systems Record keeping, HR info systems,
workforce analytics, social media, intranet,
internet access
Legal compliance Policies to ensure lawful behaviour, safety
, inspections, accessibility accommodations,
privacy policies, ethics
Support for business strategy HR planning, talant management, change
management, organization development
role of HR
● strategic business partner
● change agent
● lawyer of employee
● shared service model = center for administration en transactional tasks
center for expertise, employee service en business partners
shared service model = centralization of HR functions and major routines that includes
centers of expertise or excellence, service centers and business partners
- centers of expertise and excellence
= HR specialisten in areas such as staffing, compensation, training, benefits and
labor relations, all offering services to executives in business units on request
- service centers
= a central unit for HR-related administrative and transactional tasks that employees,
retirees and business unit managers access through online portals and phones
- business partners
= HR staff members who work directly with business-unit managers in strategic roles.
To discuss and create succession plans and compensation programs
case study Kennametal inc
→ door centralization en outsourcing van tasks bespaarden ze de company veel
geld
Strategy formulation
= the process of deciding on a strategic direction by defining a company’s mission and goals,
its external opportunities and threats, and its internal strengths and weaknesses.
Deciding the role of HRM in strategy formulation
- administrative linkage (lowest level of integration HRM)
= HRM’s function’s attention is focused on day-to-day tasks. No strategic outlook. The
company’s strategic business planning function exists without any input from HRM
department.
- one way linkage = firm’s strategic planning function develops the plan and then
informs the HRM function of the plan
- two-way linkage = plan originates within the firm’s planning function. Team informs
HRM on their function. HRM executives analyze the HR implications. HRM executive
makes a plan to implement it.
- integrative linkage = dynamic and multifaceted; HRM is integral member of the
strategic management team
, Strategy implementation:
“an org has a variety of structural forms and organizational processes to choose from when
implementing a given strategy”
5 variables:
1) organizational structure
2) task design (HRM taak)
3) selection, training, and development of people (HRM taak)
4) reward systems (HRM taak)
5) types of info and info system
video 3
organizational culture = a complex set of values, beliefs, assumptions that define
the way in which a firm conducts its business
→ helps define stakeholders and how to interact with them
values guide the actions and strategies of an org
- espoused values = held by leader, are communicated
- enacted values = are demonstrated through actions and behaviours
talent → an employee can have a positive or negative impact on the firm →
influential
vertical alignment → HR is aligned with other parts of the org → practices and
processes address strategic needs of the org (through people)
HRM week 2
societal trends and events affect employers through
- consumer markets → demands for goods and services
- labor markets → supply of people who produce the goods and services
shortage vs surplus
keys to effectively utilizing labor markets
● clear idea of current configuration of human resources
● know where organisation is going and how present HR configuration relates to future
configuration that will be needed
● address discrepancies
the human resource planning process
best practices are evidence based: evidence based HRM
inadequate evidence:
missing up-to-date knowledge
word-of-mouth info
Personal experience zonder reflectie
→ use scientific evidence! (objective, unbiased)
HRM:
- Analysis
- Planning
- Recruiting
- Selection
- training, development
- compensation
- performance management
- employee relations
HR functions:
- attracting + retaining employees
- adapt to changing environment
- promote talent
- motivate employees
- investing in development talent, skills
responsibilities
● labor law
● keeping records
● testing employees kennis, skills, abilities
● compensation, benefits
HR functie Responsibilities
Analysis and design of work Job analysis, work analysis, job descriptions
Recruitment and selection Recruiting, posting job descriptions,
interviewing, testing, coordinating use of
temporary employees
Training and development Orientation, skills training, development
programs, career development
Performance management Performance measures, preparation and
administration of performance appraisals,
feedback and coaching, discipline
Compensation and benefits Wage/salary administration, incentive pay,
insurance, vacation, retirement, profit
sharing, health/welness, stock plans
Employee relations/labor relations Attitude surveys, employee handbooks,
labow law compliance, relocation and
outplacement services
Personnel policies Policy creation, policy communications
Employee data and info systems Record keeping, HR info systems,
workforce analytics, social media, intranet,
internet access
Legal compliance Policies to ensure lawful behaviour, safety
, inspections, accessibility accommodations,
privacy policies, ethics
Support for business strategy HR planning, talant management, change
management, organization development
role of HR
● strategic business partner
● change agent
● lawyer of employee
● shared service model = center for administration en transactional tasks
center for expertise, employee service en business partners
shared service model = centralization of HR functions and major routines that includes
centers of expertise or excellence, service centers and business partners
- centers of expertise and excellence
= HR specialisten in areas such as staffing, compensation, training, benefits and
labor relations, all offering services to executives in business units on request
- service centers
= a central unit for HR-related administrative and transactional tasks that employees,
retirees and business unit managers access through online portals and phones
- business partners
= HR staff members who work directly with business-unit managers in strategic roles.
To discuss and create succession plans and compensation programs
case study Kennametal inc
→ door centralization en outsourcing van tasks bespaarden ze de company veel
geld
Strategy formulation
= the process of deciding on a strategic direction by defining a company’s mission and goals,
its external opportunities and threats, and its internal strengths and weaknesses.
Deciding the role of HRM in strategy formulation
- administrative linkage (lowest level of integration HRM)
= HRM’s function’s attention is focused on day-to-day tasks. No strategic outlook. The
company’s strategic business planning function exists without any input from HRM
department.
- one way linkage = firm’s strategic planning function develops the plan and then
informs the HRM function of the plan
- two-way linkage = plan originates within the firm’s planning function. Team informs
HRM on their function. HRM executives analyze the HR implications. HRM executive
makes a plan to implement it.
- integrative linkage = dynamic and multifaceted; HRM is integral member of the
strategic management team
, Strategy implementation:
“an org has a variety of structural forms and organizational processes to choose from when
implementing a given strategy”
5 variables:
1) organizational structure
2) task design (HRM taak)
3) selection, training, and development of people (HRM taak)
4) reward systems (HRM taak)
5) types of info and info system
video 3
organizational culture = a complex set of values, beliefs, assumptions that define
the way in which a firm conducts its business
→ helps define stakeholders and how to interact with them
values guide the actions and strategies of an org
- espoused values = held by leader, are communicated
- enacted values = are demonstrated through actions and behaviours
talent → an employee can have a positive or negative impact on the firm →
influential
vertical alignment → HR is aligned with other parts of the org → practices and
processes address strategic needs of the org (through people)
HRM week 2
societal trends and events affect employers through
- consumer markets → demands for goods and services
- labor markets → supply of people who produce the goods and services
shortage vs surplus
keys to effectively utilizing labor markets
● clear idea of current configuration of human resources
● know where organisation is going and how present HR configuration relates to future
configuration that will be needed
● address discrepancies
the human resource planning process
