HRM SUMMARY: slides
Objectives of the course
1. To provide an insight in the field of HRM and the systems we use to manage people in organisations
2. To clarify the underlying relationships between HRM issues and other managerial fields in the act
of managing organisations
Course outline:
1. HRM defining the field
2. From job-thinking towards added-value thinking + The added value of HRM
3. Staffing: recruiting & selection
4. Assessment centres + Training & Development management
5. Career management: challenges and opportunities in managing the psychological contract & career
systems
6. Guest lecture Colruyt + Performance Management + Reward Management
7. The structure of the HRM department: they 3 layer model + International HRM & HR
transformation + The future of HRM, what can we expect and where do we need to prepare for?
Eindcompetenties:
1. De strategische betekenis toelichten van de diverse activiteitsdomeinen in het kader van het human
resources management.
2. De strategische betekenis toepassen op de diverse activiteitsdomeinen (instroom, 1 uitstroom,
doorstroom) in HRM.
3. Het traditioneel performance managementsysteem toepassen op een organisatie.
4. Nieuwe trends binnen performance management beoordelen.
1. HRM defined
HRM is that part of organisational management which is focused on influencing people’s behaviour in an
integrated and pro-active way (managing people = managing expectations)
→ You can’t change the people themselves because personality is already formed, but you can
influence their behaviour (“drill the skill”)
Final purpose: to increase the added value of the individual or groups of individuals taking into account the
strategy of the organisation
1
,1.1 Positioning the HRM field
OB field (organisational behaviour) = trying to understand human behaviour within a company + trying to
describe what people do in a company (the goal), but do they have a shared goal? STRATEGY!!!
→ Indirectly influenced by the organisational culture and the 5 pillars of HR
→ Descriptive; much more scientific than HR
OD field (organisational design) = how do you structure an organisation? How do you put the building
blocks together (not the world around people but around organisations)? STRUCTURE!!!
→ Shows how to realize your strategy; structure follows strategy
HRM field = toolbox of skills to use in order to finetune the relationships between the OB and the OD
Subfunctions/Subdomains within HR
HR tries to integrate the strategy (OB) and the structure (OD) within a certain environment (labour market)
Labour market in the context of HR = companies interact with the labour market
→ Have a huge impact on how organisations are structured and how HR is done
→ Different in each country/city/region (labour market is very local)
→ Companies go to places in the world where the labour is available
5 pillars of HR (PSDNC)
HR planning = SWP (strategic workforce planning): what kind of people/skills will you need in 5 years from
now and how many do you need as a company?
→ Only look at the company’s need, not at the needs of the employees
HR staffing = process of recruitment and selection
→ Recruitment = trying to find the right candidates on the market and seduce them to apply to my
company
→ Selection = making sure that we choose the right/best people that are recruited
HR developing = training & development programs and carrier management: how do we keep the right
person in our company?
→ Make sure that they know what is going on in the world
HR negotiating = Industrial Relations: relates to the relationships between the unions (employees
organisations)
→ Negotiation labour conditions (more than just salary)
→ CLA: collective labour agreement (rules & regulations)
HR compensating = payroll + compensation & benefits
→ Payroll = administrative nature of HR together with social secretaries (employers organisations);
salary at the end of the month
→ Compensation & benefits = thinking about the pay strategy for salaries to motivate people
2
,1.2 Culture
Strong cultures create SAHARAV: (reflection of what an organisation might look like)
1. Symbols
a. Everything from a company that we can see from the outside (people, building, dress
code,…)
2. Heroes
a. People who have an important role/impact on the success of the organisation (CEO,
founders,…)
anti-heroes = people who have a negative impact on the organisation
3. Rituals
a. Translate the values into rituals towards the outside; unconscious way of doing things in a
company
b. The first cut is the deepest = there is only 1 company who can tell you what work is, all the
rest is a process of comparing
4. Values
a. Words that say who you want to be as a company
b. Cannot be seen by outsiders, you can say whatever you want
Strong cultures create values that are translated to the outside of the union (go from V to S)
Culture is important: manage people from a downtown Calcutta feeling to a Paris in the spring feeling
→ Paris in the spring feeling = nothing is too hard to do, I can do about everything
→ Downtown Calcutta feeling = things that make us feel tired due to the high temperature and
humidity
1.3 Organisational culture
Organisation = a set of people that are structured and that follow certain systems that create daily beliefs
Daily beliefs = feeling of the ‘we-image’; who are we? The way you look
at yourself at the floor level
→ Self-image of people
Guiding beliefs = the way the top of an organisation looks at the people
→ EXAMPLE: how does the line manager looks at the staff?
Change occur when there is a gap between the daily beliefs (what is)
and the guiding beliefs (what should be according to the top)
→ When this gap becomes too large: credibility gap = people do
not belief anymore what you are saying as a leader
Strategy = what are we going to do?
→ Try to influence the organisation with strategy
3
, 1.4 The human resource cycle
Core of the Michigan model:
1. HR is making sure that the right people come into an
organisation via recruitment and selection
2. People show a certain performance when they are in
the organisation and based on these performance,
they get an appraisal (reward)
a. Get a reward to create a positive feedback
loop (people copy good
behaviour/performance because they are
getting rewarded)
b. Shortages have a need to develop to become better and we hope that these performance
will increase in the future
3. Structure problem = adjust the selection when something pops up very commonly (relation
between development and selection)
1.5 Harvard analytical framework
The Harvard model (= stakeholder model) shows the stakeholder interest and based on this, the
organisation has HR policy cores
But the model is also based on situational factors (things that
happen in society, within the plant,…) and based on this, things
will happen
→ The result of these 2 combined give HR outcomes
(important for the company): guide the behaviour by
putting emphasises on that
+ there are long-term consequences, individual well-being,
organisational effectiveness and societal well-being
1.6 HRM streams
Look at HR from a process point of view: people are trying to understand the company by checking the
process
Input – Throughput – Output
=
People come into the company – People stay in the company – People leave the company
Employer branding = how easily do I get people into my company? How do you market your company to
desired job seekers? (input)
4
Objectives of the course
1. To provide an insight in the field of HRM and the systems we use to manage people in organisations
2. To clarify the underlying relationships between HRM issues and other managerial fields in the act
of managing organisations
Course outline:
1. HRM defining the field
2. From job-thinking towards added-value thinking + The added value of HRM
3. Staffing: recruiting & selection
4. Assessment centres + Training & Development management
5. Career management: challenges and opportunities in managing the psychological contract & career
systems
6. Guest lecture Colruyt + Performance Management + Reward Management
7. The structure of the HRM department: they 3 layer model + International HRM & HR
transformation + The future of HRM, what can we expect and where do we need to prepare for?
Eindcompetenties:
1. De strategische betekenis toelichten van de diverse activiteitsdomeinen in het kader van het human
resources management.
2. De strategische betekenis toepassen op de diverse activiteitsdomeinen (instroom, 1 uitstroom,
doorstroom) in HRM.
3. Het traditioneel performance managementsysteem toepassen op een organisatie.
4. Nieuwe trends binnen performance management beoordelen.
1. HRM defined
HRM is that part of organisational management which is focused on influencing people’s behaviour in an
integrated and pro-active way (managing people = managing expectations)
→ You can’t change the people themselves because personality is already formed, but you can
influence their behaviour (“drill the skill”)
Final purpose: to increase the added value of the individual or groups of individuals taking into account the
strategy of the organisation
1
,1.1 Positioning the HRM field
OB field (organisational behaviour) = trying to understand human behaviour within a company + trying to
describe what people do in a company (the goal), but do they have a shared goal? STRATEGY!!!
→ Indirectly influenced by the organisational culture and the 5 pillars of HR
→ Descriptive; much more scientific than HR
OD field (organisational design) = how do you structure an organisation? How do you put the building
blocks together (not the world around people but around organisations)? STRUCTURE!!!
→ Shows how to realize your strategy; structure follows strategy
HRM field = toolbox of skills to use in order to finetune the relationships between the OB and the OD
Subfunctions/Subdomains within HR
HR tries to integrate the strategy (OB) and the structure (OD) within a certain environment (labour market)
Labour market in the context of HR = companies interact with the labour market
→ Have a huge impact on how organisations are structured and how HR is done
→ Different in each country/city/region (labour market is very local)
→ Companies go to places in the world where the labour is available
5 pillars of HR (PSDNC)
HR planning = SWP (strategic workforce planning): what kind of people/skills will you need in 5 years from
now and how many do you need as a company?
→ Only look at the company’s need, not at the needs of the employees
HR staffing = process of recruitment and selection
→ Recruitment = trying to find the right candidates on the market and seduce them to apply to my
company
→ Selection = making sure that we choose the right/best people that are recruited
HR developing = training & development programs and carrier management: how do we keep the right
person in our company?
→ Make sure that they know what is going on in the world
HR negotiating = Industrial Relations: relates to the relationships between the unions (employees
organisations)
→ Negotiation labour conditions (more than just salary)
→ CLA: collective labour agreement (rules & regulations)
HR compensating = payroll + compensation & benefits
→ Payroll = administrative nature of HR together with social secretaries (employers organisations);
salary at the end of the month
→ Compensation & benefits = thinking about the pay strategy for salaries to motivate people
2
,1.2 Culture
Strong cultures create SAHARAV: (reflection of what an organisation might look like)
1. Symbols
a. Everything from a company that we can see from the outside (people, building, dress
code,…)
2. Heroes
a. People who have an important role/impact on the success of the organisation (CEO,
founders,…)
anti-heroes = people who have a negative impact on the organisation
3. Rituals
a. Translate the values into rituals towards the outside; unconscious way of doing things in a
company
b. The first cut is the deepest = there is only 1 company who can tell you what work is, all the
rest is a process of comparing
4. Values
a. Words that say who you want to be as a company
b. Cannot be seen by outsiders, you can say whatever you want
Strong cultures create values that are translated to the outside of the union (go from V to S)
Culture is important: manage people from a downtown Calcutta feeling to a Paris in the spring feeling
→ Paris in the spring feeling = nothing is too hard to do, I can do about everything
→ Downtown Calcutta feeling = things that make us feel tired due to the high temperature and
humidity
1.3 Organisational culture
Organisation = a set of people that are structured and that follow certain systems that create daily beliefs
Daily beliefs = feeling of the ‘we-image’; who are we? The way you look
at yourself at the floor level
→ Self-image of people
Guiding beliefs = the way the top of an organisation looks at the people
→ EXAMPLE: how does the line manager looks at the staff?
Change occur when there is a gap between the daily beliefs (what is)
and the guiding beliefs (what should be according to the top)
→ When this gap becomes too large: credibility gap = people do
not belief anymore what you are saying as a leader
Strategy = what are we going to do?
→ Try to influence the organisation with strategy
3
, 1.4 The human resource cycle
Core of the Michigan model:
1. HR is making sure that the right people come into an
organisation via recruitment and selection
2. People show a certain performance when they are in
the organisation and based on these performance,
they get an appraisal (reward)
a. Get a reward to create a positive feedback
loop (people copy good
behaviour/performance because they are
getting rewarded)
b. Shortages have a need to develop to become better and we hope that these performance
will increase in the future
3. Structure problem = adjust the selection when something pops up very commonly (relation
between development and selection)
1.5 Harvard analytical framework
The Harvard model (= stakeholder model) shows the stakeholder interest and based on this, the
organisation has HR policy cores
But the model is also based on situational factors (things that
happen in society, within the plant,…) and based on this, things
will happen
→ The result of these 2 combined give HR outcomes
(important for the company): guide the behaviour by
putting emphasises on that
+ there are long-term consequences, individual well-being,
organisational effectiveness and societal well-being
1.6 HRM streams
Look at HR from a process point of view: people are trying to understand the company by checking the
process
Input – Throughput – Output
=
People come into the company – People stay in the company – People leave the company
Employer branding = how easily do I get people into my company? How do you market your company to
desired job seekers? (input)
4
