hrm and administration masterclass
TRANSCRIPT
HUMAN RESOURCES MANAGEMENT (HRM) AND
ADMINISTRATION MASTERCLASS
XENOCORPLEGAL AID S.A (FS/NW REGION)
CHARLES COTTER29 JUNE 2015
Assessing your own Competence
How to demonstrate value from HR Service delivery
The HR value chain and process excellence
Managing your HR programme of action
Employer branding
Talent Management and retention
Performance management
TRAINING PROGRAMME OVERVIEW
Complete the statement by inserting one (1) word only. In order to be a competent HR Manager or Administrator, I need to/to be .…………………………………..
Now find other learners with the same word as you.
Jot these words down on the flip-chart.
Each learner will have the opportunity to elaborate on their chosen word.
INTRODUCTORY LEARNING ACTIVITY
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.
Human Resource Management is increasingly being performed by line managers.
Furthermore, Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment.
Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.
DEFINING HUMAN RESOURCES MANAGEMENT (HRM)
KEY HRM FUNCTIONS
Defining Strategic HRM
The HR value proposition
Ulrich’s HR Roles Model
The Balanced Scorecard
The HR Scorecard
STRATEGIC HRM (SHRM)
ULRICH’S HR MODEL
BALANCED SCORECARD
Group Discussion:
By referring to any one of the Strategic HRM models, evaluate whether the Legal Aid Board’s HRM function is currently strategic. Identify areas of improvement (gaps) and recommend how the HR function can re-position itself as a strategic business partner.
LEARNING ACTIVITY 1
Step 1: HR/Workforce planning
Step 2: Acquiring qualified workers
Step 3: Retaining qualified workers
Step 4: Motivating qualified workers
Step 5: Evaluating qualified workers
Step 6: Training and developing qualified and competent employees
THE SCOPE OF THE HRM PROCESS AND FUNCTION – VALUE CHAIN
Group Discussion:
Critically evaluate the efficiency and effectiveness of the Legal Aid Board’s HRM process. Identify areas of improvement (gaps) and recommend how the HR function can enhance performance and value add.
LEARNING ACTIVITY 2
The fifth step in human resource planning is developing action plans based on the gathered data, analysis and available alternatives.
The key issue is that the plans should be acceptable to both top management and employees.
Plans should be prioritized and their key players and barriers to success identified.
HR ACTION PLANNING
HR ACTION PLAN TEMPLATE
Setting performance standards
Monitoring, evaluating and measuring actual performance
Comparing actual standards Taking corrective/remedial action (if necessary) Follow-up
MONITOR, EVALUATE AND ADJUST THE HR ACTION PLAN
MONITOR, EVALUATE AND ADJUST THE HR ACTION PLAN - ILLUSTRATED
Objective: Magnetically attracting the “Cream of the Crop”
Objective: Facilitating an optimal Person-Environment (P-E) fit
Strategy: Developing, articulating and advocating of a compelling Employee Value Proposition (EVP)
Strategy: Employer Branding – (re) positioning as an “Employer of Choice”
STRATEGIC TALENT ATTRACTING
A resourcing strategy is concerned with shaping what an organization has to offer to people to join and stay in the organization. (Armstrong, 2011)
EVP is a statement of what an organization will provide for people that they will value - why the total work experience at their organization is superior to that at other organizations.
The EVP is an employee-centered approach that is aligned to existing, integrated workforce planning strategies because it has been informed by existing employees and the external target audience.
Key Selling Points (KSP): Host of financial and non-financial benefits
Non-financial benefits:
The attractiveness of the organization Responsibility – corporate conduct, ethics and CSR/CSI Respect – diversity and inclusiveness Work-life balance Opportunities for personal and professional growth
EMPLOYEE VALUE PROPOSITION (EVP)
COMPONENTS OF VIABLE EVP
Unique Selling Points (USP) - Employer brand that is unique and special
Creation of a Brand image of the organization for prospective employees
Influenced by the reputation of the organization
Creating an Employer Branding strategy
EMPLOYER BRANDING
Analyze what ideal (preferred) applicants need and want
Establish how far core values of the organization support the creation of an attractive brand and ensure these are inculcated into organizational value system
Define the features of the employer brand on the basis of examination and review of each of the areas that affect the perception of people e.g. quality of management
Benchmark the approaches of top performing companies as a means of improvement
Pragmatic approach: be honest and realistic
CREATING AN EMPLOYER BRANDING STRATEGY
THE LINK BETWEEN TALENT ATTRACTION AND EMPLOYEE ENGAGEMENT
Group Discussion:
For the Legal Aid (FS/NW region), craft and develop the following key statements as a form of attracting and retaining top talent:
Employee Value Proposition
Employer brand
LEARNING ACTIVITY 3
Defining employee retention
Retention relates to the extent to which an employer retains its employees and may be measured as the proportion of employees with a specified length of service (typically one year or more) expressed as a percentage of overall workforce numbers. (CIPD)
Improving employee retention
Why employees are leaving
The impact that employee turnover has on the organization, including the associated costs
EMPLOYEE RETENTION AND MOTIVATION
#1: Job previews
#2: Make line managers accountable
#3: Career development and progression
#4: Consult employees
#5: Be flexible
#6: Avoid the development of a culture of 'presenteeism'
#7: Job security
#8: Treat people fairly
#9: Defend your organization
RETENTION STRATEGIES
Monetary (extrinsic)
Non-monetary (intrinsic)
Combination of both monetary and non-monetary
MOTIVATION TECHNIQUES
Group Discussion:
Develop retention and motivation strategies for the Legal Aid Board (FS/NW region).
LEARNING ACTIVITY 4
Defining performance management (PM)
Components:
Evaluation Development Relationships
The principles of effective PM systems
PERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT CYCLE
PERFORMANCE PLANNING Clarifying expectations
Setting of goal/objectives, performance standards and criteria
Action Planning
Contracting Performance Agreements
PERFORMANCE REVIEW/APPRAISAL
Monitoring, Measuring/Evaluating performance against the pre-determined performance goals/objectives and standards and criteria.
PERFORMANCE FEEDBACK/INTERVIEW
Conducting of the 8 step, Human Touch interview/discussion – formally/informally and implementing Positive and Corrective performance feedback.
8-STEP HUMAN TOUCH PERFORMANCE INTERVIEW Step 1: Control the environment
Step 2: State the purpose of the discussion
Step 3: Ask for the employee’s opinion
Step 4: Present your assessment
Step 5: Build on employee’s strengths
Step 6: Ask for employee’s reaction to your assessment
Step 7: Set specific goals
Step 8: Close the discussion
PERFORMANCE DEVELOPMENT
Implementing training and development and other people performance improvement initiatives and the adoption of the 5 pivotal roles of people development-focused managers (people capitalism).
PERFORMANCE MATRIX
PERFORMANCE REWARD
Offering of host of customized and personalized intrinsic and extrinsic performance reward options and recognition. Ensure compliance with best practice principles
Group Discussion:
From your experience as a HR manager, outline the performance management process by discussing the key managerial actions in each stage.
Indicate the process and strategies to improve poor performance.
LEARNING ACTIVITY 5
Summary of the key learning points
Questions
Conclusion
Good luck with the application of the best practice principles.
CONCLUSION
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