hrm processes
DESCRIPTION
The processes of HRM: 1. Acquisition 2. Development 3. Maintenance 4. SeparationTRANSCRIPT
HRM Processes
Chapter 15 (p.422 – p.443
HRM Processes
1. Acquisition
2. Developme
nt
3. Maintenan
ce
4. Separation
HR process cycle
1. Acquisition: identify staff needs,
recruitment, selection
2. Development: training, development and
performance management
3. Maintenance: monetary and non-monetary
benefits, legal responsibilities
4. Separation: voluntary and involuntary
Acquisition
• Acquisition is the process of
attracting and recruiting the right
staff for roles in a business.
Acquisition• Acquisition involves analysing:
– The internal environment:
goals/culture/cost/growth/downsizing/cu
stomer service/quality all determine
demand for staff
– The external environment:
economic/competition/technology/legal/
political/social
Recruitment
• Recruitment: the process of locating
and attracting the right quantity and
quality of staff to apply for
employment vacancies or anticipated
vacancies at the right cost
Selection
• Selection: gathering information
about each applicant and using that
information to choose the most
appropriate applicant
Placement
• Placement: locating the employee in
a position that best utilises the skills
of the individual to meet the needs of
the business
Development
• Effective induction: carefully planned to
introduce a new employee to their job, co-
workers, the business and its culture.
• A well-prepared induction program:
• Gives employees a positive attitude to the job/business
• Builds a new employee’s confidence in the job
• Stresses the major safety policies/procedures
• Helps establish good working relationships
Training
1. Assess the needs:
• Of the individual (skills, knowledge,
attitudes)
• Of the job (competencies required)
• Of the business (culture, goals, standards,
service levels)
Training
2. Determine objectives for:
• Business, job and individual
• Management input and support at this stage
is critical.
Training
3. Internal and external influences
• Internal (attitudes of employees to training,
staffing, financial and physical resources
available)
• External (new research, government
programs, support available)
Training
4. Determine the process – that is:
• Content
• Learning principles (participation, repetition,
demonstration, feedback)
• Learning methods (simulation, lectures)
• Location (on-site, off-site)
• Participants involved (employees, supervisors,
HR Manager, external consultants)
Training
5. Evaluation
• Tests and surveys (pre and post)
• Performance appraisal
• Observation
• Benchmarking (defects, complaints,
accident rates)
• KPIs (cost of sales, sales volume, labour
tunrover)
Organisational Development
Job enlargementIncrease breadth of
tasks in a job
Job rotation (multiskilling)
Moving staff from one task to another
over time
Job enrichmentIncrease
responsibilities of a staff member
Job sharing2 people share the
same job
Org Devp
Mentoring & CoachingMentoring Coaching
Focus Life development, preparation for future
Building skills and capabilities, overcoming weakness, resolve issues
Role Facilitator, guide, sharing advice & experience, friend
Specific to work function, setting goals – finding solutions
Function Provide advice to assist improving way of managing situations
Share skills, knowledge, styles, techniques
Time Frame Ongoing Specific time frame
Structure Unstructured More structured
Benefits Personal growth, performance improvement, morale
(business) improved teamwork, performance, productivity
Performance Appraisal
1. Provide feedback from management
regarding work performance
2. Act as measurement against which
promotion and pay rises can be determined
3. Help business monitor employee selection
4. Identify training and development needs
Performance Appraisal Tools
• Homework
• Business Studies text book
• Page 430
• Take notes from the table regarding
advantages and disadvantages
Maintenance
• Focuses on the processes needed to
retain staff and manage their
wellbeing at work.
• Includes health and safety, managing
communication effectively,
complying with the law.
Communication
• Workplace relationships depend on
communication
• Poor communication can lead to conflict and
high turnover
• Regular team meetings, staff
bulletins/newsletters, seminars, social functions,
suggestion boxes, staff surveys, email, intranet
Employee Participation
• Improves communication, empowers
employees, develops commitment to
improving quality and efficiency.
• Depends on the training, knowledge
and skills of employees involved.
Employee Participation Strategies
• Homework
• Business Studies text book
• Page 434
• Take notes from the table regarding
employee participation strategies
Workplace benefits
• Superannuation (18-70 earning min $450 per month)
• Flexible working arrangements, paid training, travel
allowances, health insurance, subsidised gym
membership, housing, car
• Consider Fringe Benefits Tax (FBT) – airline transport,
expense accounts, board/accommodation, housing
loans, car parking.
Legal compliance & CSR
• All employers must ensure HR policies and
procedures comply with legislation.
• Bullying and sexual harassment, conflict
between employees are major causes of stress
at work.
• Creating a workplace where staff are respectful,
professional, fair and considerate is essential.
Separation
• Voluntary: resignation, relocation,
voluntary redundancy, retirement
• Involuntary: contract expiry,
retrenchment, dismissal
Redundancy
• Redundancy happens when an employer either:
• Decides they no longer want an employees job to be
done by anyone and terminates their employment
• Becomes insolvent or bankrupt
• Reasons why:
• Technology replaces a job
• Business slows down
• Relocation
• Merger or takeover
• Restructure
Retrenchment
• What is the difference between redundancy and
retrenchment?
• In simple terms, the employer makes
a position redundant when its duties are no longer
needed to be done by anyone. Once the position is
redundant, the person doing its duties may either be
redeployed (i.e. given another job) or retrenched
(i.e. lose their job and not be offered another).
Dismissal process
• Written warning
• Advice and support given
• Notify employee of reason for
termination
Unfair dismissal
• Occurs where an employee is
dismissed by their employer and
they believe the action is harsh,
unreasonable or unjust.