human resource management...

HRM Session

Prof. Rija

Human Resource Human Resource Human Resource Human Resource

ManagementManagementManagementManagement

by Rasoava Rijamampianina

SCHEDULE

SESSION TOPIC1 * Gaining a Competitive Advantage Through and With

the People

* Acquiring, Stimulating and Retaining the “Right”

People

2 & 3 * Beyond Training & Development

* The Ultimate Performance Management

4 & 5 The Keys to Business Leadership

6 & 7 Diversity & Diversity Management

METHODOLOGY

� Interactive lectures

� Analysis and discussion of actual cases

� Related readings/video clips

� Assignments

ASSESSMENT

• Individual Assignment 25%

• Syndicate Assignment 25%

• Final exam 50%

100%

Individual Assignment

=

Learning Journal

Watch the clip in the your course pack

� Layout and style 5

� Recall of knowledge and synthesis ability 15

� Research ability 30

� Application of knowledge 30

� Generation of new knowledge 20

Individual Assignment

100%

FIVE KEY LEARNING POINTS

DEADLINE

HRM Session

Prof. Rija

Syndicate Assignment

=

HRM practices investigation

Watch the clip in the your course pack

� Layout, structure and style 10

� Description of facts 30

� Analysis & evaluation 30

� Practical recommendations 30

Syndicate Assignment

100%

DEADLINE

Learning Objectives

You will be able to:

• Comprehend and discuss the contemporary concepts and practices of managing and leading people in a changing environment;

• Understand the keys to business leadership;

• Understand the concepts of diversity, diversity management;

• Discuss the application of those concepts in the real life of organisations.

Human Resource Management

As a Business Partner Function

WHY HRM ?

Fact = Competition

Competitors

Winners Losers

CompetitiveAdvantage

HRM Session

Prof. Rija

Research Finding

An organisation can gain a competitive advantagethrough and with the people

(Horobet et al., 2008; Barney, 2010; Berry, 2011;

Read, 2011; Saha & Gregar, 2012)

Competitive Advantage

• A resource that:

– creates/adds value

– cannot/very difficult to be duplicated or imitated by other firms

– makes and keeps the organisation ahead of its competitors

(Porter, 2008; Pietersen, 2010; Bernales, 2011; Jurevicius, 2013)

Resources

• People � talents

• Intangibles (e.g., brand names)

• Technological resources (e.g., patents)

• Physical resources (e.g., plants)

• Financial resources

• Natural resources

Fact

• Competitive advantages of an organisation are determined by:

– The country’s rules and regulations

– The industry and the business environment

(market, competition…) dynamics

Sources of Sustainable Competitive Advantages

1. Market positions

• Technologies

• Finance

• Reputation

• Structures

2. Environments-strategies-talents alignment (continuous alignment)

(Porter, 2007; Njuguna, 2009; Vinayan, 2012; He, 2012)

Market War � Talent War

Market Creation

Key:Environments

Strategies

Talents

Research Findings

• Organisational success largely depends on the ability to effectively execute business strategies;

• Effective execution of business strategies largely depends on people’s commitment and people’s right set of talents.

What does this imply?

(Russell, 2012; Mwingu, 2013; Hrebiniak, 2013)

HRM Session

Prof. Rija

This Implies…

Organisations need to continuouslyhave the right people for the right position at the right time, with the right complementary talents!

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS

POLICIES, PROCEDURES, PROCESSES

ACTIONS/BEHAVIOURS/TASKS

LEADERSHIP

MANAGEMENT

Managementeffectiveness+

Leadershipeasiness

+

(Hannah, 2008; Alkahtani, 2011)

HOW to MANAGE people effectively� they can be LED efficiently?

� organisational success

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



Allocate the right people/talents

Key:Environments

Strategies

Talents

Human Resource ManagementVs.

Personnel Management

Administrative DoerFunction

PM

Business PartnerFunction

HRM

(Price, 2007; Henderson, 2011; Doaei, 2012; Nayab, 2013)

HRM Session

Prof. Rija

HRM

• Strategic partner• Administrative expert• People innovator• Employee advocate• Change agent

Administrative DoerFunction

PM

(Price, 2007; Henderson, 2011; Doaei, 2012; Nayab, 2013)

HRM as Strategic Partner Function

Strategy Execution

• Translates business strategies into actions;

• Integrates and strategically aligns the HR strategies to business strategies.

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR Strategies

HRM as Strategic Partner Function

• Concept of centralisation versus decentralisation

• Concept of standardisation versus differentiation

• Concept of conformity/compliance versus commitment

HRM as Administrative Expert Function

• Designing and implementing efficient and effective:

– HR database � HR planning

– HR scorecard: strategic HR measurement

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR DATABASE

CURRENT

REQUIRED

Gap

Analysis

Decision

Development

Implementation

PLAN

ENVIRONMENTS

HR Planning

HRM Session

Prof. Rija

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR Planning

Recruitment

Training, Development,Careers,Succession

Performancemanagement

HRM as People Innovator Function

Creates highly innovative and adaptive employees

Participate indaily operations

• Contribute for organisational development;

• Adapt to any changes.



TRAINING & DVPT Key:Environments

Strategies

Talents



LEARNING CULTURE Key:Environments

Strategies

Talents

How to Build a Learning Culture ?

HRM as Employee Advocate Function

Open Management System

HRM Session

Prof. Rija

HRM as Employee Advocate Function

• Being the employees’ voice in the mgmt discussions;

• Being fair and principled;

• Assuring that their concerns are being heard;

• Helping them find new ways to:

– improve their performance

– contribute more to the organisation

– be continuously aligned with the roles

• Encouraging teamwork between line managers and HR managers;

• Assuring that problems are made very transparent and employees’ ideas and suggestions are not filtered before reaching the top management.

HRM as Change Agent Function

HRM success depends on recognising the need for changeand successfully implementing it.

�� Be more alert to people and situations requiring changes;

�� Be receptive to new ideas and ways of doing things;

�� Be able to lead and support initiatives for change.

HRM as Change Agent Function

Change in business

Change in employee’s behaviour

Change in organisational culture

“The first mandate of leaders

and managers is to WIN."

– Jack Welch –

But can you predict a win? Not always!� You need to prepare it.

HRM Session

Prof. Rija

Prepare a WIN

• HR strategies/plans, competencies, systems, practices and deliverables are essential but not sufficient…

• First of all, have the right people for the right position at the right time, with theright complementary talents!

HRM Session

Prof. Rija

ACQUIRING, STIMULATING AND RETAINING

THE RIGHT PEOPLE

Right People

1. STRATEGIES

2. The environments are not static 3. Nothing in the organisation is static

=4. Highly innovative and adaptive people

ROLE

HRM Session

Prof. Rija

RIGHT People

• R Resource

• I Interest in the business/role

• G Goals (personal) not competing with the organisational goals

• H Human and social network ability

• T Trustworthiness

KEY

Organisations need to continuouslyhave the right people for the right position at the right time, with the right complementary talents!

Fact

• Hiring the right people is tough…

• Keeping them can be even tougher…

• Key to retention is role sculpting.

(Butler & Waldroop, 2000; Hay, 2002; Capgemini, 2008; Rosengren, 2010)

Right people for the right position

Role Sculpting ?

• It’s the art of matching people to rolesthat allow:

– Their deeply embedded life interests

– Their abilities

– Their values

to be expressed

� work satisfaction

� commitment� growth � success

(Butler & Waldroop, 2000; Hay, 2002; Capgemini, 2008; Rosengren, 2010)

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



Role Analysis

Strategic RoleFamilies

Support RoleFamilies

Allocate the RIGHT people

Matching people to the roles

Role Analysis

A purposeful, systematic processfor collecting information about roles required to execute/implement the strategiesand the necessary actions/behaviours to perform them.

HRM Session

Prof. Rija

Role Description

The principal product of a role analysis.It’s a written statement of the role of an individual, how and why it is done.It describe the role + the responsibilities � focuses on the role.

Role Specification

It’s also a document created with the infofrom the role analysis.It’s the minimum acceptable qualifications thatthe responsible must possessto perform the role successfully. � focuses on the person.

Options

There are several basic options to choose from and each has some pros and cons:

� Full-time employees � Part-time employees � Temporary help � Leased workers � Independent contractors

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



Allocate the RIGHT talents

RIGHT Time

When they are needed according to HR planningor when there are unplanned vacancies.

The right peoplefor the right positionat the right time, with the right complementary talents!

Would This Be Possible Without

a Proper HR Planning?

RIGHT Complementary of Talents

HRM Session

Prof. Rija

Preliminary Screening

• Involves asking an applicant to complete an application form;

• Asks for enough info to determine whether the individual is minimally qualified for the position.

Application Blanks

� Weights will be given for each characteristic� Weights are then totalled for each applicant� The one with the highest score is the preferred choice

Employee Selection

� Preparation

� Panel

� Methods

� Process

� Decision

• Review

• Follow-up

WHO?

WHAT?

WHERE?

HOW?

WHEN?

Speed

Time0

Pace of change

(Obeng, 2009; 2012)

t

Rate of learning

“The rate at which an organisation learnsmay become the only sustainable source

of competitive advantage.”

Jorma Ollila

Ex-CEO and Group Chairman

NOKIA, Finland

Causes of Errors in Selection

• Undefined preferred candidate

• Undefined or unclear selection criteria

• Unprepared panel

• Traditional boardroom approach

• Stereotyping

• Halo/horn effect: allowing 1 or 2 good or bad characteristics of an applicant to influence the evaluation of all other characteristics.

• Similar-to-me-error: favourably evaluating an applicant because he is similar to the interviewer in some way.

Employment Tests

• Role sample performance tests

• Cognitive ability tests

• Psychomotor ability simulations

• Personality and temperament tests

• Polygraph and honesty tests

HRM Session

Prof. Rija

Reference Checks & Recommendations

Hire them quicklybefore someone else get them!

“A company cannot grow without,until its people grow within.”

– John C. Maxwell –

HRM Session

Prof. Rija

Beyond TRAINING & DEVELOPMENT

On-boarding Model

(Nel et al., 2004; Booz et al., 2008; Bauer, 2010; Shelkh, 2013)

HR dept.

HR dept.Line manager

Line managerMentor/coach

HRM Session

Prof. Rija

TWO Sets of Talents

CONVENTIONAL

• Adaptive

• Reactive

• Based on critical thinking � application of knowledge:

– Maths

– Accounting

– Economics

– Etc.

TRANSFORMATIONAL

• Generative

• Proactive

• Based on divergent thinking � application of imagination:

– Entrepreneurship

– Creativity

– Innovation

– Etc.

Beyond Training & Development:

LEARNING CULTURE

LEARNING AGILITY

Learners

ACTIVE/AGILELEARNERS

RANDOM/PASSIVELEARNERS

BLOCKEDLEARNERS

(Brahimi, 2012; Yuganthi, 2012; Haupt, 2013; Warren, 2013)

Learning Evaluation

� Reaction: did learners reacted favourably?

� Learning: did the learning result in changes in knowledge, skill, competencies?

� Behaviour: did the learning result in changesin behaviour/attitude?

� Results: did the learning result in any tangible positive change at the organisational level? (e.g., reduced costs, increased quality…)

(Williams et al., 2002; Barbara, 2012; Derven, 2012)

Learning Checkpoints

• The employee must be motivated to learn;

• The employee must be able to learn;

• The learning must be reinforced (i.e., practiced/applied) � change.

Real ROI = change

HRM Session

Prof. Rija

COACHING & MENTORING:

DIFFERENT OR THE SAME?

Coaching ?

• Helping people to maximise their performance � ability + attitude

• Focus = current + desired performance

• Performance = potential – interference

Unlock• Minimise• Eliminate

• Imparting the necessary talents along the talent pipeline � according to the talent plan

• The focus = current talents/roles

TALENT PIPELINE

Talent Pool

Talent Pool

Talent Pool

Talent Pool

Coaching ? Coaching ?

• Individual

• Group/Dept/Unit

• Organisation wide

Coaching ?

• Specific programmes– technical, interpersonal, financial, managerial, strategic thinking, problem solving, etc…

• Specific objectives – based on the plan

• Specific timeframe– based on the plan

– each programme must have a beginning and an end

HRM Session

Prof. Rija

EVOLUTION & REVOLUTION AS ORGANISATIONS GROW

By Larry E. Greiner

HBR, May-June 1998, 3 – 11.

Phases of Growth

Greiner, 1998

HRM Session

Prof. Rija

Bower, 2007; Carey et al., 2009

Inside-outsiders

Inside-outsiders Outside-outsiders

Inside-insiders Deadwoods

INSIDEYes No

OUTSIDE

Yes

No

Fact

• The purpose of succession management is NOT about keeping and/or duplicating the status quo;

• It is rather about improving the status quo and preparing/enabling the organisation/business for the future.

“Succession management is all about building value in your businessfor the future.”

Michael EpsteinPresident & Managing Partner

Fuller Landau LLP

Toronto

Fact

• Succession management is rarely applied in organisations.

• Organisations rather prefer external recruitment or outsourcing functions/positions.

WHY ?

CAREER MANAGEMENT PROCESS

SELF-

ASSESSMENT

REALITY

CHECK

GOAL

SETTING

ACTION

PLANNING

Employee

responsibilityIdentify opportunities

and needs to improve.

Identify what

needs are

realistic to

develop.

Identify goal and

method to

determine goal

progress.

Identify steps and

timetable to reach

goal.

Company

responsibility

Provide assessment

info to identify strengths,

weaknesses, interests,

and values.

Communicate

performance

evaluation;

where employee

fits in long-range

plans of the firm.

Insure goal is

specific,

challenging,

and attainable;

commit to help

employee reach

the goal.

Identify resources

employee needs

to reach goal,

including courses,

work experiences,

relationships.

CareerDevelopmentPlan

HRM Session

Prof. Rija

Fact

• When career development is handed off to HR dept., problems arise.

• Many HR managers try to tackle career management using standardised tests such as the Myers-Briggs Type Indicator.– They only help the teams understand their own working dynamics.

• Personality type should not be the foundation of career development.

• Tools such as Strong Interest Inventory or Brain Profiling would be more appropriate.

(Butler & Waldroop, 2000; Corso, 2011; Watson & McMahon, 2011)

Issues in DEVELOPMENT & CAREERS

• Melting the Glass Ceiling

• Employee Mobility � Succession Planning / Retention

(Corso, 2011; Watson & McMahon, 2011; Pavco, 2013)

People Retentionvs.

Intelligence Retention

UltimatePERFORMANCE MANAGEMENT

PERFORMANCE

Alignment

Performance ?

• The quality in the execution of the strategies.

• The alignment between the expectations and the delivery.

What does this imply?

HRM Session

Prof. Rija

This Implies…

• Performance for a sales person will not mean performance for an accountant or an IT specialist…

• They will be measured differently;They will take different actions;They will need different enablers.

Performance Management

• Is a process through which:

– performance is defined, managed, reported and sanctioned;

– managers ensure that the employees’ actions, behaviours/attitudes and results are congruent with the organisation’s strategies.

PURPOSES


STRATEGIC

PURPOSE

• Strategy-talent

alignment• Evaluation of strategic

outcomes• Etc

ADMINISTRATIVE

PURPOSE

• Transparent reporting:

- Products/Services- Costing

- Performance/Effects• Rewarding

• Etc

DEVELOPMENTAL

PURPOSE

• Talent gap identification

• Meaningful conversation• Learning management

(e.g., T&D planning)• Culture change

• Etc

BoardPillars

Org-level

Div./Dept./BUs

Team

Individual Employee

BUSINESS

SYNERGY



Organisational Strategies

DefiningExpectations

ManagingPerformance

• Monitoring

• Measuring• Reviewing

DefiningPerformance

• KPAs

• KPIs• Targets

SanctioningPerformance

• Reward

• Penalty

• Costing

• Reporting• Conversation

ReportingPerformance

MANDATEENABLERS ENVIR/CONTEXT/CONDITIONS

Recommendations

• Strive for precision in defining and measuring performance.

• Expected products/services

• KPAs• KPIs (output, process, outcome)

• Performance targets

Support&

Alignment

Company

Dept1 Dept2 Dept3

Div1 Div2

Team1

Indiv1 Indiv2 Indiv3 Indiv4

Team2

Div3Standardisationvs.

Differentiation

HRM Session

Prof. Rija

Recommendations


KPI

Multiple-Indicator Measurement

• Brings an employee/dept./organisation’s performance close to reality;

• Presents a more comprehensive picture of an employee/dept./organisation’s performance;

• Requires the study of the relationships among indicators.

(Kelly & Swindell, 2002; Carmines & Woods, 2004; Wise, 2011; Zou, 2013)

Multiple-Indicator Measurement

Correlations Financial Output Process Outcome

Financial

Output

Process

Outcome

(Kelly & Swindell, 2002; Carmines & Woods, 2004; Wise, 2011; Zou, 2013)

Recommendations


TARGETS

Recommendations


Poor Fair Good Excellent

Poor Uncertain Promising Excellent

Poor Weak Fair Good Excellent

Recommendations


• Measure and correct � plan + action.

Does not meet

expectation

Meets

expectation

Exceeds

expectation

Declined(worrying)

Stationary(uncertain)

Improved(promising)

TrendPerf.

HRM Session

Prof. Rija

• Adopt an effective performance conversation.

RecommendationsEffective Performance

Conversation• 2-way communication;

• Frequent, not once a year/semester;

• Encourage the subordinate to participate/engage in the session;

• Recognise effective performance through praise;

• Focus the conversation on action, behaviour, process or results;

• Focus on solving problems, improving results and innovation;

• Agree to specific goals (put in written) and set a date to review progress.

Approaches to Measuring Performance

� The Comparative Approach

� The Attribute Approach

� The Behavioural Approach

� The Results Approach

� The Quality Approach

Causes of Errors in Measurement

� Similar to me

� Distributional errors

� Halo and horns

� System design and operating problems

� Standards of evaluation

� Rater’s problems

FEWER

PEOPLE

Level 1: Some growth

Level 2: Growth that makes them capable in their role

Level 3: Growth that makes them able to reproduce

themselves in their role

Level 4: Growth that takes them to a

higher level role

Level 5: Growth that allows them

to take others higher

Level 6: Growth that allows

them to handle any role

human resource management...

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