people side of information systems
TRANSCRIPT
PEOPLE SIDE OF INFORMATION SYSTEMS (PSIS)
ITMP
CHARLES COTTER
137 MURRAY STREET GUESTHOUSE
10-12 OCTOBER 2016
www.slideshare.net/CharlesCotter
THE KEY FUNCTIONS OF HRM VALUE CHAIN
• 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 andcompetent employees
PEOPLE MANAGEMENT PROCESS/VALUE CHAIN
LEARNING ACTIVITY
• Complete Worksheet 1:
By referring to the HRM system (figure 1.1 on page 13), briefly outline your humanresources management roles and responsibilities as an IT manager.
Strategic Human Resources Management (SHRM) is defined as an approach tomanaging people that deals with how the organization’s goals will be achievedthrough its human resources by means of integrated HR strategies, policies andpractices.
Given this definition, indicate the five (5) propositions upon which SHRM is based.
Given these propositions, how strategic would you rate your organization’s current HRMpractices? Substantiate your answer.
By referring to pages 42-45 in the prescribed textbook, differentiate between thebest practice and best fit approaches to HRM. Of the two, which one do youfavour? Substantiate your reasoning.
LEARNING ACTIVITY
• Complete Worksheet 1:
In the context of Strategic HRM, differentiate between horizontal(bundling) and vertical integration. By referring to your organizational HRstrategy, rate the degree of its integration with the overall businessstrategy.
Describe the strategic business partnering role of HRM practitioners. Byreferring to your current HR department, do you believe that they arefulfilling these roles adequately? Substantiate your reasoning.
Briefly explain how the five (5) specific issues that affect strategicinternational HRM, have an impact when framing international HRMstrategies.
Do you agree with the following statement, People are our most importantorganizational asset and the only source of sustainable competitiveadvantage? Substantiate your reasoning.
DEFINING WFP - GETTING IT “RIGHT”
INTEGRATING HR AND BUSINESS PLANNING
STRATEGIC HR PLANNING PROCESS
• Forecasting should consider the past and the presentrequirements as well as future organizational direction/s
Number of employees
Type of employees
Skills requirements of these employees
• Consider and assess the challenges and constraints
• Preferred Scanning tools –”What If” and Scenario Planning
FORECASTING HR DEMAND
• Assess the current HR capacity of the organization bymeans of the Skill inventories/audits method
The knowledge, skills and abilities of your current staff needto be identified
Employee experience, education and special skillsCertificates or additional training should also be included
• A forecast of the supply of employees projected to jointhe organization from outside sources
• HRM indicators, metrics and indices e.g. turnover rates
MEASURING CURRENT SUPPLY
ANALYZING – RECONCILING/GAP ANALYSIS
• Develop and initiate a Resourcing Strategy
• Matching strategy (intervention) with scenario(surplus or deficit)
• Action plan-based implementationmethodology
STEP 5: IMPLEMENTING -INTERVENTIONS
• There are five HR strategies for meeting yourorganization's needs in the future:
Restructuring strategies
Training and development strategies
Recruitment strategies
Outsourcing strategies
Collaboration strategies
HR ACTION PLANS
HRM ACTION PLAN (INTERVENTION) TEMPLATE
LEARNING ACTIVITY
• Refer to Chapter 15 in the prescribed text book.
• As part of your organization’s strategic planning, agrowth/expansion direction has been adopted for thenext three (3) years. This growth strategy includesexpanding IT product lines and moving into newbusiness markets.
• By referring to the future human resourcesrequirements of the Information Technology (IT)department of this organization, apply the process offormulating a comprehensive HumanResources/Workforce Plan.
• Objective: Magnetically attracting the “Cream ofthe Crop”
• Objective: Facilitating an optimal Person-Environment (P-E) fit
• Strategy: Developing, articulating and advocatingof a compelling Employee Value Proposition (EVP)
• Strategy: Employer Branding – (re) positioning asan “Employer of Choice”
STRATEGIC TALENT ATTRACTING AND RETENTION
• A resourcing strategy is concerned with shaping what an organization has to offerto people to join and stay in the organization. (Armstrong, 2011)
• EVP is a statement of what an organization will provide for people that they willvalue - why the total work experience at their organization is superior to that atother organizations.
• The EVP is an employee-centered approach that is aligned to existing, integratedworkforce planning strategies because it has been informed by existing employeesand 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
EVP PROCESS
• Unique Selling Points (USP) - Employer brandthat is unique and special
• Creation of a Brand image of the organization forprospective employees
• Influenced by the reputation of the organization
• Creating an Employer Branding strategy
EMPLOYER BRANDING
LEARNING ACTIVITY
• Formulate a comprehensive employee valueproposition (EVP) indicating how yourorganization will attract, retain and developits human resources.
RECRUITMENT PROCESS
• Defining the role (Job Analysis)
Job SpecificationJob Description
• Attracting applications
Recruitment methods (internal and external)Employee value proposition (EVP)
• Managing the application and selection process
• Making the appointment
MANAGING THE APPLICATION AND SELECTION PROCESS
• The Curriculum Vitae (CV) or
• The application form
• Dealing with applications
• The ‘candidate experience’
SELECTION PROCESS
• Short-listing
• Assessing applicants to decide who should be offered a job
• Making the employment appointment (offer)
References Medical examinations Psychometric testing Performance tests
• Employment offer
SELECTION PROCESS AND METHODS
DEFINING COMPETENCY-BASED INTERVIEWS
• Competency-based interviews (also called structuredinterviews) are interviews where each question isdesigned to test one or more specific skills.
• The answer is then matched against pre-decided criteriaand marked accordingly.
• For example, the interviewers may want to test thecandidate's ability to deal with stress by asking first howthe candidate generally handles stress and then asking thecandidate to provide an example of a situation where heworked under pressure.
DIFFERENTIATING BETWEEN COMPETENCY-BASED INTERVIEWS AND NORMAL INTERVIEWS
• Normal interviews are essentially a conversation where the interviewers ask afew questions that are relevant to what they are looking for but without anyspecific aim in mind other than getting an overall impression of you as anindividual.
• Questions are fairly random and can sometimes be quite open.
• Competency-based interviews are more systematic, with each questiontargeting a specific skill or competency.
• Candidates are asked questions relating to their behaviour in specificcircumstances, which they then need to back up with concrete examples.
• The interviewers will then dig further into the examples by asking for specificexplanations about the candidate's behaviour or skills.
CBI PROCESS FLOW
HOW COMPETENCY-BASED INTERVIEW QUESTIONS ARE MARKED
Positive indicatorsNegative indicators
Demonstrates a positive approach towards the
problem.
Considers the wider need of the situation
Recognises his own limitations
Is able to compromise
Is willing to seek help when necessary
Uses effective strategies to deal with pressure/stress
Perceives challenges as problems
Attempts unsuccessfully to deal with the situation
alone
Used inappropriate strategies to deal with
pressure/stress
HOW COMPETENCY-BASED INTERVIEW QUESTIONS ARE MARKED
S-T-A-R CBI QUESTIONING PROCESS
LEARNING ACTIVITY
• The person-environment (P-E) fit is a usefulapproach to ensure that the most suitable andcompetent applicant is appointed. Describe howyou, as an IT manager, can optimize thematch/fit between the right people to the rightjobs.
• As an IT Manager, would you favour an internal(skills building) and/or external (skills buying)recruitment/resourcing strategy? Motivate youranswer.
THE LINK BETWEEN TALENT ATTRACTION AND EMPLOYEE ENGAGEMENT
• According to Hackman & Oldham:
Skills variety
Task identity
Task significance
Autonomy
Feedback
JOB CHARACTERISTICS MODEL
• HUMAN CAPITAL
• FINANCIAL CAPITAL
• SOCIAL CAPITAL
• INTELLECTUAL CAPITAL
• EMOTIONAL CAPITAL
• CULTURAL CAPITAL
THE IMPORTANCE OF CAPITAL – AS A RETENTION STRATEGY
• Gallup’s Q12 survey:
#1 Role clarity and expectations
#2 Resources – materials and equipment
#3 Role optimization and opportunities
#4 Receipt of recognition and praise
#5 Managerial care and interest
#6 Encouragement of personal and professional development
DIAGNOSIS OF EMPLOYEE ENGAGEMENT
• Gallup’s Q12 survey:
#7 Opinions and inputs are valued
#8 Job/task significance
#9 Fellow employee commitment to performance excellence/quality
#10 Collegial and harmonious working relationships
#11 Managerial interest in career progression and development
#12 Ample opportunities to learn and grow
DIAGNOSIS OF EMPLOYEE ENGAGEMENT
• How can I grow?
• Do I belong?
• What do I give?
• What do I get?
FOUR STAGES OF EMPLOYEE ENGAGEMENT
THE STRATEGIC IMPERATIVE OF EMPLOYEE ENGAGEMENT
ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS
BENEFITS OF EMPLOYEE ENGAGEMENT
• According to Gallup (2013) research, the bestorganizations deeply integrate employeeengagement into the following four (4) areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge Management
Development and on-going Learning Opportunities
BEST PRACTICE EMPLOYEE ENGAGEMENT
• According to Gallup (2013), strategies to improve employeeengagement are:
Use the right employee engagement survey
Focus on engagement at the enterprise and local levels
Select the right managers
Coach managers and hold them accountable for their employees’engagement
Define engagement goals in realistic, everyday terms
Find ways to connect with each employee
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
• According to Gallup (2013), three (3)strategies to accelerate employeeengagement are:
Select the Right People and Managers
Develop employees’ strengths
Enhance employees’ well-being
STRATEGIES TO ACCELERATE EMPLOYEE ENGAGEMENT
ARMSTRONG’S EMPLOYEE ENGAGEMENT STRATEGIES
• Refer to Chapter 14
Leadership
The work environment
Job design
Opportunities for personal growth
Performance Management
LEARNING ACTIVITY
• As an IT Manager, describe how you can apply each of thefollowing five (5) strategies to enhance engagement:
The work itself The work environment Leadership practices Opportunities for self-development Opportunities to contribute in the workplace
• Propose alternative, viable retention strategies for ITprofessionals.
• Refer to the two (2) reading articles, How Smart Companies RetainTop Talent (Rousseau) and Reap the Benefits of Engaging withEmployees (Hartman-Weitz) and extract relevant retention andengagement strategies, respectively.
WHAT MOTIVATES EMPLOYEES?
MOTIVATIONAL APPROACHES
CARROT STICK
PERCEPTUAL GAP
BENEFITS OF A MOTIVATED WORKFORCE
• Quality performance
• High levels of productivity (“a team memberis a productive teammember”)
• High levels of commitment (to both the teamand organization)
• High levels of team cohesion
MANAGERIAL MOTIVATION ACTIONS
• Set specific goals for employees
• Goals should be realistic and attainable
• Job must suit the employee’s personality
• Respect and recognise individual differences
• Provide immediate feedback to employees on their performance
• Rewards should be individualistic
• Link rewards to performance
• Honour the principle of internal equity (i.e. fairness for all employees)
• Motivational theories should be regarded as cultural bound
LEARNING ACTIVITY
• Employee motivation is often regarded asboth the Holy Grail as well as the mostchallenging human resources managementfunction. As an IT Manager, recommend five(5) of the following motivational strategiesfor IT staff:
Financial motivational strategies/rewards
Non-financial motivational strategies
LEARNING ACTIVITY
• Employee voice can be regarded as the abilityof employees to influence the actions of theemployer. As an IT Manager, describe whatopportunities can be created to facilitateemployee grievances, participation andinvolvement in decision-making.
PERFORMANCE EQUATION
PERFORMANCE MATRIX
CAUSES OF POOR PERFORMANCE
• Personal problems
• Skills/competence
• Lack of resources
• Organizational factors
LEARNING ACTIVITY
• Apply the 5-step Performance Managementprocess to employees of your IT department.In particular, concentrate on themanagement of poor performance, illdiscipline and application of the PerformanceMatrix.
DEFINITION OF STRATEGIC LEARNING AND DEVELOPMENT
LEARNING ACTIVITY
• The key elements of human resourcesdevelopment (HRD) are learning; training anddevelopment. As an IT Manager, recommendboth learning and on-the-job (OTJ) trainingand development strategies, in order tocreate an empowered and competent ITworkforce.
CONCLUSION
• Key points
• Summary
• Questions
• Assignment
• Administration
CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• Twitter: @Charles_Cotter
• http://www.slideshare.net/CharlesCotter