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5/6. Aims and objectives of the HRM and HRD specialists in different types…
5/6. Aims and objectives of the HRM and HRD specialists in different types of organisation
Performance management
measures quantify and quality
more frequent meetings, move away guided distribution, forced distribution, clarify box ratings. learning development
feedback culture
closer to profitability - multi rating, more data, OKR, development, demotion
HMRC -
informal and only formal if poor performers. expectations, objectives, regular conversations, feedback, rewards, management peer assessment.. .
change to less bureaucracy, strength based conversations,
motivation
LEARNING AND SKILLS - perm change behaviour acquire knowledge skills attitude
Senge 1990 5th discipline
1.Personal mastery - continuous learning / practice. 2. mental models - values and challenge 3. shared vision - focus 4. team learning - more effective than solitary 5. see the organisation as a whole, own behaviour patterns
Human capital development - invest in people rather than process
lskills concerns
leich report 2006 -skills shortage
CS - project, digital, commercial, managerial
shortages - brexit negotiators - attraction / pay. Total reward strategies, branding,
CIPD2017 - report skills poor literacy numeracy. Overqualification graduates
informal learning
bad habits, short cuts
on-job most appealing CIPD 2012. / feedback
DISADV -
training experience staff more difficult, [need resilience] change, some learning for a deskill process like EPOS.
lack of time, work pressure, organisational support, culture mismatch
Learning styles
Learning needs from a gap
mandatory training, adapting to change, growing into new role, improve work practices,
coaching & mentoring
management don't have capability
ADV
job satisfaction, improved performance, succession planning, nurture talent, FENMARC 2007 training programme improve market position , helped personal development and profits
career, single employer? portfolio career, some progress accident. opportunities limited
austerity - develop from within
Responsibility - employer, employee or partnership,. Managers need to cater non-linear career break for maternity etc. IBM responsibility employees but employer facilitates
Systematic training cycles
industrial training - promote quality skills.
costly, scientific management
learning needs often not done well
improve apprenticeships
levy - 30% adopt but unintended consequence - training
Alternatives
recruit with the KSA
reward / motivate performance
redesign work - techno / outsourcing
improve enviro - engagement
McGuire Gubbins - 2010 Sower & seed
Elliger 2004 - Away from one-size, self directed.
tolerance experimentation, supportive, learning every day, leadership particpates/delegated, business goals, comms, team working
teach people to learn to learn
e-learning
cost effective, not popular, convenient,
Learning offer
organisation /personal aspirations
can change with personal circumstances
affordability
transparent career framework
CPD
often a requirement /
difficult to assess
Employer Choice / branding
Able to offer T&C better offer then competitors. , rewards, personal growth, environment, autonomy,
branding, employer value proposition, slogans and comms
attract / retain talent esp graduate - competitive adv
human capital theories, psychological contract, resource based thinking
social media - glass door / sunday times survey, large companies reply, SME - impact limited
flexible . work life - Total reward
larger private sector doing more than public and SME
SME focus on local labour mkt
public compete - professions - less - police, etc. , less financial impact from reputation
DIVERSITY
Public sector
model employer, fairness, encourage DTUS, standardised rules rather than judgement, nationally negotiated policies, good pensions / work life balance / open recruitment and paternalistic
strong presence women and ethnic minorities, disabled
greater parliamentary and public scrutiny
Alignment
vertical and horizontal
too rigid affect performance / need flexibility
shared purpose
stakeholders
employees connected
agility
setting parameters / empowerment
org structure
formalisation - procedures
specialisation - group /function
vertical differentiation
hierarchy -deep/flat
centralisation - control
contingency factors - Woodward 1950 - align techno with structure
As org grows it becomes bureaucratic / also powerful and influential
job design
watson 2006 - patterns of work, culture structure, direct control - minimal commitment, indirect control - discretion, higher commitment
project team - temp structure, contribution to goals
matrix - multi reporting - functional/product, collaborative but confusing
French 2011 - work tasks / motivation / job split / routine
Divisional - by function, focus on outputs,
burns stalker 1961 - Organic/adhocracy - changing enviro/network structure, knowledge spread, develops ad hoc.
virtual - farming out / outsourcing e.g. nike
Simplification - deskilling. call centre / immigration. Fordism - scientific management. compliance not commitment. Trust - dependent on managers
intelligent workers Job satisfaction, flexibility, virtual skills. Hackman advocate design job improve motivation. Many managers do excessive hours, demanding not mundane.
more flexible / home working, e.g. cap gemini - with hot design, mobile techno etc.
Employee relations
wellbeing
reduce sick absence, engagement, retention
work life balance, presenteeism, workloads, counselling, health screening, healthy living,
HRM purpose
not necessarily only benefit org
employees - development, engagement, work life balance
some managers more with less - HRM improve employee experience
build human capital - competitive adv
REWARD
total reward
flexibility
voluntary redundancy
development
bonus
change - consult, communicate
Recruitment
internal selection
skills / experience
cultural / language- expats
expat - failure to settle, performance
what training is needed / job specific / induction e.g. expat