Please enable JavaScript.
Coggle requires JavaScript to display documents.
Strategic HRM - Coggle Diagram
Strategic HRM
Talent & Careers
Matching Talent to Value
Positions with high leverage (not necessarily on the top) have immediate impact on profits or may create future value
-
Match talent to roles (evaluate evidence, compare candidates across specific dimensions, assess incumbents against value-linked role requirements)
Career Progression
-
Size of previous wage increase and faster promotions +vely correlated with future wage inc. and promotions
-
Others
-
-
Development plans - written statements about intended training and career steps, discussed with supervisor & HR
70-20-10 : 70% of HC acquisition through doing & experience, 20% exchange with others, 10% formal training
Stretch Assignments - intentional gap b/w current competencies and requirement profile of the job. Strong incentives to build up missing competencies
-
-
-
-
-
Ability, Personality and Prediction of Job Performance
Cognitive Ability (General Mental Ability) - reason, knowledge acquisition, problem-solving
-
Selection Procedures
Biases - Taste-based, Statistical, Unconscious biases/stereotype
Criterion Validity: Correlation in Applicant's success in selection procedure (predictor - test/interview score) and job success (criterion) - ML algos extend this w. training data
-
-
Salary Planning
Matching & Salaries
Salaries are mostly tied to positions (Employee leaves if salary does not reflect mkt salary for comp. position)
-
Determining market wages
Salary benchmarking
Salary band determined for combination of salary grade, job family, country - min, max, mid
-
-
Job evaluation
-
Point factor methods (Hay method) - knowhow, problem-solving
-
-