HUMAN RESOURCES HUMAN RESOURCES

7 S’s Organisational Model

STRATEGY

STYLE

STAFF

STRUCTURE SYSTEMS

SKILLS SHARED VALUES

Hard S’s Soft S’s

COMPANY

The People FactorThe People Factor ‘‘People are our most important People are our most important

asset’ is a time-honoured clichéasset’ is a time-honoured cliché What’s the difference between What’s the difference between

Human Resources Management Human Resources Management (HRM) and Personnel Management?(HRM) and Personnel Management?

HRM is concerned with treating HRM is concerned with treating people as a factor of production people as a factor of production (4M’s)(4M’s)

Who is responsible?Who is responsible?

All managers and supervisors (with All managers and supervisors (with specialist advice provided by specialist advice provided by Human Resources professionals)Human Resources professionals)

What is Personnel What is Personnel Management?Management?

Consider the ‘life cycle’ of an Consider the ‘life cycle’ of an employeeemployee

The JobThe Job

OrganisationOrganisation Job designJob design Job analysisJob analysis Manpower planningManpower planning

Recruitment & SelectionRecruitment & Selection Person specificationPerson specification Right person for the jobRight person for the job InterviewingInterviewing PsychometricsPsychometrics Assessment centreAssessment centre

Starting a new jobStarting a new job Contract of employmentContract of employment Employment recordEmployment record Pay detailsPay details InductionInduction Policies & proceduresPolicies & procedures HandbookHandbook

Effective WorkingEffective Working Training & developmentTraining & development CompetenciesCompetencies AppraisalAppraisal Career DevelopmentCareer Development

BenefitsBenefits Pay PolicyPay Policy Job EvaluationJob Evaluation Pay ScalesPay Scales BonusesBonuses Sick pay Sick pay PensionPension Other benefitsOther benefits

Dealing with ProblemsDealing with Problems Maintaining rules and standardsMaintaining rules and standards DisciplineDiscipline GrievanceGrievance DismissalDismissal Employment TribunalsEmployment Tribunals Ill health and accidentsIll health and accidents

Social IssuesSocial Issues Maternity / paternity leaveMaternity / paternity leave DisabilityDisability Parental LeaveParental Leave Time off to deal with domestic Time off to deal with domestic

emergenciesemergencies Work / life balanceWork / life balance Flexible workingFlexible working

Employment LawEmployment Law ContractualContractual Diversity (Discrimination)Diversity (Discrimination) Employee rightsEmployee rights Representational RightsRepresentational Rights Health & SafetyHealth & Safety

Communication & Communication & negotiationnegotiation

Communication policiesCommunication policies Communication methodsCommunication methods Involvement of employeesInvolvement of employees EmpowermentEmpowerment Negotiation with Unions and Negotiation with Unions and

Representative bodiesRepresentative bodies Maintaining good industrial relationsMaintaining good industrial relations

Termination of Termination of EmploymentEmployment

VoluntaryVoluntary DismissalDismissal RedundancyRedundancy RetirementRetirement Ill-HealthIll-Health DeathDeath

IMPORTANTIMPORTANT MOTIVATIONMOTIVATION DEVELOPMENTDEVELOPMENT COMPETENCYCOMPETENCY INVOLVEMENTINVOLVEMENT

What is Human Resources What is Human Resources Management?Management?

Maximise the contribution of Maximise the contribution of people in the organisationpeople in the organisation

Succession PlanningSuccession Planning People skillsPeople skills

The People FactorThe People Factor In dealing with HRM issues the In dealing with HRM issues the

organisation must consider the organisation must consider the impact ofimpact of– accelerated technological change andaccelerated technological change and– increased SLEPT factorsincreased SLEPT factors

The People FactorThe People Factor Managers claimed the 2 most Managers claimed the 2 most

significant problems with trying to significant problems with trying to implement a business strategy implement a business strategy werewere– not having the right people to deliver not having the right people to deliver

the strategy andthe strategy and– a failure to train people effectively.a failure to train people effectively.

The People FactorThe People Factor Right people required to manage Right people required to manage

the new technologiesthe new technologies People will be the ‘competitive People will be the ‘competitive

advantage’ of companiesadvantage’ of companies Polarisation of skillsPolarisation of skills ‘‘Silver collared’ workers Silver collared’ workers

The People FactorThe People Factor As workers become more As workers become more

knowledgeable they demand more; pay knowledgeable they demand more; pay is no longer the main / sole criterion.is no longer the main / sole criterion.

Managers’ roles are changing - no Managers’ roles are changing - no longer just ‘conduits’ for informationlonger just ‘conduits’ for information

Organisations have to face the reality Organisations have to face the reality of retraining, re-educating and of retraining, re-educating and redeploying their staffredeploying their staff

The People FactorThe People Factor Social values and environmental Social values and environmental

concerns mean that managers now concerns mean that managers now want a career that matches their want a career that matches their own values and aspirations (SRI)own values and aspirations (SRI)

Tired of doing ‘more with less’Tired of doing ‘more with less’ Seeking autonomySeeking autonomy

Human Resource StrategyHuman Resource Strategy Must be in line with corporate strategy - Must be in line with corporate strategy -

like marketing, IT etc.like marketing, IT etc. 2 critical questions must be addressed2 critical questions must be addressed

– what kinds of people do you need to manage what kinds of people do you need to manage and run the business to achieve its and run the business to achieve its objectives?objectives?

– What people programmes and initiatives What people programmes and initiatives must be designed and implemented to must be designed and implemented to attract, develop and retain staff to compete attract, develop and retain staff to compete effectively.effectively.

Human Resource StrategyHuman Resource Strategy In order to answer these questions In order to answer these questions

4 key dimensions of an 4 key dimensions of an organisation must be addressed:organisation must be addressed:

CultureCulture OrganizationOrganization PeoplePeople Systems (HR)Systems (HR)

Human Resource StrategyHuman Resource Strategy 7 steps to developing an HR strategy7 steps to developing an HR strategy1. Understand your business strategy1. Understand your business strategy

Highlight the key driving forces e.g. Highlight the key driving forces e.g. technologytechnology

What are the implications of the driving What are the implications of the driving forces for the people side of your forces for the people side of your business?business?

What is the contribution to the bottom line What is the contribution to the bottom line of your business?of your business?

Human Resource StrategyHuman Resource Strategy2. Develop a mission statement2. Develop a mission statement

Do not be dissuaded by negative Do not be dissuaded by negative reactionsreactions

3. Conduct SWOT analyses3. Conduct SWOT analysesFocus on the S/W of the people aspectsFocus on the S/W of the people aspectsVigorously research the O/T re. PeopleVigorously research the O/T re. PeopleSWOT on Personnel departmentSWOT on Personnel department

Human Resource StrategyHuman Resource Strategy4. Conduct a detailed HR analysis, 4. Conduct a detailed HR analysis,

concentrate on COPSconcentrate on COPSConsider - where are we now?Consider - where are we now?

- where do we want to be?- where do we want to be? - how are we going to get there?- how are we going to get there? (gap analysis)(gap analysis)

Human Resource StrategyHuman Resource Strategy5. Revisit your business strategy 5. Revisit your business strategy

and compare with your SWOT and and compare with your SWOT and COPS analysesCOPS analysesIdentify the critical people issues - the Identify the critical people issues - the

ones you must address for the sake of ones you must address for the sake of the business strategythe business strategy

Prioritise the critical people issuesPrioritise the critical people issues

Human Resource StrategyHuman Resource Strategy6. For each critical people issue, 6. For each critical people issue,

highlight optionshighlight optionsDon’t go for the easy route - think of the Don’t go for the easy route - think of the

consequencesconsequencesConsider mix of HR systems neededConsider mix of HR systems neededImplications for the business and Implications for the business and

personnel functionpersonnel functionTranslate action plan into broad objectivesTranslate action plan into broad objectives

Human Resource StrategyHuman Resource Strategy6. (Continued)6. (Continued)

Objectives in terms ofObjectives in terms ofTrainingTrainingManagement developmentManagement developmentOrganisational developmentOrganisational developmentAppraisalAppraisalRewardRewardRecruitmentRecruitmentManpower planning etc Manpower planning etc Develop plan, set key datesDevelop plan, set key dates

Human Resource StrategyHuman Resource Strategy7. Implement and evaluate the action 7. Implement and evaluate the action

plansplans

Performance AppraisalPerformance Appraisal ConsiderConsider

– What types are there?What types are there?– What steps can be taken (as an What steps can be taken (as an

interviewer or interviewee) to ensure interviewer or interviewee) to ensure that appraisals are objective rather that appraisals are objective rather than subjective? than subjective?