personnel management and organisation focus
TRANSCRIPT
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FocusPersonnel Management
and Organisation Focus
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Human resources & personnel development
❖ Goal´s in this module
➢ Learning about the whole process in HR
➢ Transfer theory to practical
➢ Strengthen competences in HR
❖ The structure in the module
➢ Work-time with real companies
➢ Discussion in workgroups
➢ Analysing different theory to practice
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Human resources & personnel development
❖ Step 1: Basic in Enterprises
➢ Organization
➢ Coordination
➢ Communication
➢ Organigram
MB
HR
xxx xxx
IT
xxx
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Human resources & personnel development
❖ Step 2: Recruitment process
➢ Job-Description
➢ Personnel acquisition/ Advertising
➢ Interview/Analyses
➢ Assessment Centre
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Human resources & personnel development
❖ Step 3: Human resource development
➢ First time in the company
➢ Personnel development
➢ Training
➢ Career planning
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Human resources & personnel development
❖ Step 4: HR management concepts
➢ Motivation factors
➢ Leadership styles
➢ Remuneration
➢ Staff appraisal
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Josef Vollmer/ +43664/4623840
Sonnleitengasse 4, 2851 Krumbach
[email protected] / www.josefvollmer.at
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FocusPersonnel Management
and Organisation Focus
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Case Studies – Real companies
Personnel management 9
www.eis-greissler.at www.therme.at/en/
The data may only be used for internal purposes and it is not permitted to publish them!
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The Basics in Companies
When you work in HR Department's -You should know following fact´s
➢ Product
➢ Market & Customer
➢ Competitors
➢ Finance planning/Budget
BUSINESS PLANPersonnel management 10
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Agenda
Personnel management
The importance of formal company structures
Application and practical relevance of the
various forms of coordination
Staff acquisition, selection and development
Motivation and work-related behaviour
Organisational tools for human resource management
Staff appraisals
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Personnel management 12
▪ Formal structures indicate overall level of development
✓ Position
✓ Department
✓ Division
▪ Formalisation
▪ Depersonalisation
The importance of formal organisational
structures
The importance of formal structures
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Personnel management 14
Functional structure – performance principle
The importance of formal structures
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Functional structure
Strengths
▪ Use of specialist skills
▪ Short orientation phase
▪ Low level of employee qualifications →
reduced personnel costs
▪ Improved performance and efficiency
Risks
▪ Management overload
▪ Reduced flexibility
▪ Lack of understanding of problems faced by other departments
(departmental blind spot)
The importance of formal structures
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Personnel management 16
Product-oriented structure
The importance of formal structures
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Strengths
▪ Flexible reaction to changes in the business environment
▪ Easily defined cost and profit responsibilities
▪ Reduction in senior management workload
▪ Focus on product-specific production and market conditions
Weaknesses
▪ Duplication of activities (esp. research & development)
▪ Endangers overall organisational identity
▪ Reduced quality of customer-care (overlapping areas of
responsibility)
Product-oriented structure
The importance of formal structures
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Personnel management 18
Market-oriented structure
The importance of formal structures
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Agenda
Personnel managementPersonnel
management
t
Importance of formal company structures
Application and practical relevance of the various
forms of coordination
Staff acquisition, selection and HR development
Motivation and work
Organisational tools for HR management
Staff appraisals
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Personnel management 20
Unity of command system
Application of forms of coordination
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Personnel management 21
Multiple line system
Application of forms of coordination
▪ Specialisation principle
▪ Direct path principle
▪ Multiple line system
principle
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Personnel management 22
Matrix organisation
Application of forms of coordination
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Breakout – Session Nr.1 (15 min.)
➢ 2 Groups: In each group one Person logs the result as a
document by chat
➢ Focus: Forms of structure & Forms of coordination
➢ Case Study Thermal Loipersdorf
➢ Question:
1. Which forms of structure can we use for this company?
(functional structure, product-oriented structure or market-
oriented structure)
➢Please explain your opinion/result
2. Which forms of coordination are the best in your opinion?
(one line system, multiple line system, matrix organization)
➢Please explain your opinion/result
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Agenda
Personnel management
The importance of formal company structures
Application and practical relevance of the
various forms of coordination
Staff acquisition, selection and development
Motivation and work-related behaviour
Organisational tools for human resource management
Staff appraisals
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Personnel management 25
The recruitment process
Staff acquisition
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Job Description
Job description = Business Plan for HR
➢ Job portrait and function in the company
➢ Vision and corporate principles
➢ Goals
➢ Quantitative & Qualitative goals
➢ Skills and powers
➢ Communication
➢ Social and leadership skills
➢ Leadership style and leadership requirements
➢ Workplace, Benefits, Working hours, contract
➢ Renumeration, Bonus,
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Personnel management 27
Advantages• Commitment to the company
• Low costs
• Low risk
• Specific knowledge of employees
• Adherence to company salary
policy
• Faster placement
Disadvantages• Demotivation due to lack of
career chances
• High costs
• Higher risks
• Introductory phase necessary
• Higher salary expectations of
new recruits
• Obstacle to internal potential
• Time consuming
Disadvantages• Limited choice
• Blindness to internal company
problems
• Disappointed co-workers
• Training required
Advantages• New inputs from new
employees
• Wide choice
Internal vs. external
personnel recruitment methods
Personnel acquisition
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Breakout – Session Nr.2 (15 min.)
➢ 2 Groups: In each group one Person logs the result as a
document by chat
➢ Focus: Job description
➢ Case Study Thermal Loipersdorf
➢ Question:
You have to create a Job-Description! You need a new
Marketing-Leader
1. What should the description look like and which tasks
does the Job “Marketing-Leader have?
2. What should we find next the task area in the description?
Please explain your opinion/result
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Personnel management 29
Step 1: Who am I looking for?
Step 2: Where am I looking?
Step 3: How? – with / without staff relocation?
Who? By whom?
Step 4: Which recruitment methods will be used and how will they
be designed?
Personnel acquisition
Personnel acquisition
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Job advertising
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Purpose
Gain a personal impression
Check compatibility with the team
Discussion / filling information gaps
Participants
HR department representative(s)
Direct line manager
Preparation
Analysis of application documents
Job description / employee profile
Clarification of responsibilities / development opportunities / financial scope
Job interview
Staff selection
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Personnel management 32
➢ Opener
➢ Fact´s about Job
➢ Open discussion
➢ Summary
➢ Next step
➢ Closer
Job interview - guide
Staff selection
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Personnel management 34
Basic features
▪ Observers from higher
positions in the hierarchy
▪ Several participants:
6 - 12 candidates
▪ Different tasks
▪ Use of various assessment measurement techniques
Purpose
▪ Selecting internal / external managers / specialists
▪ Analysis of potential: leadership abilities or suitability for
higher positions
▪ Analysis of training and developmental needs
Assessment Centre
Staff selection
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▪ Separation of observation / assessment functions
▪ Evaluate observed behaviours, personal characteristics
▪ Several independent observers
▪ Rotation of observers
▪ Duration: several days
▪ Workplace related assessment
Basic principles for assessment centres
Staff selection
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• Simulation guarantees validity of results
• Objectivity if several observers involved
• Mix of methods compensates for errors
• Long observation period
• Separation of observer / evaluation functions
Advantages of assessment centres
Staff selection
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Personnel management 37
▪ Production of one-dimensional achievers (self-fulfilling
prophecy)
▪ Time and resource-intensive
▪ Currently no proof of validity of results
Disadvantages of assessment centres
Staff selection
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Agenda
Personnel management
The importance of formal company structures
Application and practical relevance of the
various forms of coordination
Staff acquisition, selection and development
Motivation and work-related behaviour
Organisational tools for human resource management
Staff appraisals
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Personnel management
Employee motivation & Onboarding
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Personnel management 40
Human resource development &
Onboarding
HR development
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Teammanagement
Team – Development
forming
storming norming
performing
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Personnel management 42
Motivators / Hygiene factors
Motivation and work-related behaviour
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Employer Branding – Employee Marketing
➢ Employer brand describes an employer's reputation as a place
to work, and their employee value proposition, as opposed to
the more general corporate brand reputation and value
proposition to customers. (© Wikipedia)
➢ Goals
➢ Keeping employees in companies
➢ Employees in addition to salary offers give
➢ Employees convey values
➢ Supporting employees
➢ Health promotion
➢ Benefits for the workplace
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Employer Branding - Employee Marketing
➢ Opportunities & Offers
➢ Health promotion
➢ Flexible work opportunities
➢ Forms of communication
➢ Family programmes
➢ Personal development
➢ …..
Personnel management 44
https://www.autonomhealth.com/en/
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Breakout – Session Nr. 3 (15 min.)
➢ 2 Groups: In each group one Person logs the result as a
document by chat
➢ Focus: HR Development & Motivation
➢ Case Study Eis-Greissler – Ice-Cream Manufacturing
➢ Question:
1. In which departments can we use Job rotation or Job
enlargement (please use the Organigram)?
2. Which ideas for employer branding would you
recommend to the company and what are the effects in
your opinion?
➢ Please explain your opinion/result
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Agenda
Personnel management
The importance of formal company structures
Application and practical relevance of the
various forms of coordination
Staff acquisition, selection and development
Motivation and work-related behaviour
Organisational tools for human resource management
Staff appraisals
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Personnel management 47
Forms of leadership
Organisational tools for human resource management
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Leadership styles
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Agenda
Personnel management
The importance of formal company structures
Application and practical relevance of the
various forms of coordination
Staff acquisition, selection and development
Motivation and work-related behaviour
Organisational tools for human resource management
Staff appraisals
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Personnel management 51
▪ Performance–related assessment of employees
▪ Based on collected information
▪ Systematic / unsystematic appraisal
Employee appraisal
Staff appraisal
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Personnel management 52
▪ Staffing decisions
▪ Employee support and development
▪ HR planning
▪ HR management support
Objectives of the appraisal
Staff appraisal
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Personnel management 53
▪ Performance and information goals
▪ Income goals
▪ Career goals
Employee goals
Staff appraisal
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HR – STEP BY STEP
• Organisation
• Coordination
• Recruitment process
• Job - Description
• Job – Interview
• Test/Assessment Center
• Development/Training
• Motivation Factor´s/Culture/ Communication/Leadership
• Staff appraisal = Self-Controlling for HR Department
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Personnel management 55
Thank you and good luck in applying
the ideas you have learned!