HRM Processes

Chapter 15 (p.422 – p.443

HRM Processes

1. Acquisition

2. Developme

nt

3. Maintenan

ce

4. Separation

HR process cycle

1. Acquisition: identify staff needs,

recruitment, selection

2. Development: training, development and

performance management

3. Maintenance: monetary and non-monetary

benefits, legal responsibilities

4. Separation: voluntary and involuntary

Acquisition

• Acquisition is the process of

attracting and recruiting the right

staff for roles in a business.

Acquisition• Acquisition involves analysing:

– The internal environment:

goals/culture/cost/growth/downsizing/cu

stomer service/quality all determine

demand for staff

– The external environment:

economic/competition/technology/legal/

political/social

Recruitment

• Recruitment: the process of locating

and attracting the right quantity and

quality of staff to apply for

employment vacancies or anticipated

vacancies at the right cost

Selection

• Selection: gathering information

about each applicant and using that

information to choose the most

appropriate applicant

Placement

• Placement: locating the employee in

a position that best utilises the skills

of the individual to meet the needs of

the business

Development

• Effective induction: carefully planned to

introduce a new employee to their job, co-

workers, the business and its culture.

• A well-prepared induction program:

• Gives employees a positive attitude to the job/business

• Builds a new employee’s confidence in the job

• Stresses the major safety policies/procedures

• Helps establish good working relationships

Training

1. Assess the needs:

• Of the individual (skills, knowledge,

attitudes)

• Of the job (competencies required)

• Of the business (culture, goals, standards,

service levels)

Training

2. Determine objectives for:

• Business, job and individual

• Management input and support at this stage

is critical.

Training

3. Internal and external influences

• Internal (attitudes of employees to training,

staffing, financial and physical resources

available)

• External (new research, government

programs, support available)

Training

4. Determine the process – that is:

• Content

• Learning principles (participation, repetition,

demonstration, feedback)

• Learning methods (simulation, lectures)

• Location (on-site, off-site)

• Participants involved (employees, supervisors,

HR Manager, external consultants)

Training

5. Evaluation

• Tests and surveys (pre and post)

• Performance appraisal

• Observation

• Benchmarking (defects, complaints,

accident rates)

• KPIs (cost of sales, sales volume, labour

tunrover)

Organisational Development

Job enlargementIncrease breadth of

tasks in a job

Job rotation (multiskilling)

Moving staff from one task to another

over time

Job enrichmentIncrease

responsibilities of a staff member

Job sharing2 people share the

same job

Org Devp

Mentoring & CoachingMentoring Coaching

Focus Life development, preparation for future

Building skills and capabilities, overcoming weakness, resolve issues

Role Facilitator, guide, sharing advice & experience, friend

Specific to work function, setting goals – finding solutions

Function Provide advice to assist improving way of managing situations

Share skills, knowledge, styles, techniques

Time Frame Ongoing Specific time frame

Structure Unstructured More structured

Benefits Personal growth, performance improvement, morale

(business) improved teamwork, performance, productivity

Performance Appraisal

1. Provide feedback from management

regarding work performance

2. Act as measurement against which

promotion and pay rises can be determined

3. Help business monitor employee selection

4. Identify training and development needs

Performance Appraisal Tools

• Homework

• Business Studies text book

• Page 430

• Take notes from the table regarding

advantages and disadvantages

Maintenance

• Focuses on the processes needed to

retain staff and manage their

wellbeing at work.

• Includes health and safety, managing

communication effectively,

complying with the law.

Communication

• Workplace relationships depend on

communication

• Poor communication can lead to conflict and

high turnover

• Regular team meetings, staff

bulletins/newsletters, seminars, social functions,

suggestion boxes, staff surveys, email, intranet

Employee Participation

• Improves communication, empowers

employees, develops commitment to

improving quality and efficiency.

• Depends on the training, knowledge

and skills of employees involved.

Employee Participation Strategies

• Homework

• Business Studies text book

• Page 434

• Take notes from the table regarding

employee participation strategies

Workplace benefits

• Superannuation (18-70 earning min $450 per month)

• Flexible working arrangements, paid training, travel

allowances, health insurance, subsidised gym

membership, housing, car

• Consider Fringe Benefits Tax (FBT) – airline transport,

expense accounts, board/accommodation, housing

loans, car parking.

Legal compliance & CSR

• All employers must ensure HR policies and

procedures comply with legislation.

• Bullying and sexual harassment, conflict

between employees are major causes of stress

at work.

• Creating a workplace where staff are respectful,

professional, fair and considerate is essential.

Separation

• Voluntary: resignation, relocation,

voluntary redundancy, retirement

• Involuntary: contract expiry,

retrenchment, dismissal

Redundancy

• Redundancy happens when an employer either:

• Decides they no longer want an employees job to be

done by anyone and terminates their employment

• Becomes insolvent or bankrupt

• Reasons why:

• Technology replaces a job

• Business slows down

• Relocation

• Merger or takeover

• Restructure

Retrenchment

• What is the difference between redundancy and

retrenchment? 

• In simple terms, the employer makes

a position redundant when its duties are no longer

needed to be done by anyone. Once the position is

redundant, the person doing its duties may either be

redeployed (i.e. given another job) or retrenched

(i.e. lose their job and not be offered another).

Dismissal process

• Written warning

• Advice and support given

• Notify employee of reason for

termination

Unfair dismissal

• Occurs where an employee is

dismissed by their employer and

they believe the action is harsh,

unreasonable or unjust.