Issue Emerging in Human Resource Management

8/3/2019 Issue Emerging in Human Resource Management

1/44

Lynda Hope Asda, MPA, MaEd

EMERGING ISSUES IN

HUMAN RESOURCE

MANAGEMENT


2/44

HUMAN RESOURCE

MANAGEMENT

The managementof an organization's

employees. Thisincludesemployment andarbitration in accordwith the law, andwith a company'sdirectives.


3/44

Human Resource Management


4/44

Recruitment

The process by which a jobvacancyis identified and potentialemployees are notified.

The nature of the recruitmentprocessis regulated and subjectto employment law.

Main forms of recruitmentthrough advertising innewspapers, magazines, tradepapers, websites and internalvacancy lists.


5/44

Selection

The process of

assessing candidates

and appointing a post

holder Applicants short

listed

most suitable

candidates selected

Selection processvaries according to

organisation


6/44

Selection

Interviewmost common method

Psychometric testingassessing the personalityof the applicantswill they fit in?

Aptitude testingassessing the skillsof applicants

In-tray exerciseactivity based around what theapplicant will be doing, e.g. writing a letter to adisgruntled customer

Presentationlooking for different skillsas well as the ideas of the candidate


7/44

Employment Legislation


8/44


Increasinglyimportant aspect of

the HRM role Wide range

of areas forattention

Adds to the cost ofthe businessEven in a small business, the legislation

relating to employees is important chemicals used in a hairdressing salon forexample have to be carefully stored andhandled to protect employees.


9/44


Discrimination

Crucial aspects ofemployment

legislation:

Race

Gender

Disability Disability is no longer an issue for employersto ignore, they must take reasonable stepsto accommodate and recruit disabled workers.


10/44

Discipline

Firms cannot just sackworkers

Wide range ofprocedures and steps

in dealing withworkplace conflict

Informal meetings

Formal meetings

Verbal warnings

Written warnings

Grievanceprocedures

Working withexternal agencies


11/44

Development

Developing the

employee

can be regarded as

investing

in a valuable asset

A source of

motivation

A source of

helping the

employee fulfil

potential


12/44

Training

Similar to development:

Provides new skills

for the employee

Keeps the employee

up to datewith changes in the

field

Aims to improve

efficiency

Can be external or

in-house


13/44

Reward System

The system of pay

and benefits used by

the firm to reward

workers

Money not the only

method

Fringe benefits

Flexibility at work

Holidays, etc.


14/44

Trade Unions

Importance of buildingrelationships withemployeerepresentatives

Role of Trade Unionshas changed

Importance ofconsultationand negotiation andworkingwith trade unions

Contributes to smoothchange managementand leadership


15/44

Productivity

Measuring performance:

How to value the workerscontribution

Difficulty in measuring sometypes of outputespecially in theservice industry

Appraisal

Meant to be non-judgmental

Involves the worker and anominated appraiser

Agreeing strengths,weaknesses and ways forwardto help both employee andorganisation


16/44

A business that does not involve management of human

resources correctly will experience a number of problems.

Poor Management Leads to Poor Performance


17/44

This may manifest itself in:

Lower productivity levels

Poor quality products and

services

High levels of complaintsfrom customers

Loss of customers with

subsequently lower

revenues

Higher costs Higher staff turnover

Poor industrial relations


18/44

In addition, if human resources are managed

ineffectively, then:

Teams may not function

appropriately

Individuals may be placed in

positions that do notmaximize or utilize their

skills

The culture of the business is

not shared

Communication and decisionmaking can be affected and

mistakes occur


19/44

SHIFTS THAT ARE RE-SHAPING HR ROLES

FROM

Local markets, operations

Manufacturing, clerical work

Hierarchy

Intermediaries; face-to-face

Obedience to formal authority

Stability, efficiency, control

Full time job

Customer service

Work done by employees

Fixed work location

Management prerogative

Loyal service

White, male workforce

Financial performance

Get a job

TO

Global markets, operations

Service, knowledge work

Networks

Direct access,virtual relationship

Questioning of formal authority

Change, creativity, flexibility, order

Part-time and project work

Shareholder, stakeholder value

Work done by many contributors

Diverse work locations

Social licenceMarketable knowledge, skills

Diverse workforce

Triple bottom line

Get a life


20/44

Emerging Issues & Challenges

Business Drivers for the Future

Workplace Challenges

Preparing for New Workforce Challenges

Beyond recruiting and retention


21/44

Business drivers for change


22/44

Beyond recruiting and retention

Top Emerging Workplace Issues:

Information overload and ineffectivecommunication

Increased need to collaborate

Corporate culture misalignment

Variation in skill and confidence with

technology and complexity

Shortage of skilled leaders

Increasing anxiety and burnout


23/44

We only use about 10% ofthe capacity of existing

technology available in atypical organization.

Imagine the unleashed

potential!

The bottom line


24/44

The 10% challenge

If we could access even just

another 5% brain power and

5% better use of technology,

the difference it would make

to productivity, innovationand business results would

be enormous!

So how do we unleash ourpotential?


25/44

Preparing for the future

1 Create a culture for the New World

2 Foster innovation through co-creation

3 Manage the extension of work hours

Simplify information overload

5 Create capacity for collaboration

Support new skill development

Develop HR & IT policies andpractices that enable a successfulfuture work environment

Experience the new worldourselves

8

4

6

7


26/44

Workforce of the

near future will

need to be

successful based on

skills not

experience.

Are we ready?


27/44

The 3 Rs become 3 Cs


28/44

Business Drivers

Emerging Trends

Work together within IT and

HR to find the solutions

Lets tap our future potential!

Get Ready

Get Set


29/44

Consulting the younger generation


30/44

Todays information challenge

More than 80% of enterprise's digitized informationreside in individual hard drives and in personal filesand 80% of the data is unstructured, not secure norbacked up.

Individuals hold the key to the knowledgeeconomyand most of it is lost when they leave the enterprise

Employees get 50%-75% of their relevantinformation directly from other people


31/44

Time spent looking for information?

12%20%

48% 50%

40%30%

60 Minutes0%

20%

40%

60%

80%

100%%ofRespondents

External Information Internal Information

Knowledge workers spend 15-25% (1-2 hrs) of their timehunting for information

Forrester 60% of employees spend more

than 1 hour per day duplicatingthe work of other employees

KPMG

Most employee portals have an

ROI payback within two years Information Week Research


32/44

Employees are more likely to turn tocolleagues for information*

Notin stored in documents Notin stored in databases

Its Stored in peoples heads

Source: Delphi ConsultingGroup

DocumentedKnowledge

20%

Individual

Knowledge

80%Individual

Knowledge

80%


33/44

How simple is communication?

Lynda Hope AsdaProfessorManila, Philippines

Skype: AlexHHome IM: [email protected]

Work Email: [email protected]: 781 234Home (208) 555-5656Mobile: (775) 551-2345Fax: (207) 555-9999Direct: (207) 555-1112Tel: (207) 555-1000

Skype: AlexHHome IM: [email protected]

Work Email: [email protected]: 781 234Home (208) 555-5656Mobile: (775) 551-2345Fax: (207) 555-9999Direct: (207) 555-1112Tel: (207) 555-1000

Work IM: [email protected] IM: [email protected] Email: [email protected] Email: [email protected] Hope AsdaProfessor

[email protected]

lyndahope70@gmail .com

51 messages/day in up to 7 different places

50% of the calls require phone number look

60% of calls wasted in phone tag and voice mail

mobile

home

work


34/44


35/44

People Ready in the NewWorld of Work


36/44

TransparentOrganizationsRegulatory Compliance

Privacy Rights

Integration and Interoperability

One World ofBusiness

Collaboration

Nomadic Workforce

Consolidation and Convergence

ChangingWorkforce

Demographic Changes

Projected Talent Shortfall

Consumerization of IT

Always On, AlwaysConnected

Work & Family Life Balance

Information vs. Insight

Software and Services Spectrum

People DriveSuccess

Mega Trends: New World of Work


37/44

Communicate in real time

With one click

Make a phone call, with subject lineStart an instant messageStart a web conference

With an availableresource


38/44

Communicate in real time

One click team meetings

Web conference with video Record for training Find and reuse


39/44

Operations Team Site

Announcements

Safety scorecard

Capital budget


40/44

Org chart and profile management

Viewpotentialsuccessors

Viewincumbentandsuccessorprofiles


41/44

My Site private

Keywords incommon

My profile My documents My career Plan My HR (vacation) My competencies My communitiesMy Wikis

My blogs My news (RSS)

Profile detail tabs

My colleagues

Externalcontacts

Keywords


42/44

Blog - share IP and knowledge

Sour Gas COPTurn-aroundCEO blogUnited WayCorporate ChallengeWorkflowAuditCorporate Record


43/44

Any question..


44/44

Issue Emerging in Human Resource Management

Documents

Transcript of Issue Emerging in Human Resource Management