hi all,
I am Anvesha and I am a student of MLW (Master of Labour Welfare). I m preparing my dissertation report these dayz. So give your views on "How to enhance the effectiveness of Human Resource Management". Also I have prepared a questionnaire for the same which is attached here with. I request HR professionals to fill it and help me understand my subject better.My e-mail id is:
From India, Ahmadabad
I am Anvesha and I am a student of MLW (Master of Labour Welfare). I m preparing my dissertation report these dayz. So give your views on "How to enhance the effectiveness of Human Resource Management". Also I have prepared a questionnaire for the same which is attached here with. I request HR professionals to fill it and help me understand my subject better.My e-mail id is:
From India, Ahmadabad
Hi Anvesha,
I'd encourage you to read a book titled "Human Resource Champions" by Dave Ulrich.
He presents a very contemporary view of how HR function can effectively impact the Organization. He suggests four dimensions:
- HR as Strategic Partner: Aligning HR and biz. strategy
- HR as Administrative Expert : Management of Firm infrastructure, shared services
- HR as Employee champion: Listening & providing solutions to employees
-HR as Management of Transformation & Change: Facilitating and Enhancing organization's capacity to change
You'd get lot of useful material, including questionnaires in the said book.
From my experience, HR's effectiveness/credibility strengthens when HR delivers as per the real tim needs/requirements of the business. It's quite an easy trap for HR to do various "Nice-to-do" activities which may not have significant correlation with the issues of the Organization at that stage.
Hope this helps.
Your Questionnaire is impressive.
All the bests !
Cheers !
Rajesh
From India, Mumbai
1I'd encourage you to read a book titled "Human Resource Champions" by Dave Ulrich.
He presents a very contemporary view of how HR function can effectively impact the Organization. He suggests four dimensions:
- HR as Strategic Partner: Aligning HR and biz. strategy
- HR as Administrative Expert : Management of Firm infrastructure, shared services
- HR as Employee champion: Listening & providing solutions to employees
-HR as Management of Transformation & Change: Facilitating and Enhancing organization's capacity to change
You'd get lot of useful material, including questionnaires in the said book.
From my experience, HR's effectiveness/credibility strengthens when HR delivers as per the real tim needs/requirements of the business. It's quite an easy trap for HR to do various "Nice-to-do" activities which may not have significant correlation with the issues of the Organization at that stage.
Hope this helps.
Your Questionnaire is impressive.
All the bests !
Cheers !
Rajesh
From India, Mumbai
The six key areas of HRM
Six key interrelated areas have been identified which together comprise effective HRM -
1. Human resource planning aims to ensure that people with the right skills and abilities are available in sufficient quantity to meet organisational needs by effectively forecasting and planning for future people requirements in each department of the charity. Human resource planning is integral to successful corporate planning and to be effective requires input from all staff who should help to identify their own training and personal development needs.
2. Staffing practices supported by an Equal Opportunities policy should aim to ensure fair and effective procedures and processes for the recruitment and deployment of people, thereby ensuring the best use of those people who will make the most effective contribution to the organisation and to its beneficiaries.
Selection criteria are based on merit and equity is a fundamental consideration.
3. Remuneration and working conditions need to attract and retain people. The encouragement of staff performance, commitment and morale, through appropriate methods of remuneration, reward and recognition should be in place. Working conditions need to include a safe, healthy and harmonious environment. There needs to be as broad a range as possible of mechanisms designed to attract and retain good people and reward good performance.
4. Performance management needs to provide the crucial link between individual and team performance, attitudes and behaviour with the overall aims and objectives, culture and values of the organisation.
5. Human resource development should improve organisational effectiveness and individual performance by providing people with opportunities to develop the skills and competencies required to fulfil their current responsibilities as well as helping them to pursue their own career goals and satisfy their personal development needs.
6. Working together as part of an integrated rather than fragmented approach should serve to foster recognition of the interdependence of staff and management at all levels. There should be acknowledgement of the need for leadership and staff participation designed to encourage individual performance and linking individual aspirations with and corporate objectives and aims.
Others include areas like
-SAFETY
-HEALTH
-HRIS [ information system]
etc etc
================================================== ==
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FIRST STEP IS
THE HRM EFFECTIVENESS AUDIT
The HRM EFFECTIVENESS AUDIT is a guide for enhancing
the effectiveness by establishing a measurement based,
value-added service improvement system for HRM.
The audit unfolds through four phases :
Phase I: Ranking Importance of the HRM Service Portfolio
Phase II: HRM Team Self-Evaluation
Phase III: Measuring Current Service Levels
Phase IV: Developing Action Plans
Phase I: Ranking Importance of HRM Service Portfolio
The purpose of Phase I of the audit is to establish the relative importance of the various HRM
services in relation to the accomplishment of organizational objectives. As internal customers,
midlevel line and staff managers rank a list of HRM services according to the importance of each
service toward meeting their business objectives over the coming year.
Figure --- shows a typical list of HRM services. Each HRM management team decides the
appropriate comprehensive list that reflects the scope of HRM services.
The eleven service categories in span the range of work done by most HRM
departments. The first category on the list, HR Department Organization, draws special attention.
Although not a direct service per se, HRM department organization does affect how all employees
interface with the personnel function. For example, do managers have a single point of contact, or
is the department decentralized by specialization? Note that the way the department is organized
can dramatically affect how internal customers view the effectiveness of HRM services.
Typical HRM Service Portfolio
HR Depar tment Organization
HR Planning/Organizational Development
Recruitment and Selection
Compensation Administration
Employee Benefits Administration
Employee Relations and Communications
Personnel Policies and Workplace Rules
EEO/AA and Other Regulatory Compliance
Training and Development
Labor Relations
*safety, health, wellness.
Phase II: HRM Team Self-Evaluation
The purpose of the self-evaluation phase is to stimulate discussion and challenge the status
quo. This phase can be completed anytime before the analysis of survey results in Phase III. Each
specialized group completes a best practices questionnaire. The best source for this is How to
Conduct a Human Resources Effectiveness Audit4 with questionnaires for all of the eleven service
areas shown in the above list.
Each of the questionnaires contains 25-40 items. Groups completing the questionnaire
compare current practices with a set of standards based on reputable sources.
Each HRM group completes their section of the questionnaire. Through the last two items in
each section, the HRM functional subgroup develops two consensus ratings: one that reflects the
groups own perspective about how well their service is delivered, and one that speculates on how
the customers of the service will later rate it in the customer satisfaction survey. The consensus
ratings are scaled on a five- or seven-point continuum with the midpoint representing a rating
of adequate.
Of the two ratings for each category, the speculative responses carry the most weight. When
com- pared to the overall satisfaction survey mean for a particular HRM service, the speculative
ratings show how closely attuned the HRM subgroup is to the needs of its customers. An
illustration will illumine this point later. Concurrently, with the implementation of Phase II, the audit
team can begin Phase III.
Phase III: Measuring Current Service Levels
The purpose of Phase III of the audit is to develop performance metrics for the various HRM
services and to measure current satisfaction levels.
In the first year of an Audit, the baselining portion of Phase III is part of the focus group
activities. Focus groups move from rating the HRM portfolio to defining what effectiveness means
for the top four or five services. An open dialogue ensues from the facilitating question, In your
quiet moments, you evaluate the recruitment and selection (e.g.) services provided to you.
What are the criteria you use to evaluate how well these services are provided?
For recruitment and selection, customers may cite a variety of factors: elapsed time from
Phase IV: Developing Action Plans
The purpose of Phase IV of the audit is to develop an HRM business plan based on the priorities
emerging from the audit.
================================================== =
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SECOND STEP IS
TO IMPROVE THE COMPETENCE AND HENCE THE HR SERVICE
DELIVERY.
THE FIRST AREA TO FOCUS, IS THE COMPETENCE OF HRM TEAM.
The competences should be audited , the gaps identified and an action
plan for improvement should be developed.
Business Management Competencies
Business Process Reengineering
Change Management
Contract Management
Cost-Benefit Analysis
Customer Relations
Financial Management
Marketing
Negotiating
Organizational Awareness
Organizational Needs Assessment
Outcome Measures and Evaluation
Project Management
Strategic Human Resource Practices
Strategic Planning
Professional Competencies
Coaching and Mentoring
Communication
Conflict Management
Decision-making
Ethics
Facilitation
Interpersonal Relations
Problem-Solving
Self Management
Teamwork
Technology Application
Technical HR Competencies
Appeals, Grievances, and Litigation
Attendance and Leave
Benefits
Career Development
Compensation
Discipline and Adverse Action
Employee Assistance
Equal Employment Opportunity
Human Resource Management Fundamentals
Instructional Systems Development
Instructional Technology
Job Analysis
Labor Management Relations
Organizational Development
Organization and Position Design
Pay Administration
Performance Management
Personnel Assessment
Personnel Systems Management
Position Classification
Reduction-in-Force
Rewards and Recognition
Staffing and Recruiting
Succession Planning
The Emotional Competence
Personal Competence
Self-Awareness
Emotional awareness
Accurate self-assessment
Self-confidence
Self-Regulation
Self-control
Trustworthiness
Conscientiousness
Adaptability
Innovation
Motivation
Achievement drive
Commitment
Initiative
Optimism
Empathy
Understanding others
Developing others
Service orientation
Leveraging diversity
Political awareness
Social Skills
Influence
Conflict management
Change catalyst
Collaboration and cooperation
Communication
Leadership
Building bonds
Team capabilities
================================================== ========================
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE THIRD STEP IS
TO IMPROVE THE KNOWLEDGE MANAGEMENT AND HENCE
THE HR SERVICE DELIVERY --QUANTITATIVELY AND QUALITITATIVELY.
HR KNOWLEDGE MANAGEMENT
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the KNOWLEDGE AREAS required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm
grows large enough to need someone to focus primarily on HR activities, the
role of the HR generalist emerges‑that is, a person who has responsibility
for performing a variety of HR activities. Further growth leads to adding
HR specialists who have in‑depth knowledge and expertise in a limited area.
Intensive knowledge of an activity such as. benefits, testing, training, or affirmaญ
tive action compliance typifies the work of HR specialists.
HR Specific Knowledge
Technical knowledge and education are needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.
Strategic Management .Knowledge Of.
1.lawmaking and administrative regulatory processes .
2. internal and external environmental scanning techniques.
3.strategic planning process and implementation .
4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community‑based organizations).
5.management processes and functions , including marketing/sales/distribution etc.
6. techniques to sustain creativity and innovation.
================================================== =
Workforce planning and Employment .Knowledge of:
7.Central /state/local. employment‑related laws and regulations .
8.immigration law (for example, visas for overseas employees]
9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs‑per‑hire, selection ratios, adverse impact).
10. recruitment methods and sources
11.staffing alternatives (for example, telecommuting, outsourcing)
12 planning techniques (for example, succession planning, HR forecasting)
13.reliability and validity of selection tests/tools/methods.
14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).
15. interviewing techniques .
16 relocation practices.
17 impact of compensation and benefits plans on recruitment and retention .
18 international HR and implications of international workforce for workforce planning and employment.
19 downsizing and outplacement .
20 internal workforce planning and employment policies, practices, and procedures.
================================================= Human Resource Development: Knowledge of.
21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .
22 human resource development theories and applications (including career
development and leadership development)
23 organizational development theories and applications.
24 training methods, program, and techniques (design, objectives, methods, etc.).
25 employee involvement strategies .
26 task/process analysis .
27 performance appraisal and performance management methods.
28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .
30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).
================================================== =============
Compensation and Benefits .Knowledge of.
31.Central, state, and local compensation and benefits laws.
32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)
33 job evaluation methods
34 job pricing and Pay structures
35 incentive and variable Pay methods
36 executive compensation
37.non‑cash compensation methods (for example, stock option plans).
38 benefits needs analysis i.e, life insurance, pension,
39 benefit plans (for example, health insurance, education, health club)
40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)
================================================== ==
Employee and Labour relations . Knowledge ofญ
41.applicable federal, state, and local laws affecting employment in union and non‑union environments, such as anti‑discrimination laws, sexual harassment, labor relations, and privacy
42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)
43 employee involvement strategies(for example, alternate work schedules, work teams)
44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)
45.workplace behavior issues/practices (for example, absenteeism, discipline)
46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)
47 unfair labor practices .
48 the collective bargaining process, strategies, and concepts (up to and after contract)
49 public sector labor relations issues and practices.
50. expatriation and repatriation issues and practices .
51.employee and labor relations for local nationals[ i.e. labour
relations in other countries).
=================================================
Occupational health,safety,and security. Knowledge of.
52 .Central, state, and local workplace health and safety laws and
regulations (for example, OSHA, Drug‑Free Workplace ]
53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)
54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)
55 workplace safety risks
56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)
57 potential violent behavior and workplace violence conditions .
58 general health and safety practices (for example, fire evacuation,
HAZMAT[hazardous materials], ergonomic evaluations)
59 incident and emergency response plans .
60 internal investigation and surveillance techniques .
61 Employee Assistance Programs .
62 employee wellness programs .
63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .
================================================== ====== CORE Knowledge Required by HR Professionals
64 needs assessment and analysis .
65 third‑party contract management, including development of requests for proposals
66 communication strategies .
67 documentation requirements .
68 adult learning processes .
69 motivation concepts and applications .
70 training methods .
71 leadership concepts and applications.
72 project management concepts and applications
73 diversity concepts and applications.
74 human relations concepts and applications (for example, interpersonal and organizational behavior) .
75 HR ethics and professional standards .
76 technology and human resource information systems (HRIS) to support
HR activities .
77 qualitative and quantitative methods and tools for analysis, interpretation, and decision‑making purposes .
78 change management .
79 liability and risk management .
80 job analysis and job description methods.
81 employee records management (for example, retention, disposal)
82 the interrelationships among HR activities and programs across
functional areas.
================================================== ========
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FOURTH STEP IS
TO ALIGN THE HR STRATEGY WITH STRATEGIC CORPORATE PLAN
AND HENCE IMPROVE THE HR SERVICE DELIVERY
--QUANTITATIVELY AND QUALITITATIVELY.
Assess how well human resources management is linked to COMPANY mission
accomplishment;
< Explore the role played by the HR staff in THE COMPANY strategic planning;
< Determine how the HR staff work with line managers to carry out COMPANY
strategic goals; and
< Identify best practices aligning HRM with the COMPANY strategic plan and goals.
================================================== ===============
Human resources management alignment means to integrate decisions about people with
decisions about the results an organization is trying to obtain.
Successful align human resources management with COMPANY mission mean
integrating HRM into the company planning process, emphasizing HR
activities that support mission goals, and building strong HR/management relationships.
In addition to being a vital contributor to company mission accomplishment, HRM
alignment is the ultimate level of HRM accountability, as demonstrated in the
Hierarchy of Accountability. While HRM accountability must begin with basic legal
compliance, it ultimately encompasses all four levels of the pyramid, including demonstrating
how HRM supports achievement of the COMPANY strategic goals.
1. Legal Compliance
2. Efficient HR Processes
3. Effective HRM Programs
4. Alignment with Strategic Goals of the Organization
As you help to achieve the corporate goals, you also
help to enhance the effectiveness of HRM and
vice versa.
==================================================
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FIFTH STEP IS
TO OFFER COST EFFECTIVE SERVICE.
1.*money measures, which includes minimizing expenditures
on various hr activities
2.*Time measures express performances against work schedules, timeliness
which is cost saving.
3.*measures of effect include attainment of a standard, changes in behavior,
level of service et. at the budgeted cost.
================================================== =====
================================================== ======
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SIXTH STEP IS
TO IMPROVE EMPLOYEE BEHAVIOR
--QUANTITATIVELY AND QUALITITATIVELY.
include:
*IMPROVING employee retention
* REDUCING turnover rates
* REDUCING absenteeism rate
*REDUCING frequency/ severity rate of accidents
*REDUCING time lost through disputes
================================================== ==
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SEVENTH STEP IS
TO IMPROVE THE HR SERVICE DELIVERY
--QUANTITATIVELY AND QUALITITATIVELY.
Service‑level criteria
Service level criteria include:
*REDUCE average time to fill vacancies
*REDUCE time to respond to applicants
*REDUCE ratio of acceptance to offers made increament
*REDUCE cost of advertisements per reply/ engagement
* INCREASE training hours/days per employee
* IMPROVE induction training/ orientation per employee
* EFFECTIVE MANAGEMENT of benefits per employee
*TRAINING for measurable improvements in productivity
*EFFECTIVE MANAGEMENT of the ratio of HR department
expenses to total operating expenses
----------------------------------------------------------------------------------------------------
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE EIGHTH STEP IS
TO STAYING CLOSE THE FOLLOWING
*understanding of strategic business imperatives;
*anticipation of business and management needs;
*ability to function as a 'business partner' in the team;
*quality of advice given in terms of its relevance to the problem or issue, the clarity
. on with which the advice is given, the practicality of the recommenญdations.
*the quality of the back‑up advice and services offered to implement recommendaญtions,
the extent to which ultimately the proposals worked;
*speed of response to requests for advice or services;
*promptness in dealing with grievances and appeals;
*help to managers in identifying and meeting training needs;
*extent to which training and development programmes meet company/individuals
needs.
*delivery of advice and services that make a significant impact on improving the quality and performance of staff;
*development of programs and processes that address short‑ and long‑term business needs that are owned by the line managers, and that produce the anticipated impact
on motivation, commitment and performance.
================================================== =
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE NINTH STEP IS
TO TARGET --QUANTITATIVELY AND QUALITITATIVELY.
THE FOLLOWING
1. Output Goals
Goal attainment: Achievement of main objectives .
--------------------------------------------------------------------------
Outputs‑quantity: Productivity (number or value of sales, servicesญ
sometimes per unit or cost of labor); profits, revenues
-------------------------------------------------------------------------------------------
Outputs‑quality: Reliability (e.g., rejects, returns); reputation (customer
satisfaction, expert ratings); institutional standards
(e.g., approval by quality assurance body)
================================================
2. Internal System State
Efficiency and costs : Efficiency measures (e.g., output value + cost with
constant quality); wastage; costs per unit of output
---------------------------------------------------------------------------------------
Human outcomes: Quality of work life (satisfaction with pay, working
conditions); work effort and commitment (low
absenteeism, turnover); employee health and safety;
motivation; organizational image; citizenship behavior
-------------------------------------------------------------------------------------------------
Consensus/conflict:Goal and procedural consensus; cohesion (mutual
attraction and identification with work group and
organization); cooperation within and between units;
conflict behavior (work stoppages, protests, flights)
------------------------------------------------------------------------------------
Work and information flows:Work coordination (smooth flow of products,
Information between units; few delays and snags);
adequacy and quality of information, multidirectional flows
------------------------------------------------------------------------------------------
Interpersonal relations: Trust; moderation of status differences (reduced
prominence of status symbols and executive perks);
openness, honesty of interpersonal communication,
acceptance of diverse backgrounds and orientations
--------------------------------------------------------------------------------------------
Employee involvement: Empowerment; participation in decision making
-------------------------------------------------------------------------------------------------
Fits : Alignment of internal system, components, subcomponents, and
Features.
--------------------------------------------------------------------------------------
3. System Resources and Adaptation
Resources‑quantity: Size (employees, physical, financial, capital assets);
resource flows (sales, budget allocations)
----------------------------------------------------------------------------------------
Resources‑quality: Human capital (training, experience of work force);
staff reputation; knowledge base; desirability of clients
(e.g., college selectivity)
--------------------------------------------------------------------------------------------
Adaptation: Ability to cope with external change and uncertainty;
crisis management capabilities
------------------------------------------------------------------------------------------
Proactiveness: Impact on environment‑clients (e.g., demand), competitors, suppliers, regulators; entrepreneurialism
Innovativeness: Technological and administrative innovation; implementation of new techniques and ideas
Legitimacy : Support by community and by public agencies or regulators; complianre with legal, professional, regulatory standards
Competitive position : standing compared to competitors (e.g., market share); reputation for leadership in industry or sector
Fit : Alignment of internal system with environment
===============================================
THE ENHANCED EFFECTIVENESS COULD BE MONITORED
THROUGH THE IMPROVEMENTS IN SUCH AREAS AS
Reducing absenteeism as combined calculation [ savings contribution]
Reducing Absenteeism rate per employee [ productivity contribution ]
Reducing Cost per hire [ savings contribution ]
Total COST reduction in hiring [ savings contributions ]
Increasing Human capital ROI [ productivity contribution ]
Reduction of HR EXPENSE as TOTAL EXPENSE [ profit contribution ]
Decreasing HR cost as percentage of revenue [ profit contribution ]
Decreasing labor cost as percentage of revenue [ profit contribution]
Increasing profit per employee by maintaining staff level [ profit contribution ]
Increasing revenue per employee by maintaining staff level [ profit / productivity contribution]
Reducing the time to fill staff [ cost savings contribution]
Reducing total health care costs per employee [ cost savings contribution ]
Reducing the training costs per employee [ cost savings contribution ]
Keeping the total training costs in line with budget [ profit contribution ]
Reducing the staff turnover [ cost savings contribution ]
Reducing the total turnover costs [ cost savings contribution]
Reducing vacancy cost [ cost saving contribution ]
Reducing the workers' compensation per employee [ cost savings contribution ]
Reducing the workers' compensation incident rates [ cost savings contribution ]
Reducing the workers' compensation severity rate [ cost savings contribution ]
ETC ETC ETC
================================================
regards
LEO LINGHAM
From India, Mumbai
Six key interrelated areas have been identified which together comprise effective HRM -
1. Human resource planning aims to ensure that people with the right skills and abilities are available in sufficient quantity to meet organisational needs by effectively forecasting and planning for future people requirements in each department of the charity. Human resource planning is integral to successful corporate planning and to be effective requires input from all staff who should help to identify their own training and personal development needs.
2. Staffing practices supported by an Equal Opportunities policy should aim to ensure fair and effective procedures and processes for the recruitment and deployment of people, thereby ensuring the best use of those people who will make the most effective contribution to the organisation and to its beneficiaries.
Selection criteria are based on merit and equity is a fundamental consideration.
3. Remuneration and working conditions need to attract and retain people. The encouragement of staff performance, commitment and morale, through appropriate methods of remuneration, reward and recognition should be in place. Working conditions need to include a safe, healthy and harmonious environment. There needs to be as broad a range as possible of mechanisms designed to attract and retain good people and reward good performance.
4. Performance management needs to provide the crucial link between individual and team performance, attitudes and behaviour with the overall aims and objectives, culture and values of the organisation.
5. Human resource development should improve organisational effectiveness and individual performance by providing people with opportunities to develop the skills and competencies required to fulfil their current responsibilities as well as helping them to pursue their own career goals and satisfy their personal development needs.
6. Working together as part of an integrated rather than fragmented approach should serve to foster recognition of the interdependence of staff and management at all levels. There should be acknowledgement of the need for leadership and staff participation designed to encourage individual performance and linking individual aspirations with and corporate objectives and aims.
Others include areas like
-SAFETY
-HEALTH
-HRIS [ information system]
etc etc
================================================== ==
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FIRST STEP IS
THE HRM EFFECTIVENESS AUDIT
The HRM EFFECTIVENESS AUDIT is a guide for enhancing
the effectiveness by establishing a measurement based,
value-added service improvement system for HRM.
The audit unfolds through four phases :
Phase I: Ranking Importance of the HRM Service Portfolio
Phase II: HRM Team Self-Evaluation
Phase III: Measuring Current Service Levels
Phase IV: Developing Action Plans
Phase I: Ranking Importance of HRM Service Portfolio
The purpose of Phase I of the audit is to establish the relative importance of the various HRM
services in relation to the accomplishment of organizational objectives. As internal customers,
midlevel line and staff managers rank a list of HRM services according to the importance of each
service toward meeting their business objectives over the coming year.
Figure --- shows a typical list of HRM services. Each HRM management team decides the
appropriate comprehensive list that reflects the scope of HRM services.
The eleven service categories in span the range of work done by most HRM
departments. The first category on the list, HR Department Organization, draws special attention.
Although not a direct service per se, HRM department organization does affect how all employees
interface with the personnel function. For example, do managers have a single point of contact, or
is the department decentralized by specialization? Note that the way the department is organized
can dramatically affect how internal customers view the effectiveness of HRM services.
Typical HRM Service Portfolio
HR Depar tment Organization
HR Planning/Organizational Development
Recruitment and Selection
Compensation Administration
Employee Benefits Administration
Employee Relations and Communications
Personnel Policies and Workplace Rules
EEO/AA and Other Regulatory Compliance
Training and Development
Labor Relations
*safety, health, wellness.
Phase II: HRM Team Self-Evaluation
The purpose of the self-evaluation phase is to stimulate discussion and challenge the status
quo. This phase can be completed anytime before the analysis of survey results in Phase III. Each
specialized group completes a best practices questionnaire. The best source for this is How to
Conduct a Human Resources Effectiveness Audit4 with questionnaires for all of the eleven service
areas shown in the above list.
Each of the questionnaires contains 25-40 items. Groups completing the questionnaire
compare current practices with a set of standards based on reputable sources.
Each HRM group completes their section of the questionnaire. Through the last two items in
each section, the HRM functional subgroup develops two consensus ratings: one that reflects the
groups own perspective about how well their service is delivered, and one that speculates on how
the customers of the service will later rate it in the customer satisfaction survey. The consensus
ratings are scaled on a five- or seven-point continuum with the midpoint representing a rating
of adequate.
Of the two ratings for each category, the speculative responses carry the most weight. When
com- pared to the overall satisfaction survey mean for a particular HRM service, the speculative
ratings show how closely attuned the HRM subgroup is to the needs of its customers. An
illustration will illumine this point later. Concurrently, with the implementation of Phase II, the audit
team can begin Phase III.
Phase III: Measuring Current Service Levels
The purpose of Phase III of the audit is to develop performance metrics for the various HRM
services and to measure current satisfaction levels.
In the first year of an Audit, the baselining portion of Phase III is part of the focus group
activities. Focus groups move from rating the HRM portfolio to defining what effectiveness means
for the top four or five services. An open dialogue ensues from the facilitating question, In your
quiet moments, you evaluate the recruitment and selection (e.g.) services provided to you.
What are the criteria you use to evaluate how well these services are provided?
For recruitment and selection, customers may cite a variety of factors: elapsed time from
Phase IV: Developing Action Plans
The purpose of Phase IV of the audit is to develop an HRM business plan based on the priorities
emerging from the audit.
================================================== =
TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SECOND STEP IS
TO IMPROVE THE COMPETENCE AND HENCE THE HR SERVICE
DELIVERY.
THE FIRST AREA TO FOCUS, IS THE COMPETENCE OF HRM TEAM.
The competences should be audited , the gaps identified and an action
plan for improvement should be developed.
Business Management Competencies
Business Process Reengineering
Change Management
Contract Management
Cost-Benefit Analysis
Customer Relations
Financial Management
Marketing
Negotiating
Organizational Awareness
Organizational Needs Assessment
Outcome Measures and Evaluation
Project Management
Strategic Human Resource Practices
Strategic Planning
Professional Competencies
Coaching and Mentoring
Communication
Conflict Management
Decision-making
Ethics
Facilitation
Interpersonal Relations
Problem-Solving
Self Management
Teamwork
Technology Application
Technical HR Competencies
Appeals, Grievances, and Litigation
Attendance and Leave
Benefits
Career Development
Compensation
Discipline and Adverse Action
Employee Assistance
Equal Employment Opportunity
Human Resource Management Fundamentals
Instructional Systems Development
Instructional Technology
Job Analysis
Labor Management Relations
Organizational Development
Organization and Position Design
Pay Administration
Performance Management
Personnel Assessment
Personnel Systems Management
Position Classification
Reduction-in-Force
Rewards and Recognition
Staffing and Recruiting
Succession Planning
The Emotional Competence
Personal Competence
Self-Awareness
Emotional awareness
Accurate self-assessment
Self-confidence
Self-Regulation
Self-control
Trustworthiness
Conscientiousness
Adaptability
Innovation
Motivation
Achievement drive
Commitment
Initiative
Optimism
Empathy
Understanding others
Developing others
Service orientation
Leveraging diversity
Political awareness
Social Skills
Influence
Conflict management
Change catalyst
Collaboration and cooperation
Communication
Leadership
Building bonds
Team capabilities
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TO ENHANCE THE AFFECTIVENESS OF HRM -- THE THIRD STEP IS
TO IMPROVE THE KNOWLEDGE MANAGEMENT AND HENCE
THE HR SERVICE DELIVERY --QUANTITATIVELY AND QUALITITATIVELY.
HR KNOWLEDGE MANAGEMENT
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the KNOWLEDGE AREAS required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm
grows large enough to need someone to focus primarily on HR activities, the
role of the HR generalist emerges‑that is, a person who has responsibility
for performing a variety of HR activities. Further growth leads to adding
HR specialists who have in‑depth knowledge and expertise in a limited area.
Intensive knowledge of an activity such as. benefits, testing, training, or affirmaญ
tive action compliance typifies the work of HR specialists.
HR Specific Knowledge
Technical knowledge and education are needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.
Strategic Management .Knowledge Of.
1.lawmaking and administrative regulatory processes .
2. internal and external environmental scanning techniques.
3.strategic planning process and implementation .
4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community‑based organizations).
5.management processes and functions , including marketing/sales/distribution etc.
6. techniques to sustain creativity and innovation.
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Workforce planning and Employment .Knowledge of:
7.Central /state/local. employment‑related laws and regulations .
8.immigration law (for example, visas for overseas employees]
9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs‑per‑hire, selection ratios, adverse impact).
10. recruitment methods and sources
11.staffing alternatives (for example, telecommuting, outsourcing)
12 planning techniques (for example, succession planning, HR forecasting)
13.reliability and validity of selection tests/tools/methods.
14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).
15. interviewing techniques .
16 relocation practices.
17 impact of compensation and benefits plans on recruitment and retention .
18 international HR and implications of international workforce for workforce planning and employment.
19 downsizing and outplacement .
20 internal workforce planning and employment policies, practices, and procedures.
================================================= Human Resource Development: Knowledge of.
21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .
22 human resource development theories and applications (including career
development and leadership development)
23 organizational development theories and applications.
24 training methods, program, and techniques (design, objectives, methods, etc.).
25 employee involvement strategies .
26 task/process analysis .
27 performance appraisal and performance management methods.
28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .
30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).
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Compensation and Benefits .Knowledge of.
31.Central, state, and local compensation and benefits laws.
32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)
33 job evaluation methods
34 job pricing and Pay structures
35 incentive and variable Pay methods
36 executive compensation
37.non‑cash compensation methods (for example, stock option plans).
38 benefits needs analysis i.e, life insurance, pension,
39 benefit plans (for example, health insurance, education, health club)
40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)
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Employee and Labour relations . Knowledge ofญ
41.applicable federal, state, and local laws affecting employment in union and non‑union environments, such as anti‑discrimination laws, sexual harassment, labor relations, and privacy
42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)
43 employee involvement strategies(for example, alternate work schedules, work teams)
44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)
45.workplace behavior issues/practices (for example, absenteeism, discipline)
46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)
47 unfair labor practices .
48 the collective bargaining process, strategies, and concepts (up to and after contract)
49 public sector labor relations issues and practices.
50. expatriation and repatriation issues and practices .
51.employee and labor relations for local nationals[ i.e. labour
relations in other countries).
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Occupational health,safety,and security. Knowledge of.
52 .Central, state, and local workplace health and safety laws and
regulations (for example, OSHA, Drug‑Free Workplace ]
53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)
54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)
55 workplace safety risks
56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)
57 potential violent behavior and workplace violence conditions .
58 general health and safety practices (for example, fire evacuation,
HAZMAT[hazardous materials], ergonomic evaluations)
59 incident and emergency response plans .
60 internal investigation and surveillance techniques .
61 Employee Assistance Programs .
62 employee wellness programs .
63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .
================================================== ====== CORE Knowledge Required by HR Professionals
64 needs assessment and analysis .
65 third‑party contract management, including development of requests for proposals
66 communication strategies .
67 documentation requirements .
68 adult learning processes .
69 motivation concepts and applications .
70 training methods .
71 leadership concepts and applications.
72 project management concepts and applications
73 diversity concepts and applications.
74 human relations concepts and applications (for example, interpersonal and organizational behavior) .
75 HR ethics and professional standards .
76 technology and human resource information systems (HRIS) to support
HR activities .
77 qualitative and quantitative methods and tools for analysis, interpretation, and decision‑making purposes .
78 change management .
79 liability and risk management .
80 job analysis and job description methods.
81 employee records management (for example, retention, disposal)
82 the interrelationships among HR activities and programs across
functional areas.
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TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FOURTH STEP IS
TO ALIGN THE HR STRATEGY WITH STRATEGIC CORPORATE PLAN
AND HENCE IMPROVE THE HR SERVICE DELIVERY
--QUANTITATIVELY AND QUALITITATIVELY.
Assess how well human resources management is linked to COMPANY mission
accomplishment;
< Explore the role played by the HR staff in THE COMPANY strategic planning;
< Determine how the HR staff work with line managers to carry out COMPANY
strategic goals; and
< Identify best practices aligning HRM with the COMPANY strategic plan and goals.
================================================== ===============
Human resources management alignment means to integrate decisions about people with
decisions about the results an organization is trying to obtain.
Successful align human resources management with COMPANY mission mean
integrating HRM into the company planning process, emphasizing HR
activities that support mission goals, and building strong HR/management relationships.
In addition to being a vital contributor to company mission accomplishment, HRM
alignment is the ultimate level of HRM accountability, as demonstrated in the
Hierarchy of Accountability. While HRM accountability must begin with basic legal
compliance, it ultimately encompasses all four levels of the pyramid, including demonstrating
how HRM supports achievement of the COMPANY strategic goals.
1. Legal Compliance
2. Efficient HR Processes
3. Effective HRM Programs
4. Alignment with Strategic Goals of the Organization
As you help to achieve the corporate goals, you also
help to enhance the effectiveness of HRM and
vice versa.
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TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FIFTH STEP IS
TO OFFER COST EFFECTIVE SERVICE.
1.*money measures, which includes minimizing expenditures
on various hr activities
2.*Time measures express performances against work schedules, timeliness
which is cost saving.
3.*measures of effect include attainment of a standard, changes in behavior,
level of service et. at the budgeted cost.
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TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SIXTH STEP IS
TO IMPROVE EMPLOYEE BEHAVIOR
--QUANTITATIVELY AND QUALITITATIVELY.
include:
*IMPROVING employee retention
* REDUCING turnover rates
* REDUCING absenteeism rate
*REDUCING frequency/ severity rate of accidents
*REDUCING time lost through disputes
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TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SEVENTH STEP IS
TO IMPROVE THE HR SERVICE DELIVERY
--QUANTITATIVELY AND QUALITITATIVELY.
Service‑level criteria
Service level criteria include:
*REDUCE average time to fill vacancies
*REDUCE time to respond to applicants
*REDUCE ratio of acceptance to offers made increament
*REDUCE cost of advertisements per reply/ engagement
* INCREASE training hours/days per employee
* IMPROVE induction training/ orientation per employee
* EFFECTIVE MANAGEMENT of benefits per employee
*TRAINING for measurable improvements in productivity
*EFFECTIVE MANAGEMENT of the ratio of HR department
expenses to total operating expenses
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TO ENHANCE THE AFFECTIVENESS OF HRM -- THE EIGHTH STEP IS
TO STAYING CLOSE THE FOLLOWING
*understanding of strategic business imperatives;
*anticipation of business and management needs;
*ability to function as a 'business partner' in the team;
*quality of advice given in terms of its relevance to the problem or issue, the clarity
. on with which the advice is given, the practicality of the recommenญdations.
*the quality of the back‑up advice and services offered to implement recommendaญtions,
the extent to which ultimately the proposals worked;
*speed of response to requests for advice or services;
*promptness in dealing with grievances and appeals;
*help to managers in identifying and meeting training needs;
*extent to which training and development programmes meet company/individuals
needs.
*delivery of advice and services that make a significant impact on improving the quality and performance of staff;
*development of programs and processes that address short‑ and long‑term business needs that are owned by the line managers, and that produce the anticipated impact
on motivation, commitment and performance.
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TO ENHANCE THE AFFECTIVENESS OF HRM -- THE NINTH STEP IS
TO TARGET --QUANTITATIVELY AND QUALITITATIVELY.
THE FOLLOWING
1. Output Goals
Goal attainment: Achievement of main objectives .
--------------------------------------------------------------------------
Outputs‑quantity: Productivity (number or value of sales, servicesญ
sometimes per unit or cost of labor); profits, revenues
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Outputs‑quality: Reliability (e.g., rejects, returns); reputation (customer
satisfaction, expert ratings); institutional standards
(e.g., approval by quality assurance body)
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2. Internal System State
Efficiency and costs : Efficiency measures (e.g., output value + cost with
constant quality); wastage; costs per unit of output
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Human outcomes: Quality of work life (satisfaction with pay, working
conditions); work effort and commitment (low
absenteeism, turnover); employee health and safety;
motivation; organizational image; citizenship behavior
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Consensus/conflict:Goal and procedural consensus; cohesion (mutual
attraction and identification with work group and
organization); cooperation within and between units;
conflict behavior (work stoppages, protests, flights)
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Work and information flows:Work coordination (smooth flow of products,
Information between units; few delays and snags);
adequacy and quality of information, multidirectional flows
------------------------------------------------------------------------------------------
Interpersonal relations: Trust; moderation of status differences (reduced
prominence of status symbols and executive perks);
openness, honesty of interpersonal communication,
acceptance of diverse backgrounds and orientations
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Employee involvement: Empowerment; participation in decision making
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Fits : Alignment of internal system, components, subcomponents, and
Features.
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3. System Resources and Adaptation
Resources‑quantity: Size (employees, physical, financial, capital assets);
resource flows (sales, budget allocations)
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Resources‑quality: Human capital (training, experience of work force);
staff reputation; knowledge base; desirability of clients
(e.g., college selectivity)
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Adaptation: Ability to cope with external change and uncertainty;
crisis management capabilities
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Proactiveness: Impact on environment‑clients (e.g., demand), competitors, suppliers, regulators; entrepreneurialism
Innovativeness: Technological and administrative innovation; implementation of new techniques and ideas
Legitimacy : Support by community and by public agencies or regulators; complianre with legal, professional, regulatory standards
Competitive position : standing compared to competitors (e.g., market share); reputation for leadership in industry or sector
Fit : Alignment of internal system with environment
===============================================
THE ENHANCED EFFECTIVENESS COULD BE MONITORED
THROUGH THE IMPROVEMENTS IN SUCH AREAS AS
Reducing absenteeism as combined calculation [ savings contribution]
Reducing Absenteeism rate per employee [ productivity contribution ]
Reducing Cost per hire [ savings contribution ]
Total COST reduction in hiring [ savings contributions ]
Increasing Human capital ROI [ productivity contribution ]
Reduction of HR EXPENSE as TOTAL EXPENSE [ profit contribution ]
Decreasing HR cost as percentage of revenue [ profit contribution ]
Decreasing labor cost as percentage of revenue [ profit contribution]
Increasing profit per employee by maintaining staff level [ profit contribution ]
Increasing revenue per employee by maintaining staff level [ profit / productivity contribution]
Reducing the time to fill staff [ cost savings contribution]
Reducing total health care costs per employee [ cost savings contribution ]
Reducing the training costs per employee [ cost savings contribution ]
Keeping the total training costs in line with budget [ profit contribution ]
Reducing the staff turnover [ cost savings contribution ]
Reducing the total turnover costs [ cost savings contribution]
Reducing vacancy cost [ cost saving contribution ]
Reducing the workers' compensation per employee [ cost savings contribution ]
Reducing the workers' compensation incident rates [ cost savings contribution ]
Reducing the workers' compensation severity rate [ cost savings contribution ]
ETC ETC ETC
================================================
regards
LEO LINGHAM
From India, Mumbai
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