Human Resources Management

1
Human Resources Management

• Overview

2
Scope of HR (1 of 3)

• All the decisions, strategies, factors,
  principles, operations, practices, functions,
  activities and methods related to the management
  of people as employees in any type of
  organization (including small and micro
  enterprises and virtual organizations).

3
Scope of HR (2 of 2)

• All the dimensions related to people in their
  employment relationships, and all the dynamics
  that flow from it (including in the realization
  of the potential of individual employees in terms
  of their aspirations).

4
Scope of HR (3 of 3)

• All aimed at adding value to the delivery of
  goods and services, as well as to the quality of
  work life for employees, and hence helping to
  ensure continuous organizational success in
  transformative environments.

5
Scope of HR

• Four role clusters related to people management
  processes
• Planning and organizing for work and people
  management
• People acquisition, development and utilization
• Establishing and improving labor and employee
  relations
• Maintenance and administration related to people
  management

6
Planning and organizing for work and people
management

• Strategic planning (including employment equity
  planning)
• Organizational design
• Formulating policies
• Developing systems and procedures (information,
  compensation, administration)

7
People acquisition, development and utilization

• Staffing the organization
• Motivating and leading employees
• Employee training development
• Career management
• Performance management
• Utilizing and managing diversity
• Managing organizational change, transformation
  and development

8
Establishing and Improving Labor and Employee
Relations

• Maintaining and improving conditions of service
• Communicating and interacting with employees and
  their representatives
• Interacting and negotiating with trade unions and
  employee representatives
• Drafting and implementing collective agreements
• Managing conflict, co-operation and industrial
  democracy (including disciplinary and grievance
  matters, dispute resolution, industrial action,
  employee participation and union/management
  collaboration maintaining fairness and employment
  equity)

9
Maintenance and Administration Related to People
Management

• Compensation management
• Managing information
• Administering pay and benefit systems
• Managing budgets and finances related to human
  resources management and practices
• Reporting on human resources management and
  practices issues and processes
• Evaluating the quality and value added by human
  resources management and practices
• Research related to human resources management
  and practices

10
Supportive generic competencies 1

• Project management
• Consulting competencies
• Entrepreneurship
• Self-management
• Communication competencies
• Facilitation competencies
• Presentation competencies

11
Supportive generic competencies 2

• Competencies for transforming groups into
  self-directed mutually controlled high performing
  work teams
• Trans-cultural competencies
• Mediation arbitration competencies
• Financial competencies
• Problem-solving
• Diagnostic competencies

12
Transformation and development Roles

• People Champion
• Strategic Partner
• Change Agent
• Administrative Expert

13
People Champion

• Work creation as opposed to job creation
• Reconciliation management
• Increased societal responsibility
• Marketing of human resources management and
  practices to line management

14
Strategic Partner

• Development of contextual approaches to human
  resources management and practices
• Focus on deliverables rather than doables
• Manage the transfer of people management
  functions and skills to line management
• Appreciation and assessment of intellectual
  capital

15
Change Agent

• Multi-skilling and /or multi-tasking
• Managing people in virtual work environments

16
Administrative Expert

• Knowledge in large organizations for future
  application use (organization memory)
• Knowledge management which entails accumulating
  capturing
• Develop additional means of assessing human
  resources management and practices
• Take human resources management and practices
  from a business partner to a business itself /
  Managing human resources management and practices
  as a business unit
• Adviser / consultant to line management

17
(No Transcript)