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HRM (Fach) / HRM Summary (Lektion)

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• Human Resource Management Definition A managerial perspective which argues the need to establish an integrated series of personnel policies to support organizational strategy
• Importance of HRM - People management is critical to business performance - Selecting, training and evaluating the workforce - HRM helps establish an organization's sustainable competitive advantage - High performance work practices lead to both high individual and high organizational performance
• Development of HRM from Personnel Management To Human Resource Management To Human Capital Management
• The responsibility of HRM / Four main activities staffing - identify job requirements - recruitment - selection - promoting qualified candidates retention - reward employees - good working relations - safe, healthy work environment development - improve knowledge, skills and abilities adjustment - adjustment needed to fit HR policies, business strategies
• Line vs. HR Manager Line Manager departmental level - management of own staff - day to day operations - technical knowledge of activities - working conditions of staff   HR Manager organizational level - specialist expertise and advice - implementation of policy - HR strategy
• HRM process - recruitment or decruitment - selection - identification and selection of competent employees - orientation - training - adapted and competent employees with up-to-date skills and knowledge - performance management - compensation and benefits
• Environmental factors affecting HRM Labor union (organization protect interests of workers) Collective bargaining agreement (wage, hours and working conditions)
• Human resource planning Manager ensure that they have the right number and kinds of people in the right places and at the right times Steps in HR planning - assessing current human resources - assessing future needs for human resources and developing a program to meet those future needs
• Factors affecting staffing - strategic goals - forecast demand for products and services - availability of knowledge, skills, and abilities
• Job analysis - Job description - Job specification - Job evaluation
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• Staffing the organization - recruitment - decruitment
• sources of potential job candidates existing employees, job centers, agencies, advertisement, networking, headhunters, job fairs, internet employee referrals, company website, college recruiting, professional recruiting organizations
• Recruitment process The process of locating, identifying, and attracting capable applications
• Selection process The process of screening job applicants to ensure that the most appropriate candidates are hired
• Selection costs Cost of the selection itself, including the use of various selection instruments The future cost of inducting and training new staff The cost of labor turnover if the selected staff are not retained
• Types of selection devices Application form written tests performance simulations  interviews background investigations physical examinations
• Written tests Types of tests: Intelligence: how smart are you? Aptitude: can you learn to do it? Ability: can you do it? Interest: do you want to do it?
• Performance simulation tests work sampling: requiring applicants to actually perfomr a task or set of tasks that are central to successful job performance assessment centers: dedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate their managerial potential
• other selection approaches situational interviews (role play) Background investigations (verification of application data) physical examination
• The selection interview In accordance with the behavioral interview method:   STAR S = Situation   T = Task   A = Action   R = Result
• 4 types of selection interviews One-to-one / panel interviews   Relaxed / pressure interviews   Non-directive / structured interviews   Critical incident / situational interviews
• Stages in selection interviews 1. Planning / preparation 2. Setting 3. Opening 4. Main body of interview 5. Closing
• Selection interview questions - types Multiple / leading questions   Open / closed questions   Assumptive questions   Situational questions   Stress questions   Behavioral questions
• Problems with interviews The expectancy effect   The self-fulfilling prophecy effect   The stereotyping effect   The prototyping effect    The HALO effect   The personal liking effect   The temporal extension effect
• Major external influences on international HRM Type of government   State of the economy   Generally accepted business-practices   Educational system
• Affirmative system Employers have to recruit qualified minorities, women, person with disabilities and covered veterans. Affirmative actions include training programs, outreach efforts, and other positive steps. These procedures should be incorporated into the company´s written personnel policies.
• ILO – International Labor Organization Global program on decent work   Provide opportunities for all men and women to obtain decent and productive work in conditions of freedom, equity, security and human dignity
• Performance Management Making performance measurable   Measuring performance   “Steering” performance (in the right direction)   To achieve optimum results   To ensure everyone in the organization is working in the same direction
• Important task “Middle management” Translating, informing and explaining business objectives to their employees   After this: motivating their employees
• The employee performance management process 5 stages 1. Planning: Set goals and measures, establish and communicate 2. Monitoring: Measure performance, provide feedback, progress interviews 3. Developing: Adress poor performance, improve good performance 4. Rating: Summarize performance, discuss ratings 5. Rewarding: Recognize and reward good performance
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• Performance Appraisal Appraisals: “rating system for performance assessment”   Rating of individuals on (quasi-) objective criteria or standards relevant for performance   Aim of appraisals: Improve current performance by providing feedback on strengths/weaknesses   Agree on future objectives   Focus on career development   Solve problems   Goal: Motivation, Performance
• Purpose of appraisal interviews Review (past performance)   Opportunity to reinforce/reward appropriate behavior and to provide feedback on poor/inappropriate behavior   Setting new targets (performance objectives) and plan actions   Justify personnel decisions such as salary actions “soft” results
• Different appraisal methods For example: written essays, rating scales, 360 degree feedback   Often used: appraisal interview in combination with “rating scales”
• Coaching your employees: 7 steps for coaching 1. Express performance standards and review past performance 2. Describe the areas of performance that the employee must improve 3. Ask for the employee´s view on why performance does not meet standards 4. Discuss possible solutions for the problem 5. Agree to a written action plan 6. Have the employee commit to the action plan 7. Follow-up / provide feedback
• Definition by Torrington and Taylor: Personnel management is workforce centered. Although indisputably a management function, personnel is not totally indentified with management interests. Personnel managers seek to understand and articulate the aspirations and views of the workforce.
• The Advisory, Concilation ad Arbitration Service (ACAS): ACAS is a body set up by the government but which is required to act impartially in seeking to promote good industrial relations. Its services are available both to employers and individuals. It can be called in by parties that are failing to agree on employment matters.
• The ACAS advisory booklet Employee Appraisal: key points for successful appraisal: Make sure that senior managers are fully committed to the idea of appraisals. Consult with managers, employees and trade union representatives about the design and implementation of appraisals before they are introduced. Monitor schemes regularly Keep the scheme as simple and straightforward as possible.
• From top-down to 360-degree appraisals: Appraisals have moved on from a fairly simple manager-subordinate relationship to 360-degree appraisal, involving stakeholders who provide feedback on an individuals performance. On the one hand the appraisal interview may include all the stakeholders giving face-to-face feedback to the appraisee. On the other hand, some organizations operate systems whereby the collection of feedback from the chosen stakeholders is done via formally constructed questionnaires.

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