Human Resource Management

- measures how the person went about doing something

Graphic rating scale method: Knowledge of work, initiative, application, quality of work, volume of work

Mixed standard scale method: is individuals perfromance above (+), equal (0) or lower (-) than standarts listed

Critical incident: Unusual event denoting superior or inferior employee performance, manager keeps log or diary throughout appraisal period

Behaviorally anchored rating scale BARS:

1. Competence 2. Definition 3. Ranks of tasks (high, average, low)

Behavior Observation BOS: Ranks behavior from 1-5 (each numer represents percentages)

- Focus of Competency defined (e.g. client focus)

- Various levels with description of competencies required

- Perfromance Indicators under each level

A (greatly exceeds profile)

B (exceeds profile)

C (meets profile)

D (below profile)

E (mostly below profile)

X (not applicable)

With numbers: 1,2,3,4,5,6,X

Vision and Strategy gets influenced by:

- Market/clients (How to act upon market/clients to realise our strategy?)

- Financials (What financial gain do we need to survive?)

- Employees (How can we make best use of HR resources?)

- Business process (In which process should we lay our focus to achieve goals?)

Balance of all the Strategic Objectives

Step 4: Measures to what percentage the employee goals are fulfilled

Step 6: Final review of overall performance

All performance objectives should be SMART

Specific

Measurable

Attainable

Relevant

Timely

-       Narrowed focus

-       Unethical behavior

-       increased risk taking

-       decreased cooperation

-       Decreased intrinsic motivation

- Employees, Colleagues, Supervisors and Customers give feedback

- Recruitment, Selection, Training and Development, Compensation Management, Labor Relations

-       Lack of information and support in top management

-       Unclear performance standards

-       Bias errors!

-       Too many forms

-       Use for conflicting purposes

-       Little face to face, they don’t like the face-to-face confrontation

-       Relation between the job description and appraisal criteria isn’t clear

-       Little or no benefit from time and energy spent in process

-       Don’t have adept at rating employees or providing appraisal feedback

-       Only once-a-year event

Goal Setting --> feedback (traditional) , Evaluation --> Compensation (modern)

Goal setting:

Planning: annually (time to plan) or agile (time to adapt)

Working: working independently or as a team

Only managers:

1. Manager turnover

2. Dual-reporting relationships

3. Globalization

4. Critical Mindset

Feedback:

Source: from managers only, crowdsourced

Timeline: annual or in-the-moment

Purpose: Judgement or Coaching for Performance

Evaluation:

complex or simple

ratings or no ratings

Performance: inspiring vs. measuring employees

-       Automation

-       Reporting & analytics

-       Centralization

-       Accessibility

-       Consistency

-       Less administration work

- the process of managing HR to achieve organizations objectives

- mission, vision, strategy, core values (beliefs and principles)

Stage 1: basic reporting and trending

Stage 2: benchmarking and correlations with business metrics

Stage 3: cause/effect analysis of key workforce outcomes

Stage 4: predictive analysis

Goals:

- Productivity and Compensation

- Data Analytics: building technical skills and expertise to take advantage of AI

- Disruptive Innovation: increase performance of G&S

Framework of rules/practices by which board director ensures:

- Accountability, fairness, transparency in company's relationship with stakeholder

high Index: Switzerland (85/100)

low Index: Somalia (10/100)

- Measuring and enhancing employee engagement

- Managing Global Workforce- Global staffing

- Performance Management

- Compensation Management

Advanced upskilling program site that improves engagement innovation and ability to attract and retain talent

1.     Increasing job automation

2.     Decreasing talent availability

3.     Decreasing mobility of skilled labor

4.     Ageing Talent

- views firm as a "bundel of resources"

- the way resources are combined can differentiate the firm --> analysis starting point is internal

1. Change capability: Processes to integrate, reconfigure, gain and release resources - to mach and create change

2. Knowledge Management:

Creation: Human Capital Pool (Knowledge, skills, ability, behavior)

Transfer: Relationships

Integration: Organization Capital (Processes, Routines)

Core competencies:

-       skills and technologies enabling company to provide particular benefits to customer

-       not product-specific

-       sum of learning across individual skill sets and organizational units

-       Based on developing HRM policies acc. to business strategy (planning future activities, performance objectives, policies towards corporate aims

-       HRM designed and applied to support given coporate strategy

Claims that certain HR activities exist that universally support companies in gaining competitive advantage regardless of setting or industry

- performance management needed

-       Must be linked to org. overall strategy to compete domestically or globally

-       Process of anticipating / making provisions for flow of people into, within, out of org.

("right number of people, with right skills, at right place, at right time")

Critical element of planning:

- Demand of labor

- Supply of labor

- Balancing supply and demand considerations

Strategic Workforce Planning

- Forecasting future workforce and determining most effective practices and policies to close gaps and meet future workforce needs

- financial, customer, internal business process, learning and growth

--> all these points influence vision and strategy

Right service skills: Learning and growth

Effective Customer Service: Internal Business Process

Industry leading customer loyalty: Customer

Max. returns: Financial

Strategic: alignment to organizations business strategy

- Effective, timely, quantitative, qualitative data capture --> predicting future risks and alternative futures

Operational: shorter forecast horizon (3-12 months)

Focus on identifying skill gaps, number of people to satisfy immediate needs and mechanical processes (recruitment, training spend) --> tool to manage "business as usual"