HRM

career plateaus --> situation in which for either personnel or organizational reasons probabiliy of moving up the career ladder is low 

people who experience it --> allowed work or some major factor to become most significant aspect of their lives, experience loss of their self-esteem & are no longer advancing in career

3 main plateaus:

1. structural (end of promotion=

2. content (learned a job too well and is bored)

3. life (more profound & may feel like midlife crisis) 

firms can help overcome this with opportunities for lateral growth or allowing them to choose their own assignemnts when opportunities for advancements do not exist

one possibility = sabbaticle --> ecxtended period of time in which an employee leaves organization in order to pursue other activities & later return to his/her job

technical skills

conceptual skills 

social skills

personal skills 

70:20:10 development approach --> obtain 70% of knowledge from job related experiences, 20% from interactions with others, 10% from educational events

9 box assessment --> identify & classifying talent, 9 box chart is matrix which contains emplyees categorized by 2 variables = performance ranking & potential for advancement, provided to leaders o they can slot managers & then make decisions from data or bring charts to broader leadership discussion to gain consensus 

set of integrated orgnaizational HR processes designed to attract, develop, motivate & retain productive, engaged employees

goal --> create high-performance, sustainable organization that meets its strategic & operational goals & objectives 

talent mgmt is about --> making capability match commitments 

learning & development is key component of integrated talent mgmt framework 

how far do learning & development (L&D) & talent mgmt (TM) intersect?

tm --> development, involves all these apsects, also involves some strategic planning & interaction with rest of business 

specific combination of HR practices, work structures & processes that maximizes knowledge, skills, commitment, fexibility & resilience of employees

pricniples that guide development of HPWS:

1. egalitariarism & engagement (don't separate people according to status & power difference)

2. shared information (timely & accurate information about business --> can make employees do more than just carry out orders & perform their roles in a mechanical way)

3. knowledge development (not only select & hire competent candidates but provide all emps. possibilities to continuously learn & improve)

4. performance-reward linkage --> reward employees based on their performance 

staffing (highly directive recruitment & selection practices, borad & more intense)

training & development (give employees skills needed to assume greater responsibility, team work, engagement & continuous improvement, cross training)

compensation (include employee incentives such as gain sharing, employee stock ownership plans, skill based pay plan etc.)

chnaging roles of managers & team leaders 

fewer layers of mgmt & focus on teambased organization. role of managers & supervisors is substantially different on HPWS

seen more as coaches, facilitators & integrators of team efforts 

term manager is replaced by term team leader 

communication & information technologies are vital

depend on timely & accurate communication

each of these practices are pieces of a HPWS

careful planning ensures that pieces fit toegther & are linked with strategy goals of firm 

internal fit --> when all internal elements of work system reinforce & complement one another 

external fit --> when HPWS support firm's goals % strategies, begins with analysis of competitive challenges, organizational values & concerns of employees & result in a statement of strategies being pursued by firm

tool adapted to be used to diagnose internal & external fit 

internal fit diagnosed by assessing whether particular HR practices reinforce one another or opposite 

managers assess if HR practices significantly enable key workforce deliverables 

degree of external fit is evaluated by assessing degree to which workforce deliverable are connected with key strategic performance drivers 

--> assessments are useful to giving measures of internal & external fit & also to engage a broader set of managers & employees in discussion of how to implement system 

building a business case for change --> build case that changes are needed for success of firm, facster if top mgmt spends time communicating with employees about reasons & approaches to change, CEO, top & middle managers need to work closely, show to employees how firm is today & where company needs to be in future, gap btw today & future should be starting point for discussion

establishing a comms plan --> 2-way comms can rsult in better decision & help diminsh fears & concerns of employees when facing changes, dialogue at all levelshelps reaffirm commitment, answer questions & identify areas for improvement 

involving unions --> unions can be barriers to HPWS, concerned that workers could be eliminated, involve union members & keep them as close partners in deign & implementation process, steps on how to build a bridge:

1. cultivate mutligains (win-win situation, build mutual trust so firm can be more competitive, better quality of work life & unions have stronger role in terms of employee respresentation)

2.formaliazing commitments (labour mgmt agreements should be made legitimate through symbol of commitment, serve to be a sign of commitment of managers & institutionalize initivative so that it keeps going even if key managers leave)

3. gaining support of other key groups (decentralized labour relations functions, giving responsibility to local line managers & HR generalists, make sure they are comitted to HPWS environment, important to gain support of key groups aborad, being sensitive to different culture & their ways of doing business - critical to success of multinational firms)

4. adhering to procedures (procedures keep parties focused, effcetive way of ensuring that democracy & fairness prevail, homegrown process, developed by own firm is better than any other form bc of firm's particularies)

building & fostering HPWS is an ongoing acivity, may never be fully completed

possible that organizations make missteps during implementation for any number of reasons 

1. building a transition structure --> stablish an implementation plan that can provide timetable & process for mapping key business processes, redesign work flow & train employees

2. incorporating HR function as a valuable partner --> recruitment, evaluation, reward systems can have huge impact on how well system wil be implemented, HR managers are in good position to help employees hande transition they are going through 

process audit --> evaluate if system has been implemented as it was designed & if principles of HPWS are being reinforces

have goals of HPWS & expectations been met?

sustaining HPWS can be difficult --> employees perform at their peak, burnout can be an issue, employee poaching by competitors

HPWS are built on key business process, when these face changes, so should HPWS

should be periodically evaluated in terms of new priorities & initiatives 

employee outcomes & quality of work life --> employees are more informed & empowered --> decide how to achieve their goals & have more freedom to take more risks, generate new ideas, generate new ideas & make mistakes, more satisfaction, higher skills, more job security 

organizational outcomes & competitive advantage -->higher productivity, lower costs, better customer responsiveness, greater flexibility & higher profitability, create sustainable competitive advantage if they focus on developing floowing qualities:

1. valuable 

2. rare

3. difficult to imitate

4. organized