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HRM Processes
- 1. HRM Processes Chapter 15(p.422 – p.443
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- 3. HR process cycle 1.Acquisition: identify staff needs, recruitment, selection 2. Development: training, development and performance management 3. Maintenance: monetary and non-monetary benefits, legal responsibilities 4. Separation: voluntary and involuntary
- 4. Acquisition • Acquisition isthe process of attracting and recruiting the right staff for roles in a business.
- 5. Acquisition • Acquisition involvesanalysing: – The internal environment: goals/culture/cost/growth/downsizing/customer service/quality all determine demand for staff – The external environment: economic/competition/technology/legal/political/ social
- 7. Recruitment • Recruitment: theprocess of locating and attracting the right quantity and quality of staff to apply for employment vacancies or anticipated vacancies at the right cost
- 8. Selection • Selection: gatheringinformation about each applicant and using that information to choose the most appropriate applicant
- 9. Placement • Placement: locatingthe employee in a position that best utilises the skills of the individual to meet the needs of the business
- 10. Development • Effective induction:carefully planned to introduce a new employee to their job, co-workers, the business and its culture. • A well-prepared induction program: • Gives employees a positive attitude to the job/business • Builds a new employee’s confidence in the job • Stresses the major safety policies/procedures • Helps establish good working relationships
- 11. Training 1. Assess theneeds: • Of the individual (skills, knowledge, attitudes) • Of the job (competencies required) • Of the business (culture, goals, standards, service levels)
- 12. Training 2. Determine objectivesfor: • Business, job and individual • Management input and support at this stage is critical.
- 13. Training 3. Internal andexternal influences • Internal (attitudes of employees to training, staffing, financial and physical resources available) • External (new research, government programs, support available)
- 14. Training 4. Determine theprocess – that is: • Content • Learning principles (participation, repetition, demonstration, feedback) • Learning methods (simulation, lectures) • Location (on-site, off-site) • Participants involved (employees, supervisors, HR Manager, external consultants)
- 15. Training 5. Evaluation • Testsand surveys (pre and post) • Performance appraisal • Observation • Benchmarking (defects, complaints, accident rates) • KPIs (cost of sales, sales volume, labour tunrover)
- 16. Organisational Development Job enlargement Increasebreadth of tasks in a job Job rotation (multiskilling) Moving staff from one task to another over time Job enrichment Increase responsibilities of a staff member Job sharing 2 people share the same job Org Devp
- 17. Mentoring & Coaching MentoringCoaching Focus Life development, preparation for future Building skills and capabilities, overcoming weakness, resolve issues Role Facilitator, guide, sharing advice & experience, friend Specific to work function, setting goals – finding solutions Function Provide advice to assist improving way of managing situations Share skills, knowledge, styles, techniques Time Frame Ongoing Specific time frame Structure Unstructured More structured Benefits Personal growth, performance improvement, morale (business) improved teamwork, performance, productivity
- 18. PerformanceAppraisal 1. Provide feedbackfrom management regarding work performance 2. Act as measurement against which promotion and pay rises can be determined 3. Help business monitor employee selection 4. Identify training and development needs
- 19. PerformanceAppraisalTools • Homework • BusinessStudies text book • Page 430 • Take notes from the table regarding advantages and disadvantages
- 20. Maintenance • Focuses onthe processes needed to retain staff and manage their wellbeing at work. • Includes health and safety, managing communication effectively, complying with the law.
- 21. Communication • Workplace relationshipsdepend on communication • Poor communication can lead to conflict and high turnover • Regular team meetings, staff bulletins/newsletters, seminars, social functions, suggestion boxes, staff surveys, email, intranet
- 22. Employee Participation • Improvescommunication, empowers employees, develops commitment to improving quality and efficiency. • Depends on the training, knowledge and skills of employees involved.
- 23. Employee Participation Strategies •Homework • Business Studies text book • Page 434 • Take notes from the table regarding employee participation strategies
- 24. Workplace benefits • Superannuation(18-70 earning min $450 per month) • Flexible working arrangements, paid training, travel allowances, health insurance, subsidised gym membership, housing, car • Consider Fringe BenefitsTax (FBT) – airline transport, expense accounts, board/accommodation, housing loans, car parking.
- 27. Legal compliance &CSR • All employers must ensure HR policies and procedures comply with legislation. • Bullying and sexual harassment, conflict between employees are major causes of stress at work. • Creating a workplace where staff are respectful, professional, fair and considerate is essential.
- 28. Separation • Voluntary: resignation,relocation, voluntary redundancy, retirement • Involuntary: contract expiry, retrenchment, dismissal
- 29. Redundancy • Redundancy happenswhen an employer either: • Decides they no longer want an employees job to be done by anyone and terminates their employment • Becomes insolvent or bankrupt • Reasons why: • Technology replaces a job • Business slows down • Relocation • Merger or takeover • Restructure
- 30. Retrenchment • What isthe difference between redundancy and retrenchment? • In simple terms, the employer makes a position redundant when its duties are no longer needed to be done by anyone. Once the position is redundant, the person doing its duties may either be redeployed (i.e. given another job) or retrenched (i.e. lose their job and not be offered another).
- 31. Dismissal process • Writtenwarning • Advice and support given • Notify employee of reason for termination
- 32. Unfair dismissal • Occurswhere an employee is dismissed by their employer and they believe the action is harsh, unreasonable or unjust.