as a key driver of their financial performance, can be influential in realizing on that objective. SMART HR Manager By : Irene

Size: px
Start display at page:

Download "as a key driver of their financial performance, can be influential in realizing on that objective. SMART HR Manager By : Irene"

Transcription

1 SMART HR Manager By : Irene Dhanavathi Abstract: Human resource management (HRM), the management of work and people towards desired ends, is a fundamental activity in any organization in which human beings are employed. It is not something whose existence needs to be elaborated: HRM is an inevitable consequence of starting and growing an organization. While there are a myriad of variations in the ideologies, styles, and managerial resources engaged, HRM happens in some form or other. It is one thing to question the relative performance of particular models of HRM in particular contexts or their contribution to enhanced organizational performance relative to other organizational investments, such as new production technologies, advertising campaigns, and property acquisitions. These are important lines of analysis. It is quite another thing, however, to question the necessity of the HRM process itself, as if organizations could somehow survive or grow without making a reasonable attempt at organizing work and managing people. To wish HRM away is to wish away all but the very smallest of firms. Introduction: Human resource managers are well positioned to play an instrumental role in helping their organization achieve its goals of becoming a socially and environmentally responsible firm one which reduces its negative and enhances its positive impacts on society and the environment. Further, human resource (HR) professionals in organizations that perceive successful corporate social responsibility (CSR) as a key driver of their financial performance, can be influential in realizing on that objective. While there is considerable guidance to firms who wish to be the best place to work and for firms who seek to manage their employee relationships in a socially responsible way, there is a dearth of information for the HR manager who sees the importance of embedding their firm s CSR values throughout the organization, who wish to assist the executive team in integrating CSR into the company s DNA. And as high profile corporate failures such as Enron make all too clear, organizations that pay lipservice to CSR while neglecting to foster a CSR culture run the risk of damaging their corporate reputation if not their demise. Indeed, HR s mandate to communicate and implement ideas, policies, and cultural and behavioral change in organizations makes it central to fulfilling an organization s objectives to integrate CSR in all that we do. That said, it is important to understand that employee engagement is not simply the mandate of HR. Indeed people leadership rests with all departmental managers. HR can facilitate the development of processes and systems; however, employee engagement is ultimately a shared responsibility. The more the HR practitioner can understand their leverage with respect to CSR, the greater their ability to pass these insights along to their business partners towards the organization s objectives in integrating CSR throughout their operations and business model. As human resources influences many of the key systems and business processes underpinning effective delivery, it is well positioned to foster a CSR ethic and achieve a high performance CSR culture. Human resource management can play a significant role so that CSR can become the way we do things around here. HR can be the

2 key organizational partner to ensure that what the organization is saying publicly aligns with how people are treated within the organization. HR is in the enviable position of being able to provide the tools and framework for the executive team and CEO to embed CSR ethic and culture into the brand and the strategic framework of the organization. It is the only function that influences across the entire enterprise for the entire lifecycle of the employees who work there thus it has considerable influence if handled correctly. HR is poised for this lead role as it is adept at working horizontally and vertically across and within the organization, so important for successful CSR delivery. Of course, for effective CSR deployment, it needs to become a Board and C-suite imperative first. Should such an organizational gap exist, the senior HR leader can champion, lead and help drive a CSR approach if necessary. In the coming years as CSR increasingly becomes part of the business agenda and the fabric of responsible corporations, it will become a natural agenda for the HR practitioner. The following is an overview of the key trends and business drivers for fostering the growth of a company and its employees. Chapter 1: It was noted that modern organizations operate in a very competitive environment. The organizations compete for the best human resources, capital, technology, market share etc. This competition is characterized by a continuous change in customer tastes, fashions and needs. In order to cope with such changes and with the struggle to win customers, managers need highly flexible but robust human resource management strategies so that they can pursue, gain and sustain the existing and emerging competitive advantage. Strategic Human Resource Management (SHRM) is necessary for all types of organizations, that is, public or private, local or foreign, small, medium or large. The only difference lies in the nature and scope of such strategies. In Tanzania for example, we have experienced the development of strategic plans as part of on-going public sector reforms. These plans take human resource management more seriously than has been the case in the past. Most recently, the government has developed potentials for using excellence models from businesses to guide public service delivery. Such models rely heavily on strategic plans. The idea is to inculcate and nurture a culture of excellence in public service delivery through better human resource management. This forms part of the drive to value citizens as customers who demand business like attitudes and services from civil servants. It departs from the tradition in which civil servants were seen as rulers and citizens as the ruled. This departure is explicitly required in human resource strategies in order to create an environment where employees can be fully committed. The private sector has an even greater need for human resource strategies because, as observed earlier, they make a difference in securing a competitive advantage. This chapter intends to highlight the key issues in strategic human resource management and the role of strategic human resource management in business and organizational strategies. Strategy and strategic human resource management Strategic human resource management (SHRM) has attracted the attention of many scholars in human resource management, particularly those who shaped the development of the human resource management concept. Several

3 definitions have been developed but they are not independent of ideas of general strategic management. For the purpose of raising and comparing issues covered in the areas of strategic human resource management, three definitions are offered below. An overall and coherent long term planning and shorter term management, control and monitoring of an organization s human resources so as to gain from them the maximum added value and best position them to achieve the organization s corporate goals and mission. This definition is about decision making and the process involved in terms of putting decisions into actions. Chapter 2: Human resourcing The process of human resource acquisition will depend on business strategy. For example, if new production lines are to be installed in three years time, there is no doubt that new skills will be required. Plans have to be made including training and recruitment so that there is qualified staff of the right size to manage the new production line. The same will apply to service provision whether in the private or public sector organizations. Commitment As we noted in the first chapter, commitment to the organization cannot start at the bottom of the ladder. Employees have to see, feel, and believe that the top management is committed to making the organization the best place for them to work. Business strategies have to indicate that top management commitment in order to create enabling environment for human resource management strategies. Productivity Productivity is an indicator of how best resources are utilized in the organization. Business strategy has to set out performance targets, standards and measurements. This will form the basis for developing strategies for acquiring the right skills, numbers and performance management as well as reward systems. Employee relations The relationship between the employee and the management as well as the relationships between employees themselves also depends on business strategy. For example, if a business s future is not promising, it will certainly affect working relationships. Strategies have to be developed in order to avoid grievance and disputes that could become very costly to the organization. Such strategies could include work-sharing arrangements, introducing work shifts, voluntary retirement, part time job arrangements and similar action. Making strategic value choices Although the model suggests ten strategic variables of human resource management that have to be embodied in systems, practices and competencies in order to guide employees as individuals and teams to higher level performance, managers have to focus on the most valuable aspects, depending on the organizational strategy. For example, an organization that emphasizes creativity and innovation will choose and reward employee behavior that demonstrates risk taking initiatives. That is to say, each of the nine constituents of the model will have different aspects to deal with but managers will have to make decisions and choose systems, processes, programs or activities with the most Strategic

4 value for the individuals, teams and the organization. strategies used to improve an organization s ability to cope with environmental pressure. Strategic integration Since HRM is related to other organizational strategies, integration is not only desirable but also necessary to ensure that human resource management decisions are not made for their own sake. HRM policies and procedures need to be linked with an organization s strategy, its objectives and its activities so that performance can be judged in terms of the degree of strategic fit between business strategies and human resource. Decentralization for empowerment Strategic human resource management calls for a decentralization of decision making and problem solving at the lowest levels possible in the organizational hierarchy. That is, allow decisions to be made at the very source of activity. Operational staff and teams are the public face of the organization. Therefore they need power, authority, and motivation to take the right decisions at that level. Organizations with a human resource management culture cannot afford to embarrass themselves in front of a valued customer by failing to conclude business deals simply because a particular manager has to make a minor, unnecessary routine decision. Flexibility and adaptation The nature of today s business success lies in the ability to promptly respond to the unpredictable and fast changing environment. Flexible but robust rules and regulations, flatter organization structures, preference for a multiskilled workforce, and use of convertible production technologies are some of the Creativity and innovation SHRM calls for the management and employees to work together and come up with new ideas that can be put into practice so that new business opportunities can be created. With regards to employees management, creativity and innovation are required in areas such as pay schemes that are internally fair and externally competitive, job enrichment, enlargement, leadership, team building, retraining, and better employment arrangements. Obsession with quality In the language of total quality management, the customer is always right and quality is seen in the eyes of customers. In order to produce the best quality goods and provide the best quality services as perceived by the customer when compared to other producers or suppliers, the organization need staff orientated towards, and a motivation for excellence in quality products and services. Careful recruitment and selection of staff, appropriate training and development programmers, use of quality circles, and performance management systems that reward employees according to contribution are some of the strategies used to build and sustain a culture of quality. Conclusion: No matter how many theories are developed, or how many people are observed, man has always managed to amaze the world and the people in it with his actions and behavior. There may be new methods developed in the future

5 for efficient managing of work, at the end of the day everybody is human and each and every person has unique talents and way of behaving, so no theories or methods can be created for forecasting or predicting of what an individual is capable of.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Talent Management: Effect on Organizational Performance

Talent Management: Effect on Organizational Performance Talent Management: Effect on Organizational Performance James Sunday KEHINDE, PhD, ACA Dept. of Accounting, Faculty of Management Sciences Lagos State University, Ojo, Nigeria, West Africa Tel: 234-802-307-5627

More information

Knowledge Transfer Campaign

Knowledge Transfer Campaign 1 Knowledge Transfer Campaign A Concept Note Civil Service Bureau of Georgia Civil Service Reform and Development Department 2 Knowledge Transfer Campaign in Public Agencies of Georgia Aim of the KTC Knowledge

More information

Aligning Human Resources & Strategic Plans. John P. Righeimer Maverick Energy

Aligning Human Resources & Strategic Plans. John P. Righeimer Maverick Energy Aligning Human Resources & Strategic Plans Contents Introduction.pages 3-4 The Problem: HR is not aligned with strategic planning...pages 4-7 The Solution: Aligning HR with organizational strategy...pages

More information

Talent Management Essential Toolkit

Talent Management Essential Toolkit Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist

More information

Using Strategic Human Resource Management to Achieve Desired Organizational Results

Using Strategic Human Resource Management to Achieve Desired Organizational Results GHANA INSTITUTE OF MANAGEMENT AND PUBLIC ADMINISTRATION (GIMPA) Excellence in Leadership, Management and Administration Danida Capacity Development Support Programme Course in Using Strategic Human Resource

More information

Research Proposal on Strategic Human Resource Management

Research Proposal on Strategic Human Resource Management Strategic Human Resource Management Page 1 of 11 Research Proposal on Strategic Human Resource Management Title The key aim of Strategic Human Resource Management is to give an Organization a Competitive

More information

Revised Human Resources Strategy

Revised Human Resources Strategy Background Revised Human Resources Strategy WHO is a knowledge-based organization, and depends on a highly skilled, flexible and motivated workforce 1 1. The HR strategy currently in effect, Build One

More information

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on

Symbiosis Institute of Business Management (SIBM) - Pune. Research Conference on Innovative Business Strategies. Research Paper on Symbiosis Institute of Business Management (SIBM) - Pune Research Conference on Innovative Business Strategies Research Paper on Innovation in Human Resource Management, Policies & Practices Submitted

More information

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC

More information

HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008

HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008 HR PLANNING STRATEGIC FRAMEWORK PRESENTATION BURGERS PARK - PTA 23 JANUARY 2008 1 OVERVIEW OF THE PRESENTATION Purpose and objectives of the strategic framework HR Planning in the global context HR Planning

More information

Appendix - A. Questionnaire for Empirical Study

Appendix - A. Questionnaire for Empirical Study Appendix - A Questionnaire for Empirical Study Questionnaire for employees working at top management/ middle management Name of the Organisation: Organization Structure/ Basic organisational form 1. Can

More information

A guide to strategic human resource planning

A guide to strategic human resource planning A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall

More information

THE EDITOR S COLUMN Deeksha Jawa

THE EDITOR S COLUMN Deeksha Jawa Issue No 26 SEPTEMBER 2010 HIGHLIGHTS OF THIS ISSUE - Y.G. Chouksey emphasizes on impact of human resource management on organizational performance - Abhinav Srivastava proposes the idea of HR as the organization

More information

All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are:

All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Management and Organizational Change (P.4) Leading Strategic Decision

More information

Increasing IT Value and Reducing Risk. More for Less with COBIT5. IT Governance and Strategy

Increasing IT Value and Reducing Risk. More for Less with COBIT5. IT Governance and Strategy Increasing IT Value and Reducing Risk More for Less with COBIT5 Copyright 2012 ITpreneurs. All rights reserved. 1 COBIT 5 the Next Evolution 2 COBIT 5 Released in April 2012 COBIT5 is the eagerly awaited

More information

10 Fundamental Strategies and Best Practices of Supply Chain Organizations

10 Fundamental Strategies and Best Practices of Supply Chain Organizations 10 Fundamental Strategies and Best Practices of Supply Chain Organizations Robert J. Engel, C.P.M. National Director of Client Service Resources Global Professionals - SCM Practice 713-403-1979: Bob.Engel@Resources-us.com

More information

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION Gerardo García Rojas Information Solutions Leader Mexico & CoE Mercer College Mercer SECURITY UBIQUITY HYPERCONECTIVITY IMMEDIACY SOCIETY OPPORTUNITY

More information

GOVERNMENT OF DOMINICIA INFORMATION TECHNOLOGY STRATEGIC PLAN APRIL 18, 2005

GOVERNMENT OF DOMINICIA INFORMATION TECHNOLOGY STRATEGIC PLAN APRIL 18, 2005 GOVERNMENT OF DOMINICIA INFORMATION TECHNOLOGY STRATEGIC PLAN APRIL 18, 2005 Establishment, Personnel and Training Department Information Technology Strategic Plan 1 TABLE OF CONTENTS BACKGROUND 2 VISION...4

More information

STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM)

STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) COURSE OVERVIEW It is now a cliché that employees are among the firm s most valued assets; both theory and practice agree on this assertion. Despite that, many

More information

Partnering with a Total Rewards Provider

Partnering with a Total Rewards Provider CHAPTER 8 Partnering with a Total Rewards Provider changing market expectations place businesses under constant pressure to raise performance. So all eyes often turn to human resources (HR) to increase

More information

All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA.

All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Building High Performance Organisations Management and Organisational

More information

Strategic Principles on Human Resources Management

Strategic Principles on Human Resources Management 1 Strategic Principles on Human Resources Management Page 12 1. GENERAL INTRODUCTION 2. The STRATEGIC role OF HRM Page 13 2.1. The Changing Human Resources Role 2.2. New HR Role 2.3. HR Role: A Strategic

More information

Succession planning: What is the cost of doing it poorly or not at all?

Succession planning: What is the cost of doing it poorly or not at all? Energy insights At a glance There are substantial benefits to be gained by identifying talented employees including those deep in the organization with specialized skills and coordinating their training

More information

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher

Strategic Human Resource Management Catherine Truss, David Mankin & Clare Kelliher Catherine Truss, David Mankin & Clare Kelliher Oxford University Press (2012) ISBN: 978-0199583065 Theme of the Book What makes a good HR strategy and how does one develop it? These are just two of the

More information

Dublin Institute of Technology Human Resources. HUMAN RESOURCE STRATEGY 2011 to 2014

Dublin Institute of Technology Human Resources. HUMAN RESOURCE STRATEGY 2011 to 2014 Dublin Institute of Technology Human Resources HUMAN RESOURCE STRATEGY 2011 to 2014 1. Introduction 1.1. Organisation of DIT The White Paper on the organisation of DIT adopted by Governing Body on the

More information

Strategic Human Resource Management

Strategic Human Resource Management Strategic Human Resource Management SHRM Dr. Abdelfattah ABUQAYYAS Telecom/HR Consultant CITC - KSA Telephone: +966 1 461 8076 Fax: +966 1 461 8206 Mobile: +966 556642230 Sana a Yemen, 1-3 December 2007

More information

EMBEDDING SUSTAINABILITY SELF-ASSESSMENT

EMBEDDING SUSTAINABILITY SELF-ASSESSMENT EMBEDDING SUSTAINABILITY SELF-ASSESSMENT Embedding Sustainability Self-Assessment This document is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. You are free to share

More information

HKIHRM HR PROFESSIONAL STANDARDS MODEL

HKIHRM HR PROFESSIONAL STANDARDS MODEL HKIHRM HR PROFESSIONAL STANDARDS MODEL Creating Values For You and For Organisations Setting Standards Recognising s ABOUT HKIHRM The Hong Kong Institute of Human Resource Management (HKIHRM) is the leading

More information

Guide on Developing a HRM Plan

Guide on Developing a HRM Plan Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in

More information

Strategic human resource management toolkit

Strategic human resource management toolkit 19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement

More information

HR Strategic Plan 2015-2019

HR Strategic Plan 2015-2019 HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an

More information

Shaping the Board s Expectations of Human Resources

Shaping the Board s Expectations of Human Resources Shaping the Board s Expectations of Human Resources The initiative has been supported by HR People + Strategy (HRPS) and the Society for Human Resource Management (SHRM), Innovation Resource Center for

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

We design talent strategies that accelerate business outcomes.

We design talent strategies that accelerate business outcomes. 1 We design talent strategies that accelerate business outcomes. Where there are critical gaps, we build talent from within and attract new talent from the outside. At every level of the enterprise, we

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

Human Resources Management (HRM5081) Syllabus. Winter semester 2015/16

Human Resources Management (HRM5081) Syllabus. Winter semester 2015/16 Human Resources Management (HRM5081) Syllabus Winter semester 2015/16 Time: November 26 13:45 17:00 November 27 11:30 17:00 November 28 08:00 13:00 January 8 11:30 18:45 January 9 09:45 13:00 Room: start

More information

ANU Human Resource Directions to 2010

ANU Human Resource Directions to 2010 ANU Human Resource Directions to 2010 November 2007 ANU Human Resource Directions to 2010 Supporting our staff to achieve excellence This paper identifies HR priorities to maintain ANU s excellence in

More information

The 5 Forces that are Changing Employee www.namely.com Performance Reviews

The 5 Forces that are Changing Employee www.namely.com Performance Reviews REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This

More information

The additional Political Science Program Standards, where relevant, appear in italics.

The additional Political Science Program Standards, where relevant, appear in italics. 1 Political Science Program Standards Aligned with College Standards 5.00 COLLEGE STANDARDS FOR FACULTY EVALUATION The additional Political Science Program Standards, where relevant, appear in italics.

More information

Author: Lydia Cillie-Schmidt Page 1

Author: Lydia Cillie-Schmidt Page 1 Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

Human Resource Strategic Plan

Human Resource Strategic Plan Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and

More information

2015 Trends & Insights

2015 Trends & Insights Asia Pacific Mobility The Asia Pacific Mobility Brookfield Global Relocation Services Trends & Insights report is reflective of the global economy which is strongly tied with the economic realities of

More information

Making the Business Case for HR Investments During Economic Crisis

Making the Business Case for HR Investments During Economic Crisis I D C V E N D O R S P O T L I G H T Making the Business Case for HR Investments During Economic Crisis March 2009 Adapted from Putting Performance at the Hub of the Talent Universe by Lisa Rowan, IDC #214468

More information

Is There a Correlation for Companies With a Strong Employment Brand Between Employee Engagement Levels and Bottom Line Results?

Is There a Correlation for Companies With a Strong Employment Brand Between Employee Engagement Levels and Bottom Line Results? Cornell University ILR School DigitalCommons@ILR Student Works ILR Collection Spring 2013 Is There a Correlation for Companies With a Strong Employment Brand Between Employee Engagement Levels and Bottom

More information

Investigate the relationship between Total Quality Management (TQM) and Human Resources Management (HRM)

Investigate the relationship between Total Quality Management (TQM) and Human Resources Management (HRM) Investigate the relationship between Total Quality Management (TQM) and Human Resources Management (HRM) 1Ehsan Behdadmanesh,2Maryam Moharrampour*,3 Sara Esfandiyari, 4Adib Asgarzadeh 1Department of Accounting,

More information

Losing Your Minds: Capturing, Retaining and Leveraging Organizational Knowledge. bill Kaplan

Losing Your Minds: Capturing, Retaining and Leveraging Organizational Knowledge. bill Kaplan Losing Your Minds: Capturing, Retaining and Leveraging Organizational Knowledge bill Kaplan Published by In association with Losing Your Minds: Capturing, Retaining and Leveraging Organizational Knowledge

More information

MANAGING & REWARDING EMPLOYEE S PERFORMANCE

MANAGING & REWARDING EMPLOYEE S PERFORMANCE 262 ABSTRACT MANAGING & REWARDING EMPLOYEE S PERFORMANCE S. SUBRAMANIAM* *Assistant Professor, Datta Meghe Institute of Management Studies, Rashtrasant Tukadoji Maharaj Nagpur University, SDMP Campus,

More information

Armstrong's Handbook of Strategic Human Resource Management

Armstrong's Handbook of Strategic Human Resource Management ARMSTRONG? HANDBOOK Of STRATEGIC HUMAN RESOURCE MANAGEME Armstrong's Handbook of Strategic Human Resource Management Michael Armstrong KoganPage LONDON PHILADELPHIA NEW DELHI CONTENTS Introduction 1 PART

More information

Best Practice: Strengthening Human Resources in Public School Systems

Best Practice: Strengthening Human Resources in Public School Systems REPORT UPDATED: MARCH 29, 2010 CITY: NEW YORK CITY POLICY AREA: EDUCATION BEST PRACTICE Project Home Run was a two-year initiative undertaken by the New York City Department of Education (DOE) to transform

More information

TALENT MANAGEMENT AND PREDICTIVE ANALYTICS

TALENT MANAGEMENT AND PREDICTIVE ANALYTICS TALENT MANAGEMENT AND PREDICTIVE ANALYTICS The business of Talent Management (i.e. human capital management) can be variously described. In The Talent Management Handbook (2004, McGraw-Hill, Berger & Berger),

More information

January 2014. City of Brantford Human Resources Master Plan

January 2014. City of Brantford Human Resources Master Plan January 2014 City of Brantford Human Resources Master Plan The roadmap below represents approximate timing associated with implementation of key initiatives and activities over the life of the plan Time

More information

MAYFIELD HINDS IRRIGATION LTD

MAYFIELD HINDS IRRIGATION LTD MAYFIELD HINDS IRRIGATION LTD CHIEF EXECUTIVE OFFICER Position description August 2016 Title: Reporting to: Direct Reports: Chief Executive Officer Board of directors Environment Manager Operations Manager

More information

IFAD Policy on Enterprise Risk Management

IFAD Policy on Enterprise Risk Management Document: EB 2008/94/R.4 Agenda: 5 Date: 6 August 2008 Distribution: Public Original: English E IFAD Policy on Enterprise Risk Management Executive Board Ninety-fourth Session Rome, 10-11 September 2008

More information

Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION

Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION Canadian Employer Brand Trends Report 2015 Transparency in business has crossed a bold threshold. The demand for open and honest communications

More information

THE EVOLUTION of Talent Management Consulting

THE EVOLUTION of Talent Management Consulting Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE

More information

A Practical Approach to Aligning and Managing Employee Goals

A Practical Approach to Aligning and Managing Employee Goals A Practical Approach to Aligning and Managing Employee Goals By James Harvey A Knowledge Infusion White Paper June 2006 Table of Contents: Executive Summary... 3 Introducing Workforce Alignment... 4 People-Centric

More information

1. Appendix B - Outline Organisational Development Strategy

1. Appendix B - Outline Organisational Development Strategy 1. Appendix B - Outline Organisational Development Strategy Frimley Park Hospital NHS Foundation Trust s Acquisition of Heatherwood & Wexham Park Hospital Outline Organisational Development Strategy July

More information

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007

The University of Texas at San Antonio. Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 The University of Texas at San Antonio Business Affairs 2016 STRATEGIC PLAN 2007-2016 December 2007 Table of Contents Page 1. Introduction... 3 2. Business Affairs Mission, Vision and Core Values 3 3.

More information

Policy on Decentralization of Human Resource Management in the Civil Service

Policy on Decentralization of Human Resource Management in the Civil Service REPUBLIC OF KENYA PUBLIC SERVICE COMMISSION Policy on Decentralization of Human Resource Management in the Civil Service May, 2014 Policy on Decentralization of Human Resource Management in the Civil

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012 HPF Tool Template for the Performance and Accountability Statement Second round reviews Amended December 2012 The High Performance Framework was developed by the Public Sector Performance Commission. This

More information

Component 4: Organizational Leadership & Governance

Component 4: Organizational Leadership & Governance Component 4: Organizational Leadership & Governance Scope: Lead your local United Way to successfully fulfill its mission, and in doing so, garner trust, legitimacy and support from the local community

More information

Talent Management: A Critical Review

Talent Management: A Critical Review IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 16, Issue 9.Ver. I (Sep. 2014), PP 50-54 Talent Management: A Critical Review Prathigadapa Sireesha, Leela

More information

Certification Programmes Creating Pools Of Professional Civil Servants. Sheila White Head of International Development. Tuesday 9 th October 2012

Certification Programmes Creating Pools Of Professional Civil Servants. Sheila White Head of International Development. Tuesday 9 th October 2012 Certification Programmes Creating Pools Of Professional Civil Servants Sheila White Head of International Development Tuesday 9 th October 2012 Introducing CIPS Chartered Body Not for Profit Awarding Body

More information

Human Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role

Human Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role Human Resources 101 Module 1: HR s Strategic Role University of California San Francisco Human Resources Training Series HR Development & Training Human Resources Series 1. HR s Strategic Role 2. Effective

More information

Andrew M. Cole Senior Consultant to The Wallace Foundation

Andrew M. Cole Senior Consultant to The Wallace Foundation How Effective Principals Lead Change: Lessons From Great School Leaders Presentation to the 12 th convention of the International Confederation of Principals Helsinki, Finland Andrew M. Cole Senior Consultant

More information

THE CATHOLIC UNIVERSITY OF AMERICA Metropolitan School of Professional Studies Washington, DC 20064 Tel: 202-319-5256 Fax: 202-319-6032

THE CATHOLIC UNIVERSITY OF AMERICA Metropolitan School of Professional Studies Washington, DC 20064 Tel: 202-319-5256 Fax: 202-319-6032 THE CATHOLIC UNIVERSITY OF AMERICA Metropolitan School of Professional Studies Washington, DC 20064 Tel: 202-319-5256 Fax: 202-319-6032 Master of Science in Management Course Descriptions Available at

More information

9Lenses: Human Resources Suite

9Lenses: Human Resources Suite 9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,

More information

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019 A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,

More information

HIRING MANAGER ONBOARDING GUIDE

HIRING MANAGER ONBOARDING GUIDE HIRING MANAGER ONBOARDING GUIDE Helping a new employee feel comfortable and welcome not only on the first day, but also through the first three - five months of their employment, is one of the keys to

More information

December 2014. A Guide for General Counsel Structuring your legal team

December 2014. A Guide for General Counsel Structuring your legal team December 2014 A Guide for General Counsel Structuring your legal team contents: THE TEAM 03 THE STRUCTURE 04 RISK AND COMPLIANCE 07 LEVEL AND NATURE OF OUTSOURCING 08 FUNCTIONS 09 SUPPORT SERVICES 10 CONCLUSION

More information

Management and Marketing Course Descriptions

Management and Marketing Course Descriptions Management and Marketing Course Descriptions Management Course Descriptions HRM 301 Human Resources Management (3-0-3) Covers all activities and processes of the human resources function that include recruitment,

More information

Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service

Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service Creating Tomorrow s Public Service May, 2009 A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service 1 The Role of Public Service Employees As professionals,

More information

Becoming a Trusted HR Advisor

Becoming a Trusted HR Advisor Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting

More information

Adding Value to Public Organizations: Labor Relations in a Changing Environment

Adding Value to Public Organizations: Labor Relations in a Changing Environment Adding Value to Public Organizations: Labor Relations in a Changing Environment Photograph by Michael Rock, Alameda County Submitted by Aracelia G. Esparza Labor Relations Analyst Alameda County Human

More information

HUMAN RESOURCES ROLE IN HELPING MAKE UC SANTA CRUZ A WORLD-CLASS RESEARCH UNIVERSITY AND A GREAT PLACE TO WORK

HUMAN RESOURCES ROLE IN HELPING MAKE UC SANTA CRUZ A WORLD-CLASS RESEARCH UNIVERSITY AND A GREAT PLACE TO WORK HUMAN RESOURCES ROLE IN HELPING MAKE UC SANTA CRUZ A WORLD-CLASS RESEARCH UNIVERSITY AND A GREAT PLACE TO WORK SAM CONNALLY, CANDIDATE ASSISTANT VICE CHANCELLOR FOR STAFF HUMAN RESOURCES NOVEMBER 13-14,

More information

Managing Talent in the Flat World

Managing Talent in the Flat World Managing Talent in the Flat World An Infosys Perspective As Practitioner & Consultant Nandish Patil Background In the globalized business environment, historical sources of advantage have diminished in

More information

THE STAR MODEL JAY R. GALBRAITH

THE STAR MODEL JAY R. GALBRAITH THE STAR MODEL JAY R. GALBRAITH The Star Model framework for organization design is the foundation on which a company bases its design choices. The framework consists of a series of design policies that

More information

Industry Insight: Performance Management

Industry Insight: Performance Management Industry Insight: Performance Management Optimize Employee Performance to Maximize Business Performance You ve built an impressive talent hiring and screening approach, one that better predicts and ensures

More information

UNIVERSITY OF BRIGHTON HUMAN RESOURCE

UNIVERSITY OF BRIGHTON HUMAN RESOURCE UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for

More information

Employee engagement is promoted by a myriad of

Employee engagement is promoted by a myriad of SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really

More information

White Paper. Using Social Media to Improve Organizational Communication & Efficiency

White Paper. Using Social Media to Improve Organizational Communication & Efficiency White Paper Using Social Media to Improve Organizational Communication & Efficiency Amy M. Young & Mary D. Hinesly Stephen M. Ross School of Business University of Michigan Most businesses today use social

More information

ROLE OF HRM & OB IN TODAY S EDUCATIONAL INSTITUTION/UNIVERSITY ADMINISTRATION

ROLE OF HRM & OB IN TODAY S EDUCATIONAL INSTITUTION/UNIVERSITY ADMINISTRATION ROLE OF HRM & OB IN TODAY S EDUCATIONAL INSTITUTION/UNIVERSITY ADMINISTRATION Dr. M.L. Vasitha Associate Professor, Department of Business Administration Jai Narain Vyas University, Jodhpur Mr. B.S. Chauhan

More information

Job fulfilment, not pay, retains Generation Y talent

Job fulfilment, not pay, retains Generation Y talent Job fulfilment, not pay, retains Generation Y talent New research from the iopener Institute, which analysed responses from over 18,000 professionals, has shown the digital generation Generation Y values

More information

Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP

Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industry

More information

Center for Effective Organizations

Center for Effective Organizations Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC

THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC THE NATIONAL HUMAN SERVICES ASSEMBLY President and CEO Washington, DC EXECUTIVE SUMMARY The National Human Services Assembly (the National Assembly), the premier professional association for the nation

More information

EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS

EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS September, 2015 Omer Minkara, Research Director, Contact Center & Customer Experience Management Michael M. Moon, Research Director, Human Capital

More information

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN

More information

Offering a shopping 2.0 experience is a challenge for two out of three retailers... 3

Offering a shopping 2.0 experience is a challenge for two out of three retailers... 3 The Application Gap in Retail 78% of retailers are not able to guarantee application performance while 88% confirm it negatively impacts their customer satisfaction SURVEY REPORT contents Offering a shopping

More information

Outsourcing HR: Advantages for Small Businesses

Outsourcing HR: Advantages for Small Businesses Outsourcing HR: Advantages for Small Businesses Are you thinking about how to increase operational efficiency of the business or the HR department? Then this e- book is for you! Learn more about outsourcing

More information

International Institute of Management

International Institute of Management Executive Education Executive Action Learning Seminars Executive Seminars Executive Courses International Institute of Management Executive Education Courses Succession Planning Best Practices A Guide

More information

Recruiting in a Competitive Market

Recruiting in a Competitive Market Recruiting in a Competitive Market MAURA DYER 15 YEARS Online Talent Acquisition Director, Rogers Facilitating the recruitment, engagement, and development of top talent at leading Canadian organizations

More information

Organizational Culture Why Does It Matter?

Organizational Culture Why Does It Matter? Organizational Culture Why Does It Matter? Presented to the Symposium on International Safeguards International Atomic Energy Agency Vienna, Austria November 3, 2010 IAEA-CN-184/315 Kenneth Desson Pentor

More information

Career Technical Assurance Guide (CTAG) Area. Articulation Number (CTAN)

Career Technical Assurance Guide (CTAG) Area. Articulation Number (CTAN) Business Foundations Subject Code: 141000 This is the first course for the Business and Administrative Services, Finance and Marketing career fields. It introduces students to specializations within the

More information

Business Acumen: An Experiential Approach

Business Acumen: An Experiential Approach 1 Business Acumen: An Experiential Approach White paper Forward looking organizations are discovering that a high degree of business acumen among the management team is a powerful source of competitive

More information