Five HR Strategies in Dealing with Prolonged Low Growth
|
|
- Grant Knight
- 8 years ago
- Views:
Transcription
1 Departments: Management Five HR Strategies in Dealing with Prolonged Low Growth KHO Hyun-Cheol HR Management during a Low Growth Period Concerns are rising that low global economic growth will persist for a long time. Even if a lengthy trough does not materialize, however, a robust rebound is unlikely to arrive soon. Under these circumstances, corporate management is under heavy pressure to keep costs in check, raise productivity and secure new growth engines. For Korean companies, where labor productivity is just 49 percent of that of the US, such tasks are especially challenging. To succeed, they will need to reshape how they handle their workforce. A low-growth period is characterized by limited resources, squeezed profit margins, increased risks and fragile emotions in the workforce. In response, companies need to stress practicality, fairness and vitality. Practicality involves injecting resources with an emphasis on tangible outcomes. This differs from the typical cost-cutting seen in a downturn. Fairness involves fair HR even with limited resources and growing employment anxiety. Vitality stresses the mental alertness and internal communications of a company. Direction of HR Strategy and Tasks AHead This paper presents five human resource strategies and major tasks based on practicality, fairness and vitality, to help businesses secure necessary capabilities for future growth. Recruitment: Open-Ended Hiring And Looking Internally Strategizing and swiftly responding to demand takes on more urgency during a low-growth period. More than ever a company needs to have July 2013 SERI Quarterly 99
2 Five HR Strategies in Dealing with Prolonged Low Growth Figure 1 Basis of HR in Low-Growth Period Environmental Change HR Basis Limited Resources Practical Benefits Practicality Worsening Profitability Heightening Risk Spreading Anxiety Rising Work Stress Empathy Pressured Atmosphere Fairness Vitality the proper personnel in place. Thus, waiting for a predetermined time to perform annual hiring, as is largely the case in Korea, fails to meet ongoing need. Open-ended hiring should be installed to employ specific talent that otherwise would go elsewhere. This approach will better ensure talent arrives on a timely basis and help reduce the cost and effort required to organize mass hiring. In open-ended hiring, casting a wide net is advisable. Advanced companies, even in periods of low growth, search for skilled people via so- cial recruiting to fill needs in business strategies. But before a new hire is sought, companies would be wise to actively look internally to fill roles. This requires them to recognize latent skills and talent that an employee possesses. Global leading companies have created teams within the organization in charge of internal open recruitment to find skilled people, while operating an Intranet system. They also utilize outside experts for fair employee selection that is reflected in decision making. Figure 2 Five HR Strategies and Tasks Direction Tasks 1 Recruitment Open-ended hiring and nurturing in-house talent Shift to open recruitment from massive regular recruitment Expand recruitment for new businesses HR Management Evaluation & Compensation Organization Culture Strengthening efficiency and fostering leadership Non-monetary compensation and fairness Raising vitality and work engagement Prioritize flexibility, such as worker relocation Foster key leaders for future growth Raise compensation effects via stronger motivation Nurture receptiveness via fair evaluation and compensation Prevent burnout and create an environment for self-engagement Create a culture where challenges with positive tension are formed 5 Empathy Concern and effective communication Ease fears by strengthening mental fitness Help form unity through close communication 100
3 KHO Hyun-Cheol HR Management: Improving Efficiency and Fostering Leaders Personnel management needs to be constantly aligned as business strategy copes with low growth. Reassignments and changes in duties need to be performed efficiently to successfully execute strategies. Employees should be placed in duties according to work priority and strategies. On the same note, it is also important to cultivate leadership in key jobs like R&D, design and marketing. Leading global companies strategically foster key employees who will lead next-generation industries. According to an annual global CEO survey, CEOs most important task in 2013 was fostering key managers. On-site customized training, rather than collective training, can help groom key managers. Evaluation and Compensation: Recognition and Fairness In periods of high growth, companies are able to provide uniform salary increases and bonuses. A weak business environment naturally forces companies to tighten their spending. However, management should not forget that recognition and encouragement are highly valued by employees and can reinforce motivation. Non-monetary compensation also can be applied to meet an employee s desires. For example, someone who is performance-driven can be given education opportunities. In open-ended hiring, casting a wide net is advisable. Advanced companies, even in periods of low growth, search for skilled people via social recruiting to fill needs in business strategies. In particular, monetary compensation itself may be insufficient for high-performers, so tailored compensation is necessary. Accordingly, companies should offer flexible work time, challenging work and opportunities for creating business ideas, all of which will help keep them stimulated and motivated. July 2013 SERI Quarterly 101
4 Five HR Strategies in Dealing with Prolonged Low Growth As employees become more sensitive in a slow growth period, fair evaluation is crucial. If employees believe job reviews are unfair, complaints will ensue along with sinking morale and resignations. Thus, it is important to build a transparent employee assessment system, which can lead to more accurate evaluations and fairer compensation. Regular training of evaluators can minimize evaluation errors and help communicate goals for personal improvement. Multidimensional evaluation, including peer review, should be utilized to raise fairness. Organizational Culture: Raising Vitality and Work Engagement A slow economy can have a heavy toll physically and mentally on employees. Workloads and working hours may increase, leading to burnout. Since time becomes more precious, managers must be more precise about work assignments to avoid unnecessary or repetitive effort. They also should allow employees freedom in deciding the priority and timing of their activities. This can reduce work stress and increase work satisfaction. Low value-added work should be integrated, eliminated or outsourced to raise work productivity. Pfizer has a Pfizer Works system that handles peripheral work for talented workers, allowing them to focus on their key duties. It is also crucial to maintain an atmosphere where innovation and creativity is encouraged for sustainable corporate growth. To this end, employees can be steered toward more challenging work. Empathy: Concern and Communication Companies can expect the mood of employees will be fragile when the economic climate is under stress. Asking employees to take on bigger workloads but without the budgetary strength to increase salaries and benefits will be an obvious challenge to management. Even if employees are understanding, the physical and mental strain of dealing with more tasks and possible feelings of job insecurity can affect work performance. Neglecting employees difficulties can result in major costs in terms of lost personnel, experience and productivity. Companies must be vigilant and take preventive steps to relieve employees anxiety and stress. Insecurities and complaints should also be resolved by enhancing communication, and by sharing companies management status in a transparent manner. Business performance and strategies should be shared with employees, so they can better understand the overall corporate situation. SAS broadcasts live CEO management briefings via an internal network, while taking questions in real time and providing responses. It is also important to strengthen daily communications so employees do not feel isolated. Internal social network and counseling systems can raise emotional closeness and connection. ProposaLS For successful promotion of the foregoing five HR strategies, a solid foundation should be created in three areas of scientific infrastructure, healthy organization and sound leadership. First, a data-based scientific HR management system should be built for effective use of personnel, to prevent employee-related problems, which tend to rise in low growth periods, and to prepare alternative policies. Advanced companies actively use big data in HR, micro targeting and deciding solutions. For example, Dow Chemical coped with the high economic sensi
5 KHO Hyun-Cheol Figure 3 Strategies for Sound Foundation Sound Organization Strengthen soundness of the organization by stressing core values Five Strategies 1 Recruitment Open-ended hiring and nurturing in-house talent 2 HR Management Strengthening efficiency and fostering leadership Evaluation & 3 Compensation Non-monetary compensation and fairness 4 Organization Culture Raising vitality and work engagement 5 Empathy Concern and effective communication Sound Leader Strengthen leader s health and resilience Scientific Infrastructure Build scientific HR management systems based on Big Data tivity of its business by using data to anticipate needed personnel and to minimize loss of talent. Second, companies should be consistent in applying their corporate values to all facets of their business activity, including codes of conduct, criteria for selecting and prioritizing tasks and resource allocation. frustration. They need to display resilience and flexibility. Keywords HR management, HR strategy, low growth period, open-ended hiring, organizational culture Factors that may undermine the basis of the company or upset the internal atmosphere also must be addressed. The risk of corruption rises when business growth stagnates. Also, work stress and shorter tempers may lead to misconduct such as rude remarks and team selfishness. Management therefore may need to highlight workplace etiquette and ethics. Third, leaders themselves should reflect on their physical and mental health to lead the organization in a tough period. Leaders should control their emotions in a highly uncertain period and maintain their balance. Leaders who had been creating high performance can tend to lose confidence and be overtaken by fear or KHO Hyun-Cheol is a research fellow at SERI. His research interests include corporate culture, human resources management and organizational development. He holds a Ph.D. in Sociology from Yonsei University. Contact: SERIKHC@seri.org July 2013 SERI Quarterly 103
WHITE PAPER: How to Tackle Industry Challenges?
WHITE PAPER: How to Tackle Industry Challenges? Introduction Human Resources (HR) teams came into existence, during the industrial revolution, for the purpose of manpower planning. HR professionals have
More informationHuman Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment
Human Capital Management Challenge: Fostering Employee Mentoring, Engagement, and Development in a Limited Budget Environment By Carolyn M. Taylor Chief Human Capital Officer, Government Accountability
More informationINTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS
INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among
More informationCost Reduction & Engagement Survey
Survey Highlights Cost Reduction & Engagement Survey 2009 About the Survey In early April, Hewitt Associates surveyed HR executives at 518 U.S.-based companies (representing over $4 trillion in annual
More informationHR Manager Job Description
HR Manager Job Description SUMMARY The Human Resources Manager manages Human Resources services, policies, and programs for the entire company. The major areas directed are: recruiting and staffing; organizational
More informationFrom Recession to Recovery:
From Recession to Recovery: Using Employee Purchase Program Benefits to Recruit, Retain and Rejuvenate Road to Recovery Series A Purchasing Power White Paper July 2011 TABLE OF CONTENTS Executive Summary...2
More informationUsing Workforce Analytics to Reduce Employee Turnover
Using Workforce Analytics to Reduce Employee Turnover White Paper This White Paper describes the challenges of reducing employee turnover in shift based organizations, and introduces Otipo s innovative
More informationTHE CALL CENTER S NUMBER ONE DILEMMA - Profit Erosion:
THE CALL CENTER S NUMBER ONE DILEMMA - Profit Erosion: Is Workforce Attrition Eating Away at Your Profitability? A WHITE PAPER FROM WWW.TELECORPPRODUCTS.COM THE CALL CENTER S NUMBER ONE DILEMMA - Profit
More informationSearch Profile. Vice President, People and Culture
Search Profile Vice President, People and Culture Company Description For over half a century, Bethany Care Society has been improving the lives of Alberta seniors and adults with disabilities by providing
More informationHELPING YOU GET ON WITH BUSINESS
HELPING YOU GET ON WITH BUSINESS We feel like Flex HR is a division of our company. They free us up to do what we do best Wendy Heath, Owner, Heath Construction HELPING YOU GET ON WITH BUSINESS A message
More informationHONG KONG October December 2004. The Hudson Report EMPLOYMENT & HR TRENDS
HONG KONG October December 2004 The Hudson Report EMPLOYMENT & HR TRENDS Introduction The Hudson Report has established a reputation as a key socioeconomic indicator in today s marketplace. It has been
More informationAcquisition and retention in the war for talent kelly Global workforce index. c o u nt
Acquisition and retention in the war for talent 168, 0 kelly Global workforce index people 00 30 ie s 2012 l i r p se: a a e l re c o u nt r the modern workforce acquisition and retention in the war for
More informationUWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed!
1 UWG Vision Statement: UWG aspires to be the best comprehensive university in America sought after as the best place to work, learn and succeed! Strategic Imperative #1: Student Success Enhanced Learning,
More informationFive Secrets of Employee Retention
Five Secrets of Employee Retention How small businesses can ensure they keep their best and brightest Brighter ideas in small business benefits Great employees are the lifeblood of any small business.
More informationEXECUTIVE SAFETY LEADERSHIP
EXECUTIVE SAFETY LEADERSHIP EXECUTIVE SUMMARY This guide offers clear explanations of health and safety concepts that are important to executives and board members, and provides practical solutions that
More informationHR Outsourcing. Types of HR Services. An Overview of Positives and Risks
Outsourcing can be a viable management strategy for many companies. Increasingly, both small and large businesses are choosing to outsource some or all of their human resources (HR) functions to payroll
More informationPima Community College District. Vice Chancellor of Human Resources
Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima
More informationEmployee Performance Measures. Jennifer Woemmel. Southwestern College
Employee Performance Measures Jennifer Woemmel Southwestern College Abstract This paper is designed to give you information on factors that affect the ability of employees to perform on the job. Giving
More informationA REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES. Who Will Build Your Future? The New Employee Relationship. Sponsored by
A REPORT BY HARVARD BUSINESS REVIEW ANALYTIC SERVICES Who Will Build Your Future? The New Employee Relationship Sponsored by Sponsor s Perspective One of the many outcomes of the difficult economic environment
More informationEmotionally Intelligent Leadership
Emotionally Intelligent Leadership Leadership and Emotions Copyright 2005 Claus Møller Consulting. All rights reserved. This work may not be altered in any way, but may be distributed freely in its current
More informationThe Recruitment Quotient:
ADP Research Institute The Recruitment Quotient: Raising Your Talent IQ Contents 3 Introduction 4 Candidates Expectations: Higher Than You Might Expect 5 Employment Brands, Social Media, and the Consumerization
More informationHUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management
HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)
More informationBEGINNING AN MSW PROGRAM WITH AN ESTABLISHED DEPARTMENT OF SOCIAL WORK. By: Dr. Jan Kircher, Dr. Elizabeth Talbot, Dr. Sandra Chesborough
North American Association of Christians in Social Work (NACSW) PO Box 121; Botsford, CT 06404 *** Phone/Fax (tollfree): 888.426.4712 Email: info@nacsw.org *** Website: http://www.nacsw.org A Vital Christian
More informationTalent Management Leadership in Professional Services Firms
Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3
More information2015 EMPLOYEE RECOGNITION REPORT
From the SHRM/Globoforce Survey 2015 EMPLOYEE RECOGNITION REPORT CULTURE AS A COMPETITIVE DIFFERENTIATOR RESEARCH REPORT 2015 Employee Recognition Report // 2 EXECUTIVE SUMMARY More than ever, companies
More informationCareer Development and Succession Planning. Changing Landscape of HR 2012 Conference
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
More informationHuman Resource Management: An Optimistic Approach at the time of Recession
IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 9, Issue 6 (Mar. - Apr. 2013), PP 37-41 Human Resource Management: An Optimistic Approach at the time of
More informationHow To Help Your Business With Benefits
Myths and Misperceptions: What employee benefits can do for small businesses Brighter ideas in small business benefits Table of Contents Myths and Misperceptions: What Employee Benefits Can Do for Small
More informationTalent Management Trends Results from FlashPoint s HR Professionals Survey
Talent Management Trends Results from FlashPoint s HR Professionals Survey September 2012 Key findings from our research GREATEST OVERALL HR ISSUES THIS YEAR Developing and training talent, especially
More informationStrategic Plan 2013 2017
Plan 0 07 Mapping the Library for the Global Network University NYU DIVISION OF LIBRARIES Our Mission New York University Libraries is a global organization that advances learning, research, and scholarly
More informationCultivating an Environment for Continued Growth in Nurse Educators
Perspectives in Learning: A Journal of the College of Education & Health Professions Volume 13, Issue 1, Spring 2012 Columbus State University Cultivating an Environment for Continued Growth in Nurse Educators
More informationWHITE PAPER. Building Success in an Uncertain Economy: CEOs Reveal Their HR Management Strategies
WHITE PAPER Building Success in an Uncertain Economy: CEOs Reveal Their HR Management Strategies Don t be afraid to buck the trend of conservatism. You don t have to do what s been done before; use these
More informationST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016
ST. LAWRENCE COLLEGE BUSINESS PLAN 2015-2016 LETTER FROM THE PRESIDENT AND CEO /// The first year of our Strategic Plan, Our Future, is now complete and we are already seeing the positive impact of the
More informationTHE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE. The Problem, Its Consequences, and Promising Interventions
THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE The Problem, Its Consequences, and Promising Interventions THE SKILLS GAP IN ENTRY-LEVEL MANAGEMENT ACCOUNTING AND FINANCE The Problem, Its
More informationIT TALENT MANAGEMENT FOR MID-MARKET COMPANIES
IT TALENT MANAGEMENT FOR MID-MARKET COMPANIES FOR IT DEPARTMENTS, CONNECTING WITH TOP TALENT IS CRITICAL In the rapidly evolving world of business, hiring and maintaining a competent IT department is essential
More informationBehavior-Management Techniques for Safe Schools
Behavior-Management Techniques for Safe Schools Each new school year brings high hopes, great expectations and challenges for both new and seasoned educators. Th e American Federation of Teachers (AFT)
More informationTrends in Global Employee Engagement
Consulting Talent & Organization Trends in Global Employee Engagement Trends in Global Employee Engagement Contents 3 4 5 6 7 8 9 10 14 15 Executive Summary Trends in Global Employee Engagement Employee
More informationCustomized Talent Development Programs for Advertising Industry
Customized Talent Development Programs for Advertising Industry Improve Communication Skills Build Rapport = Satisfied Clients/Stakeholders and Increased Profitability Contact: Heidi Kraft, Kraft Your
More informationYour Employee s Wellbeing Might Mean More Than You Think
Your Employee s Wellbeing Might Mean More Than You Think A good job portfolio, remuneration and benefits don t necessarily mean your employee s needs are met. One of the key priorities of any employer
More informationThey are four traits critical to an employee s
Enterprise Mentoring, Meet HR Randy Emelo Talent managers can make mentoring a critical part of organizational and strategic goals by integrating it with hr. They are four traits critical to an employee
More informationEngagement and Culture: Engaging Talent in Turbulent Times
Point of View Engagement and Culture: Engaging Talent in Turbulent Times When businesses confront an external environment characterized by challenge and confusion, why should they be interested in human
More informationCommunicating Sustainable Growth Material Issues
Communicating Sustainable Growth Material Issues Samsung Electronics is not just about achieving growth and change, but also does its utmost to take on important social responsibilities, such as promoting
More informationEmployee 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 informationBRICE ROBERTS BUSINESS CONSULTING SERVICES
BRICE ROBERTS BUSINESS CONSULTING SERVICES BROCHURE: TRAINING AND DEVELOPMENT PROGRAMMES RE-AWAKENING SPIRIT - TRANSFORMING RESULTS For Further Information: Contact: Brice Roberts Business Consulting Services
More informationStrategic Employee Onboarding: First Impressions Are Everything
ONBOARDING Strategic Employee Onboarding: First Impressions Are Everything Cornerstone OnDemand Whitepaper Series 2007 Cornerstone OnDemand, Inc. All Rights Reserved. Table of Contents Onboarding: More
More informationTalent 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 informationSt Petersburg College. Office of Professional Development. Business Skills. Finance and Accounting. Administrative Support.
St Petersburg College Office of Professional Development Business Skills Finance and Accounting Finance and Accounting for Non financial Professionals Principles of Accounting and Finance Cash Flow Management
More informationHUMAN RESOURCES. Management & Employee Services Organizational Development
Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner
More informationInterviews management and executive level candidates; serves as interviewer for position finalists.
Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,
More informationwhy happiness is good for business
why happiness is good for business Martyn Newman Ph.D. Randstad consulting psychologist In today s business world, driven by competitive advantage, success and wealth, happiness can easily be relegated
More informationStrategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University
Strategic Aspects Of The Importance Of Employee Management Dean R. Manna, (Email: manna@rmu.edu), Robert Morris University INTRODUCTION Emerging Importance Of Employee Management A ccording to the Herman
More informationFAILURE TO LAUNCH: Why Companies Need Executive Onboarding
FAILURE TO LAUNCH: Why Companies Need Executive Onboarding FAILURE TO LAUNCH: Why Companies Need Executive Onboarding Employee onboarding is beginning to receive the attention its due, as more companies
More informationEmployee Engagement Survey Results. Sample Company. All Respondents
Employee Engagement Survey Results All Respondents Summary Results from 246 Respondents February, 2009 Table of Contents All Respondents (n = 246) 1 Employee Engagement Two-Factor Profile of Employee Engagement
More informationMaking the Transition to Management
Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for
More informationProcess and Results. The Twin Challenges of Performance Management
Process and Results The Twin Challenges of Performance Management By Dennis E. Coates, Ph.D. A large, exclusive retirement community began using performance appraisal several years ago. Although the completed
More informationTime Management & Stress Reduction
Time Management & Stress Reduction What is stress? Stress is your body s reaction to the things which you perceive as pressures. Stress occurs when you feel that you cannot cope with those pressures. Our
More informationFundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul
Fundamental of Human Resources Management UNITAR Fellowship Program for Afghanistan Final Workshop December 10, 2012, MoF Kabul Presented by Musa Kamawi UNITAR Honorary Faculty Member 1 Contents Introduction
More informationA Human Resource Franchise Opportunity That Fills Your Needs and Theirs
Smart Choices for Smart Companies u u u u u u u u u u u u u u u u u u u u u u u u u A Human Resource Franchise Opportunity That Fills Your Needs and Theirs Provide services that matter to people and companies
More informationCategory and Item Commentary
2013 2014 Baldrige Criteria for Performance Excellence Category and Item This commentary provides brief summaries of the Criteria categories and items. It also includes examples and guidance to supplement
More informationProtect your business against the loss of a key person
Protect your business against the loss of a key person Small Business Strategies & Solutions Key-Person Life Insurance If a key person in your company died today, would it adversely affect your business
More informationCollege Students Are Attracted to Federal Service, but Agencies Need to Capitalize on Their Interest
ISSUE BRIEF College Students Are Attracted to Federal Service, but Agencies Need to Capitalize on Their Interest Employees younger than 30 represent just 8.5 percent of the federal workforce, compared
More informationGuide 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 informationFor the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:
For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large
More informationManagement Assistance Program
Management Assistance Program COMMUNICATING WITH EMPLOYEES DURING A CRISIS: How to prepare and help employees cope with a workplace related crisis GOALS: The goal of this module is to provide organizations,
More informationNew Hampshire Public Risk Management Exchange. (Primex 3 ) CEO Competencies
New Hampshire Public Risk Management Exchange (Primex 3 ) CEO Competencies Overview: Primex 3 has been strategically driven as an organization. The Board and staff, with input from the membership, have
More informationLEADERSHIP DEVELOPMENT FRAMEWORK
LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,
More informationWhy Competency-based Talent Management?
Why Competency-based Talent Management? Author: Andy Andrews, Managing Director, Lexonis Ltd. Copyright Information in this document is subject to change without notice. Complying with all applicable copyright
More informationPI WorldWIde recruitment and retention trends survey Q2 2015
PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance
More informationThe Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc.
The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses Copyright 2007 SuccessFactors, Inc. I. Introduction More successful small and mid-sized companies
More informationResults-based Performance Management System (RPMS) EMPLOYEE S MANUAL
Results-based Performance Management System (RPMS) EMPLOYEE S MANUAL Table of Contents Introduction 1 Phase 1 9 KRAs 10 Objectives 12 Competencies 19 Performance Indicators 25 Reaching Agreement 27 Phase
More informationCHAPTER 6 RECOMMENDATIONS
CHAPTER 6 RECOMMENDATIONS 6 RECOMMENDATIONS The expectations of employees are their aspirations in their employment. If employers understand them and address them talent management is automatically taken
More informationThe Importance of Employee Satisfaction
The Importance of Employee Satisfaction Kristen Gregory Introduction Employee satisfaction is essential to the success of any business. A high rate of employee contentedness is directly related to a lower
More informationHRM Opinion Leaders: Big challenges in a changing world
HRM Opinion Leaders: Big challenges in a changing world Introduction Monizze has conducted several interviews of top HRM managers from various sectors, whether profit or not, in the course of 2012: Mobistar,
More information2014 Mandate letter: Health and Long-Term Care
ontario.ca/bxuw 2014 Mandate letter: Health and Long-Term Care Premier's instructions to the Minister on priorities for the year 2014 September 25, 2014 The Honourable Dr. Eric Hoskins Minister of Health
More informationWinning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
More informationInvolve - Human Resources Management
Involve - Human Resources Management This article will describe: What Human Resource Management (HRM) is Why HRM is so important to community and voluntary organisations What typical HRM processes consists
More informationSTRATEGIC HUMAN RESOURCE MANAGEMENT AT PRAXAIR
Strategic Human Resource Management at Praxair 315 STRATEGIC HUMAN RESOURCE MANAGEMENT AT PRAXAIR Barbara R. Harris, Mark A. Huselid, and Brian E. Becker This article describes the human resource management
More informationEmployee Assistance Programmes Manager s Guide
March 2012 Employee Assistance Programmes Manager s Guide Support and assistance when you need it Vhi Corporate Solutions Employee Assistance Programme Confidential Professional Help Support Communicate
More informationGoal #1 Learner Success Ensure a distinctive learning experience and foster the success of students.
Western Michigan University is committed to being learner centered, discovery driven, and globally engaged as it transitions into the next strategic planning cycle. In the first year of the University
More informationYour Complete Guide to Building vs Outsourcing Your Company s Service Desk
Your Complete Guide to Building vs Outsourcing Your Company s Service Desk Over the past few decades, organizations have made unparalleled strides toward improving customer experiences through a combination
More informationSuccession Planning Process
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
More informationwhite paper true value: getting salary and benefits right managing your employee expectations
white paper true value: getting salary and benefits right managing your employee expectations Commentary Companies entered 2010 in a cautious mood. After a challenging 18 months, most commentators predicted
More informationWhat s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources
What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources
More informationEmployee Engagement Drives Client Satisfaction and Employee Success in Professional Services
Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive
More informationThe Lamar University Electronic Journal of Student Research Summer 2007
The Lamar University Electronic Journal of Student Research Summer 2007 Human Resource Management: Managerial Efficacy in Recruiting and Retaining Teachers National Implications Jennifer Butcher PhD Student
More informationTHE DAY OFF DIVIDEND
THE DAY OFF DIVIDEND A comprehensive, research-driven initiative to change mindsets, shift American culture and motivate American workers to use more of their earned time off. AMERICAN WORKERS ARE OVERWHELMED.
More informationAgenda. Strategic Succession Planning: Building Your Bench Strength. The Numbers say. SP Defined* The Art of Choosing Positions
Agenda Strategic Succession Planning: Building Your Bench Strength The Business Case for Succession Planning The Wedding: Succession Planning meets Leadership Development Top 10 Ideas for Building Your
More informationLevel 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key
S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying what
More informationLexisNexis State of the Legal Industry Survey Complete Survey Findings
LexisNexis State of the Legal Industry Survey Complete Survey Findings 1 Table of Contents Research Objectives Methodology Executive Summary Detailed Findings Appendix Sample Disposition TNS Global Company
More informationRevised 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 informationThe HR Image Makeover: From Cost Center to Profit Maker
The HR Image Makeover: From Cost Center to Profit Maker Human resources human assets human capital. Call it what you will, the collected people power or workforce value of an organization is an asset that
More informationMaking HR Strategic: Integrated Human Capital Management Holds the Key
Making HR Strategic: Integrated Human Capital Management Holds the Key Leveraging Integrated Human Capital Processes and Data to Optimize Organizational Success March 2005 A New Strategic Wave There is
More informationTaking Care of Your Company s Future: 3 Best Practices for Succession Planning
Taking Care of Your Company s Future: 3 Best Practices for Succession Planning Copyright 2008 SuccessFactors, Inc. I. Introduction More successful businesses are embracing succession planning to deepen
More informationEmployee Engagement - The Missing Link in Service Excellence
Employee Engagement - The Missing Link in Service Excellence Moses Ngorima Principal Consultant PPB Africa 18 October 2010 Employee Engagement no company, small or large, can win over the long run without
More informationwe keep the human in human resources
we keep the human in human resources OVERVIEW The difference between us and other human resource firms is you. You, your unique HR challenge and specific, proven solutions to solve your day-to-day HR challenges.
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationHuman Capital Strategy a New Angle on HR
Human Capital Strategy a New Angle on HR By Galit Caspi and Tal Toibin Increasing the value of your organization by developing human resources In recent years, increasing numbers of CEOs have been quoted
More informationTopic Duration Why Enterprise Change Heat Maps?? History / Background Business Case Discussion Mitigating the Perfect Storm: How to Implement??
Agenda Mitigating the Perfect Storm: How anticipating change saturation can lead to better enterprise change management September 17, 2013 Topic Why Enterprise Change Heat Maps?? History / Background Business
More informationSKILLED, ENGAGED & MOTIVATED STAFF
Leadership and Management Capability Flexibility of Staff SKILLED, ENGAGED & MOTIVATED STAFF Skills Assurance Reward and Recognition Scottish Court Service People Strategy 2012 2015 1 Why have a People
More information