Monday, July 30, 2007

Human Resource Management

Human resource management:

(HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.

Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. Synonyms include personnel administration, personnel management, manpower management, and industrial management, but these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relations and employee relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organistions.

Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs.

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Workforce Planning:
Strategic Workforce Planning
involves analyzing and forecasting the talent that companies need to execute their business strategy, proactively rather than reactively, it is a critical strategic activity, enabling the organization to identify, develop and sustain the workforce skills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees.

Strategic Workforce Planning is a relatively new management process that is being used increasingly to help control labour costs, assess talent needs, make informed business decisions, and assess talent market risks as part of overall enterprise risk management. Strategic workforce planning is aimed at helping companies make sure they have the right people in the right place at the right time and at the right price

Through Strategic Workforce Planning organisations gain insight into what people the organisation will need, and what people will be available to meet those needs. In creating this understanding of the gaps between an organisation’s demand and the available workforce supply, organisations will be able to create and target programmes, approaches and develop strategies to close the gaps.

Steps in Workforce Planning:
Though there is no definitive ‘Start here’ activity for any of the approaches to Strategic Workforce Planning, there are five fundamentals activities that most Workforce Plan models have:
  • Environment Scan
  • Current Workforce Profile
  • Future Workforce View
  • Analysis and Targeted Future
  • Closing the gaps
refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus graduate recruitment programs, etc.

Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeracy and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence.

Training & Development:
In organizational development, the related field of training and development (T & D) deals with the design and delivery of learning to improve performance, skills, or knowledge within organizations.

In some organizations the term Learning & Development is used instead of Training and Development in order to emphasise the importance of learning for the individual and the organization. In other organizations, the term Human Resource Development is used.

Performance Appraisal:
Performance appraisal, also known as employee appraisal, is a method by which the performance of an employee is measured (generally in terms of quality, quantity, cost and Time). The roots of Performance Appraisal can be found in Frederick Winslow Taylor's time and motion study. Performance appraisal is a part of career development.

Performance appraisals are a regular review of employee performance within organizations.

Generally, the aims of a scheme are:

  • Give feedback on performance to employees.
  • Identify employee training needs.
  • Document criteria used to allocate organizational rewards.
  • Form a basis for personnel decisions-salary (merit) increases,promotions, disciplinary actions, etc.
  • Provide the opportunity for organizational diagnosis and development.
  • Facilitate communication between employee and administrator.
  • Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.




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