Human resource management

Activity 1:
a) Human resources planning are a process that identifies current and future human resources needs for an
organization to achieve its goals. Human resources planning should serve as a link between human
resources management and the overall strategic plan of an organization. Aging worker populations in
most western countries and growing demands for qualified workers in developing economies have
underscored the importance of effective Human Resources Planning.
As defined by Bulla and Scott, human resource planning is the process for ensuring that the human
resource requirements of an organization are identified and plans are made for satisfying those
requirements Reilly defined workforce planning as: A process in which an organization attempts to
estimate the demand for labor and evaluate the size, nature and sources of supply which will be required
to meet the demand. Human resource planning includes creating an employer brand, retention strategy,
absence management strategy, flexibility strategy, talent management strategy, recruitment and selection
strategy.
HRM is also a strategic and comprehensive approach to managing people and the workplace culture and
environment. Effective HRM enables employees to contribute effectively and productively to the overall
company direction and the accomplishment of the organization's goals and objectives.

b) The planning processes of most best practice organizations not only define what will be
accomplished within a given time-frame, but also the numbers and types of human resources that
will be needed to achieve the defined business goals (e.g., number of human resources; the
required competencies; when the resources will be needed; etc.).
These strategies and programs are monitored and evaluated on a regular basis to ensure that they
are moving the organizations in the desired direction, including closing employee competency
gaps, and corrections are made as needed. This Strategic HR Planning and evaluation cycle is
depicted in the diagram below. Human resource planning is the ongoing process of systematic
planning to achieve the best use of an organizations most valuable asset - its human resources.
The objective of human resource (HR) planning is to ensure the best fit between employees and
jobs, while avoiding workforce shortages or spares. The three key elements of the HR planning
process are forecasting labor demand, analyzing present labor supply, and balancing projected
labor demand and supply.

Importance of Human Resource Management

An organization cannot build a good team of working professionals without good Human
Resources. The key functions of the Human Resources Management (HRM) team include
recruiting people, training them, performance appraisals, motivating employees as well as
workplace communication, workplace safety, and much more. The beneficial effects of these
functions are discussed here:
Recruitment and Training
This is one of the major responsibilities of the human resource team. The HR managers come up
with plans and strategies for hiring the right kind of people. They design the criteria which is best
suited for a specific job description. Their other tasks related to recruitment include formulating
the obligations of an employee and the scope of tasks assigned to him or her. Based on these two
factors, the contract of an employee with the company is prepared. When needed, they also
provide training to the employees according to the requirements of the organization. Thus, the
staff members get the opportunity to sharpen their existing skills or develop specialized skills
which in turn, will help them to take up some new roles.
Maintaining Work Atmosphere
This is a vital aspect of HRM because the performance of an individual in an organization is
largely driven by the work atmosphere or work culture that prevails at the workplace. A good
working condition is one of the benefits that the employees can expect from an efficient human

resource team. A safe, clean and healthy environment can bring out the best in an employee. A
friendly atmosphere gives the staff members job satisfaction as well.
Managing Disputes
In an organization, there are several issues on which disputes may arise between the employees
and the employers. You can say conflicts are almost inevitable. In such a scenario, it is the
human resource department which acts as a consultant and mediator to sort out those issues in an
effective.

c) Human Resource Management Framework Model (HRM FRAM) describes HRM related
processes throughout an organization. HRM roles, systems and resources are not considered in
the model. The FRAM does not represent a specific model currently in use in any particular
country or organization. It does, however, describe the processes, and the relationships between
processes, of a successful personnel management organization, as agreed on by the SAS-059
study members.

HRM FRAMEWORK MODEL

Develop and Maintain HR
Strategies

Review and Plan HR

Requirements

Develop and Maintain HR

Policies

Manage HRM Processes

Administer Personnel

Manage Personnel Life

Cycle

Right people, in the right posts, at the right time

HRM Framework Model

The main objective of the HRM FRAM is to create an organization containing the right people,
in the right posts, at the right time. All the processes and sub-processes in the model aim to
achieve this objective. The FRAM considers ways of recruiting, retaining and discharging
personnel.
The issues involved in Human Resources Management can be split as operational and strategic
HRM. As an example, operational deals with individuals, such as career planning, whilst
strategic focus on the system as a whole.

Strategic HRM is a general approach to the management of human resources in accordance with
the intentions of the organization on the future direction it wants to take. It is concerned with
longer-term people issues and macro-concerns about structure, quality, culture, values,
commitment and matching resources to future need. Strategic HRM is the overall framework
which determines the shape and delivery of the individual strategies.

Develop and Maintain HR

Strategies

Monitor and Assess

Existing Strategies

Implement HR Strategies

Analyse Alternative
Strategies

HRM Framework Model

Develop and Maintain HR Strategies process has three steps:

The first step is Monitoring and Assessing Existing Strategies. Analysis is required if
strategies dont fulfill strategic goals, or if there are any shortcomings.

existing

The second step is the analyzing of alternative strategies. Alternative strategies may be
developed by the organization itself via HRM research and development studies. Analyzing
alternative strategies reveals how effectively the new strategy might be implemented within an
organization, and what would be the extra benefits to the organization of implementing such a
strategy.
The third step concerns deciding upon the most effective alternative strategy.

Review and Plan HR

Requirements

Evaluate Personnel
Requirements

Analyse Fulfilment
Feasibility

Plan Rank Structure

Plan Manpower

Conduct Medium and Long

Term Financial Planning

Plan Occupational
Structure

Assess Training Needs

Plan Age Structure

Plan Manpower Structure

Plan Social Representation

HRM Framework Model

Review and Plan HR Requirements is a strategic level process. The highest-level functions of
this process are evaluating the Personnel Requirements, Analyzing the Fulfillment Feasibility
and Planning Manpower.
Personnel requirements need to be evaluated periodically, because of new strategic decisions
such as the forming of new military establishments, reorganization or downsizing. Due to
various constraints, however, (fiscal, inability to recruit sufficient people), manpower
requirements cannot always be met. This is why analyzing the fulfillment feasibility is
necessary.
d) The strategic HR planning process
The strategic HR planning process has four steps:

Assessing the current HR capacity

Forecasting HR requirements

Gap analysis

Developing HR strategies to support organizational strategies

Assessing current HR capacity

Based on the organization's strategic plan, the first step in the strategic HR planning process is to
assess the current HR capacity of the organization. The knowledge, skills and abilities of your

current staff need to be identified. This can be done by developing a skills inventory for each
employee.
The skills inventory should go beyond the skills needed for the particular position. List all skills
each employee has demonstrated. For example, recreational or volunteer activities may involve
special skills that could be relevant to the organization. Education levels and certificates or
additional training should also be included.
An employee's performance assessment form can be reviewed to determine if the person is ready
and willing to take on more responsibility and to look at the employee's current development
plans.
Forecasting HR requirements
The next step is to forecast HR needs for the future based on the strategic goals of the
organization. Realistic forecasting of human resources involves estimating both demand and
supply. Questions to be answered include:

How many staff will be required to achieve the strategic goals of the organization?

What jobs will need to be filled?

What skill sets will people need?

When forecasting demands for HR, you must also assess the challenges that you will have in
meeting your staffing need based on the external environment. To determine external impacts,
you may want to consider some of the following factors:

How does the current economy affect our work and our ability to attract new employees?

How do current technological or cultural shifts impact the way we work and the skilled
labor we require?

What changes are occurring in the Canadian labor market?

How is our community changing or expected to change in the near future?

To read more about the changing labor force and why it matters to non-profit employers, go to
the Diversity at Work section of the HR Toolkit:

Why diversity at work matters

Gap analysis
The next step is to determine the gap between where your organization wants to be in the future
and where you are now. The gap analysis includes identifying the number of staff and the skills

and abilities required in the future in comparison to the current situation. You should also look at
all your organization's HR management practices to identify practices that could be improved or
new practices needed to support the organization's capacity to move forward. Questions to be
answered include:

What new jobs will we need?

What new skills will be required?

Do our present employees have the required skills?

Are employees currently in positions that use their strengths?

Do we have enough managers/supervisors?

Are current HR management practices adequate for future needs?

e)

1. Role of human resources within an organization tom Perrault.

2. role of hr within an organization human capital strategy that is, the people side of business
design centered on the selection, deployment, motivation, and management of people is a key
driver of business success: almost any significant changes in market dynamics or business design
will require changes in a firms human capital strategy an organizations business strategy is driven
by numerous dynamic factors: external market factors that create demand and shape the
competitive environment for products and services organizational factors including core
competencies, products, structure and composition of the business units, the cultural and political
environment within the organization.

3. Hr structure architects strategists/translators corporate hr line hr compensation benefits hr

information systems learning and development staffing hr operations hr compliance and
administration business impact organizational effectiveness workforce planning and development
performance management employee champion change expert culture work.

4. Skill areas: business acumen industry savvy hr aligned with business measures contribution
builds org capability benchmarks best practices business processes strategic planning human
resource professionals are expected to contribute to the planning and strategy of the business of
which they are a member. They are responsible for turning future strategies into future work force
capabilities and management practices such that the business results will be achieved .

5. line hr: organizational effectiveness skill areas: organizational diagnosis organizational design
team building strategies clear problem identification data analysis systems thinking and application
resolution strategies group facilitation appropriate use of survey tools consulting skills an hr business
partner should be able to: consult with the leadership team on how best to improve organizational
performance.

6. Line hr: workforce planning & development skill areas: skill identification skill planning continuous
improvement retention employee development continuous learning leadership development
performance management recruitment human resources role is to design and drive strategies that
build a capable work force that is a competitive and strategic advantage for our company.

7. skill areas: employee growth communication strategies motivational strategies reward and
recognition teamwork build community culture awareness as an employee champion, human
resources complements the line managers work by influencing practices that promote positive
employee relations and create a work environment that will enable increased employee contributions
to the business.

8. line hr: change expert skill areas: predict when change is needed re-engineer org/processes
manage change process build commitment creates shared vision human resources role is to build
the organizations capacity to change by influencing the culture to embrace the need for change,
reducing the time necessary to adopt the change and increasing the quality of the change process.

9. Key hr operating principles customer service is king there is no such thing as a casual
commitment always do the right thing be tenacious!

f) The development of the relevant and inspiring HR Strategy is a highly complex process for most HR
Functions. The HR leader has to set the vision and challenging goals for the entire HR team. The HR
Team has to develop the HR Strategy, which does support the existing competitive advantages of the
organization, delivers new ones and fills identified strategic gaps of the HR Function.

missing reality check with the business vision and strategy;

missing implementation plan;

Missing cost and benefits analysis.

The reality check is extremely crucial. Many HR Strategies are designed for companies, which
do not exist in reality. The HR Strategy is not checked against the business strategy. The content
of the new strategy is not confirmed with the leaders of the organization. It delivers solutions,
which are not seen as beneficial and urgent. The solutions are seen just nice to have.

Activity: 2 Contemporary Issues Human Resource

Management Today

Human resources managers face challenges due to changing demographics, new laws and technology.

Related Articles

Top Three Contemporary Challenges for Human Resource Departments

Differences Between Human Resource Management Systems & Human Resource Information Systems
The Significance of Human Resource Management Systems
Challenges Faced by Human Resource Managers Because of Technical Changes
The Role of Human Resource Management in Organizations
What Are the Ethical Issues in Human Resource Management in Multinational Corporations?

Human resources managers face a myriad challenges with today amp;#039;s workforce. There are issues concerning
the diverse workforce, legislation affecting the workplace and technology matters that rise to the top of the list of
challenges. Human resources managers who encounter these challenges use their leadership skills and expertise to
avert issues that might arise from these challenges.

Multi-Generational Challenges in Workplace

Four generations are in the work force. Ranging from septuagenarians to 20-something recent college graduates,
your company may experience the challenges posed by having so many different sets of values, expectations and
work styles in the workplace. The AARP published a white paper titled, "Leading a Multigenerational
Workforce." According to the USA Today article cited within, "According to a survey by Lee
Hecht Harrison, more than 60 percent of employers are experiencing intergenerational conflict. However, those very
differences can also lead to increased creativity and productivity& mdash;and ultimately to business
success."
Each generation has its attributes to contribute to your workforce. Older workers of the traditionalist generation are a
goldmine. They have years of experience and expertise you can draw upon for training others as new employees join
your company. Though clich amp;#039;, baby boomers bring "thinking outside the box" to
another level as they use creativity to resolve issues. Generation X workers will comprise one-third of the workforce
in 2011, according to the U.S. Bureau of Labor Statistics. Workers from the millennial generation are among the
most highly educated--and, probably the least averse to risk-taking than previous generations.

Legislation Affecting Workplace

The Recovery Act of 2009 and the health care reform bill, which passed in March 2010, promised immediate impact
on the workplace. The requirements of the Recovery Act had an enormous affect on businesses that provide health
care insurance to workers who lost their jobs. The Act mandated an employer-paid 65 percent subsidy for former
employees receiving COBRA, short for Consolidated Omnibus Budget Reconciliation Act, benefits. On the other
hand, the Recovery Act created thousands of jobs and contracting opportunities for small businesses. In addition, the
guarantee for U.S. Small Business Administration loans was increased to 90 percent.
The health care reform bill of 2010 lessens the threshold for procuring insurance coverage. By 2014, no one will be
denied health care insurance because of pre-existing conditions. This may increase premiums for insurance that,
unfortunately, might have to be passed onto employees or become another fiduciary responsibility assumed by
employers. Conversely, small businesses that provide consulting services to employers may see an increase in
revenue due to the surge in employers needing professional services to help them to comply with legislative
changes.
Related Reading: The Significance of Human Resource Management Systems

Technological Advances And Workplace

The workplace setting is changing because of technology. Telecommuting, telework and remote reporting
relationships are becoming the norm rather than an anomaly. Flexible work schedules and arrangements are ways to
improve productivity for some employees; however, these types of technology-based changes aren't for
all employees. Human resources managers must ensure there is a mutual agreement between the employer and
employee for options that include telecommuting. Working from home--telecommuting or telework--requires
motivation and discipline. Some employees lack these traits and would not be productive workers if allowed to work
from the comfort of home.
The upshot to technological advances for human resources managers is the type of human resources information
systems available to employers for a variety of purposes. Human resources departments are able to track applicants
and manage the recruitment process more effectively. In addition, producing data and reports can be accomplished
easily because of technology.

Activity: 3
a) Today's Human Resources leaders face a range of HR strategy challenges. Two aspects of
HR strategy stand out as being especially urgent:
o

Structuring the HR organization to deliver services more efficiently and effectively.

Developing talent management systems that can adapt to economic volatility and
globalization.

The degree to which leaders meet these pressing HR strategy challenges will go a long way in
determining the fortunes of HR organizations and the enterprises that they serve.

The Hackett Group Delivers World-Class HR Strategy

The Hackett Group, a leading global strategy and operations consulting firm, offers its clients
deep insight into world-class HR strategy the proven strategies employed by HR organizations
that excel in operational efficiency and effectiveness. The Hackett Group can support your
organization in all aspects of HR strategy development:
o

Baselining of your current performance and identification of gaps between current

performance and the performance of world-class HR organizations. The Hackett Group
offers unmatched experience and expertise in process benchmarking. We can help you
understand exactly how your HR strategy and processes rate in comparison to peers and to
world-class organizations, and identify key areas for improvement.

Assessment of alternative service delivery models, including options for HR outsourcing,

offshoring, or shared service organizations.

Formation of an HR strategy that is client-centric but also informed by proven HR best

practices. By partnering with The Hackett Group, you can leverage our proprietary business
best practicesrepository that we have developed through years of work with HR
organizations that have achieved and sustained operational excellence world-class
organizations operating in the top quartile in both efficiency and effectiveness. The Hackett
Group can help you fashion an HR strategy that leverages proven approaches to service
delivery design and talent management.

The Hackett Group can also support you through your HR strategy execution, including building
a strong business case for transformation; preparing an implementation roadmap; and
developing results-oriented HR metrics by which to measure performance before and after the
transformation.
In addition to HR strategy and operations consulting, The Hackett Group offers expert services
in other critical areas such as finance strategy, cash flow analysis, supply chain management,
and more.

b)

Human Resources
Human Resources in the Ontario Public Service
The Ontario Public Service is modernizing its human resources (HR) to deliver services that are strategic,
process-smart, integrated, customer focused and cost effective.
HR professionals provide key strategic and operational support to clients in planning for and delivering on
business priorities, and in developing and delivering modern enterprise human resource strategies, policies,
programs and services that support the OPS as an employer of choice.

Skills and Abilities

We are seeking candidates who possess knowledge and can demonstrate a variety of skills and abilities
including:

Customer service: involves identifying client needs in order to provide better or more convenient
services, while supporting the organizations goals and objectives. Customers and clients may
include the public, colleagues, partners and peers
Relationship management and consulting skills: involves building effective relationships with
line managers to help them strategically manage their human resources, achieve organizational
goals, and foster a team-based work environment where there is shared responsibility for achieving
organizational goals
Written and verbal communication skills: to articulate HR strategies, initiatives, options and
advice, to communicate effectively with clients and colleagues regarding HR decisions and outcomes
Ability to interpret and apply legislation, collective agreements and policies: such as
Ontario labour and employment legislation, multiple collective agreements and a wide range of HR
policies, procedures and guidelines related to recruitment, health, safety and wellness, performance
management, and learning and development
Work management: involves managing multiple activities to accomplish a defined set of desired
results. This includes prioritizing tasks, managing workload, and applying time management abilities
to organize tasks and meet deadlines
Problem solving skills: refers to the ability to understand a situation by breaking it apart into
smaller pieces, or tracing the implications step-by-step and working towards solutions
Teamwork skills: refers to working co-operatively and collaboratively within a team or workgroup,
including contributing fully and actively to team activities and projects and client initiatives, to
achieve group and organizational goals
Knowledge of human resource management: refers to knowledge on the strategic use of
people to achieve business goals. The application of HR management principles on an operational
level focuses on the day-to-day processes of human resource planning, recruitment and selection,
classification, salary, performance management, training and development, and the employer/union
relationship.