Basics Of Human Resource Management Module 2

Basics Of Human Resource Management Module 2

• This module covers the fundamentals of human resource management.
• The instructor is Regina Rastbichler, MA, a professor (FH) and mag. (FH).
• The module includes a section on the HRM landscape.

HRM Landscape

• The topic explores various facets of Human Resource Management.
• Key components include employer branding, talent acquisition, change management, diversity, compensation, HR organization, and HR control.
• The diagram is a triangle emphasizing different aspects of HRM.

Strategic Workforce Planning

• Strategic workforce planning aligns with company objectives, anticipating long-term workforce needs.
• It considers qualitative and quantitative aspects of employee structure, strength, and weaknesses.
• This planning method is multi-dimensional, dynamic, and informed by scenarios based on external and internal factors.

Planning of HR Needs

• The diagram illustrates a visual representation of how workforce requirements change over time.
• The diagram displays different scenarios of deficit and surplus in relation to employees and required staff.
• The diagram compares the current employee count with the number of required employees.

Determinants of Workforce Planning

• External factors like market changes, economic conditions, and demographics influence workforce planning.
• Internal factors, such as company strategy and organizational restructuring will have a considerable impact on workforce planning.
• The factors include those like vacation policies and the turnover rate.

Factors Determining Workforce Demand

• The model shows how factors like hiring, promotions, and retirement influence workforce demand.
• The illustration emphasizes how internal and external factors influence workforce demand.
• The illustration shows different career levels (like junior and senior) and associated movement factors like promotion, loss (e.g. retirement, turnover) and hiring.

Workforce Planning - Core Questions

• Core questions in workforce planning include quantitative aspects like the number of employees and qualitative aspects like qualifications
• Timing and locations, as well as the connection with performance/production programs are also important.
• There is a need for strategic analysis in scenarios and portfolios.

Quantitative Workforce Planning Methods

• Leading indicators help determine the ratio between performance and required staff based on assumptions.
• Trend analysis projects future labor demand using statistical models based on previous years' data.
• Task analysis quantitatively analyzes work tasks to ascertain staffing needs.
• Conclusion by analogy draws comparisons between the current workforce and similar organizations.

Operational Workforce Planning

• Trend analysis is used to forecast and plan for future workforce needs by examining historical data on revenue, sales reps, FTEs, and total FTE count.
• The data provides an average annual revenue growth rate which in 2024 is approximately 8%, and average revenue/sales rep
• Data presented on this page help estimate workforce needs, based on objective statistics, over time.

Workforce Planning Using Example Italian Restaurant

• This section lists the different tasks and the time needed for each.
• This page lists various tasks based on guests and their associated durations.
• This part of the document details the workforce demand and calculation of total time required for all tasks, based on given guest numbers.

Qualitative Workforce Planning

• This section describes how to classify employees based on their demographics, jobs roles and level of competencies and education.
• It also emphasizes the increasing importance of workforce diversity in relation to company age patterns, or generation differences.

HRM Landscape (Repeated)

• This section, provides a graphic representation of the key elements of Human Resource Management.

A Strong Talent Acquisition Strategy

• Key questions to ask in developing a strong talent acquisition strategy include factors affecting competitive advantages and long-term success.
• What are the major challenges in talent acquisition and how are resources allocated to overcome these challenges?
• What are the key approaches to talent acquisition in light of the challenges and goals specified?

Quick Brainstorming

• Generating ideas for possible recruitment channels and cost estimates for different recruitment methods is important.

Job Ads

• Employee value proposition (EVP), Job Identification and location are included in the page.
• The page discusses social media, tasks, requirements, as well as employee education and the importance of creating attractive advertisements.

Internal Versus External Hiring

• Internal hiring offers lower risks, faster time-to-hire and lower costs.
• Internal hiring includes internal competition, and faster integration into the company.
• External hiring comes with the potential for greater insights and more options, but at higher costs and risks.

Contingent Workforce

• A diagram illustrates contingent work arrangements.

Career Fairs

• Career fairs offer direct and immediate contact with potential candidates.
• There is limited contact with passive seekers, therefore, a lower quality of talent is likely to be drawn to the fair.
• Recruiting competition from other employers is present .

Executive Search

• Executive positions are frequently filled by executive search consultants.
• Leading search agencies and firms are mentioned in the text.
• The process involves determining requirements, checking references, and negotiating job conditions.

Employer Branding and Active Sourcing

• This section discusses employer branding and active sourcing strategies.

Why Employer Branding?

• The shift from an employer’s market to a candidate’s market necessitates understanding why candidates choose particular companies.
• Creating a strong employer brand with relevant values and communicated workplace reality is vital.

Employer Image as a Competitive Advantage

• This section discusses how employer branding can be a competitive advantage.
• Data shows Awareness, Company Image, Employer Image, Job Appeal, and Application and Retention rates.

Goal of Employer Branding

• Employer branding goals include enhancing competitiveness, retaining key employees, optimizing talent acquisition, and crafting a strong HR policy.

Which Promise?

• This segment features different company Logos.

Product Brand Versus Employer Attributes

• This segment presents diagrams to make comparisons between product and employer attributes in a structured manner.

Arguments for Potential Employee Value Propositions

• The page discusses different components of the Employee Value Proposition (EVP).
• This page covers compensation, benefits, career opportunities, work-life balance, tasks; product and services, company culture, leaders, social responsibility, health benefits, as well as many other relevant attributes.

Building an Employer Brand

• The process includes target group definition, operations, analysis, and strategy.

Employee Value Proposition (EVP)

• EVP links company strengths with target group preferences.

Defining the Employee Value Proposition

• Data shows how to determine the EVP, considering employer strengths, target group preferences, and competitors’ strengths.

Function of EB from Company Perspective

• Employer branding functions include building employer brand preference and attracting suitable candidates thus leading to reductions in recruitment costs and higher employee retention.

Function of EB from Candidate Perspective

• Employer branding provides candidates with information and creates trust.
• This perspective shows how the Employer Brand creates identification with the company.

Active-Passive- and Non-Seeking Candidates

• This section presents a visual representation of different candidate types.
• The diagram classifies candidates based on how actively they seek employment opportunities.

Active and Passive Ways of Talent Sourcing

• This section explores diverse methods for actively and passively recruiting talent.
• Different approaches to talent sourcing are detailed, such as direct sourcing (poaching), tribal recruiting, social community recruiting and employee referrals.

Campus Recruiting

• Campus recruiting identifies target universities and builds relationships with relevant departments.
• Campus recruitment involves building relationships with universities, professors and students.

Campus Recruiting Activities

• This section details specific campus recruiting activities.

Labour Markets Are Networks

• This section focuses on the concept that the labor market is a network.
• It emphasizes the importance of networking and weak ties, indicating that referral programs are essential in today’s labor market.

Employee Referral Programs

• Employee referral programs facilitate hiring through employee recommendations.
• The company benefits using this method; the employee benefits with a reward or bonus.

Social Community Recruiting

• This page lists Social Community recruiting strategies focusing on the use of online platforms (e.g. LinkedIn) to find suitable candidates.

Talent Relationship Management

• This section describes how talent relationship management (TRM) interconnects with each of the above components.

Candidate Retention Activities

• Candidate retention methods, like formal assessments, project work, and internships, build relationships with the company and employees.

Candidate Retention Cycle

• The cycle illustrates how talent pool nominations, operations and recruiting are key factors throughout the process of candidate retention. Also, job offerings are crucial in this cycle.

Media Channels

• This page lists different media platforms for candidate connection and communication, and highlights their relative importance.

### Additional Information

• The sections cover various details about human resource management, recruitment, and retention.
• Data, including tables and graphs, is used throughout to support the content.
• A historical example of workforce/recruitment practices is presented for historical context.