Human Resources Management

• Human Resources Management consists of the formal systems designed to manage people in an organization.

Roles of HRM

• Primary role is strategic which links human resource strategy with organizational mission and the work of people in the organization.
• Secondary role is operational which manages functional human resource activities and serving as an "employee champion", representing employees' needs and interests.
• Tertiary role is administrative maintaining records, administering processes, and ensuring compliance.

Evidence-Based HRM

• Evidence-based HRM uses the best available evidence to make informed decisions.
• Internal evidence includes existing data within the organization like employee surveys and performance data.
• External evidence includes research publications, empirical studies, systematic reviews, and field expertise from industry professionals.
• An evidence-based HRM approach leads to informed decision-making.
• It Reduces bias and assumptions.
• It enables Alignment with best practices and improves organizational outcomes.

Boundary-Spanning Leader

• A boundary-spanning leader brings together people from different groups, teams, or backgrounds to work together, solve problems, and achieve shared goals.
• The role of a boundary spanning leader is bridging theory and practice and engaging in cross-discipline collaboration.

Combination of Forces Transforming Work (Global Trends)

• Accelerating technology: cloud technology and artificial intelligence
• Accelerating globalization: emerging markets
• Accelerating carbon resources: sustainability, adoption of energy-efficient ways of working, and environmental records
• Accelerating demographic changes: aging in specific regions and Generation Y in positions of authority.
• Accelerating social trends: urbanization of the population and the rise of the "balanced man," where flexibility is valued for both men and women balancing work, wealth, family, and children

Impact of Trends on Companies

• Leadership: shaping values and behaviors by being transparent and authentic
• Company structures: utilizing project teams, matrix organizations, joint ventures, and virtual teams
• Culture: focusing on collaboration, sustainability, cross-business networks, and relationships with partners, consumers, and entrepreneurs
• Acquisition of specific skills: analytics, building networks, and working in virtual teams

Impact on Management of People/HRM

• Working collaboratively across boundaries: generational, national, functional, and business
• Tolerance of failure: developing pilots and experiments and creating time to innovate
• Skill development: network creation, data analysis, collaboration, customization of processes, building and monitoring virtual teams.

Agile HR

• It means easy-moving and flexible with focus on mindset and culture.
• Agile HR has four important cornerstones which are psychological safety, purpose, value-creating activities, and probe, sense and respond.

Bias in Generative AI

• Generative AI can give unfair or skewed results because of problems with the data it was trained on, how it's designed, or how people use it.

Instrumental-Symbolic Framework of Organizational Attractiveness

• Organizational attractiveness is based on two dimensions: instrumental/functional and symbolic/expressive.
• Instrumental attributes are tangible job-related facts like salary, job security, and work-life balance.
• Symbolic attributes are intangible, value-based aspects like organizational culture, values, mission, and prestige.
• A good Employee Value Proposition (EVP) contains both instrumental and symbolic components to attract potential job candidates.
• An EVP is the mix of characteristics, benefits, and ways of working in an organization and differentiates it from its competition.
• Mercer's holistic EVP model contains both instrumental and symbolic attributes to appeal to different demographic segments which are competitive, experiential, and emotional dimensions

Talent Segments

• Independents value autonomy, flexibility, compensation and meaningful work
• Family-focused talent value flexibility, well-being support, compensation and career development
• Young idealists value flexibility, meaningful work, career growth, and supportive communities over high pay
• Semi-retired talents seek meaningful work with high flexibility

Sign-Based Predictors Measure Traits/Abilities

• Cognitive ability/IQ tests measure mental abilities and used to be highest in validity before job roles evolved.
• Personality tests measure individual differences like the Big Five Model (openness, conscientiousness, extraversion, agreeableness, and neuroticism).
• Job knowledge tests measure an individual's knowledge about specific tasks, procedures, or content related to the job and are a strong predictor of actual job performance

Sample-Based Predictors Measure Job-Related Behaviors

• Work samples are realistic tasks directly related to the job that candidates must perform.

• Assesment centers consist of a series of simulations and exercises like role-playing exercises and group discussions where candidates are observed across multiple job-related tasks.

• Situational judgement tests are job-related scenarios where candidates must choose the most appropriate response

• Cognitive skills such as problem solving and analytical thinking are sought after

• Interpersonal skills, such as communication, communication, conflict management are sought after

• Leadership components like desicion making, delegation, and motivating factors are sought after

• Role specific task and technical executional skills are sought after

• Measures that display Strong evidence of validity

• Reduce bias, they need to be standardized, and objective

• Realistic job preview assessment

Interviewing: Structured vs Unstructured

• Structured interviews use standardized, job-related questions, and are competency or behavior-based, situational, cultural fit, or strengths-based.
• Unstructured interviews use free-flowing conversation like "tell me a bit about yourself?"

STAR Method

• A framework for behavior-based interview questions utilizes the situation (describe the context), task (explain the responsibility), action (detail the specific action), and result (share the outcome).

SHL's “Great Eight” Competencies

• Leading and Deciding: Takes control and exercises leadership, gives direction and takes responsibility
• Supporting and Co-operating: Supports others and shows respect
• Interacting and Presenting: Communicates and networks effectively and persuades and influences others.
• Analysing and Interpreting: Shows evidence of clear analytical thinking and applies own expertise effectively
• Creating and Conceptualising: Open to new ideas and handles situations and problems with innovation and creativity.
• Organising and Executing: Plans ahead and works and delivers a quality service.
• Adapting and Coping: Adapts and responds well to change and manages pressure effectively
• Enterprising and Performing: Focuses on results and achieving personal work objectives.

Applicant Reactions to Selection Methods

• Work samples, structured interviews, assessment centers, and situational judgment tests are Key drivers of applicant reactions.
• Applicant reactions hinge on perceptions of job relevance and fairness

Technology in Talent Assessment

• Asynchronous Video Interviews (AVIs) are pre-recorded video interviews where candidates respond to predefined questions at their convenience.
• Advantages of asynchronous video interviws are flexibility, standardized evaluation process, diminishes interviewer bias.
• Gane-based Assesments integrate game design elements into selection tools.

Applicant Reactions to "New" Selection Methods

• CVIs offer convenience, flexibility and maintain a positive employer image.
• Game based assessments can be engaging and enjoyable and increase motivations.

Cybervetting

• Cybervetting uses information from social media to screen job candidates.
• Invasion of privacy and also bias and discrimination are problematic for Cybervetting.

Dimensions of Diversity

• Primary dimension is gender, ethnicity, race, sexual orientation
• Secondary dimensions are education, geographic location, political orientation, family status
• Tertiary/organizational dimensions are type of business, hierarchical vs horizontal, professional identity, part-time work.
• managing diversity has many benefits like talent recruiting, customer orientation, employee satisfaction and better decision making and innovation

Different Perspectives on Diversity

• -> Discrimination and fairness (we are all the same; differences do not matter)

• There is pressure to assimilate and people feel alienated, devalued and differences are not discussed

• -> Access and legitimacy (we accept and value difference in its place)

• Diversity to connect to markets are used to interface between organization and its markets

• People may feel exploited and differences aren't analyzed

• -> Integration and learning (we work together with our differences, not in spite of them)

• Cultural differences are seen as a resource and work enhanced by knowledge and skills grounded in people's experiences.

Leading Practices of Diversity Management

• Top leadership commitment
• Strategic plan linked to performance
• Measurement Accountability and Succession planning
• Recruitment and diversity training
• Diversity management practices is facilitated with work-life balance and preventing harassment and bullying

Digital Transformation

• Digital transformation is the change to work driven by talent, work with, not for, teamwork and cooperation.
• Key characteristics are a diverse workforce, empathy and work-life balance
• Its important technological characteristics are digital and AI
• Creates value at new frontiers.
• Creates Value in core business

Employee Training and Development

• Training is focused on current performance, short-term improvements through needs analysis, implementation, and evaluation.

• Trends of employee training are that involves reskilling and Upskilling the digital literacy and leadership developments

• Technology supported learning and analytics competences

• Team based learning

• Summary = Speed, flexibility and innovation

• Summary of learning (speed, flexibility and innovation) = Technology supported learning, Tecnological and data analytics competences and Team based learning Investment in whole team, and even freelancers

Employee Engagement

• Employee engagement includes involvement, commitment, passion, enthusiasm, focused effort and energy.
• Characterized by: -Vigor of high levels of energy -Dedication and strong involvement in one's work -Absorption of happily engrossed in their work
• Job and personal resources, self-efficacy and optimism all lead to work engagement

Organizational environment:

• Includes practices like immediate management and equal opportunities
• Engagement leads to better business outcomes like absenteeism, turnover, safety and productivity

Positive Job Attributes

• include commitment and positive emotion
• less errors
• more customer sadsifaction

Facts

• larger companies and engagements operate in Canada, India, etc.
• Strong organizations clarify performance standards

Diversity AND Engagement

• gender of woman more engaged than man
• millenials more engaged probably from manager culture
• higher opportunistic costs to leaving, this is the other said of the coin

Boundaryless Careers in the Gig Economy

• Gig workers rely on digital platforms, restricting personal and professional growth opportunities
• Interorganizational boundaries make it challenging for gig workers to move into traditional employment due to inadequate development of transferable skills and professional networks.
• The gig economy's structure inherently restricts the realization of truly boundaryless careers demanding re-thinking HR practices

Enhancing the Role of Human Resource Management in Corporate Sustainability and Social Responsibility

• HRM is uniquely positioned to address grand societal challenges by fostering alignment between corporate activities and the broader stakeholder ecosystem.
• HRM often lacks strategic involvement in CS/CSR, remaining relegated to operational or compliance roles.
• Framework aligns HRM with sustainability goals through practices like inclusive hiring, employee engagement, ethical labor standards, and Green HRM initiatives.

Mental Health in the Workplace

• Untreated issues like absenteeism, presenteeism, and turnover. have a significant financial consequences, in the US amount to $300 billion
• Mental health is described on a continuum from flourishing to mental illness.
• Prevention should adjust job demands
• Intervention, increase awareness
• Autonomy is crucial in leadership

The Great Attrition Is Making Hiring Harder

• A significant number of employees continue to quit due to talent shortage
• Tradional hiring of more benefits are no longer sufficient
• Need talent sourcers to improve
• Must support meaningful jobs and have equal diversity

The Future of Work

• focus on flexibility, especially regarding hours and location
• rehiring employees is beneficial
• burnout and recovery.

The article "What is the Future of Work?" by McKinsey points out the following details.

• By 2030, 1 in 16 workers may need to switch occupations to digital roles.
• Over 50% of employees prefer flexible positions that can be done remotely. Communication as a Key Factor
• Employees feel anxious due to insufficient clarity about post-pandemic work plans.
• A hybrid model accommodating diverse employee needs to retain talent is preffered