Human Resources: Practices, Motivation & Objectives

Human Resources in the Company

• Early human resources practices involved using force and violence.
• Personnel was selected based on physical strength.
• Motivation was achieved through belief systems, religion, and punishment.
• Younger and more agile individuals were trained in granite perforation techniques.
• Satisfaction wasn't limited to slaves; it also included volunteers.

Factors Motivating Growing Concern for HR Management

• Rapid change
• Internet growth
• Globalization and workforce diversity
• Legislation
• Evolution of work and family roles

Organization-Related Factors

• Competitive position, cost, and quality concerns
• Business flexibility
• Organizational restructuring

Individual-Focused Factors

• Alignment between individuals and the organization
• Ethical dilemmas and social responsibility
• Responsibility delegation
• Job insecurity

Objectives of HR Management

• Explicit objectives: Attract, retain, develop, motivate commitment, and support professional growth.
• Implicit objectives: Productivity, work life quality (commitment), and regulatory compliance.
• Long-term objectives: Profitability, competitiveness, increased company value, efficiency, and effectiveness.

Processes of Human Resource Management

• Basic processes: AYDPT (Analysis and Description of Job Positions), HR planning, PRL, and COM.
• Impact processes: Recruitment, selection, and socialization.
• Training and development processes.
• Subtractive processes: Voluntary and involuntary disengagement.
• Evaluation and compensation processes.

AYDPT: Analysis and Description of Job Positions

RH-PRL: Resources for Occupational Risk Prevention

• COM: Communication

Employee Branding

• 75% of candidates consider an employer's brand.
• Companies with attractive employer brands see a 46% reduction in recruitment costs.
• Employer branding strategies result in 28% less employee turnover.

Challenges in HR Management

• Attracting and retaining talent
• Digitalization
• Managing hybrid work models
• Promoting well-being and mental health
• Fostering diversity and inclusion
• Continuous training
• Adapting to legislative changes

The Importance of Employee Branding

• Attractive companies draw and retain top digital, tech-savvy, and innovative talent.

Factors behind Radical Changes in HR

• Digitalization
• Hyperconnected Organizations
• Difficulties in finding talent
• Social Neworks
• Cultural Shifts stemming from millennials and Generation Z.
• Demographic Shifts, including a decline in the active population and talent scarcity from 2040-2050.

Employee Branding Goal

• External: Attract talent, both actively and passively.
• Internal: Retain and motivate employees by focusing on work-life balance, internal events, and employee benefits.

Elements of Consumption to consider in Employee Branding

• Like consumer brands, employer brands highlight the emotional and rational benefits for their workers.
• Internal aspects are sometimes overlooked in employer branding, but fostering employee loyalty should be a key goal.

Human Resource Priorities for 2024

• Attracting and retaining talent (42%)
• Revising compensation policies (34%)
• Designing compensation structures and ensure internal equity (28%)
• Perform market analysis and external compensation competitiveness (28%)
• Designing proposition employee Value

Benefits of Employee Branding

• For the company/brand: Improved brand awareness and reputation, increased credibility and trust, higher employee motivation and productivity, reduced recruitment costs, lower turnover rates, and teamwork.
• For employees: Better relationships, a sense of belonging, and becoming internal references. Personal brand-building, external positioning, career opportunities, and expanded profiles within the company.

Characteristics of Employee Branding

• Providing added value, including aligned schedules, compensation, and values (transparency, loyalty).
• Adding emotional incentives and alternative Benefits
• Leading by example, as loyalty, engagement, and belonging are key to internal marketing.
• Using social media such as Facebook, Instagram, LinkedIn, and TikTok.
• Facilitating communication, and access to future employees, and paying attention to the public.

Creating an Employer Brand

• This strategy and its characteristics should be based on market research and knowledge of consumer needs.
• Detailed information on needs, perceptions, and expectations.

Employee branding implementation guidelines

• Prioritize transparency and authenticity.
• Ask employees about satisfaction, what they value, and how to improve their experience, can be done through interviews.
• Nurture employees at every stage (entry, growth, and exit).
• Encourage employees to share positive experiences on social networks.
• Promote diversity and inclusivity, welcoming new ideas and open discussions.
• Create a careers page showcasing company values and attracting candidates.

Value proposition to the employee influences

• The level of service received vs expectations of service
• Perception aligns with expectations = satisfaction
• Perception less than expectations = insatisfaction

PVE and employer branding

• Aligned with the Negocio: PVE attributes emphasize the company's focus, its unique work, and its positioning as a business.
• Relevante: PVE focuses on the target's most important factors and investigates the collective target.
• Real: Managing expectations, understanding the target, and balancing the values with what the company offers.
• Diferencial: Create a distinct message, highlighting competitive advantages and company culture.
• Memorable: A concept with 2-3 fundamental ideas, that aid in association and mark recognition

The Employee Value Propostion (PVE)

• A description of what the organization represents, requires, and offers as an employer.
• It includes the psychological contract that employer/ees fix on expectations, beliefs, and relationship obligations

Steps to building the PVE

• Evaluation: create a control list of of the current PVE components
• Research: compile employees feedback upon entering and leaving, classify functional aspects
• Discussion: group employees and jobs, determine the values
• Construction: use the 3 phase data to determine the new PVE characterisitcs
• Executive: promoted the PVE through external/internal channels
• Review: objective analysis of KPIs to see if the PVE is being met
• Adjustment: recalibrate PVE to increase effectiveness

The employer plan branding

• Identifies areas of action (EB types) in a set of initiatives
• Actions Branding2Market: targeted the market and business comms
• Branding2Candidates: recruitmet
• Branding2Employees: directed at current employees

Prescriptors

• Actions Branding2Management: directs management and equipment
• Objective: support the management awareness of belonging, facilitate messaging and tools

Employer Branding and Target

• Generation: people who share the same life and historical events
• Baby Boomers: Value experience and estabilit
• Generation X: seek work-life balance
• Millenials: look to learn and flexibility in their role
• Generation Z: digital natives, seek inspiration, inovation and job
• Employer branding is a strategy to establish an atractiveness with the objectives to retain talent for new employees

Types of Employees

PVE

• Internal: EB employers, CEO, how to communicate, how to approach
• External: market, potential candidates

Analysis

• Conduct survey, climate- check perception
• Metrics: retation, absentisim, commitment
• ENPS: how much the e/ee would recommend

Analysis

• Data of employee
• Connect it to product
• Social networks and blogs for the company
• Reviews
• With this comes the PVE
• Actions: create coherence with PVE metrics

KPIs. Metrics

2. Planning of RRHH and Analysis of Positions of works

What are the factors included in a PR organisation

• External factor: economic social technologic competitors
• Organisation: Strategic plannings. Budgets. sales and productuon, new activities, organisational changes
• Labour: Retirements, resignation, contract termination, deaths , permissions

Plannings

• A processs to assure personal that is necesary to perform required tasks

Quanitativtive desicions

• Need for specific amount of people

Cualitative desicions

• Knowlege abilities attitudes nedees

Internal factors

• Internal desitions: planing strategies budget, new work organisation and shifts-
• Economic: social
• Techs

Planning of resources of humans

• Analaysis of enviroment and internal anaylsis
• Personel demand forecast
• Hiring forecats
• Strategy planning for recruitung

How doe employees knwo what to do

• Job descripions
• Supervision protocols.
• Tools objectives and clear manuals

Job positions description

• Work objective plan
• Constituation: define the task
• responsabilites
• Requirements
• Econimic state
• social conditions
• perspectives
• required compeentnes
• Envirnemtal conditions
• ergonomics

Profiling graph chart

• Skills needed

competence management

• Management by competencies is a process to identify he capabilities for each role

Predictive competence

• Focused on excellency, multimensional and conditioned by context. Composed with hard and soft skills

Benefits

• Productivty, competence, response, objective Strategic lines

How to design the competence

• Competence indentification
• Skills assessment
• Stratgies to manage

Key to assessment

• Skills assessment How competent is the individual
• Strategic assessment of human value

Key competence following the diagram

• Strategic competences: every memebr needs to have
• Tecnhical : needs specific focus
• Specific assessment

Will the process change the management skills

• Its a unique focus

STAR

• STAR behavioral event interview linked to evaluat ecompetencies thorugh past performace
• Interview is analysis compeentce

Competent Interview

• STAR structured respo
• Situation
• task
• action
• result
• interview question: "tell me about at time where you had to react to a high pressure situatuon"
• anwsering by: situation: a client was at risk of cancelling, enquired: to quickly find a solution