SHRM Finals Notes PDF

Notes SHRM Topic: Section: BS Psychology 3 Date: Reference: Human Resource Management Systems ​ An intersection of HR and...

Notes SHRM Topic: Section: BS Psychology 3 Date: Reference: Human Resource Management Systems ​ An intersection of HR and IT through HR software. ​ Allows HR activities and processes to occur electronically. ​ A way for a company to invest in its future and in its success. ​ Customized to the unique needs of a company so the system will remain flexible and relevant throughout the life of the organization. Need for HRIMS 1.​ Identify manpower requirements 2.​ Identify resources 3.​ Compliance about how employees must be treated – equal employment opportunity 4.​ Meeting training needs Sources of Data ​ Analytical data from various departments (Finance, Marketing) ​ By survey methods ​ From external sources (outsourcing the data collection or from external data warehouses) Types of HRIMS 1.​ Strategic (long-term) ​ Information systems supporting workforce planning (for long term strategic planning) ​ Information systems supporting labor negotiations (negotiating needs and reports of unions) ​ Specialized human resource information systems software (comprehensive or limited function available for all types and sizes of computers) 2.​ Tactical (short-term) -​ Provides managers with support for decisions that emphasize allocation of resources 1.​ Job analysis and design information systems (job descriptions and specifications) 2.​ Recruiting information systems (recruiting plan) 3.​ Compensation and benefits information systems (information from internal and external sources to improve productivity) 4.​ Employee training and development systems (skills inventory) 3.​ Operational -​ Provides data to support routine and repetitive HR decisions 1.​ Employee information systems (employee profile) 2.​ Position control systems (details about unfilled positions) 3.​ Applicant selection and placement information systems (screening, evaluation, and selection) 4.​ Performance management information systems (retain, promote, or transfer employees) 5.​ Government reporting and compliance information systems (compliance to government regulations) HRIMS Structure ​ HRIMS is the composite of databases, computer applications, and hardware and software necessary to collect, record, store, manage, deliver, manipulate, and present data for human resources. ​ The term “systems” does not just refer to software and hardware. ​ Systems also include the people, policies, procedures, and data required to manage the HR functions. HRIMS Subsystems ​ There are several different components (called subsystems) that compose an HRIMS. 1.​ Employee Administration ​ hire date, name, address, telephone, email address, birth date, sex, salary, emergency contact information, department code, location, employment status, start date, position title, benefit information. 2.​ Recruitment ​ position name and number, department in which the position resides, whether the position has been approved, and whether the position is full or part-time. 3.​ Time and Attendance ​ information necessary to calculate vacation time, hire date, leaves of absence, termination date if applicable, any other events that interrupted service. It often includes number of days an employee has been absent or late. 4.​ Training and Development ​ data on employee’s skills and competencies, training courses taken, costs of courses, developmental activities, and career planning in terms of which position might be most appropriate for an employee based on skills and competencies. 5.​ Pension Administration ​ information about design of the pension plan, employee contributions, and company contributions. 6.​ Performance Evaluation ​ information about performance ratings, date when such ratings were received, the type of appraisals that were used, comments about the appraisal, and performance objectives and goals. 7.​ Compensation and Benefits ​ compensation and benefit plans, and policies relating to such Administration plans. 8.​ Health and Safety ​ data on the number of accidents, type of accidents, health and safety complaints, and resolutions. 9.​ Labor Relations ​ seniority lists, union membership, grievances, and resolutions of grievances 10.​ Payroll Interface ​ information on salary, wages, and benefits to make it easier to interface with accounting (payroll). Most HRIMS systems have a payroll component, and the more sophisticated systems have an ability to directly interface with payroll providers. Key Mechanisms of HRIMS -​ The HRIMS can do the following: 1.​ Create and maintain employee records. 2.​ Ensure legal compliance. 3.​ Enable managers to forecast and plan future HR requirements. 4.​ Provide information to managers and HR so they can manage knowledge and manage talent (career and succession planning). 5.​ Provide information to enable HR plans and activities to align more effectively with the organization’s strategic plan. 6.​ Assist management with decision making by providing relevant data so they can make more effective and informed decisions. Career Management and Development Career ​ Work-related experiences, roles, and achievements ​ Contributes to to one’s professional growth and personal fulfillment ​ Defines what you do for a living ​ Can refer to the progress and actions one have taken during a person’s working years of life Factors Influencing Career Choices ​ Interests ​ Skills ​ Values ​ Personality ​ Education ​ Experience ​ Job market demand ​ Personal circumstances ​ Others? Career Development ​ the interaction of psychological, sociological, economical, physical and chance factors that shape sequence of jobs, occupations/profession or career that a person may engage in throughout a lifetime. ​ the wide variety of factors that influence the nature of people's career choices, the directions their careers take, and their ultimate success and satisfaction over the course of their working lives.. Career Dynamics ​ the wide variety of factors that influence the nature of people's career choices, the directions their careers take, and their ultimate success and satisfaction over the course of their working lives.. Career ​ the evolving sequence of work experiences over time ​ The combined total of all the events in one’s life and how they relate to the work one chooses. This includes education, work, family, leisure activities, and more. Job ​ a predetermined set of activities a worker is expected to perform ​ A distinct position with specific duties and responsibilities in a particular place. For example, photographer at the department store in Centerville.  Occupation ​ a coherent set of jobs ​ A cluster of jobs with common characteristics requiring similar skills. For example, photographer. Careers Today (are affected by) technological advances ​ creates new jobs and old ones are being phased out economic shifts ​ mergers, ​ restructuring, layoff, retrenchment Types of Careers Steady-state Career ​ characterized by a lifetime of employment in a single job. Linear Career ​ staying in a certain field and working on one's way up the occupational ladder from low-level jobs to high level jobs. Spiral Career ​ evolving through a series of occupations, each of which requires new skills and builds on existing knowledge and skills. Transitory Career ​ moving between many different unrelated positions, spending about one to four years in each. Career Development Skills ​ All the skills needed to control and manage one’s career journey. 1.​ planning your career 2.​ developing a strategy for your career 3.​ developing an action plan 4.​ evaluating your progress against your goals Making Career Choices John Holland’s Theory of Vocational Choice -​ a theory that claims that people will perform best at occupations that match their traits and personalities. -​ People from various occupations tend to have many similar personality characteristics. -​ People whose characteristics match those of people in a given field are predisposed to succeed in that field. Holland’s Hexagon -​ A conceptualization specifying the occupations for which people are best suited based on which of six personality types most closely describes them. RIASEC Realistic Investigative Artistic Social Enterprising Conventional 1.​ Realistic ​ Likes to work with animals, tools, or machines; generally avoids social activities like teaching, healing, and informing others; ​ Has good skills in working with tools, mechanical or electrical drawings, machines, or plants and animals; ​ Values practical things you can see, touch, and use like plants and animals, tools, equipment, or machines; and ​ Sees self as practical, mechanical, and realistic. 2.​ Investigative ​ Likes to study and solve math or science problems; generally avoids leading, selling, or persuading people; ​ Is good at understanding and solving science and math problems; ​ Values science; and ​ Sees self as precise, scientific, and intellectual. 3.​ Artistic ​ Likes to do creative activities like art, drama, crafts, dance, music, or creative writing; generally avoids highly ordered or repetitive activities; ​ Has good artistic abilities -- in creative writing, drama, crafts, music, or art; ​ Values the creative arts -- like drama, music, art, or the works of creative writers; and ​ Sees self as expressive, original, and independent. 4.​ Social ​ Likes to do things to help people -- like, teaching, nursing, or giving first aid, providing information; generally avoids using machines, tools, or animals to achieve a goal; ​ Is good at teaching, counseling, nursing, or giving information; ​ Values helping people and solving social problems; and ​ Sees self as helpful, friendly, and trustworthy. 5.​ Enterprising ​ Likes to lead and persuade people, and to sell things and ideas; generally avoids activities that require careful observation and scientific, analytical thinking; ​ Is good at leading people and selling things or ideas; ​ Values success in politics, leadership, or business; and ​ Sees self as energetic, ambitious, and sociable. 6.​ Conventional ​ Likes to work with numbers, records, or machines in a set, orderly way; generally avoids ambiguous, unstructured activities ​ Is good at working with written records and numbers in a systematic, orderly way; ​ Values success in business; and ​ Sees self as orderly, and good at following a set plan.  Learning and Development Learning ​ is a permanent change in behavior or attitude brought about by education and training. It is the acquisition of knowledge and skills that are relatively permanent. Development ​ is the application of the acquired knowledge from learning, which reflects personal growth and progress. It involves enhancing your existing skills and gaining new ones. ​ It is focused on long-term goals that can help an individual’s potential for future opportunities. Why do they go together? ​ The ultimate difference is this: Learning can give leaders new skills, while development can help leaders solve the problems they face. Development inspires leaders to take on the challenges of leadership, armed with the right behaviors. What is Learning and Development? ​ Learning and Development (L&D) are the efforts aimed at enhancing employees’ knowledge, skills and abilities (KSA) to improve individual and organizational performance. This is can be achieved through: ○​ Needs Assessment ○​ Training Programs ○​ Leadership Development ○​ Career Pathing and Succession ○​ Planning ○​ Performance Management ○​ Technology Integration ○​ Organizational Culture ○​ Evaluation and Feedback HRM vs. SHRM HRM SHRM ​ Focus is on operational aspects of ​ Ties L&D to long-term organizational goals and training and development. strategies. ​ Onboarding, skill-specific training, ​ Emphasizes future skill development to prep and personal development. for changes and innovation. ​ Goal is to satisfy current job ​ Promotes leadership development and requirements and improve employee succession planning performance. How is it achieved in Organizations? Needs Assessment ​ For successful Learning and Development, organizations must first identify what their needs are. ​ They must understand what areas they need to improve on and how they can do better. Goal-setting ​ Once this is done, they'd be able to set goals that are tailor-fitted to those needs and make progress in a way that is best suitable for the company. ​ Learning and Development is then achieved once the people within the organization undergo the needed programs that are set and gain the knowledge and skills that they were intended to for the sake of performing better. Benefits of Learning in Organizations 1.​ More prepared, productive ​ When employees are engaged and eager to employees learn about their roles, field, and company, they become more productive and efficient, reducing costs and boosting profits. 2.​ Increased employee engagement and ​ This commitment to continuous learning and motivation growth fosters a sense of purpose, engagement, and motivation among employees, leading to higher levels of productivity and retention. 3.​ Increased team learning and motivation ​ Team learning is a collaborative process where team members share knowledge, experiences, and insights to improve collective performance. ​ It fosters a culture of collaboration, encouraging members to learn from each other and solve problems together. This enhances problem-solving, innovation, and overall team success. 4.​ Shared knowledge ​ Organizations which focus on learning and development will employ building up of knowledge throughout its progress. ​ Effective documentation helps organizations with how to progress in their daily problems. By examining significant events and recognizing cause-and-effect of them. It will improve efficiency by reducing aimless backtracking of ideas. 5.​ Enhanced Innovation & Creativity ​ Learning-centered organizations examine situations in different perspectives. ​ Riding on different ideas provides competitive advantage which has positive macro-scale benefits. ​ By approaching problems in different perspectives; it allows for organizations to recognize good and bad ideas in their future. 6.​ Better analysis & judgment ​ Developing skills such as problem-solving, analysis, and critical thinking enhances the progress of an organization. ​ This allows for them to expand their horizons which provides a greater scope in their field by integration of ideas from different fields. ​ This will result to solving significant and complex issues that allow them to take the lead in their field. What is considered an EFFECTIVE Learning and Development Plan? 1.​ Aligned with business needs ​ An effective L&D plan must be aligned with the business strategy ​ The leadership team must be involved in the planning to ensure the appropriate training method and the overall success of the team 2.​ Training is Catered to Employee ​ A needs assessment must be conducted prior Needs to the planning. ​ This helps in identifying the organization’s needs ​ Ensuring that the training addresses any performance issues and skill gaps. 3.​ Has clear objectives ​ The L&D plan’s objectives must be identified to monitor its progress and success. For example: ○​ Number of workers trained in a skill ○​ Decreasing the client wait times ○​ Completion rates of training programs ○​ Productivity increases in number of hours ○​ An increased rate of proficiency ○​ You can also set goals for your workers, such as individual goals that you want each member of the team to reach by the end of the training program. 4.​ Employment of Methods and Tools ​ An L&D plan can be uninteresting and unengaging to the team. Therefore, it must use convenient and engaging learning methods and tools. Take note of: ○​ Alignment with the business context ○​ Personalization based on individual needs ○​ Making it accessible on multiple devices ○​ Ensure compatibility with other tools ○​ Schedules, required attendees, programs you want to include, and any integrations that may be required should all be determined. 5.​ Must have a communication and engagement plan ​ Update the employees on the training and development plan through announcements (e.g. emails, newsletters, and team meetings) ​ This ensures that the employees are reminded of the training availability, can leave feedback, and can increase their engagement level in their teams ​ This also helps in receiving insights for further improvement 6.​ Must have budgeting, tracking ROI, and use of metrics ​ Must have clear measurable goals and monitor progress with correct metrics ​ Example of measurable goals: ○​ Participation rates ○​ Graduation and pass rates of programs ○​ Employee feedback and survey results ○​ Calculating ROI: Have an estimate of the time people spent performing tasks at work compared to average pay and the overall investment in the training plan. ​ This guarantees that your training and development program is effective and achieves the goals you seek. 7.​ The organization should have a learning corporate culture ​ A corporate culture shows how a company positions itself, behaves and communicates, hires people for each team, celebrates its successes, compensates its talents, and evaluates the workers’ performance. HOW IS SUCCESS OF LEARNING AND DEVELOPMENT PROGRAM ASSESSED? Why is measurement crucial? ​ to ensure that both your employees and your business are getting the most out of the training opportunities. ​...because it will help you to identify where there are gaps in your employees’ skills and knowledge, helping them to develop professionally, be more productive, and help your business operate more successfully. ​ By measuring L&D training effectiveness, your employees can see exactly what they have achieved from the learning and development that they’ve taken part in. Training Effectiveness ​ What you are measuring to see the extent to which your learning and development training is having a positive impact on your employees’ performance. Metrics are used to assess the success of learning and development programs 1.​ Learning Satisfaction ​ Gaining feedback from your employees about how they perceived the training to be. 2.​ Training Completion Rate ​ How many employees successfully completed a training course. 3.​ Assessing Knowledge or Skills ​ Testing your employees with assessments to see how much knowledge they have acquired from their training, or how their skill sets have developed. 4.​ Post-training Performance ​ How employee performance has improved Evaluations after the training. 5.​ Training ROI ​ Calculating the ROI of your training just as you would in any other area of a business to see if your L&D training is worth the cost. 6.​ Employee Engagement and ​ Did employees feel informed, inspired, and Motivation ready to work after the training program. 7.​ Tracking Individual Performance 8.​ Tracking Team Results 9.​ Staff Retention 10.​Revenue Growth  Kirkpatrick Model Reaction ​ Used for measuring participants’ immediate reactions to the training. ​ e.g. Participants rated the training session ashighly engaging and relevant. Learning ​ To assess increase in knowledge or skills resulting from training ​ e.g. How well did participants perform on assessments compared to before the training Behavior ​ Evaluating the extent of how participants apply their newly learned things ​ e.g. Were there any noticeable changes in behavior or performance? Results ​ Measuring impact of training in business outcomes ​ e.g. The training program led to a 15% increase in sales and a 10% improvement in customer satisfaction Phillip’s ROI Model ​ Calculates the financial return on investment by comparing the benefits of training to its costs. ​ e.g. What are the financial benefits coming from the post-trained workforce?​ ​ Philips ROI Model adds a fifth level to the Kirkpatrick Model. ​ This focuses on the return on investment by comparing the benefits of the training to its cost. Keep info about people HRIMS video ​ Data (facts) ​ Information (interpretation of data) ​ Knowledge (info given meaning) Garbage in, garbage out VIDEO VIDEO 6 steps HRIS 1.​ Search - know demands and look for software 2.​ Planning and aligning - 3.​ Defining and designing (basic needs to be addressed) 4.​ Configuring and testing 5.​ Training and communication 6.​ Deployment and sustainability (make use of ensure support systems are in place)