Summary

This document covers various HR strategies including talent management, employee engagement, and organizational culture for professional settings. It includes topics like hiring, developing, and retaining talent. Further topics cover organizational structure, how to manage teams, and business ethics in IHRM.

Full Transcript

Session 2 #### **Talent Management:** 1. **What is Talent Management?** - Managing skilled and valuable employees by hiring, developing, keeping, and placing them in key roles. 2. **Key Parts**: - **Hiring**: Find the right people. - **Assessing**: Know what skills...

Session 2 #### **Talent Management:** 1. **What is Talent Management?** - Managing skilled and valuable employees by hiring, developing, keeping, and placing them in key roles. 2. **Key Parts**: - **Hiring**: Find the right people. - **Assessing**: Know what skills your people have. - **Developing**: Train and help them grow. - **Placing**: Prepare them for important jobs. 3. **Challenges**: - Leaders don't spend enough time or resources (59%). - Teams don't work well together (48%). - Not matching talent goals with company goals (37%). #### **Employee Engagement:** 1. **What is Engagement?** - When employees are: - Excited about their work. - Motivated to do their best. - Connected to the company's values. 2. **Why It Matters**: - Companies with engaged employees make more profit and are more productive. - Disengaged employees cost businesses a lot of money globally (\$8.8 trillion). 3. **How to Improve Engagement**: - Good leaders who support employees. - Learning and development opportunities. - Recognizing employees' efforts (awards, appreciation). #### **Examples:** 1. **Southwest Airlines**: - Focus on teamwork, good communication, and rewarding employees. - Employees feel valued and loyal. 2. **Ryanair**: - Focus only on saving costs. - Employees are unhappy and leave often. #### **What to Do for Good Talent Management and Engagement:** - Hire and focus on people at all levels, not just top performers. - Make sure employee goals match the company's vision. - Recognize and reward employees. - Offer training and growth opportunities. - Use simple activities like celebrating milestones or team-building trips. #### **Case Study Ideas:** 1. **Why increase engagement?** - Happy employees work harder and stay longer. 2. **What works best?** - Let employees be part of decision-making. - Use leadership styles that encourage participation and communication. Session 3 ### **Organizational Culture in IHRM** - **Standardization**: Using the parent company's way of working everywhere for consistency. - **Localization**: Adjusting to the host country's culture and rules to respect local traditions. ### **Types of Company Approaches** - **Ethnocentric**: Decisions made at the headquarters with little local input. - **Polycentric**: Local branches make their own decisions based on local needs. - **Geocentric**: Combines global consistency with local flexibility. - **Regiocentric**: Decisions made at regional hubs to suit nearby countries. ### **Understanding Culture** - **Hofstede's Dimensions**: - **Individualism vs. Collectivism**: Focus on personal goals vs. group harmony. - **Masculinity vs. Femininity**: Competition vs. relationships. - **Uncertainty Avoidance**: Comfort with change vs. preference for stability. - **Power Distance**: Acceptance of hierarchy vs. equality. - **Time Orientation**: Focus on the future vs. immediate results. - **Indulgence vs. Restraint**: Freedom to enjoy life vs. strict social norms. - **Trompenaars' Dimensions**: - **Universalism vs. Particularism**: Rules apply to all vs. adapting based on relationships. - **Achievement vs. Ascription**: Valuing what you do vs. who you are. ### **Business Ethics in IHRM** - Ethics in HR focuses on being fair, honest, and respectful. - Key practices: - Respect cultural differences. - Treat employees fairly and follow local laws. - Hire ethically and avoid discrimination. - Protect employee data and privacy. ### **Why Ethics Matter** - Avoid legal problems (fines or lawsuits). - Protect the company's reputation. - Keep employees motivated and reduce turnover. - Attract and retain talented staff. ### **Challenges with Ethics Across Cultures** - Differences in: - Rules and traditions (e.g., nepotism or gift-giving). - Gender roles and how leaders are chosen. - Attitudes toward bribes or incentives. Session 4 ### **Workforce Planning** - Ensures the organization has the right number of skilled people in the right jobs. - Steps: - Check current staff (inventory). - Predict future needs. - Plan hiring, training, promotions, and salaries. - Analyze job requirements and set controls. ### **HR Demand and Supply** - **Demand:** How many and what types of workers the organization needs. Influenced by: - External factors: market trends, competition, economy, politics. - Internal factors: company strategy, budgets, and sales goals. - **Supply:** How many workers are available. Includes: - Internal: staff records, talent management, and succession plans. - External: labor market, immigration, and demographics. ### **Job Analysis and Description** - **Job Analysis:** - Understand a job's tasks, tools, and skills needed. - Methods: surveys, interviews, observation, and company documents. - **Job Description:** - Explains the job: title, summary, responsibilities, who the person will work with, and needed qualifications. - Does not include pay or benefits. ### **Expatriates and International Assignments** - **Expatriates:** Employees sent to work in another country. - Types: - **Parent Country Nationals (PCNs):** Same nationality as the company. Good for company culture but expensive and less local knowledge. - **Host Country Nationals (HCNs):** Local workers. Cheaper, know the area, but less connected to the parent company. - **Third Country Nationals (TCNs):** From neither the company's home nor host country. Often cost-effective but may lack corporate understanding. - **Challenges:** High costs, adapting to new cultures, early returns, or failing assignments. Session 5 ### **Recruitment** 1. **What is Recruitment?** - Finding the right people for the job based on the organization\'s needs. - Starts with planning (how many people, what skills are needed). - Ends when you receive applications. 2. **Why is Recruitment Important?** - Hiring new people is expensive (6-12 months of their salary). - Better to retain current employees if possible. 3. **Where to Find Candidates?** - **Internal**: Promotions, transfers, rehiring. - **External**: Job websites, fairs, recruitment agencies. 4. **Recruitment Methods**: - **Traditional**: Ads, job boards. - **Creative**: Games, campaigns (e.g., IKEA's \"Assemble a Career\"). 5. **How to Measure Success?** - Cost to hire. - Time it takes to hire. - How well the new hires perform and stay in the job. ### **Selection** 1. **What is Selection?** - The process of choosing the best candidate after receiving applications. 2. **What Makes a Good Selection Process?** - Reliable and valid (gets the right people). - Fair and free of bias. 3. **Best Methods**: - Structured interviews (same questions for everyone). - Work samples (practical tasks). - Assessment centers (simulated work scenarios). 4. **Things to Avoid**: - Unstructured interviews (random questions). - Judging based on first impressions or biases. 5. **Modern Trends**: - Use of technology (AI to screen resumes). - Remote interviews and more flexible hiring. ### **Expatriates (Working Abroad)** 1. **Extra Steps Needed**: - Check if the family is prepared to relocate. - Train them for cultural differences. - Help them settle back in after the assignment. ### **How to Prepare** 1. Know the skills and qualities (KSA) needed for the job. 2. Use structured interviews and practical tasks to evaluate candidates. 3. Measure success by how quickly and effectively you fill the role and how well the new hire performs. Session 6 ### **Performance Management vs. Appraisal** - **Performance Management**: Ongoing process by managers to improve employees\' overall performance. - **Performance Appraisal**: Annual review by HR to evaluate past performance with numbers or scores. ### **What is Performance?** Performance depends on: - **Ability**: Do they have the skills? - **Opportunity**: Are they given chances to use skills? - **Motivation**: Do they want to do well? Formula: **Performance = Ability + Opportunity + Motivation** ### **Performance Criteria** Good performance criteria should: - Be easy to understand. - Focus on critical job behaviors. - Avoid bias and be fair. ### **How Performance is Measured** 1. **Rating Scales**: Simple scores for performance. 2. **Comparisons**: Ranking employees against each other. 3. **Narratives**: Writing about what went well or poorly. 4. **BARS**: Specific examples of good, average, and poor performance. ### **Who Rates Performance?** - Can include: Self, peers, manager, subordinates, or even customers. - Fairness and knowledge of the job are key. ### **Fixing Performance Problems** 1. **If skills are the issue**: Provide training or redesign their job. 2. **If motivation is low**: Offer rewards or improve the work environment. 3. **If other factors are the issue**: Fix resources, tools, or team dynamics. ### **Compensation** 1. **Goals**: Attract talent, motivate performance, and control costs. 2. **Types of Pay**: - **Fixed Pay**: Regular salary and benefits. - **Variable Pay**: Bonuses based on performance. ### **Rewards** 1. **Extrinsic**: Money, bonuses, and benefits like insurance. 2. **Intrinsic**: Recognition, training, or flexible work options. ### **Expat vs. Local Pay** - **Expatriates (working abroad)** get extra benefits like housing, school fees, and relocation allowances. - Locals receive standard pay and benefits. ### **How to Conduct Appraisal Meetings** 1. Meet in a private space and share clear feedback. 2. Discuss improvements constructively. 3. Set a plan for better performance and follow up. Session 7 ### **Why Training and Development Matter** - Training helps employees improve skills to close performance gaps and meet job demands. - Development focuses on long-term growth, preparing employees for future roles. ### **Key Processes** 1. **Onboarding** - **Orientation**: Short-term; introduces policies, safety, and job basics. - **Socialization**: Long-term; helps employees adapt to the company's culture and values. 2. **Training Steps (ADDIE Model)** - **Assess Needs**: Identify what's missing in performance (skills, tools, etc.). - **Design**: Set clear, measurable goals (SMART). Ensure training is necessary and tied to results. - **Develop**: Create programs like: - On-the-job training (mentoring, shadowing). - Off-the-job training (simulations, case studies, courses). - **Implement**: Deliver training based on the audience (individual or team). - **Evaluate**: Check results using feedback, tests, or appraisals. ### **Training vs. Development** ---------------------- ------------------------- **Training** **Development** Focus: Job skills Focus: Career growth Short-term Long-term Improves current job Prepares for the future ---------------------- ------------------------- ### **Expatriate Training** - Train expats on **language, culture, and business etiquette**. - Include family in the program to help them adjust too. ### **Benefits of Training** - Improves productivity and teamwork. - Boosts retention by showing employees they are valued. - Reduces errors and enhances communication.

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