an introduction to managing people
TRANSCRIPT
8/7/2019 An Introduction to Managing People
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AN INTRODUCTION TON INTRODUCTION TO
“MANAGING PEOPLE”MANAGING PEOPLE”ANAGING PEOPLEANAGING PEOPLE
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HRM—an introduction (concept & practice)
Gallup on “Great Managing” Employee Value Proposition
“Wheel of Migration”
’
“All Stars Team”—compatibility versus ability
Greiner’s Model of organizational growth
Re-hire policies
Employee Engagement—Job satisfaction HR in practice—HR Metrics
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“In a highly competitive global economy, where the
other factors of production—capital, technology, raw—
duplicated, the caliber of the people in theorganization will be the on ly source of competitive
advantage…”
an a crow, or, ersonne ourna
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The 12 Elements of Great Managing
(Gallup)
I know what is expected of me at work
I have the materials and equipment I need to do my work right
In the last seven days, I have received recognition or praise for doinggood work
M su ervisor or someone at work seems to care about me as a erson
There is someone at work who encourages my development At work, my opinions seem to count
The mission or ur ose of m or anization makes me feel m ob isimportant
My associates or fellow employees are committed to doing quality work
I have a best friend at work
In the last six months, someone at work has talked to me about myprogress
This last year, I have had opportunities at work to learn and grow
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The Employee Life Cycle:
RewardDevelop
Motivate
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The Industrial Revolution of the 18th century—substitution of steam power and machinery for timeconsum ng an - a or
Taylor and Scientific Management
Elton Mayo & Fritz Roelthisberger—the Hawthornestudies
Maslow’s Hierarchy of human needs and X and Y theories
of McGregor
Robert Owen and the personnel reforms—Father of Personnel Management
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HRM considers the follow ing:
Being service-oriented from profit-oriented
Considering issues such as productivity, salaries & benefits, absenteeism, recruitment, training, layoffs, etc
Planning for challenging, realistic and specific goals forthe HR
Emphasizing the strategic importance of HR
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THE WHEEL OF MIGRATION
(The Business Context)
Migration of products & services
Migration of capital (availability of venture capitalists—
mobilizing funds for idea generation is possible today)
(If H-1, H1-B visas are restricted, US companies move toIndia. If nurses’ visa is restricted, London patients will
SW OT becom es TW OS
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Environment of Global Human Resource Management
s
T e c h n
SocietyUnions INTERNAL ENVIRONMENT
OperationsMarketing
i d e
r a t i o
l o g y
a l C o n s
Un an t
E v
L
ei c
i p a t e d
n t s
Other n o
m y
S
FunctionalAreas
Finance E c o a
r eh ol d
Safety andHealth
© 2008 by Prentice Hall 14-9
r s
Customers Competition Labor Market
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Recruitment and Turnover
Commitment to Or anization
o Loyalty
o Effort
Innovation
Attitude towards customers
Ability to do the job (skills)
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ECONOMICS: compensation/incentives
SOCIOLOGY: group norms
PSYCHOLOGY: motivation
POLITICAL SCIENCE: the environment
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Job analysis
Human resource planning Recruitment, selection, motivation, and
orientation
Performance evaluation and compensation Labor relations
Safety, health, and wellness, and
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How to manage “talent” in an All Stars Team?
“Talent” and “Organizational Commitment” “Compatibility” and “Ability”
The Key Parameters:
a en n v ua a y
* Organization capability
Identify “zone of indifference”
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STRONG COMPATIBILITYLOW ABILITY
STRONG COMPATIBILITYHIGH ABILITY
Currently good performersPromotions need to be
worked out carefully otherwise
Average to excellent performerswith great potential
Need to be well taken care ofor the organisation may
for development/higher tasks
ey en o e promo e otheir own incompetence
,higher tasks
lose good people
High
+/- +/+
In Which
Quadrants Do CompatibilityHJA & PPA
-/+-/-Your Personnel
HighLowAbility
TST
WEAK COMPATIBILITY
WEAK COMPATIBILITY
Below average performers
HIGH ABILITY
Below average to averageKeeping too many of these
Tend to be outshined/Work frustration, jobNot much can be done exce t -,
due to long years of performingthe same task
performers buthave great potential
a team who cannotdrive the company further
outperformed due to
current job-mismatch
cons ra n s an even
redundancy may resultto sustain their efficiency
can bring vast improvement
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’ Organizational Grow th
Larry Greiner has developed a 5-stage model
of organizational growth:
Growth through creativity
Growth through direction Growth through delegation
Growth through coordination
Growth throu h collaboration Growth through alliances
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Greiner’s Curve of
Evolution & Revolution
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MAJOR ISSUES IN GLOBAL HRM
(The changing environment of HRM)
Developing an understanding of the cultural
environment of human resource management
Developing an understanding of the political
management
Developing an international human resource
management strategy
Virtual Teams
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THE FUTURE HR FUNCTION
(The challenging nature of HRM)
“In India & China, the HR function has shifted from being
administrative to strategic”—D Ulrich
Best source of “future talent” is “ current talent”
-
o Any ways to retain low-performing employees?
Why people join an organization:
Opportunities
Compensation
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Dangers of excessive growth—quality suffers
wanting!!!
* Growth* leadership** competition
* cultural diversity
The question of INTEGRITY: fastest way to get fired in,
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Am I able to serve my employee: connect with him/her?
Do I address employee issues rather than organizationissues?
Do I enable my employee to have VOICE? (Dave Ulrich)* Vision
* Opportunity
* Incentive, Impact
,
* Entrepreneurship (flexibility in terms of work)
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COMPETENCE: today & tomorrow
Assign people to different work and make them “stretch” (thro’ training, thro’ experience)
COMMITMENT: refer to VOICE
The gap between CEO’s and average employee pay:
* USA—220:1 (was 80:1)
—
* Japan—9:1
* —
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Workforce measurements
Measurements of performance
performance
Measurements of the effectiveness of managers
’
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Th Em l Pr i i n M l
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HR Metrics focuses on critical tools HR
professionals need, to make a tangibleconnection between the firm’s talent base andits sustainable strategic success
Links HR strategy with business strategy
The value add: HR Metrics decide not only onw a o oo a , u a so ow o une smethodology to get the kind of information the
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u
ercentage o emp oyees a m n stere an emp oyment testbefore selection
Percentage of employees whose jobs have been formallydefined
Percentage of employees who are administered attitudesurveys on a regular basis
Average number of days an employee received training in thelast 12 months
Percentage of employees covered under formal appraisalsystem
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…
Overall workforce productivity: the dollar value of
the increased workforce productivity between 2009 &
Em lo ee En a ement: the % of em lo ees who
“look forward to coming to work” everyday (from surveyresults)
Recruiting: the number of days key positions were
vacant, the dollar value of a bad hire in key positions
Retention: preventable turnover in key jobs (thro’
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…
Manager Satisfaction: managers asked to rate specificbusiness functions contributing to their satisfaction, and alsoincrease in roductivit
Compensation & Benefits: % of top performing employees
Employee Relations: % of employees that improved on ateas one appra sa ra ng w n one year
Training & Development: % of employees that reportexcellent training opportunities among the top three reasonsthey accepted the job
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…
Generalist Activities: employee referral rates, as anindication of employees’ willingness to recommendothers to the firm
HR Goals Met: % of top priority HR goals that were
Overall HR Costs: dollar spend on HR costs for everyo ar o revenue genera e
Th e lear n in f o r or an izat ion s: * Employees should be allowed to leave if the costs to
retain exceeds the costs to replace
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c on ann ng n
Action: What will be done?
Resources: What resources are required?
Responsibility: Who will do it?
Timing: When will it be done?
Tracking: Who will follow up, how and when?