hr presentation (draft)2.pptx
TRANSCRIPT
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Contemporary Issues for
Presenter: Ransford Simms
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Overview
Changing nature of HRM
Contemporary issues
- Recruitment and selection
- HRD
- Performance management
- Compensation
- Health Safety & the Environment
- Employee/Industrial Relations
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Shifting from Tradition to ContemporaryHRM
Strategic focus
Human Capital Management
Workforce Diversity
HR Metrics
New Employer/Employee Relationships
New Union/Management Relations
Role of Technology Digital Dashboards
New Approach to Traditional HR functions
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Contemporary Issues in
Recruitment and Selection:
Talent Management: Recruiting and Retaining the best
Emphasis on non-traditional skills and competencies
Competency Modeling vs. Job Analysis
Roles vs. Jobs
Greater sensitivity to diversity in the R&S process
Greater use of psychometric testing
Alternative Staffing Arrangements Temps, part-time,
leasing, outsourcing, offshoring, contingency workforce Internet recruiting
Global recruiting
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Contemporary Issues in HRD
Competency Modelling
Just-in-Time Training
E-Learning
Computer-based training
Online Education & Training
Rapid Skills Obsolescence Outsourcing of T& D Services
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Contemporary Issues inPerformance Management
To appraise or not to appraise.
Individual vs. team performance assessment
Performance metrics: KPIs
Balance score card and performancemanagment
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Contemporary Issues inCompensation
Reducing benefits cost
Job evaluation vs. market pricing
Pay openness vs. pay secrecy
Ratio of fixed to variable pay
Pay-for-skills/competencies
Flexible benefits plan
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Contemporary Issues in Health,
Safety & Environment
Wellness and assistance programmes
Pollutants in the workplace
Computer- related illnesses Environmental protection
Work & Life Stress Work/Life Balance
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Contemporary Issues inEmployee/Industrial Relations
Changing roles of Trade Unuons
Changing Employee Expectations
Workplace Governance/ OrganizationalDemocracy/ Employee Participation
HR Management/ Union partnership
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Survival Essentials: Workforce Planning
Align STRATEGY With business plan, strategy & goals
Assess skills DEMANDCurrent & future demand for
resources/ capabilities/locations
Assess current SUPPLY
Identify GAPS
Establish performanceindicators, metrics(S.Melbourne,HR
Monthly Oct 06)
INT: Turnover, age profile, talentEXT: labour market trends
Close Gaps, IMPLEMENTImplement HR Strategy (Attract,
Retain, Develop). Implement
REVIEW
Prioritise Shortfalls
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People As Asset or Overhead?
Assets?Deliverables
Clients
Employee engagement
Skills Culture, Values andWorkplace Practices
Investment?Responsiveness
Retention Competitive advantage
Managers ability Knowledge, capability &
committment Relationships at Work
Overhead?Program costs
Overtime Absenteeism
Turnover Replacement costs
Liability?Risks
OH&S phys & psych Discrimination Presenteeism
Conflict at work IR/ER Reputation
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Survival depends on integrated strategy
EmployeeEngagement
Alignment
Performance&
Productivity
WorkplaceFlexibility &
Wellbeing
Attraction &Retention
GrowingCapability
AgeManagement(Retirement)
HRStrategy