managing and co-ordinating the human resources function (5mhr) cohort: waterloo tutor: michelle...
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Managing and Co-ordinating the Human Resources
Function (5MHR)
Cohort: Waterloo
Tutor: Michelle Maunder
Learning Outcomes
1.Be able to explain the purpose and key objectives of the HR function in contemporary organisations.
2.Understand how HR objectives are delivered in different organisations.
3.Understand how the HR function can be evaluated in terms of value added and contribution to sustained organisation performance.
4.Understand the HR function's contribution to effective change management.
5.Be able to explain the role of ethics and professionalism in HR management and development
6.Understand the relationship between organisational performance and effective HR management and development.
Learning Outcome 3
LO3: Understand how the HR function can be evaluated in terms of value added and contribution
to sustained organisation performance
3.1 Describe the major criteria used to evaluate the contribution of the HR function and of HR policies and
practices
3.2 Assess the major methods used to evaluate the contribution made by HR
Human Capital Management
You cannot manage unless
you measure
But the measuresmust be
meaningful
And they must lead to action
This resource is part of a range offered free to academics and/or students using Armstrong’s Handbook of Human Resource Management Practice, 11th edition, as part of their course. For more academic resources and other FREE material, please visit www.koganpage.com/resources and then click on Academic Resources.
Measurements
Service level agreements (SLA’s)Key Performance Indicators (KPI’s)
Delivery of strategic objectives Use of HR metrics
Data gatheringBenchmarking
Balanced score cardStaff surveys
Risk managementLine manager & Employee feedback.
Key Performance Indicators (KPIs)
Performance measures for organisations. HR indicators could include:
• Reduce absence by 10% by 2014• Reduce the recruitment budget by 10% in 12 months
• ???
Human Capital Management
Retention & utilisation of skills (Human Capital)
Intellectual: flow of knowledgeSocial: knowledge from networks
Organisational: institutionalised knowledge
Human Capital Management
Factors impacting on measurement
Type of organization; business goals/driversExisting KPIs
Use of balanced scorecardThe availability of data
Financial perspectiveHow do we appear to
our shareholders?
Customer perspectiveHow do customers see us?
Innovation and learning (people) perspective
Can we continue to improve and add value?
Internal perspectiveWhat must we excel at?
Balanced Scorecard
Human Capital Management
Human capital index - Watson
Wyatt
•Total rewards•Flexible workforce•Recruitment/
retention•Communication
Organisational performance
model - Mercer HR Consulting
• People• Work processes• Information• Knowledge• Decision making• Rewards
The human capital monitor -
Andrew Mayo
• Capability • Potential to grow• Performance• Contribution• Leadership• Motivation• Learning
Evaluating Success
Resourcing – advertising costs, recruitment success rates, selection process in relation to future performance, induction resulting in higher
retention
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