Human resources management and admi

1. HUMAN RESOURCES
MANAGEMENT (HRM) AND
ADMINISTRATION MASTERCLASS
XENOCORP
LEGAL AID S.A (FS/NW REGION)
CHARLES COTTER
29 JUNE 2015

2.  Assessing your own Competence
 How to demonstrate value from HR Service delivery
 The HR value chain and process excellence
 Managing your HR programme of action
 Employer branding
 Talent Management and retention
 Performance management
TRAINING PROGRAMME OVERVIEW

3.  Complete the statement by inserting one (1) word only. In order
to be a competent HR Manager or Administrator, I need to/to
be .…………………………………..
 Now find other learners with the same word as you.
 Jot these words down on the flip-chart.
 Each learner will have the opportunity to elaborate on their
chosen word.
INTRODUCTORY LEARNING ACTIVITY

4.  Human Resource Management (HRM) is the function within an
organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization.
 Human Resource Management is increasingly being performed by line
managers.
 Furthermore, Human Resource Management is also a strategic and
comprehensive approach to managing people and the workplace
culture and environment.
 Effective HRM enables employees to contribute effectively and
productively to the overall company direction and the
accomplishment of the organization's goals and objectives.
DEFINING HUMAN RESOURCES
MANAGEMENT (HRM)

5. KEY HRM FUNCTIONS

6.  Defining Strategic HRM
 The HR value proposition
 Ulrich’s HR Roles Model
 The Balanced Scorecard
 The HR Scorecard
STRATEGIC HRM (SHRM)

7. ULRICH’S HR MODEL

8. BALANCED SCORECARD

9.  Group Discussion:
 By referring to any one of the Strategic HRM models, evaluate
whether the Legal Aid Board’s HRM function is currently
strategic. Identify areas of improvement (gaps) and
recommend how the HR function can re-position itself as a
strategic business partner.
LEARNING ACTIVITY 1

10.  Step 1: HR/Workforce planning
 Step 2: Acquiring qualified workers
 Step 3: Retaining qualified workers
 Step 4: Motivating qualified workers
 Step 5: Evaluating qualified workers
 Step 6: Training and developing qualified and competent employees
THE SCOPE OF THE HRM PROCESS
AND FUNCTION – VALUE CHAIN

11.  Group Discussion:
 Critically evaluate the efficiency and effectiveness of the Legal
Aid Board’s HRM process. Identify areas of improvement (gaps)
and recommend how the HR function can enhance
performance and value add.
LEARNING ACTIVITY 2

12.  The fifth step in human resource planning is developing action
plans based on the gathered data, analysis and available
alternatives.
 The key issue is that the plans should be acceptable to both top
management and employees.
 Plans should be prioritized and their key players and barriers to
success identified.
HR ACTION PLANNING

13. HR ACTION PLAN TEMPLATE

14.  Setting performance standards
 Monitoring, evaluating and measuring actual performance
 Comparing actual standards
 Taking corrective/remedial action (if necessary)
 Follow-up
MONITOR, EVALUATE AND ADJUST
THE HR ACTION PLAN

15. MONITOR, EVALUATE AND ADJUST
THE HR ACTION PLAN - ILLUSTRATED

16.  Objective: Magnetically attracting the “Cream of the
Crop”
 Objective: Facilitating an optimal Person-
Environment (P-E) fit
 Strategy: Developing, articulating and advocating of
a compelling Employee Value Proposition (EVP)
 Strategy: Employer Branding – (re) positioning as an
“Employer of Choice”
STRATEGIC TALENT ATTRACTING

17.  A resourcing strategy is concerned with shaping what an organization has
to offer to people to join and stay in the organization. (Armstrong, 2011)
 EVP is a statement of what an organization will provide for people that
they will value - why the total work experience at their organization is
superior to that at other organizations.
 The EVP is an employee-centered approach that is aligned to existing,
integrated workforce planning strategies because it has been informed by
existing employees and the external target audience.
 Key Selling Points (KSP): Host of financial and non-financial benefits
 Non-financial benefits:
 The attractiveness of the organization
 Responsibility – corporate conduct, ethics and CSR/CSI
 Respect – diversity and inclusiveness
 Work-life balance
 Opportunities for personal and professional growth
EMPLOYEE VALUE PROPOSITION
(EVP)

18. COMPONENTS OF VIABLE EVP

19.  Unique Selling Points (USP) - Employer brand that is
unique and special
 Creation of a Brand image of the organization for
prospective employees
 Influenced by the reputation of the organization
 Creating an Employer Branding strategy
EMPLOYER BRANDING

20.  Analyze what ideal (preferred) applicants need and want
 Establish how far core values of the organization support the
creation of an attractive brand and ensure these are inculcated
into organizational value system
 Define the features of the employer brand on the basis of
examination and review of each of the areas that affect the
perception of people e.g. quality of management
 Benchmark the approaches of top performing companies as a
means of improvement
 Pragmatic approach: be honest and realistic
CREATING AN EMPLOYER BRANDING
STRATEGY

21. THE LINK BETWEEN TALENT ATTRACTION
AND EMPLOYEE ENGAGEMENT

22.  Group Discussion:
 For the Legal Aid (FS/NW region), craft and develop the
following key statements as a form of attracting and retaining
top talent:
 Employee Value Proposition
 Employer brand
LEARNING ACTIVITY 3

23.  Defining employee retention
 Retention relates to the extent to which an employer retains its
employees and may be measured as the proportion of employees with a
specified length of service (typically one year or more) expressed as a
percentage of overall workforce numbers. (CIPD)
 Improving employee retention
 Why employees are leaving
 The impact that employee turnover has on the organization, including the
associated costs
EMPLOYEE RETENTION AND
MOTIVATION

24.  #1: Job previews
 #2: Make line managers accountable
 #3: Career development and progression
 #4: Consult employees
 #5: Be flexible
 #6: Avoid the development of a culture of 'presenteeism'
 #7: Job security
 #8: Treat people fairly
 #9: Defend your organization
RETENTION STRATEGIES

25.  Monetary (extrinsic)
 Non-monetary (intrinsic)
 Combination of both monetary and non-monetary
MOTIVATION TECHNIQUES

26.  Group Discussion:
 Develop retention and motivation strategies for the Legal Aid
Board (FS/NW region).
LEARNING ACTIVITY 4

28.  Defining performance management (PM)
 Components:
Evaluation
Development
Relationships
 The principles of effective PM systems
PERFORMANCE MANAGEMENT

29. PERFORMANCE MANAGEMENT
CYCLE

30. PERFORMANCE PLANNING
 Clarifying expectations
 Setting of goal/objectives, performance standards and criteria
 Action Planning
 Contracting Performance Agreements

31. PERFORMANCE REVIEW/APPRAISAL
 Monitoring, Measuring/Evaluating performance against the pre-
determined performance goals/objectives and standards and
criteria.

32. PERFORMANCE FEEDBACK/INTERVIEW
 Conducting of the 8 step, Human Touch interview/discussion –
formally/informally and implementing Positive and Corrective
performance feedback.

33. 8-STEP HUMAN TOUCH
PERFORMANCE INTERVIEW
 Step 1: Control the environment
 Step 2: State the purpose of the discussion
 Step 3: Ask for the employee’s opinion
 Step 4: Present your assessment
 Step 5: Build on employee’s strengths
 Step 6: Ask for employee’s reaction to your assessment
 Step 7: Set specific goals
 Step 8: Close the discussion

34. PERFORMANCE DEVELOPMENT
 Implementing training and development and other people
performance improvement initiatives and the adoption of the 5
pivotal roles of people development-focused managers (people
capitalism).

35. PERFORMANCE MATRIX

36. PERFORMANCE REWARD
 Offering of host of customized and personalized intrinsic and
extrinsic performance reward options and recognition. Ensure
compliance with best practice principles

38.  Group Discussion:
 From your experience as a HR manager, outline the
performance management process by discussing the key
managerial actions in each stage.
 Indicate the process and strategies to improve poor
performance.
LEARNING ACTIVITY 5

39.  Summary of the key learning points
 Questions
 Conclusion
 Good luck with the application of the best practice principles.
CONCLUSION

40.  http://www.slideshare.net/CharlesCotter
 CHARLES COTTER
 084 562 9446
 charlescot@polka.co.za
 LINKED IN
 TWITTER: Charles_Cotter
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