2. Human Resource
• The people who work in the organization.
• The „ people ‟ resources required accomplish the work of the
organization.
• Human resources are referred to as employees, personnel and
staff
Human Resource Management
The application of specific management practices to effectively
manage the people in the organization. Those practices
include: strategy, plans, policies, procedures, processes,
systems, programs and activities.
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3. Performance Management
Performance Management is the term describing the process of managing
employees and teams based on established performance expectations and
measured performance results.
The process of performance management involves line managers consistently
doing the following activities:
• Defining performance requirments and expectations.
•Communicationg performance expectations to individuals and teams .
•Measuring the actual performance in relation to the desired performance .
•Giving regular feedback and rewarding desired performance .
The Human Resources function supports line managers by providing activities
and programs that facilitate the performance management process.
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4. Business Partners
The strategic role of the Human Resources function is to assist senior
managers to achive their business goals. The Human Resources
function as a business partner, providing specialized services to assist
line managers to accomplish work through people.
As companies work to achive profits in a highly competitive business
enviroment, they are turning their attention to the effective utilization
and management of the people who work in the organization. In must
companies, employees comprise a significant percentage of the
operating expenses. In other words, companies have a large investment
in their employees.
As business partner, the role of the Human Resource manager is to
ensure the organiztaion manages its employees as a valuable asset.
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6. Human Resources Managers objectives
•Adopt goals that add value and bring results to the business.
•Learn how the business runs from the perspective of a line
manager.
•Become a partner in the strategic business planning process.
•Connect the goals and programs of the Human Resources
function to the strategic business plan.
•Become proactive rather than reactive, take the initiative to
become a business partner and an asset to the management
of the business.
•Broaden the role of the Human Resource function from
“administration” to a “service provider.”
•Measure and report results of the activities of the Human
Resource function in relation to business results.
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7. Line Managers
• Expect Human Resource managers to be a value-added
business partner.
• Involve the Human Resource maangers in the strategic
business planning process.
• Expect Human Resource managers to contribute to the
overall improved effectiveness of people in the rganization.
• Hold Human Resource managers accountable for
measuring and reporting results of the activities of the
Human Resource function in relation to business results.
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