Course Summary: Human Resource Management: Gaining a Competitive Advantage
Summary Human Resource Management Chapters 1,2,4,5,6,16
Chapter 1: Gaining a Competitive Advantage * Competiveness ability to maintain share in industry (related to effectiveness) * Human Resource Management policies, practices, systems that influence employees’ behaviour, attitude and performance analysing and design of work, planning, recruiting, selection, training, compensation, performance management, employee relations * HRM practices should be strategic * HR has 3 product lines administrative & transactions (compensation, hiring, staffing); Business partner Services (develop HR systems
Strategic Partners (contribute to business strategy) * Six Competencies of HR dudes:
Credible activist (integrity, share info, build trusting relationships)
Cultural Steward (facilitate change, develop & value culture, help employees with culture)
Talent Manager (develop talent, design reward system, shape organization)
Strategic Architect (business trends, evidence based HR, develop people strategies)
Business Ally (understand business e.g. how it makes money)
Operational Executor (implementing workplace policies, advancing HR technology, day-to-day work) * admin tasks are decreasing (more technology used); strategic business partner (new opportunities, mergers, developing talent) , change agent, employee advocate increasing * Self-service give employees access to HR information * Outsourcing of admin work (employee assistance, account administration, background and legal checks) * Evidence-based HR demonstrating HR has positive influence on bottom line (productivity, turnover) * Three competitive challenges
- sustainability (ability to make profit without sacrificing resources of employees, community, environment; deal with economic and social changes, ethical business practice, high-quality products and services) economic changes (recession, downsizing, delaying retirement, increasing total
Chapter 1: Gaining a Competitive Advantage * Competiveness ability to maintain share in industry (related to effectiveness) * Human Resource Management policies, practices, systems that influence employees’ behaviour, attitude and performance analysing and design of work, planning, recruiting, selection, training, compensation, performance management, employee relations * HRM practices should be strategic * HR has 3 product lines administrative & transactions (compensation, hiring, staffing); Business partner Services (develop HR systems
Strategic Partners (contribute to business strategy) * Six Competencies of HR dudes:
Credible activist (integrity, share info, build trusting relationships)
Cultural Steward (facilitate change, develop & value culture, help employees with culture)
Talent Manager (develop talent, design reward system, shape organization)
Strategic Architect (business trends, evidence based HR, develop people strategies)
Business Ally (understand business e.g. how it makes money)
Operational Executor (implementing workplace policies, advancing HR technology, day-to-day work) * admin tasks are decreasing (more technology used); strategic business partner (new opportunities, mergers, developing talent) , change agent, employee advocate increasing * Self-service give employees access to HR information * Outsourcing of admin work (employee assistance, account administration, background and legal checks) * Evidence-based HR demonstrating HR has positive influence on bottom line (productivity, turnover) * Three competitive challenges
- sustainability (ability to make profit without sacrificing resources of employees, community, environment; deal with economic and social changes, ethical business practice, high-quality products and services) economic changes (recession, downsizing, delaying retirement, increasing total