Summary: Attracting & Developing Employees (Ade)

Read the summary and the most important questions on Attracting & Developing Employees (ADE)

• 1 HR Strategy

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• Human Resource Strategy and Policy

  • A strategy defines the direction in which an organisation intends to move and establishes the framework for action through which it intends to get there.
    
  • A policy is a general statement that serves to guide decision making.
  • Consistent decision making achieves through the policy

• Key Actions to become strategic HR

  • Define the HR department's responsibility as the maximisation of profits through better people management
    
  • Senior HR should report to CEO
  • HR professionals should have experience in business/operations or at least job rotate to acquire business acumen in order to gain respect and perceive as equal by line managers
  • HR should implement Employee Value Proposition (Employer of Choice) in the company, promote the Employer Brand among staff and external parties with their "touch points"

• What is Employer Branding?

  Management consultants (e.g. Mercer)
  "Creating and delivering to employees an employment experience that embodies the same value and commitments as expressed externally in the organisation's identity, products and services."
  
  -E.g. Of companies doing on Employer Branding: Shells & Starbucks

• Purposes of HR Strategy

  • Ensuring all business planning processes understand the value of people
    
  • Making sure that strategic planners understand the people implications affecting their plans --> Preferably to hire people who can start work immediately
  • Identifying the competencies of the organisation
  • Sourcing the type of people needed in the organisation to help achieve the business objectives
  • Assessing employees' performance to meet the goals of organisation
  • Assessing their level of employee satisfaction and commitment and develop action plan
  • Developing key staff as part of succession planning

• Horizontal Fit (congruence among HR practices)

  • is one HR practice complements another practice
    
  • For e.g., if a firm wants to recruit talented employees, then it must offer better pay and benefits as talent are attracted to higher pay and better benefits
  • Without horizontal fit to retain talents, will bring costs and negative performance which in turns affect the business results

• Vertical Fit (alignment of HR practices with business)

  Organisational level factor will affect business.
  

  1. The firm strategy and culture will affect vertical fit. HR practices are designed to support different business strategies.
  2. For e.g., in a low cost leadership strategy, HR will formulate clear and objective evaluation to measure employee contribution to cost savings.
  3. As for culture, if the company view HR as unimportant, then it is difficult for HR to respond to business needs as they will not be motivated to do so.

• 2 HR Planning

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• A HR Planning Model

  1. Phase 1: Environmental Scanning
     
  2. Phase 2: Forecasting Demand of HR
  3. Phase 3: Forecasting Supply of HR
  4. Phase 4: Develop Action Plans

• 4 types of flexible organisation

  • 'numerical flexibility' is where the management can adjust levels of labour in line with demand
  • 'functional flexibility' is the ability to train and deploy labour over a range of tasks
  • 'financial flexibility' is the extent of revising the pay structure as and when needed
  • 'distance flexibility' is the replacing of permanent employment contracts with sub-contracting, that is by using other form of employment (i.e. The use of self-employment - free lancers, contracting headcount to agency, use of temporary, part-time, contract staff) 

• Core VS Peripheral Workers

  • The 'core' group being permanent displaying functional flexibility characteristics
    
  • The 'peripheral' workers on the other hand are exploited in the form of 'numerical flexibility' and 'distance flexibility', being used and discarded, as required by demand.
  • Subcontracting referred to in Atkinson's model as 'distance flexibility' seems to be a structural change in the way an organisation operates.

• 3 Job Analysis and Design

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• Methods of job data collection

  1. Interviews
     
  2. Questionnaires
  3. Employee's diaries or log
  4. Observations
  5. Critical Incidents