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Role Of Hrm In Career ,training ,organizational Devpt.

Workers Compensation Law Discussion

Role Of Hrm In Career ,training ,organizational Devpt.

Postby Beacher » Tue Nov 29, 2016 4:03 pm





Posts: 50
Joined: Mon Apr 07, 2014 5:26 pm

Role Of Hrm In Career ,training ,organizational Devpt.

Postby Chico » Wed Nov 30, 2016 8:19 pm





Posts: 42
Joined: Wed Jan 15, 2014 3:05 am

Role Of Hrm In Career ,training ,organizational Devpt.

Postby Yogi » Sun Dec 04, 2016 3:00 pm







here is  my   answer.




transferring information and knowledge to employers equipping employers to translate that information and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the quality of the management of people. Usually training should be considered along with education policies and systems which are crucial to the development of human resources. THE  IMPORTANCE  OF  DEVELOPING  A  ROLE  IN TRAINING

Developing a  HRM  role in training is important for an employers' organization for several reasons. First, it enables the organization to contribute to the development of a company's human capital, through its influence on education policies and systems and training by public training institutions, to better serve business needs. It also enables it to influence employers in regard to the need for them to invest more in training and employee development - which employers should recognize as one key to their competitiveness in the future. Second, it provides an important service to members. Third, it is an important source of  KNOWLEDGE  provided the organization can deliver relevant quality training. Fourth, it compels its own staff to improve their knowledge without which they cannot offer training to enterprises through their own staff. Fifth, the knowledge required for training increases the quality of other services provided by the organization - policy lobbying, advisory and representation services. Sixth, it contributes to better human relations at the enterprise level and therefore to better enterprise performance, by matching corporate goals and people management policies. Finally, it improves the overall image of the organization and invests it with a degree of professionalism, which can lead to increased PROFESSIONALISM , PRODUCTIVITY, AND PROFITABILITY.




Internal Training

The role of an employers' organization in training has to be viewed from different perspectives. First and foremost it must be viewed from an "internal" point of view i.e. the training and development of its own staff. This is essential to the effectiveness of the organization's training services as well as to the other services it provides members, all of which fall within the following:

influencing the environment needed for business growth and development direct services to STAFF  AND WORKERS. This requires that the staff be trained in the areas of the organization's services and core competencies .


Training Services

This objective of training(i.e. to make its other services more effective) involves mostly the acquisition of knowledge needed for staff to perform their functions. This is an important pre-requisite to staff undertaking the second role of an employers' organization in training, which is to provide training to members  in areas in which they expect services. But unlike in the case of the first objective of training earlier referred to, this second role or objective requires not only knowledge in the areas of training, but also training skills i.e. in training techniques or methodologies. If staff do not develop training skills

they will be able to transfer knowledge but not the skills to apply the knowledge to particular situations which arise in enterprises(productivity is increasingly the application of knowledge). Examples include negotiation, workplace mechanisms to improve workplace relations and human resource management policies and practices such as:

recruitment, selection, induction performance appraisal leadership and motivation employee retention wage and salary determination The main objectives of this second training role(to provide training to members) are:

to provide members with the means to address labour - related problems and issues to instill in enterprise managers the skills needed to improve their management of people where enterprises have a training department, to train their personnel. It follows that the staff of employers' organizations are not themselves practitioners in people management. They are trainers of those engaged in managing people and, occasionally of other trainers.


Influencing  TRAINING  Policies and Programmes

The third role  WHICH   involves influencing  educational and skills training policies and schemes. This could be effected in a variety of ways:

Through representation . Identifying  ORGANIZATION''S education and skills needs and providing feed back Influencing  ORGANIZATION, education and training authorities to correct inappropriate PROGRAMs and to commence preparing for the future education and training needs if HRD policies are to have impact. Initiating or promoting  TRAINERS' education programmes to impart to them knowledge about the role of business , the environment needed for business development etc. Promoting closer links between ORGANIZATION and educational and training institutions. Influencing course content e.g. management course contents to include more human relations management subjects, and even basic management in occupational safety and health and environmental management. ==============================================================

Other Roles

A fourth role is for an employers' organization to raise awareness among employers of the need for increased investment in the development of human capital as an essential condition for achieving competiveness.

A fifth role is in the training of personnel or human resource managers, given the fact that their role still tends to be downgraded relative to other management functions such as finance, marketing and production. This role could also be undertaken through training support .

A sixth role for an  organization is the provision of advisory services to member companies by

assisting trainers in enterprises to develop or improve their in-house training programmes, especially in the areas of the employers' organization's expertise upgrading the knowledge of company trainers maintaining a directory of relevant training programmes/courses Seventh, an employers' organization should be able to influence the provision of training incentives to be offered to employers, through the tax system or training levies. Eight, an employers' organization could develop training material to be used by enterprises for in-house training.



There are certain prerequisites essential to undertaking a training role in relation to members. Training may be effected in three ways

by the employers' organization's own staff by external persons or institutions the employers' organization may contract with to conduct training by a combination of both the above methods, which would usually be the most practical since it is unrealistic to expect employers' organizations to develop the level of skills needed in all the areas of training. Even in courses conducted by the organization trainers or resource persons can be used for selected subjects to enrich the programme.

Where training is conducted by the staff of the employers' organization it follows that it must have a comparative advantage in the subject matter of the training. In order to have that advantage the staff should

have the requisite knowledge in the subject matter be trained as trainers, although this is not critical in all cases. For instance, conducting courses on the application of the labour laws requires knowledge of the subject matter, and skills in training may not be particularly critical though undoubtedly useful. be supported by an up to date information and research base. The above mentioned pre-requisites underline the two types of training an employers' organization might undertake. The first is the transference of information and knowledge needed by enterprises to make decisions in labour related areas. This requires the first and third pre-requisites referred to. However, in order to have an impact on enterprises in the management of people, the training needs to go beyond knowledge-transference and demonstrate how to translate the relevant knowledge into practice. This involves not only a sound information and research base and staff with the requisite knowledge, but also staff with training skills.


Training Needs Survey Training needs of employers should first be identified through a training needs survey, which will determine the areas of training and the programmes to be developed. Such a needs survey by an employers' organization differs from one undertaken by an enterprise in that it would focus on the collective training needs of employers generally or in an industry. However, company-specific training programmes, which may come to be increasingly expected of employers' organizations could be based on needs identified either by the company or by the employers' organizations trainers in consultation with the relevant company officials.

Apart from training needs surveys, where employers' organizations provide direct services to members resulting in close interaction between its staff and enterprises(as where representation and advisory services are important functions of the organization the staff are ideally placed to identify some of the training needs by virtue of their frequent handling of problems for employers.

Some training can be "supply-driven" to demonstrate the employers' organization's innovativeness and leadership role.



Identifying Areas of Training Specialization

HRM  do not usually offer training in all areas of management(e.g. general management, finance, marketing) because

these are specialized areas requiring knowledge in subjects outside the mandate of an employers' organization such training is provided by other institutions like business schools and polytechnics which specially cater to these training needs. However, in some areas training undertaken by employers' organizations and other institutions overlap. An example is negotiation skills on which business education institutions in some countries have highly effective programmes. Another is human resource management. Therefore it is important for employers' organizations to develop an expertise in training in industrial relations(laws, workplace labour relations practices, wages, negotiation). It is a subject in which it can develop a comparative advantage, especially since in many countries such training is seldom offered by other institutions. Even if other institutions do, they may lack the practical experience employers' organizations develop if they provide direct services to members.



Establishing Training Priorities

The  HRM  should establish a priority table in respect of the areas in which it wishes to

itself provide the training act only in a subsidiary capacity by, for instance, collaborating with external institutions or individuals. provide training material Some of the areas in which an employers' organization can undertake training are:

Industrial Relations and Labour Law. Personnel and Human Resource Management.  

Negotiation and negotiation skills. Safety and health.  

Productivity. Supervisory training. This often neglected area of training is an important means of improving workplace labour relations and productivity. Cross-cultural management training. --------------------------------------------------------------------------------


Equipping the Organization for Training

The organization should equip itself to perform a training role. Among other things, this involves the followings:

Analysing the organization's strengths and weaknesses in training in the light of the needs assessment surveys and identification of the areas of training. Training the staff in training skills Where relevant, studying the management of the training function of employers' organizations which have developed an excellence in training Improving the organization's information/research/knowledge base Developing training courses and materials Where necessary entering into arrangements with outside individuals or institutions to design and/or conduct training programmes Appointing a training manager, or at least a person to plan and coordinate the training Acquisition of the training equipment needed. ==========================================================================



-is  an  outcome  of   CAREER  MANAGEMENT  PROCESS. which    is  an  outcome  of  

-corporate  strategic planning

-corporate  objectives

-corporate strategy.

Hence  HRM   need  to  review this  in detail   and get  involved  in its development. SUCCESSION  planning  is an  element  of   career   management  process.

Career  Planning  is   a  critical  element /  outcome   of   


-HRM  is  the  coordinator, with  CEO in the chair  of  the  committee.

2.Performance  appraisal  

-HRM  is  the manager  responsible for the  set up  and running  of this  system.  

3.''Potential''   assessment  systems.

-HRM  will coordiante  with  this   with the   ASSESSMENT  CENTRE. ---------------------------------------------------------------------------------------------------------

HRM   define   the  process  Succession Planning Define where you currently are in your succession planning process.

What positions is the  co.  planning for? What key people have been  designated for succeeding to higher positions? Where are they in their experience, education and training schedules? What has changed since the  last review? What other candidates can you identify, either for future needs or to replace people who were in the process and either left your company or did not work out as expected? What has changed inside the  company which might alter where you have been planning to go with the  succession plan?

How have the current candidates performed to date? What jobs have changed, and how have they changed, since the  last review? What new opportunities, technologies and other issues have emerged which may lead to change in the succession plan, its objectives or tactics? Define where we  want the  succession plan to take the  co., especially in light of your current strategic plan.

What will you look like in three to five years and what will your key people be doing then? What openings will you need to fill due to attrition, promotion or expansion? What new disciplines will the company require, and how will you fill them? How does your succession plan fit with your expectation of where your company, your markets and your internal situation will likely be going? Define how you will get from where you are today to what you want the company to look like at the end of your current planning horizon.

Who will be involved and what will each be doing? When will they start and end each part of the process and how will you judge their progress? What criteria will be used to determine each candidate’s ongoing fitness for his or her career path? Does each candidate offer and demonstrate continuing potential and progress toward meeting the requirements you have established? On what basis will you determine if someone is not progressing appropriately, and what can you do to help that person develop to the fullest extent? What alternatives can you offer those who are not meeting expectations? Once a plan is in place and people are in the process of being groomed for higher responsibilities and positions, where do you go from here? As indicated above, this is an ongoing process. HRM  establish goals, select candidates, establish training and educational processes, initiate the process of selecting and training with each individual, and monitor developments. HRM  continually update your status, review your assumptions about where you want to go and how you will get there, modify your strategies and the resulting actions/action plans, and continually feed back environmental developments. As your situation changes, you alter your objectives to match the appropriate strategies, make mid-course corrections, and continue your ongoing management processes as a part of the regular course of business.


HRM   manages the process of career planning

Career planning is the key process in career management. It uses all the information provided by the organization's assessments of requirements, the assessments of performance and potential and the management succession plans, and translates it in the form of individual career development programs and general arrangements for management development, career counseling, mentoring and management training.

career planning is for individuals as well as the organization

Career planning procedures are always based on what the organization needs. But they have to recognize that organizational needs will not be satisfied if individual needs are neglected. Career planning has to be concerned with the management of diversity.

Career plans must therefore recognize that:

*   members of the organization should receive recognition as individuals with unique needs, wants, and abilities;

*   individuals are more motivated by an organization that responds to their aspirations and needs;

*   individuals can grow, change and seek new directions if they are given the right opportunities, encouragement and guidance.

HRM  USES   the  Career planning techniques

Career planning uses all the information generated by the succession plans, performance, and potential assessments and self?assessments to develop programs and procedures which are designed to implement career management policies, achieve succession planning objectives and generally improve motivation, commitment and performance. The procedures used are those concerned with:

0 personal development planning .

0 training and management development.

0 mentoring 0 career counseling In addition, career planning procedures may cater for the rising stars by 'fast tracking' them, that is, deliberately accelerating promotion and giving them opportunities to display and enlarge their talents. But these procedures should pay just as much, if not more, attention to those managers who are following the middle route of steady, albeit unspectacular, progression.

1. HRM  organizes  the  Career counseling

Performance management processes, should provide for counseling sessions between individuals and their managers. These sessions should give the former the opportunity to discuss their aspirations and the latter the chance to comment on them ? helpfully ? and, at a later stage, to put forward specific

career development proposals to be fed into the overall career management programs.


2.HRM   plans  and  organizes  Personal development planning

Personal development planning is carried out by individuals with guidance, encouragement and help from their managers/HRM as required. A personal development plan sets out the actions people propose to take to learn and to develop themselves. They take responsibility for formulating and implementing the plan, but they receive support from the organization and their managers in doing so. The purpose is to provide  a 'self?organized learning framework'. ---------------------------------------------------------------------------------------------3. HRM   coordinates  the   MANAGEMENT  DEVELOPMENT   

The formal approaches to management development include:

*   development on the job through coaching, counseling, monitoring and feedback by managers on a continuous basis associated with the use of performance management processes to identify and satisfy development needs, and with mentoring;

* development through work experience, which includes job rotation, job enlargement, taking part in project teams or task groups, 'action learning', and secondment outside the organization;

*formal training by means of internal or external courses; *structured self?development by following self?managed learning programs agreed as a personal development plan or learning contract with the manager or a management development adviser ? these may include guidance reading or the deliberate extension of knowledge or acquisition of new skills on the job.


HRM   organizes   the  Mentoring   PROGRAMS.

Mentoring is the process of using specially selected and trained individuals to provide guidance and advice which will help to develop the careers of the 'proteges' Allocated to them.

Mentoring is aimed at complementing learning on the job, which must always be the best way of acquiring the particular skills and knowledge the job holder needs. Mentoring also complements formal training by providing those who benefit from it with individual guidance from experienced managers who are 'wise in the ways of the organization'.

Mentors provide for the person or persons allocated to them :

advice in drawing up self?development programs or learning contracts; general help with learning programs; guidance on how to acquire the necessary knowledge and skills to do a new job; advice on dealing with any administrative, technical or people problems individuals meet.






Organization Development(OD) is the process of improving organizations. The process is carefully planned and implemented to benefit the organization, its employees and its stakeholders. The change process supports improvement of the organization or group as a whole. The HRM  and consultant work together to gather data, define issues and determine a suitable course of action. The organization is assessed to create an understanding of the current situation and to identify opportunities for change that will meet business objectives.

OD differs from traditional consulting because client involvement is encouraged throughout the entire process. The ways in which people communicate and work together are addressed concurrently with technical or procedural issues that need resolution.


Profitability, productivity, morale and quality of work life are of concern to most organizations because they impact achievement of organization goals. There is an increasing trend to maximize an organization's investment in its employees. Jobs that previously required physical dexterity now require more mental effort. Organizations need to "work smarter" and apply creative ideas.

The work force has also changed. Employees expect more from a day's work than simply a day's pay. They want challenge, recognition, a sense of accomplishment, worthwhile tasks and meaningful relationships with their managers and co-workers. When these needs are not met, performance declines.

Today's customers demand continually improving quality, rapid product or service delivery; fast turn-around time on changes, competitive pricing and other features that are best achieved in complex environments by innovative organizational practices.

The effective organization must be able to meet today's and tomorrow's challenges. Adaptability and responsiveness are essential to survive and thrive.


OD consultants custom tailor established social science theory and methods to organizations seeking to improve profitability, productivity, morale and/or quality of work life. Examples of activities which are facilitated by OD consultants are:


Goal Setting

Group Facilitation

Creative Problem solving

Strategic Planning

Leadership Development

Management Development

Career Management

Conflict Resolution

Developmental Education

Interpersonal Communication

Human Resources Management

Managing Workforce Diversity

Organization Restructuring

High Involvement Work Teams

Sociotechnical Systems Design

Technical Training

Total Quality Management

HRM / OD   to conduct an OD project in a timely, cost-effective, well-coordinated and ethical manner.

In reaching an agreement or written contract with a consultant, HRM  will  define :

· What approach will be taken?

· Strategy for implementation? Anticipated schedule? How results will be measured?

· Project team members?

· Resources to be made available to the consultant?

· Pricing of consultant's services; payment schedule?

· Confidentiality?


HRM   in   OD  provide services to improve organization effectiveness and/or individual employee effectiveness. The purposes are to increase productivity, work satisfaction and profit for the client company. The strategies appearing below "Organization" and "Employee" Effectiveness are  some  examples.

Organization Effectiveness

HRM/ OD  apply organization effectiveness strategies such as those shown below when there are needs for assessment, planning, growth, quality improvement, teamwork and other organizational changes.

Action Research - An assessment and problem solving process aimed at improved effectiveness for the entire organization or specific work units. The HRM/OD  helps the  organization identify the strengths and weaknesses of organization and management issues and works with the managemnt  in addressing problem opportunities. Conflict Management - Bringing conflicts to the surface to discover their roots, developing a common ground from which to resolve or better manage conflict. HRM/ OD  serve as facilitator in a conflict situation or train employees to better understand and manage conflict.

Executive Development - One-on-one or group developmental consultation with CEO's or VP's to improve their effectiveness.

Goal Setting - Defining and applying concrete goals as a road map to help an organization get where it wants to go.(Can also be applied to employee development.)

Group Facilitation - Helping people learn to interact more effectively at meetings and to apply group guidelines that foster open communication, participation and accomplishment.

Managing Resistance to Change - Helping  TO   identify, understand, and begin to manage their resistance to planned organizational change.

Organizational Restructuring - Changing departmental and/or individual reporting structures, identifying roles and responsibilities, redesigning job functions to assure that the way work gets done in the organization produces excellence in production and service.

Project Management - The general management of specific work, blending diverse functions and skills, usually for a fixed time and aimed at reaching defined outcomes.

Self-Directed Work Teams - Developing work groups to be fully responsible for creating a well defined segment of finished work.

Sociotechnical Systems Design - Designing and managing organizations to emphasize the relationship between people's performance, the workplace environment and the technology used to produce goods and services in order to effect high level productivity.

Strategic Planning - A dynamic process which defines the organization's mission and vision, sets goals and develops action steps to help an organization focus its present and future resources toward fulfilling its vision.

Teambuilding - Improving how well organization members help one another in activities where they must interact.

Total Quality Management - Through work process analysis, teambuilding, defining quality and setting measurable standards, the consultant assists the organization in becoming more cost effective, approach zero-defects and be more market-driven.

Employee Effectiveness

HRM / OD   use employee effectiveness strategies such as those below when there are needs for employee improvement in skill, commitment and leadership.

Career Counseling - Focused attention on goal setting, career selection and job seeking help individuals make career decisions.

Coordination & Management of Multi-Disciplinary Consultants - One or several different technical specialists team up with an HRM / OD   to design and install new equipment, work processes, work methods, or work procedures.

Creative Problem Solving - Organization members use practical problem solving models to address existing problems in a systematic, creative manner.

Customer Service Training - Creating interpersonal excellence in public contact positions where the individual and the organization are expected to meet or exceed customer expectations.

Developmental Education - Training in basic math, reading, writing and grammar.

Interpersonal Communication Skills - Increased skill in exchanging needed information within the organization and providing feedback in a non-threatening, non-judgmental way. Human Resource Management - Managing the function of hiring, compensation, benefits and employee relations toward systematic goals of the organization's morale and productivity. Labor Relations - Facilitation of conflict, planning and problem-solving among management and workforce union representation.

Leadership Development - Training in select areas which change managers to leaders. Includes visioning, change management and creative problem solving.

Management Development - Training in various management skill areas with particular focus on performance management, communications and problem solving.

Outplacement - Providing individual and group job search skills and services to employees who have been affected by corporate downsizing. Typically paid for by the employer.

Sales Training - Training in the art of selling a product or service.

Stress Management - An individual growth workshop designed to arm and activate healthy responses to stress. It enables participants to maximize positive stressors and minimize the negative, both for themselves and others.

Technical Training - Training in a specific technical area, such as computers.

Time Management - An opportunity for individuals and organizations to effect higher levels of productivity with the time they are allotted.

Training Evaluation - Systematic controlled inquiry grounded in sound statistical practice, assessing on-line training effectiveness and/or business impact. Assessment focuses on course relevance, transfer and cost value.

Workforce Diversity - Facilitating understanding between groups toward the goal where differences among people in an organization become the strengths for competitive advantage, productivity and work satisfaction.   



In the  last  5-10  years,

The increasingly important role of Human Resource Management(HRM) is reflected in the transformation of the personnel management function from one of concentrating on employee welfare to one of managing people in a way which matches organizational and individual goals.  In short, HRM has become a central business concern.   THE RISE OF KNOWLEDGE WORKERS

The rise of knowledge workers!  The blue collar worker which had previously dominated the middle of the century has not disappeared into oblivion because workers have merely evolved into another class – that of being knowledge workers.  The term knowledge worker was coined by Peter Drucker in his book “Landmarks of Tomorrow” way back in 1959.  He stressed back then that the knowledge worker will require qualifications and the ability to acquire and apply theoretical and analytical knowledge.  Above all, he noted, will be the requirement that a habit of continuous learning is acquired.  Education is fundamental to labour productivity and to the wage that workers can command.    

The knowledge worker shift has taken place in most parts of the world.  The rise of knowledge workers means that developing countries can no longer expect to base their competitiveness on the comparative basis of cheap industrial labour.  Countries will have to excel at basing their competitive advantage on how knowledge is applied. For example, in Japan, the total quality management system, the lean manufacturing process and Just-in-Time(JIT) delivery created a competitive edge.   In Switzerland, customer service is promoted.

------------------------------------------------------------------------------------------------------------------      RESPONSIVE OF THE INTERNATIONAL LABOUR ORGANISATION In line with the knowledge worker revolution, the June 2003 International Labour Conference of the International Labour Organisation(ILO) considered the revision of the ILO’s Human Resources Development Recommendation of 1975 and some of the proposed amendments are listed below.  This recommendation will be finalised at the 2004  International Labour Conference.

The Objective of the review is that member countries  should formulate, apply and review national human resources development and education and training policies, which are consistent with other economic and social policies, based on the social dialogue of government and the social partners.

The review recommends that member countries should recognize that the realization of lifelong learning is based on the explicit commitment by:

§   governments -  to invest in enhancing education and training at all levels; §   the private sector - to train employees; and

§   individuals – to develop their own abilities and careers.  

In addition, the review should recognise that the term “lifelong learning” encompasses all learning activities undertaken throughout life for the development of competencies and qualifications.

Very briefly, it is recommended that members will be encouraged to identify human resources training and development policies which:

facilitate lifelong learning and employability;

give equal consideration to economic and social objectives, and emphasize sustainable economic development in the context of the globalizing economy;

stress the importance of innovation, competitiveness, productivity and growth of the economy, address the challenge of transforming activities in the informal economy into decent work fully integrated into mainstream economic life. promote and sustain public and private investment in the infrastructure needed for the use of information and communication technology in education and training; and

(f)   address and reduce inequalities in the participation of adults in education and training.

Clearly then, the role of personnel management has broadened.  The competition generated by globalisation and the rapid technological changes that have accompanied globalisation has created a class of worker to whom knowledge and skills have become the most important determinants of investment opportunities, productivity and quality and flexibility.  Now since productivity and quality have become major considerations in competitiveness, the quality of the workforce and training have become critical factors.  

-----------------------------------------------------------------------------------------------------------------   HUMAN RESOURCE MANAGERS AND STRATEGIC PLANNING

But how can HR Managers ensure that the knowledge economy, the global marketplace and the complexity of South Africa’s labour legislation do not forever dilute the role of the  HR practitioner?    

If one takes into account global comparisons of how specific practices of human resources impact on economies, then the following is consistently evident:  the major trading blocks like Europe, North America and the Asian Pacific countries attach emphasis on specific practices such as deriving value from human capital, implementing well-designed practices and comprise a highly efficient HR function closely aligned with business needs.  

In contrast, developing countries such as China, India and Malaysia have as their prime focus to get the basics right ensuring that payroll and effective recruitment and performance management practices are in place. It is an imperative that HR Managers must understand the nature of the business in which they are operating and be allowed to contribute to the formulation of the organisation’s strategic plan.  The trick is to determine how HR can contribute to ensuring that the strategic plan is implemented. There are 6 key steps that every HR practitioner should ensure are included in the strategic planning process:

Hiring and selection

Include tactics for recruiting, hiring and promotion.  The skills knowledge and abilities critical to the success of each position should be included.

Training and Development

The strategic plan should cover technical, management and leadership skills plans for all managers and employees.


Develop a performance management system that identifies the essential functions of each job, evaluate and provide feedback on performance and REWARD good performance.  Focus on key performance areas that will achieve the organization’s strategic plan.

Organisational Planning and Development

The culture of an organization, usually developed over time, is the underlying principles and values of an organization that drive the behaviour of individuals and groups.  Changes in culture may need to be considered in strategic planning .  HR can help to focus on how the organization is structured to get the work done, how communication occurs and how organizational values drive behaviours and decisions.

Key function organization charts should be reviewed and strengths, weaknesses and concerns identified.  In addition to these concerns, consolidate and list the principle manpower concerns that require addressing. Reward and Recognition Systems

HR can take an active role in the planning process by including the design of monetary reward systems and incentive programmes.  Non-monetary reward systems usually focus on specific organizational objectives.  The plan should periodically assess the behaviours being rewarded through these systems.

The right mix of pay and benefits is crucial.  In North America, a key item of a reward package is that pay is linked to performance.  In Asia, where packages are lower, a competitive yet guaranteed reward package appears to be more important.  

The global benchmark is to build the right reward framework linked with the refusal to accept substandard performance.    

HR Administration

Administration matters are an important consideration in strategic planning.  This includes payroll, maintaining employee information systems, and administering the compensation and employee benefit plans for the organization.  

It should be noted that the above HR functions are all inter-connected and interdependent;  when changes are made in one function, other functions can be effected.  To implement the strategic plan it is important that all functions should interact and move in the same direction.    

Much controversy often exists between the line management responsibility of the HR practitioner, and the functional responsibility.   In an ideal world, line managers and HR managers should work together to promote the strategic aims of the business.  However, politicing often takes place and friction develops when HR practitioners report to line management as well as a functional supervisor. It has been suggested that to resolve any possible conflict, HR practitioners should offer their services as consultants to line managers.  I’m sure you will agree this is a thought provoking suggestion!

And thirdly, it is necessary for HR practitioners to continuously improve themselves, their skills and their knowledge in line with the requirements of the knowledge economy.  

The main focus of the HR practitioner’s role is still to ensure that employees are developed and are able to grow to their optimum level.  Personal development will not happen effectively without regular careful assessment and career planning.  Feedback is important to identify weaknesses and ensure that development takes place.  The indirect result of this is that the workplace will become a rewarding place in which to work.  

----------------------------------------------------------------------------------------------------------   THE FUTURE OF HRM

In conclusion then, it is necessary to ensure that HRM theory is integrated into the organization and the following conditions need to be satisfied:

§   HRM should form an essential part of management education and training.  This will result in HRM being integrated into corporate strategies and line manager’s functions and decisions which will result in business strategies being built around competitive advantages such as flexibility, quality and customer service.  

§   A substantial investment in people and the willingness of employers to view the benefit of a long-term perspective.  This is in contrast to the current system where short-term investor pressure is the driving force.

Bear in mind that HRM’s greatest weakness is that it does not recognize that the choices available to management are governed by internal but also by external considerations.  HRM must not be seen to be the preserve of the individual firm acting in isolation but rather be seen to be a part of a wider economy.


THE  large  corporations  are  outsourcing  their   HR requirements   and  hence  reducing   their  HR  department.




















AS  I  suggested, large  / medium  firms  are  trimming  their

own  HR  DEPARTMENT,  and  outsourcing  most  of  their HR  requirements.

This  means  opportunities  are  there  but  with  specialists

firms  in  such areas

-compensation  management

-payroll  administration

-learning development


-performance  management

etc etc




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