HUMAN RESOURCES

7 Ss Organisational Model
COMPANY
STRATEGY

STRUCTURE

SYSTEMS
STYLE

SKILLS

SHARED VALUES
STAFF

Hard Ss

Soft Ss

The People Factor

People are our most important asset is
a time-honoured clich
Whats the difference between Human
Resources Management (HRM) and
Personnel Management?
HRM is concerned with treating people
as a factor of production (4Ms)

Who is responsible?

All managers and supervisors (with

specialist advice provided by Human
Resources professionals)

What is Personnel
Management?

Consider the life cycle of an employee

The Job
Organisation
Job design
Job analysis
Manpower planning

Recruitment & Selection

Person specification
Right person for the job
Interviewing
Psychometrics
Assessment centre

Starting a new job

Contract of employment
Employment record
Pay details
Induction
Policies & procedures
Handbook

Effective Working
Training & development
Competencies
Appraisal
Career Development

Benefits
Pay Policy
Job Evaluation
Pay Scales
Bonuses
Sick pay
Pension
Other benefits

Dealing with Problems

Maintaining rules and standards
Discipline
Grievance
Dismissal
Employment Tribunals
Ill health and accidents

Social Issues
Maternity / paternity leave
Disability
Parental Leave
Time off to deal with domestic
emergencies
Work / life balance
Flexible working

Employment Law
Contractual
Diversity (Discrimination)
Employee rights
Representational Rights
Health & Safety

Communication & negotiation

Communication policies
Communication methods
Involvement of employees
Empowerment
Negotiation with Unions and
Representative bodies
Maintaining good industrial relations

Termination of Employment
Voluntary
Dismissal
Redundancy
Retirement
Ill-Health
Death

IMPORTANT
MOTIVATION
DEVELOPMENT
COMPETENCY
INVOLVEMENT

What is Human Resources

Management?

Maximise the contribution of people in

the organisation
Succession Planning
People skills

The People Factor

In dealing with HRM issues the

organisation must consider the impact
of
accelerated technological change and
increased SLEPT factors

The People Factor

Managers claimed the 2 most significant

problems with trying to implement a
business strategy were
not having the right people to deliver the
strategy and
a failure to train people effectively.

The People Factor

Right people required to manage the
new technologies
People will be the competitive
advantage of companies
Polarisation of skills
Silver collared workers

The People Factor

As workers become more
knowledgeable they demand more; pay
is no longer the main / sole criterion.
Managers roles are changing - no
longer just conduits for information
Organisations have to face the reality of
retraining, re-educating and redeploying
their staff

The People Factor

Social values and environmental
concerns mean that managers now
want a career that matches their own
values and aspirations (SRI)
Tired of doing more with less
Seeking autonomy

Human Resource Strategy

Must be in line with corporate strategy like marketing, IT etc.
2 critical questions must be addressed

what kinds of people do you need to

manage and run the business to achieve its
objectives?
What people programmes and initiatives
must be designed and implemented to
attract, develop and retain staff to
compete effectively.

Human Resource Strategy

In order to answer these questions 4
key dimensions of an organisation must
be addressed:
Culture
Organization
People
Systems (HR)

Human Resource Strategy

7 steps to developing an HR strategy
1. Understand your business strategy

Highlight the key driving forces e.g.

technology
What are the implications of the driving
forces for the people side of your business?
What is the contribution to the bottom line of
your business?

Human Resource Strategy

2. Develop a mission statement
Do not be dissuaded by negative reactions

3. Conduct SWOT analyses

Focus on the S/W of the people aspects
Vigorously research the O/T re. People
SWOT on Personnel department

Human Resource Strategy

4. Conduct a detailed HR analysis,
concentrate on COPS
Consider - where are we now?
- where do we want to be?
- how are we going to get there?
(gap analysis)

Human Resource Strategy

5. Revisit your business strategy and
compare with your SWOT and COPS
analyses
Identify the critical people issues - the ones
you must address for the sake of the
business strategy
Prioritise the critical people issues

Human Resource Strategy

6. For each critical people issue, highlight
options
Dont go for the easy route - think of the
consequences
Consider mix of HR systems needed
Implications for the business and personnel
function
Translate action plan into broad objectives

Human Resource Strategy

6. (Continued)
Objectives in terms of
Training
Management development
Organisational development
Appraisal
Reward
Recruitment
Manpower planning etc
Develop plan, set key dates

Human Resource Strategy

7. Implement and evaluate the action plans

Performance Appraisal

Consider
What types are there?
What steps can be taken (as an interviewer
or interviewee) to ensure that appraisals
are objective rather than subjective?