Leolingham2000
Management Consultant
RV
Hr Professional
Rajesh Gone
Asst Professor
Annie_mlw
Student
+1 Other

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hi all,
I am Anvesha and I am a student of MLW (Master of Labour Welfare). I m preparing my dissertation report these dayz. So give your views on "How to enhance the effectiveness of Human Resource Management". Also I have prepared a questionnaire for the same which is attached here with. I request HR professionals to fill it and help me understand my subject better.My e-mail id is:

From India, Ahmadabad

Attached Files
File Type: doc questionnaire_126.doc (33.0 KB, 403 views)

good questionaire
From India, Vijayawada

Attached Files
File Type: doc download_592.doc (29.5 KB, 247 views)

hey i saw your reply to my questionnaire jus now...thanx a lot for filling it... regards, anvesha.
From India, Ahmadabad
Hi Anvesha,

I'd encourage you to read a book titled "Human Resource Champions" by Dave Ulrich.

He presents a very contemporary view of how HR function can effectively impact the Organization. He suggests four dimensions:

- HR as Strategic Partner: Aligning HR and biz. strategy

- HR as Administrative Expert : Management of Firm infrastructure, shared services

- HR as Employee champion: Listening & providing solutions to employees

-HR as Management of Transformation & Change: Facilitating and Enhancing organization's capacity to change

You'd get lot of useful material, including questionnaires in the said book.

From my experience, HR's effectiveness/credibility strengthens when HR delivers as per the real tim needs/requirements of the business. It's quite an easy trap for HR to do various "Nice-to-do" activities which may not have significant correlation with the issues of the Organization at that stage.

Hope this helps.

Your Questionnaire is impressive.

All the bests !

Cheers !

Rajesh

From India, Mumbai
The six key areas of HRM

Six key interrelated areas have been identified which together comprise effective HRM -

1. Human resource planning aims to ensure that people with the right skills and abilities are available in sufficient quantity to meet organisational needs by effectively forecasting and planning for future people requirements in each department of the charity. Human resource planning is integral to successful corporate planning and to be effective requires input from all staff who should help to identify their own training and personal development needs.

2. Staffing practices supported by an Equal Opportunities policy should aim to ensure fair and effective procedures and processes for the recruitment and deployment of people, thereby ensuring the best use of those people who will make the most effective contribution to the organisation and to its beneficiaries.

Selection criteria are based on merit and equity is a fundamental consideration.

3. Remuneration and working conditions need to attract and retain people. The encouragement of staff performance, commitment and morale, through appropriate methods of remuneration, reward and recognition should be in place. Working conditions need to include a safe, healthy and harmonious environment. There needs to be as broad a range as possible of mechanisms designed to attract and retain good people and reward good performance.

4. Performance management needs to provide the crucial link between individual and team performance, attitudes and behaviour with the overall aims and objectives, culture and values of the organisation.

5. Human resource development should improve organisational effectiveness and individual performance by providing people with opportunities to develop the skills and competencies required to fulfil their current responsibilities as well as helping them to pursue their own career goals and satisfy their personal development needs.

6. Working together as part of an integrated rather than fragmented approach should serve to foster recognition of the interdependence of staff and management at all levels. There should be acknowledgement of the need for leadership and staff participation designed to encourage individual performance and linking individual aspirations with and corporate objectives and aims.

Others include areas like

-SAFETY

-HEALTH

-HRIS [ information system]

etc etc

================================================== ==

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FIRST STEP IS

THE HRM EFFECTIVENESS AUDIT

The HRM EFFECTIVENESS AUDIT is a guide for enhancing

the effectiveness by establishing a measurement based,

value-added service improvement system for HRM.

The audit unfolds through four phases :

• Phase I: Ranking Importance of the HRM Service Portfolio

• Phase II: HRM Team Self-Evaluation

• Phase III: Measuring Current Service Levels

• Phase IV: Developing Action Plans

Phase I: Ranking Importance of HRM Service Portfolio

The purpose of Phase I of the audit is to establish the relative importance of the various HRM

services in relation to the accomplishment of organizational objectives. As internal customers,

midlevel line and staff managers rank a list of HRM services according to the importance of each

service toward meeting their business objectives over the coming year.

Figure --- shows a typical list of HRM services. Each HRM management team decides the

appropriate comprehensive list that reflects the scope of HRM services.

The eleven service categories in span the range of work done by most HRM

departments. The first category on the list, HR Department Organization, draws special attention.

Although not a direct service per se, HRM department organization does affect how all employees

interface with the personnel function. For example, do managers have a single point of contact, or

is the department decentralized by specialization? Note that the way the department is organized

can dramatically affect how internal customers view the effectiveness of HRM services.

Typical HRM Service Portfolio

• HR Depar tment Organization

• HR Planning/Organizational Development

• Recruitment and Selection

• Compensation Administration

• Employee Benefits Administration

• Employee Relations and Communications

• Personnel Policies and Workplace Rules

• EEO/AA and Other Regulatory Compliance

• Training and Development

• Labor Relations

*safety, health, wellness.

Phase II: HRM Team Self-Evaluation

The purpose of the self-evaluation phase is to stimulate discussion and challenge the status

quo. This phase can be completed anytime before the analysis of survey results in Phase III. Each

specialized group completes a “best practices” questionnaire. The best source for this is How to

Conduct a Human Resources Effectiveness Audit4 with questionnaires for all of the eleven service

areas shown in the above list.

Each of the questionnaires contains 25-40 items. Groups completing the questionnaire

compare current practices with a set of standards based on reputable sources.

Each HRM group completes their section of the questionnaire. Through the last two items in

each section, the HRM functional subgroup develops two consensus ratings: one that reflects the

group’s own perspective about how well their service is delivered, and one that speculates on how

the customers of the service will later rate it in the customer satisfaction survey. The consensus

ratings are scaled on a five- or seven-point continuum with the midpoint representing a rating

of “adequate.”

Of the two ratings for each category, the speculative responses carry the most weight. When

com- pared to the “overall” satisfaction survey mean for a particular HRM service, the speculative

ratings show how closely attuned the HRM subgroup is to the needs of its customers. An

illustration will illumine this point later. Concurrently, with the implementation of Phase II, the audit

team can begin Phase III.

Phase III: Measuring Current Service Levels

The purpose of Phase III of the audit is to develop performance metrics for the various HRM

services and to measure current satisfaction levels.

In the first year of an Audit, the baselining portion of Phase III is part of the focus group

activities. Focus groups move from rating the HRM portfolio to defining what effectiveness means

for the top four or five services. An open dialogue ensues from the facilitating question, “In your

quiet moments, you evaluate the recruitment and selection (e.g.) services provided to you.

What are the criteria you use to evaluate how well these services are provided?”

For recruitment and selection, customers may cite a variety of factors: elapsed time from

Phase IV: Developing Action Plans

The purpose of Phase IV of the audit is to develop an HRM business plan based on the priorities

emerging from the audit.

================================================== =

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SECOND STEP IS

TO IMPROVE THE COMPETENCE AND HENCE THE HR SERVICE

DELIVERY.

THE FIRST AREA TO FOCUS, IS THE COMPETENCE OF HRM TEAM.

The competences should be audited , the gaps identified and an action

plan for improvement should be developed.

Business Management Competencies

• Business Process Reengineering

• Change Management

• Contract Management

• Cost-Benefit Analysis

• Customer Relations

• Financial Management

• Marketing

• Negotiating

• Organizational Awareness

• Organizational Needs Assessment

• Outcome Measures and Evaluation

• Project Management

• Strategic Human Resource Practices

• Strategic Planning

Professional Competencies

• Coaching and Mentoring

• Communication

• Conflict Management

• Decision-making

• Ethics

• Facilitation

• Interpersonal Relations

• Problem-Solving

• Self Management

• Teamwork

• Technology Application

Technical HR Competencies

• Appeals, Grievances, and Litigation

• Attendance and Leave

• Benefits

• Career Development

• Compensation

• Discipline and Adverse Action

• Employee Assistance

• Equal Employment Opportunity

• Human Resource Management Fundamentals

• Instructional Systems Development

• Instructional Technology

• Job Analysis

• Labor Management Relations

• Organizational Development

• Organization and Position Design

• Pay Administration

• Performance Management

• Personnel Assessment

• Personnel Systems Management

• Position Classification

• Reduction-in-Force

• Rewards and Recognition

• Staffing and Recruiting

• Succession Planning

The Emotional Competence

Personal Competence

Self-Awareness

• Emotional awareness

• Accurate self-assessment

• Self-confidence

Self-Regulation

• Self-control

• Trustworthiness

• Conscientiousness

• Adaptability

• Innovation

Motivation

• Achievement drive

• Commitment

• Initiative

• Optimism

Empathy

• Understanding others

• Developing others

• Service orientation

• Leveraging diversity

• Political awareness

Social Skills

• Influence

• Conflict management

• Change catalyst

• Collaboration and cooperation

• Communication

• Leadership

• Building bonds

• Team capabilities

================================================== ========================

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE THIRD STEP IS

TO IMPROVE THE KNOWLEDGE MANAGEMENT AND HENCE

THE HR SERVICE DELIVERY --QUANTITATIVELY AND QUALITITATIVELY.



HR KNOWLEDGE MANAGEMENT

As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the KNOWLEDGE AREAS required for effective HR management.

A wide variety of jobs can be performed in HR departments. As a firm

grows large enough to need someone to focus primarily on HR activities, the

role of the HR generalist emerges‑that is, a person who has responsibility

for performing a variety of HR activities. Further growth leads to adding

HR specialists who have in‑depth knowledge and expertise in a limited area.

Intensive knowledge of an activity such as. benefits, testing, training, or affirma­

tive action compliance typifies the work of HR specialists.

HR Specific Knowledge

Technical knowledge and education are needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.

This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.

Strategic Management .Knowledge Of.

1.lawmaking and administrative regulatory processes .

2. internal and external environmental scanning techniques.

3.strategic planning process and implementation .

4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community‑based organizations).

5.management processes and functions , including marketing/sales/distribution etc.

6. techniques to sustain creativity and innovation.

================================================== =

Workforce planning and Employment .Knowledge of:

7.Central /state/local. employment‑related laws and regulations .

8.immigration law (for example, visas for overseas employees]

9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs‑per‑hire, selection ratios, adverse impact).

10. recruitment methods and sources

11.staffing alternatives (for example, telecommuting, outsourcing)

12 planning techniques (for example, succession planning, HR forecasting)

13.reliability and validity of selection tests/tools/methods.

14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).

15. interviewing techniques .

16 relocation practices.

17 impact of compensation and benefits plans on recruitment and retention .

18 international HR and implications of international workforce for workforce planning and employment.

19 downsizing and outplacement .

20 internal workforce planning and employment policies, practices, and procedures.

================================================= Human Resource Development: Knowledge of.

21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .

22 human resource development theories and applications (including career

development and leadership development)

23 organizational development theories and applications.

24 training methods, program, and techniques (design, objectives, methods, etc.).

25 employee involvement strategies .

26 task/process analysis .

27 performance appraisal and performance management methods.

28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .

30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).

================================================== =============

Compensation and Benefits .Knowledge of.

31.Central, state, and local compensation and benefits laws.

32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)

33 job evaluation methods

34 job pricing and Pay structures

35 incentive and variable Pay methods

36 executive compensation

37.non‑cash compensation methods (for example, stock option plans).

38 benefits needs analysis i.e, life insurance, pension,

39 benefit plans (for example, health insurance, education, health club)

40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)

================================================== ==

Employee and Labour relations . Knowledge of­

41.applicable federal, state, and local laws affecting employment in union and non‑union environments, such as anti‑discrimination laws, sexual harassment, labor relations, and privacy

42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)

43 employee involvement strategies(for example, alternate work schedules, work teams)

44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)

45.workplace behavior issues/practices (for example, absenteeism, discipline)

46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)

47 unfair labor practices .

48 the collective bargaining process, strategies, and concepts (up to and after contract)

49 public sector labor relations issues and practices.

50. expatriation and repatriation issues and practices .



51.employee and labor relations for local nationals[ i.e. labour

relations in other countries).

=================================================

Occupational health,safety,and security. Knowledge of.

52 .Central, state, and local workplace health and safety laws and

regulations (for example, OSHA, Drug‑Free Workplace ]

53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)

54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)

55 workplace safety risks

56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)

57 potential violent behavior and workplace violence conditions .

58 general health and safety practices (for example, fire evacuation,

HAZMAT[hazardous materials], ergonomic evaluations)

59 incident and emergency response plans .

60 internal investigation and surveillance techniques .

61 Employee Assistance Programs .

62 employee wellness programs .

63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .

================================================== ====== CORE Knowledge Required by HR Professionals

64 needs assessment and analysis .

65 third‑party contract management, including development of requests for proposals

66 communication strategies .

67 documentation requirements .

68 adult learning processes .

69 motivation concepts and applications .

70 training methods .

71 leadership concepts and applications.

72 project management concepts and applications

73 diversity concepts and applications.

74 human relations concepts and applications (for example, interpersonal and organizational behavior) .

75 HR ethics and professional standards .

76 technology and human resource information systems (HRIS) to support

HR activities .

77 qualitative and quantitative methods and tools for analysis, interpretation, and decision‑making purposes .

78 change management .

79 liability and risk management .



80 job analysis and job description methods.

81 employee records management (for example, retention, disposal)

82 the interrelationships among HR activities and programs across

functional areas.

================================================== ========

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FOURTH STEP IS

TO ALIGN THE HR STRATEGY WITH STRATEGIC CORPORATE PLAN

AND HENCE IMPROVE THE HR SERVICE DELIVERY

--QUANTITATIVELY AND QUALITITATIVELY.

Assess how well human resources management is linked to COMPANY mission

accomplishment;

< Explore the role played by the HR staff in THE COMPANY strategic planning;

< Determine how the HR staff work with line managers to carry out COMPANY

strategic goals; and

< Identify best practices aligning HRM with the COMPANY strategic plan and goals.

================================================== ===============

Human resources management alignment means to integrate decisions about people with

decisions about the results an organization is trying to obtain.

Successful align human resources management with COMPANY mission mean

integrating HRM into the company planning process, emphasizing HR

activities that support mission goals, and building strong HR/management relationships.

In addition to being a vital contributor to company mission accomplishment, HRM

alignment is the ultimate level of HRM accountability, as demonstrated in the

Hierarchy of Accountability. While HRM accountability must begin with basic legal

compliance, it ultimately encompasses all four levels of the pyramid, including demonstrating

how HRM supports achievement of the COMPANY strategic goals.

1. Legal Compliance

2. Efficient HR Processes

3. Effective HRM Programs

4. Alignment with Strategic Goals of the Organization

As you help to achieve the corporate goals, you also

help to enhance the effectiveness of HRM and

vice versa.

==================================================

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE FIFTH STEP IS

TO OFFER COST EFFECTIVE SERVICE.

1.*money measures, which includes minimizing expenditures

on various hr activities

2.*Time measures express performances against work schedules, timeliness

which is cost saving.

3.*measures of effect include attainment of a standard, changes in behavior,

level of service et. at the budgeted cost.

================================================== =====

================================================== ======

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SIXTH STEP IS

TO IMPROVE EMPLOYEE BEHAVIOR

--QUANTITATIVELY AND QUALITITATIVELY.

include:

*IMPROVING employee retention

* REDUCING turnover rates

* REDUCING absenteeism rate

*REDUCING frequency/ severity rate of accidents

*REDUCING time lost through disputes



================================================== ==

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE SEVENTH STEP IS

TO IMPROVE THE HR SERVICE DELIVERY

--QUANTITATIVELY AND QUALITITATIVELY.

Service‑level criteria

Service level criteria include:

*REDUCE average time to fill vacancies

*REDUCE time to respond to applicants

*REDUCE ratio of acceptance to offers made increament

*REDUCE cost of advertisements per reply/ engagement

* INCREASE training hours/days per employee

* IMPROVE induction training/ orientation per employee

* EFFECTIVE MANAGEMENT of benefits per employee

*TRAINING for measurable improvements in productivity

*EFFECTIVE MANAGEMENT of the ratio of HR department

expenses to total operating expenses

----------------------------------------------------------------------------------------------------

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE EIGHTH STEP IS

TO STAYING CLOSE THE FOLLOWING

*understanding of strategic business imperatives;

*anticipation of business and management needs;

*ability to function as a 'business partner' in the team;

*quality of advice given in terms of its relevance to the problem or issue, the clarity

. on with which the advice is given, the practicality of the recommen­dations.

*the quality of the back‑up advice and services offered to implement recommenda­tions,

the extent to which ultimately the proposals worked;

*speed of response to requests for advice or services;

*promptness in dealing with grievances and appeals;

*help to managers in identifying and meeting training needs;

*extent to which training and development programmes meet company/individuals

needs.

*delivery of advice and services that make a significant impact on improving the quality and performance of staff;

*development of programs and processes that address short‑ and long‑term business needs that are ‘owned ‘ by the line managers, and that produce the anticipated impact

on motivation, commitment and performance.

================================================== =

TO ENHANCE THE AFFECTIVENESS OF HRM -- THE NINTH STEP IS

TO TARGET --QUANTITATIVELY AND QUALITITATIVELY.

THE FOLLOWING

1. Output Goals

Goal attainment: Achievement of main objectives .

--------------------------------------------------------------------------

Outputs‑quantity: Productivity (number or value of sales, services­

sometimes per unit or cost of labor); profits, revenues

-------------------------------------------------------------------------------------------

Outputs‑quality: Reliability (e.g., rejects, returns); reputation (customer

satisfaction, expert ratings); institutional standards

(e.g., approval by quality assurance body)

================================================

2. Internal System State

Efficiency and costs : Efficiency measures (e.g., output value + cost with

constant quality); wastage; costs per unit of output

---------------------------------------------------------------------------------------

Human outcomes: Quality of work life (satisfaction with pay, working

conditions); work effort and commitment (low

absenteeism, turnover); employee health and safety;

motivation; organizational image; citizenship behavior

-------------------------------------------------------------------------------------------------

Consensus/conflict:Goal and procedural consensus; cohesion (mutual

attraction and identification with work group and

organization); cooperation within and between units;

conflict behavior (work stoppages, protests, flights)

------------------------------------------------------------------------------------

Work and information flows:Work coordination (smooth flow of products,

Information between units; few delays and snags);

adequacy and quality of information, multidirectional flows

------------------------------------------------------------------------------------------

Interpersonal relations: Trust; moderation of status differences (reduced

prominence of status symbols and executive perks);

openness, honesty of interpersonal communication,

acceptance of diverse backgrounds and orientations

--------------------------------------------------------------------------------------------



Employee involvement: Empowerment; participation in decision making

-------------------------------------------------------------------------------------------------

Fits : Alignment of internal system, components, subcomponents, and

Features.

--------------------------------------------------------------------------------------

3. System Resources and Adaptation

Resources‑quantity: Size (employees, physical, financial, capital assets);

resource flows (sales, budget allocations)

----------------------------------------------------------------------------------------

Resources‑quality: Human capital (training, experience of work force);

staff reputation; knowledge base; desirability of clients

(e.g., college selectivity)

--------------------------------------------------------------------------------------------

Adaptation: Ability to cope with external change and uncertainty;

crisis management capabilities

------------------------------------------------------------------------------------------

Proactiveness: Impact on environment‑clients (e.g., demand), competitors, suppliers, regulators; entrepreneurialism

Innovativeness: Technological and administrative innovation; implementation of new techniques and ideas

Legitimacy : Support by community and by public agencies or regulators; complianre with legal, professional, regulatory standards

Competitive position : standing compared to competitors (e.g., market share); reputation for leadership in industry or sector

Fit : Alignment of internal system with environment

===============================================

THE ENHANCED EFFECTIVENESS COULD BE MONITORED

THROUGH THE IMPROVEMENTS IN SUCH AREAS AS

Reducing absenteeism as combined calculation [ savings contribution]

Reducing Absenteeism rate per employee [ productivity contribution ]

Reducing Cost per hire [ savings contribution ]

Total COST reduction in hiring [ savings contributions ]

Increasing Human capital ROI [ productivity contribution ]

Reduction of HR EXPENSE as TOTAL EXPENSE [ profit contribution ]

Decreasing HR cost as percentage of revenue [ profit contribution ]

Decreasing labor cost as percentage of revenue [ profit contribution]

Increasing profit per employee by maintaining staff level [ profit contribution ]

Increasing revenue per employee by maintaining staff level [ profit / productivity contribution]

Reducing the time to fill staff [ cost savings contribution]

Reducing total health care costs per employee [ cost savings contribution ]

Reducing the training costs per employee [ cost savings contribution ]

Keeping the total training costs in line with budget [ profit contribution ]

Reducing the staff turnover [ cost savings contribution ]

Reducing the total turnover costs [ cost savings contribution]

Reducing vacancy cost [ cost saving contribution ]

Reducing the workers' compensation per employee [ cost savings contribution ]

Reducing the workers' compensation incident rates [ cost savings contribution ]

Reducing the workers' compensation severity rate [ cost savings contribution ]

ETC ETC ETC

================================================

regards

LEO LINGHAM

From India, Mumbai
Thanx a lot to Rajesh, RV, and Leolingham for their wonderful support and guidence...That will b really helpful...I look forward to learn a lot from u people....cheers, anvesha.
From India, Ahmadabad
hi anvesha This is neha i just wanted your help regarding this dissertation on which u r working, can i plz have a looks at yr disertation once
From India, Gurgaon
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