viewing its role as

proactive,

system-wide interventions,

linking HR, with strategic planning and

cultural change

(a)  

embracing

distinctive people-centered values such as

trust, commitment, involvement and

collaboration

(a)  

GOALS OF HRM

(a)  

ROLE OF HRM

(a)  

This plan

allows HRM to see how many people they

should hire based on revenue

expectations.

(a)  

Multiculturalism in

the workplace is becoming more and more

important, as we have many more people

from a variety of backgrounds in the

workforce

(a)  

This involves finding people

to fill the open positions.

(a)  

In this stage, people will be

interviewed and selected, and a proper

compensation package will be negotiated.

This step is followed by training, retention,

and motivation.

(a)  

What are the Development of Workplace Policies?

(a)  

HRM professionals need to determine that

compensation is fair, meets industry

standards, and is high enough to entice

people to work for the organization.

(a)  

includes anything the

employee receives for his or her work

(a)  

Once we have spent the time to hire new

employees, we want to make sure they not

only are trained to do the job but also continue to grow and develop new skills in

their job

(a)  

is also a key

component in employee motivation.

(a)  

Human resource people must be aware of

all the laws that affect the workplace.

(a)  

The legal environment of HRM is always

changing, so HRM must always be aware

of changes taking place and then

communicate those changes to the entire

management organization.

(a)  

Safety is a major consideration in all

organizations. Unions and union contracts can also

impact the requirements for worker safety

in a workplace. It is up to the human

resource manager to be aware of worker

protection requirements and ensure the

workplace is meeting both federal and

union standards.

(a)  

the HR manager needs to consider the outside forces at play that may affect the

organization. Outside forces, or external

factors, are those things the company has

no direct control over; however, they may

be things that could positively or negatively

impact human resources.

(a)  

SKILLS NEEDED FOR HRM

(a)  

HRM CHALLENGES

(a)  

In the past, human resource management

(HRM) was called

(a)  

personnel

department has divided into two:

(a)  

It administers policies.

(a)  

It helps to achieve strategic goals through people.

(a)  

Stan-alone programs, such as training

(a)  

HRM training programs that are integrated with company's vision and values.

(a)  

Personnel

department

responsible for

managing people

(a)  

Line managers share

joint responsibility in

all areas of people

hiring and

management

(a)  

These managers are working closely to the employees.

(a)  

Creates a cost

within an

organization

(a)  

Contributes to the

profit objectives of

the organization

(a)  

mostly involved

activities surrounding the hiring process and

legal compliance

(a)  

involve

much more, including strategic planning

(a)  

an elaborate and

systematic plan of action developed by a human

resource department.

(a)  

Enumerate the Ulrich Model

(a)  

Partnership with the entire

organization to ensure alignment of the HR

function with the needs of the organization.

(a)  

The skill to anticipate and

respond to change within the HR function, but as

a company as a whole.

(a)  

The ability to understand and implement policies,

procedures, and processes that relate to the HR

strategic plan

(a)  

Means to develop

talent that is projected to be needed in the future.

(a)  

Works for employees

currently within the organization.

(a)  

HRM as a Strategic Component of the Business

(a)  

Often people spend an

inordinate amount of time developing plans, but

the plans sit in a file somewhere and are never

actually used. A good strategic plan should be

the guiding principles for the HRM function.

(a)  

Alignment of corporate

values in the HRM strategic plan should be a major objective of the plan.

(a)  

An HRM strategic plan cannot

be written alone.

(a)  

Organizations oftentimes do not have the money

or the inclination to research software and find

budget-friendly options for implementation.

(a)  

What are the steps to strategic plan creation?

(a)  

• Understanding of the company mission

and values.

• Understanding of the HRM department

mission and values.

• Understanding of the challenges facing the

department.

(a)  

SWOT

(a)  

The company’s SWOT analysis

provides a basis to address some of the

issues in the organization, but it can be

whittled down to also address issues

within the department

(a)  

Based on the data gathered in the last step,

the HRM manager should prioritize the goals

and then put action plans together to deal

with these challenges. An important aspect of this step is the

involvement of the management and

executives in the organization.

(a)  

Once the HRM manager has met with

executives and management, and priorities

have been agreed upon, the plans are ready

to be developed.

(a)  

Sometimes companies have great strategic

plans, but when the development of the

details occurs, it can be difficult to align the

strategic plan with the more detailed plans.

An HRM manager should always refer to the

overall strategic plan before developing the

HRM strategic plan and HR plans

(a)  

What are the six parts of the HRM plan?

(a)  

This part is

heavily involved with the strategic plan.

(a)  

Once you have

a plan in place, it’s necessary to write down a

strategy addressing how you will recruit the right

people at the right time.

(a)  

The selection process

consists of the interviewing and hiring process.

(a)  

the HR manager should

address plans to offer training in the HRM plan.

(a)  

In this aspect of the

HRM plan, the manager must determine pay

scales and other compensation such as health

care, bonuses, and other perks.

(a)  

Sets of standards need

to be developed so you know how to rate the

performance of your employees and continue

with their development.

(a)  

Hiring individuals who have not only the

skills to do the job but also the attitude,

personality, and fit can be the biggest

challenge in recruiting

(a)  

Because it is so expensive to hire, it is

important to do it right.

(a)  

Pay systems must be developed that

motivate employees and embody fairness

to everyone working at the organization.

However, organizations cannot offer every

benefit and perk because budgets always

have constraints.

(a)  

A company culture is the

organization’s way of doing things. Every

company does things a bit differently, and by

understanding the corporate culture, the

employee will be set up for success. Usually this

type of training is performed at an orientation,

when an employee is first hired. Topics might

include how to request time off, dress codes, and

processes.

(a)  

If you work for a retail

store, your employees need to know how to use

the register. If you have sales staff, they need to

have product knowledge to do the job. If your

company uses particular software, training is

needed in this area.

(a)  

These are non-jobspecific skills your employees need not only to

do their jobs but also to make them all-around

successful employees. Skills needed include

communication skills and interviewing potential

employees.

(a)  

The performance evaluation includes metrics on

which the employee is measured.

(a)  

TIPS IN HRM PLANNING

(a)