MA GLOBAL BUSINESS

CORE COURSE IN
HUMAN RESOURCE MANAGEMENT IN THE GLOBAL ENVIRONMENT
Academic year
2007 - 2008

2 NEW TRENDS IN HUMAN

RESOURCES MANAGEMENT

Objectives
After attending this class, you should start practicing and learning about:

1. Understand rational and non-rational models in human resources.

2. Integrate competencies in organizational development
3. Reflect his/her attitudes and behaviors concerning others
4. Discover weaknesses in competences and program to solve them
5. Analyze more critically his/her own role in organization
6. Solve problems and communicate original solutions at a
professional level (both written and spoken) in matters related to
business management in coaching exercises

1. Competencies
2. Coaching and competencies
3. Experiential learning and competencies

What's a competence? References

“A subjacent characteristic in
a person that is related
causally with the success
performance in work”
(Boyatzis, 1982)
Gomez-Mejía, L.R., Balkin, D.B. and Cardy, R.L (2004).
Managing Human Resources. International Edition. Pearson,
Prentice-Hall.
Noe, R., Hollenbeck, J., Gerhart, B., and Wright, P.(2002),
Human Resource Management, McGraw Hill

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 1. Competencies
„ Competence-based systems
z Optimimize more effectively an organization´s performance
„ Right people
„ Assess individual´s ability
„ Identify needs for training
„ Concept of competency
z Job based
z Motives, traits, skills and so on…
„ Types of competencies
z Hard and soft
„ Soft : creativity, sensitivity, personal qualities
„ Hard: organization and so on…
z Threshold and high performance competencies: Differential competencies (to get
success performance) and
essential or boundary competencies for a medium performance minimally right

1. Competencies

Knowledge
WHAT

HOW WISH

skills attitudes

Management Competency programs

„ Success Factors
z High level of management commitment and support
z Considerable staff involvement and input
z Commitment of adequate financial resources
z Clearly defined objectives
„ Common problems
z Identifying competencies
z Not enough time for projects
z Resistance by staff
z Lack of time management support and commitment

2
Management Competency programs
„ Reasons for introducing competencies
z Improve overall enterprise performance and increase competitiveness

z Support the introduction of a cultural change program

z Increase effectiveness of training and development

z Improve recruitment and selection process and reduce employee turnover

z Clarify managerial and specialist roles and increase focus on business

objectives
z Assist in career and succession planning

z Analyze skills and identify current and projected skill deficiencies

z Increase workforce flexibility

z Facilitate integration of enterprise HR strategies

z Support remuneration and reward programs

2. Coaching
What´s coaching?
•Purely is a conversation, a dialogue between a
tutor/coach and a pupil or coachee in a productive
context and oriented toward results.
•Also consist in help people to access to what they
know

¿What are the relations?

•Related with learning.
•Related more with questions that with answers
•Related with change and transformation and with the human
capacity of growing
•Related with the re-invention of oneself
•Also works in the emotional side

Coaching and competencies

„ Self conscience
„ Inspire others
„ Capacity relationship
„ Flexibility
„ Communication
„ Looking forward
„ Discipline
„ Diagnosis situations and find solutions

3
 Coaching and competencies

MANAGERS DIRECTORS EMPLOYEES

•Strategic thinking •Flexibility •Flexibility
•Change introduction •Motivation to search information and learning capacity
•Change leadership
•Interpersonal sensibility •Achievement orientation
•Relationship management
•Delegation •Time pressure working motivation
•Team working •Collaboration
•Customer orientation

3. Experiential Learning
„ The learning cycle (Kolb): learning to learn and
learning to unlearn

Act

Conceptualize
Think

3. Experiential Learning
„ Training techniques (Charrier, F., 2002)

LEARNING DOING 75%

GROUP DISCUSSION 15-30%

DEMOSTRATION 25%

AUDIO/VISUAL 20%

READING 10%

CLASS 5%

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 3. Experiential Learning

„ Vivencial learning: outdoor training

z Locate competencies to improve
z Develop risk activities: sport/theater
z Analyse performance with indicators
z Feedback to individuals
z Transference to work context