Human Resource

Management
Human resources development
can be defined as a set of
systematic and
planned
activities designed by
organaization to provide it,s
members with the opportunities to
learn necessary skills to meet
current and future job demands

Strategic Framework for

HRM
Hrd

programs and interventions

can be used to address a wide
range of issue and problem of org
They used to orient and socialize
new employees into org provied
skills and knowledge and help
individuals and groups become
more effective
To ensure the goals are achived

HUMAN RESOURCE DEVELOPMENT

STRATEGIC FRAMEWORK

The current HRD Strategic Framework (HRDSF) emanates from a

Review of the HRD strategy 2002 2006;

The HRDSF was prompted by, the low priority given to HRD in
organizations as well as the fact that many HRD professionals did not
seem to be able to strategically integrate the wide variety of policies
and regulations which affect their field, with core business needs;

The development of the HRDSF was a culmination of an inclusive

national process of consultation HRD practitioners in national and
provincial departments;

The core objective of the HRDSF is to build an efficient and

effective Public Service through the establishment of policies,
structures and operational processes for developing capable
and high performing employees.

The HRDSF was approved by Cabinet on 05 December 2007;

Departments were for the first time required to develop HRD

Implementation Plans and a baseline in the form of Organisational
Readiness Reports.

HUMAN RESOURCE DEVELOPMENT STRATEGIC

FRAMEWORK,

Human Resource Development Strategic

Framework (HRDSF), Vision 2015 is aimed at:
building an efficient and effective Public Service
through the establishment of policies, structures and
operational processes for developing capable and
high performing employees.

The HRDSFs core Objectives are:

To set the HRDSF in its social, economic and legal
context;
To present and explain the context, structure and
principles of the HRDSF; and
To present a framework and process for the
successful implementation of the strategic
provisions and requirements.

Vision
To create a campus culture that values all
employees. This culture encourages and
rewards exceptional performance and
continuous improvement, fosters
teamwork, and supports balanced
attention to work and personal life issues.
We provide services of the highest quality
in a cost-effective manner while creating
a healthy professional environment that
fosters respect for both diverse
perspectives and a service orientation.

Mission
Human

Resources advances
workplace solutions and services
throughleadership,excellence,
innovation,
andengagement, to enrich the
work and learning environment for
our faculty and staff.

Challenges for hrd

Importance of Hrm
Human

resource management
consists of performance.
review details and notifications.
training and certifications.
position control budgeting.

HRD function

Roles of HRD

Needs and Asseements of

Hrm
Organizational Analysis
Task Analysis
Person Analysis

Needs Assessment

Systematic problem identification process

Gupta (2007) stated, A needs assessment frames the

problems or opportunities of interest and builds
relationships among people and groups who have a stake
in the issue (p. 20). Gupta, further stated the needs
assessment not only builds relationships among
stakeholders, it clarifies problems or opportunities, sets
targets for future achievement and presents valuable data
for decision-making.

Organizational Analysis
Organizational

goals and strategy

Organizational resources
(financial, facilities, resources)
Organizational culture/climate
Environmental constraints

Task Analysis
Overall

job description
Task identification
Areas that can benefit from
training
Priority Of training needs

Person Analysis
Performance

deficiency

Is

performance substandard?
Are current employees capable of
training?
Can performance be improved
through training
Issue

of whether to train, replace,

motivate

HRM Practices
1. Culture and HR practices.
National cultural profile: Definitions of
Implications of national culture for HR
management.

2. Share and learn: Bio-data exercise

(connecting national cultural
dimensions).

Socrates seminar (emphasizing HRM

practices and national cultures).

3. Final quiz and immigration patterns.

SHRM 2011

19

Human Resource
Practicess
Old Thinking

New Thinking

People are part of the

process

People design and

improve processes

Process requires
external control

Workers who run the

process control it

Managers have to
control what
people do

Managers must obtain

commitment of workers

20

Definition of PM
1.

Continuous Process of

Identifying
Measuring
Developing

The performance of individuals

and teams

Linking business & HR

strategy
Factors

that affect this linkage:

Planning process
formal

or informal
HR Strategy Is Business Strategy

A successful business owner realizes the strong

connection between the two. Developing human
capital is important to the longevity and success of a
business. In the past, personnel administration was
merely the processing of payroll, benefits and
applications. Human resources strategy today
involves executive leadership teams conferring with
human resources experts to develop complementary
goals for human resources and the overall business.

Implementing HRD
Programs

The Implementation Stage

The Learning Pyramid

By Permission: Yin (2004)

Training Delivery Methods

Three basic categories:
On-the-Job

Training

Classroom

Training

Self-Paced

Training

Note: Computer-based training can be in a classroom,

or individual/self-paced.

On-the-Job Training (OJT)

Job

instruction training (JIT)

Job rotation
Coaching
Mentoring

Job Instruction Training

(JIT)
Prepare

the worker
Present the task
Practice the task
Follow-up

Job Rotation
Train

on different tasks/positions

Often

used to train entry-level

managers

Also

used to provide back-up in

production positions

Coaching and Mentoring

Coaching

between worker and

supervisor
Can

provide specific performance

improvement and correction

Mentoring

senior employee paired

with a junior employee (protg)
Helps

to learn the ropes

Prepares protg for future
advancement

Emerging HR systems and

practices

HR

vision and Mission

Competency based HR Practices
(CBHRP)
HR Shared Services (HRSS)
High
Performance Work Systems
(HPWS)
Learning Organization (LO)
Performance driven work culture
Virtual Team Building and Team Work
HR
empowering
systems
and
processes

Emerging HR systems and

practices

PCMM
e-HR
HR Portals
e-learning
HR Score Card
Knowledge Management
Mergers and acquisitions- HR issues
and challenges
Career
Anchors
and
Career
Development

HRM Potal

Benchmarking

Introduction
Book

definition: Benchmarking is
a systematic method by which
organizations can measure
themselves against the best
industry practices
Benchmarking is a standard that
companies compare themselves to
and strive to be that good

Benchmarking Concept
What is our
performance level?

What are others'

performance levels?

How do we do it?

How did they get there?

Creative
Adaptatio
n
Breakthrough
Performance

Benchmarking Concept
Concept

has been around for a while

2 Key elements
1)

Units of measure (to measure

performance)
2) Managers need to understand why their
company's performance differs

Reasons to Benchmark
Promotes

continuous improvement
Makes companies search for the best
practices, innovative ideas, and highly
effective operating procedures
Can notify a company if it has fallen
behind the competition
Inspires managers to compete
Allows goals to be set objectively

Reasons to Benchmark
Weaknesses
Organizations

must continue to
innovate as well as imitate.

6 General Steps to
Benchmarking
1) Decide what to
benchmark
2) Understand current
performance
3) Plan
4) Study others
5) Learn from the data
6) Use the findings

Deciding What to Benchmark

Think

about the mission and

critical success factors
Decide the scope
Devise charts that will pin point
the exact problem
Decide on a numerical measure to
show improvement

Understanding Current
Performance
Understand

and document current

processes
Form a benchmarking team
Decide on a way to numerically
measure findings

Planning

Decide what type of

benchmarking to
perform (internal,
competitive, or
process)
Choose the type of
data to be collected
Devise a method of
collection

Identify which
organizations to use
as your benchmarks
Make a timetable to
adhere to for each
task
Have a desired
output for the study

Studying Others
Use

internal sources
Apply data in the public domain
Utilize original research
Combining all or some of these

DEFINITION-HR AUDIT
The

Human Resources (HR)

Audit is a process of examining
policies, procedures,
documentation, systems, and
practices with respect to an
organizations HR functions

PURPOSE-HR AUDIT

The purpose of the audit is to reveal the strengths and

weaknesses in the human resources system, and any issues
needing resolution.
The audit works best when the focus is on analyzing and
improving the HR function in the organization.
The audit itself is a diagnostic tool, not a prescriptive
instrument. It will help you identify what you are missing or
need to improve, but it cant tell you what you need to do to
address these issues.
It is most useful when an organization is ready to act on the
findings, and to evolve its HR function to a level where its full
potential to support the organizations mission and objectives
can be realized.

Who should conduct the

audit?

The team that is responsible for

the audit should represent a crosssection of the organizations staff,
including line staff, middle and
upper management, and those
responsible for HR functions. or
you may use an external
consultant to assist.

How should it be
conducted?

The audit process consists of a series of questions covering the eight

primary components of the HR
function:
1. Roles, head count, and HR information systems (HRIS)
2. Recruitment
3. Documentation
4. Training, development, and career management
5. Compensation and benefits
6. Performance measurement and evaluation
7. Termination and transition
8. Legal issues and personnel policies
9. Health / Welfare systems
10.Employee Relations
11. Safety
12. Resourcing