Month: September 2016

HR Word: HR Planning

Human Resource Planning definition

A process that starts with an organisation’s future human resources needs and defines the path to get there. Defined by Bulla and Scott (1994) as ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements.

Human resource planning is a growing remit for a number of reasons:

  • Organisations are becoming more aware of their own effect on staff happiness and productivity
  • Globalisation has resulted in companies that have employees across the world with very different needs and requirements
  • It’s becoming harder to predict what the future will look like; businesses cannot assume it will resemble the past

HR Word: Human Relations Movement.

Human Relations Movement definition

The human relations movement was founded by sociologist George Elton Mayo in the 1930s following a series of experiments known as the Hawthorne studies, which focused on exploring the link between employee satisfaction/wellbeing and workplace productivity.

Essentially the Hawthorne studies concluded that when employers take an interest in workers and make decisions based on their natural needs and psychological makeup, productivity increases. They also found that people work best when organised into groups, when they can have effective two-way communication with their leaders, and when leaders communicate and share information freely as part of an overall cohesive decision-making process.

The human relations movement is seen as the precursor of the modern human resources function. Before the human relations movement, workers were typically seen as replaceable cogs in organisational systems that put the ultimate value on higher output.

HR Word: HR #Service #Delivery

HR Service Delivery definition

HR provides many functions to the organisation, such as payroll processing, employee benefits and career advice. These services must be delivered to large workforces and the ways these are delivered are based on what’s known as the HR service delivery model.

There are two main types of model. The traditional model of ‘generalist’ HR staff revolves around a central team that will provide key services and handle the needs of line managers, employees and senior staff, although there may be internal divides based employee grades. This is the most common type of service delivery model.

The second model, and one that is increasingly gaining traction, is Ulrich’s three-legged stool model of HR service delivery, which involves three crucial strands – HR business partners, HR centres of expertise and shared HR services. Commonly-cited benefits include a greater ability for HR to be strategic.

Other key types of HR service delivery model include self-service, where employees use portals to access and input the information they need, and thus don’t have to approach HR representatives directly. A common way to facilitate self-service delivery is to include in-depth Q&As hosted on company intranets so that employees can find answers to their questions. Outsourced HR services may also involve a different model in that the internal HR function can re-focus on delivering strategic value rather than administrative value.

HR Word: HR Policies

HR Policies definition

Mostly refers to codified documents that set out the company’s stance on issues, such as internet use or dress code, but can also mean a stance communicated verbally. Policies are crucial to effective functioning of the HR department as they help define the relationship between employer and employee. Employees must understand what the company’s position so there’s a benchmark for behaviour. Without this benchmark, businesses can’t discipline employees or set goals for improvements, and it becomes much harder to improve company processes and values.

HR should have policies for as many different eventualities as possible because if a situation arises that isn’t referenced then there’s no precedent or starting ground for how to deal with it.

Clarity is fundamental in codifying HR policies. Everything must be crystal clear – this is particularly important as company policies will be scrutinised in the case of an employment tribunal. Whether a company has a consistent policy in place is often important in determining where liability lies.

#HR #Word : #Psychic #Income

Merriam Webster defines psychic income as rewards (as in prestige, leisure, or pleasant surroundings) not measurable in terms of money or goods but serving as an incentive to work in certain occupations or situations 

A creative artist can reap a psychic income that money cannot match
People are irrational decision makers. They do not always behave in ways that seems logical to their managers.

Research in the field of behavioural economics reveals that this perceived irrationality is actually predictable and by understanding which button to push, managers can nudge their employees towards achieving organizational goals without adopting an expensive restructuring program or a tumultuous round of layoffs.
By including emotions as a factor in the decision making process we begin to understand that financial incentives have limitations as motivators to perform a given tasks. In other words people also give value to psychic income i. e. how the boss, the management or the organisation makes them feel.

 This psychic income forms part of the decision process on how much effort to exert on a task, whether to indulge in behaviour that can harm the organisation, how to treat co workers etc.
If the workplace gives an employee positive feelings, or psychic income in terms of being valued or being included in important decisions, in addition to monetary compensation, the individual feels more motivated to work towards the organisational goals.

For organisations, this implies that managers need to value the emotional needs of employees, in addition to monetary incentives while structuring compensation, rewards and recognition strategy.

HR Word: HR Audit

HR Audit definition

A comprehensive and wide-ranging review of an organisation’s HR policies, procedures, systems, documents in order to provide recommendations for operational improvement and ensure compliance with relevant employment law.

Audits may or may not include qualitative research based on employee perception of workplace culture, as well as interviews with HR staff. If employee relations are included in the audit, it will inevitably take much longer as it’s harder to assess a culture than it documentation.

HR audits come in many different shapes and sizes and will follow different paths to completion. Generally, however, there will be a pre-audit stage which will involve an information-gathering process – part of this will be self-reported by the HR department and/or senior leaders. An on-site review will follow, where the auditors will spend time assessing the culture and daily processes used. They will then analyse the relevant documentation, records and HR software data before building a final report. This report will be used to make recommendations for improvement.

HR audits may be conducted in-house by the HR department or another department or by an external company with expertise in the area.

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