GRADUATE SCHOOL

MBA 223 - HUMAN RESOURCE MANAGEMENT

1. Human Resource Management - Roles and Responsibilities

Human Resource Management (HRM) is the term used to describe formal systems devised for
the management of people within an organization. The responsibilities of a human resource
manager fall into three major areas: staffing, employee compensation and benefits, and
defining/designing work. Essentially, the purpose of HRM is to maximize the productivity of an
organization by optimizing the effectiveness of its employees.

HUMAN RESOURCE MANAGEMENT--KEY RESPONSIBILITIES

Human resource management is concerned with the development of both individuals and the
organization in which they operate. HRM, then, is engaged not only in securing and developing
the talents of individual workers, but also in implementing programs that enhance
communication and cooperation between those individual workers in order to nurture
organizational development.

The primary responsibilities associated with human resource management include: job analysis
and staffing, organization and utilization of work force, measurement and appraisal of work force
performance, implementation of reward systems for employees, professional development of
workers, and maintenance of work force.

Job analysis consists of determining--often with the help of other company areas--the nature
and responsibilities of various employment positions. This can encompass determination of the
skills and experiences necessary to adequately perform in a position, identification of job and
industry trends, and anticipation of future employment levels and skill requirements. "Job
analysis is the cornerstone of HRM practice because it provides valid information about jobs
that is used to hire and promote people, establish wages, determine training needs, and make
other important HRM decisions," stated Thomas S. Bateman and Carl P. Zeithaml
in Management: Function and Strategy. Staffing, meanwhile, is the actual process of managing
the flow of personnel into, within (through transfers and promotions), and out of an organization.
Once the recruiting part of the staffing process has been completed, selection is accomplished
through job postings, interviews, reference checks, testing, and other tools.

Organization, utilization, and maintenance of a company's work force is another key function
of HRM. This involves designing an organizational framework that makes maximum use of an
enterprise's human resources and establishing systems of communication that help the
organization operate in a unified manner. Other responsibilities in this area include safety and
health and worker-management relations. Human resource maintenance activities related to
safety and health usually entail compliance with federal laws that protect employees from
hazards in the workplace. These regulations are handed down from several federal agencies,
including the Occupational Safety and Health Administration (OSHA) and the Environmental
Protection Agency (EPA), and various state agencies, which implement laws in the realms of
worker's compensation, employee protection, and other areas. Maintenance tasks related to
worker-management relations primarily entail: working with labor unions; handling grievances
related to misconduct, such as theft or sexual harassment; and devising communication
systems to foster cooperation and a shared sense of mission among employees.

Performance appraisal is the practice of assessing employee job performance and providing
feedback to those employees about both positive and negative aspects of their performance.
Performance measurements are very important both for the organization and the individual, for
they are the primary data used in determining salary increases, promotions, and, in the case of
workers who perform unsatisfactorily, dismissal.

Reward systems are typically managed by HR areas as well. This aspect of human resource
management is very important, for it is the mechanism by which organizations provide their
workers with rewards for past achievements and incentives for high performance in the future. It
is also the mechanism by which organizations address problems within their work force, through
institution of disciplinary measures. Aligning the work force with company goals, stated
Gubman, "requires offering workers an employment relationship that motivates them to take
ownership of the business plan."

Employee development and training is another vital responsibility of HR personnel. HR is

responsible for researching an organization's training needs, and for initiating and evaluating
employee development programs designed to address those needs. These training programs
can range from orientation programs, which are designed to acclimate new hires to the
company, to ambitious education programs intended to familiarize workers with a new software
system.

Responsibilities associated with training and development activities, meanwhile, include the
determination, design, execution, and analysis of educational programs. The HRM professional
should be aware of the fundamentals of learning and motivation, and must carefully design and
monitor training and development programs that benefit the overall organization as well as the
individual. The importance of this aspect of a business's operation can hardly be overstated. As
Roberts, Seldon, and Roberts indicated in Human Resources Management, "the quality of
employees and their development through training and education are major factors in
determining long-term profitability of a small business'¦. Research has shown specific benefits
that a small business receives from training and developing its workers, including: increased
productivity; reduced employee turnover; increased efficiency resulting in financial gains; [and]
decreased need for supervision."

Meaningful contributions to business processes are increasingly recognized as within the

purview of active human resource management practices. Of course, human resource
managers have always contributed to overall business processes in certain respects--by
disseminating guidelines for and monitoring employee behavior, for instance, or ensuring that
the organization is obeying worker-related regulatory guidelines.

Now, increasing numbers of businesses are incorporating human resource managers into other
business processes as well. In the past, human resource managers were cast in a support role
in which their thoughts on cost/benefit justifications and other operational aspects of the
business were rarely solicited. But as Johnston noted, the changing character of business
structures and the marketplace are making it increasingly necessary for business owners and
executives to pay greater attention to the human resource aspects of operation: "Tasks that
were once neatly slotted into well-defined and narrow job descriptions have given way to broad
job descriptions or role definitions. In some cases, completely new work relationships have
developed; telecommuting, permanent part-time roles and outsourcing major non-strategic
functions are becoming more frequent." All of these changes, which human resource managers
are heavily involved in, are important factors in shaping business performance.

2. Job design, job analysis, HR planning and labor market

Job design is the division of work tasks assigned to an individual in an organization that
specifies what the worker does, how, and why. Effective job design contributes to the
achievement of organizational objectives, motivation, and employee satisfaction. One of the
most well-known approaches to job design is the Job Characteristics Model (JCM). In the JCM,
five core characteristics are considered: (1) skill variety, (2) task identity, (3) task significance,
(4) autonomy, and (5) feedback. Three strategies are necessary for organizations to increase
the motivation potential of any job: job rotation, job enlargement, and job enrichment. Each of
these offer options for mangers to implement in order to effectively design jobs. Employee jobs
will need to be designed with fluid composition and boundaries that can rapidly change in size
and shape as the winds of change form and reform internal work requirements.

Job analysis is the process of studying a job to determine which activities and responsibilities it
includes, its relative importance to other jobs, the qualifications necessary for performance of
the job and the conditions under which the work is performed. An important concept in job
analysis is that the job, not the person doing the job, is assessed, even though human
resources (HR) may collect some job analysis data from incumbents.

Job analysis is often confused with job evaluation, but the two activities are quite different. Job
evaluation is the process of comparing a job to other jobs within the organization to determine
the appropriate pay rate and is not addressed in this toolkit. See Performing Job Evaluations.

Examples of how an organization may use job analysis data:

 Workforce planning.
 Performance management.
 Recruitment and selection.
 Career and succession planning.
 Training and development.
 Compensation administration.
 Health, safety and security.
 Employee/labor relations.
 Risk management..

Job Analysis Methods  

Determining which tasks employees perform is not easy. The most effective technique when
collecting information for a job analysis is to obtain information through direct observation as
well as from the most qualified incumbent(s) via questionnaires or interviews. The following
describes the most common job analysis methods.
 Open-ended questionnaire
Job incumbents and/or managers fill out questionnaires about the KSAs necessary for the job.
HR compiles the answers and publishes a composite statement of job requirements. This
method produces reasonable job requirements with input from employees and managers and
helps analyze many jobs with limited resources. See Job Analysis Questionnaire and Job
Analysis Template.
 Highly structured questionnaire
These questionnaires allow only specific responses aimed at determining the frequency with
which specific tasks are performed, their relative importance and the skills required. The
structured questionnaire is helpful to define a job objectively, which also enables analysis with
computer models. See O*NET Questionnaires.
 Interview                                                    
In a face-to-face interview, the interviewer obtains the necessary information from the employee
about the KSAs needed to perform the job. The interviewer uses predetermined questions, with
additional follow-up questions based on the employee's response. This method works well for
professional jobs.
 Observation                                               
Employees are directly observed performing job tasks, and observations are translated into the
necessary KSAs for the job. Observation provides a realistic view of the job's daily tasks and
activities and works best for short-cycle production jobs.
 Work diary or log  
A work diary or log is a record maintained by the employee and includes the frequency and
timing of tasks. The employee keeps logs over a period of days or weeks. HR analyzes the logs,
identifies patterns and translates them into duties and responsibilities. This method provides an
enormous amount of data, but much of it is difficult to interpret, may not be job-related and is
difficult to keep up-to-date. See Job Analysis: Time and Motion Study Form.
 Behavioral event interview
Behavioral event interviewing, a competency-based job analysis, differs from the traditional job
analysis, which focuses solely on the evaluation of tasks, duties and responsibilities. In
behavioral event interviewing:
A team of senior managers identifies future performance areas critical to the organization's
business and strategic plans.
HR assembles panels composed of individuals who are knowledgeable about the organization's
jobs (i.e., subject matter experts). These groups may be employees, managers, supervisors,
trainers and others.
A facilitator interviews panel members to obtain examples of job behaviors and actual
occurrences on the jobs.

The facilitator develops detailed descriptions of each identified competency, including

descriptive phrases for clarity.

HR rates the competencies, and panel members identify KSAs required to meet them. 

HR identifies performance standards for each job. The organization must develop and
implement selection, screening, training and compensation instruments, or processes that focus
on competencies. 

Use of Job Analysis Data

 Job descriptions and specifications

HR uses the job analysis output to develop a job description and job specifications. The job
description summarizes and organizes the information for the organization's job-related actions.
Generally, the job description and specifications are combined but compartmentalized to enable
independent updating as needed. See How To Develop a Job Description  and Sample Job
Descriptions.

 Compensation decisions

In relation to employee pay practices, job analysis has two critical uses: It establishes
similarities and differences in job content, and it helps determine the internal equity and relative
worth of like jobs. If jobs have equal content, then the pay established for them will likely be
equal. If, on the other hand, job content is perceptibly different, then those differences, along
with the market rates, will become part of the rationale for paying certain jobs differently.

 Selection assessments

Job analysis information can also be used as a basis for selecting or developing employment
assessments that measure the most critical tasks or KSAs. Some assessments involve work
samples that simulate job tasks and require candidates to demonstrate that they can perform
these tasks effectively. HR uses job-oriented or task-based job analysis data as a basis for
developing these types of assessments because they focus directly on assessing how well job
candidates can perform critical work tasks. Other assessment methods focus on measuring
KSAs that are required to perform job tasks effectively, such as various mental abilities, physical
abilities or personality traits, depending on the job's requirements. See SHRM Talent
Assessment Center.

Source: Performing Job Analysis (shrm.org)

What Is Human Resource Planning (HRP)?

Human resource planning (HRP) is the continuous process of systematic planning ahead to
achieve optimum use of an organization's most valuable asset—quality employees. Human
resources planning ensures the best fit between employees and jobs while avoiding manpower
shortages or surpluses.

There are four key steps to the HRP process. They include analyzing present labor
supply, forecasting labor demand, balancing projected labor demand with supply, and supporting
organizational goals. HRP is an important investment for any business as it allows companies to
remain both productive and profitable.

Understanding Human Resource Planning

Human resource planning allows companies to plan ahead so they can maintain a steady supply
of skilled employees. That's why it is also referred to as workforce planning. The process is used
to help companies evaluate their needs and to plan ahead to meet those needs.

Human resource planning needs to be flexible enough to meet short-term staffing challenges

while adapting to changing conditions in the business environment over the longer term. HRP
starts by assessing and auditing the current capacity of human resources.

Challenges of Human Resource Planning

The challenges to HRP include forces that are always changing, such as employees getting sick,
getting promoted, or going on vacation. HRP ensures there is the best fit between workers and
jobs, avoiding shortages and surpluses in the employee pool.

To satisfy their objectives, HR managers have to make plans to do the following:

 Find and attract skilled employees.

 Select, train, and reward the best candidates.
 Cope with absences and deal with conflicts.
 Promote employees or let some of them go.

Investing in HRP is one of the most important decisions a company can make. After all, a
company is only as good as its employees, and a high level of employee engagement can be
essential for a company's success. If a company has the best employees and the best
practices in place, it can mean the difference between sluggishness and productivity, helping to
lead a company to profitability.

Steps to Human Resource Planning

There are four general, broad steps involved in the human resource planning process. Each step
needs to be taken in sequence in order to arrive at the end goal, which is to develop a strategy
that enables the company to successfully find and retain enough qualified employees to meet the
company's needs.

Analyzing Labor Supply

The first step of human resource planning is to identify the company's current human resources
supply. In this step, the HR department studies the strength of the organization based on the
number of employees, their skills, qualifications, positions, benefits, and performance levels.

Forecasting Labor Demand

The second step requires the company to outline the future of its workforce. Here, the HR
department can consider certain issues like promotions, retirements, layoffs, and transfers—
anything that factors into the future needs of a company. The HR department can also look at
external conditions impacting labor demand, such as new technology that might increase or
decrease the need for workers.

Balancing Labor Demand With Supply

The third step in the HRP process is forecasting the employment demand. HR creates a gap
analysis that lays out specific needs to narrow the supply of the company's labor versus future
demand. This analysis will often generate a series of questions, such as:

 Should employees learn new skills?

 Does the company need more managers?
 Do all employees play to their strengths in their current roles?

Developing and Implementing a Plan

The answers to questions from the gap analysis help HR determine how to proceed, which is the
final phase of the HRP process. HR must now take practical steps to integrate its plan with the
rest of the company. The department needs a budget, the ability to implement the plan, and a
collaborative effort with all departments to execute that plan.

Special Considerations
The goal of HR planning is to have the optimal number of staff to make the most money for the
company. Because the goals and strategies of a company change over time, human resource
planning is a regular occurrence. Additionally, as globalization increases, HR departments will
face the need to implement new practices to accommodate government labor regulations that
vary from country to country.

The increased use of remote workers by many corporations will also impact human resource
planning and will require HR departments to use new methods and tools to recruit, train, and
retain workers.

Why is human resource planning important?

Human resource planning (HRP) allows a business to better maintain and target the right kind of
talent to employ - having the right technical and soft skills to optimize their function within the
company. It also allows managers to better train and develop the skills needed amongst the
workforce.

Source: Human Resource Planning (HRP) Definition (investopedia.com)

What Is the Labor Market?

The labor market, also known as the job market, refers to the supply of and demand for labor, in
which employees provide the supply and employers provide the demand. It is a major component
of any economy and is intricately linked to markets for capital, goods, and services.

KEY TAKEAWAYS

 The labor market refers to the supply of and demand for labor, in which employees
provide the supply and employers provide the demand.
 The labor market should be viewed at both the macroeconomic and microeconomic
levels.
 Unemployment rates and labor productivity rates are two important macroeconomic
gauges.
 Individual wages and number of hours worked are two important microeconomic gauges.

Understanding the Labor Market

At the macroeconomic level, supply and demand are influenced by domestic and international
market dynamics, as well as factors such as immigration, the age of the population, and
education levels. Relevant measures include unemployment, productivity, participation rates, total
income, and gross domestic product (GDP).

At the microeconomic level, individual firms interact with employees, hiring them, firing them, and
raising or cutting wages and hours. The relationship between supply and demand influences the
hours employees work and compensation they receive in wages, salary, and benefits.

3 Recruitment & selection

What is the Difference Between Recruitment and Selection?

 
The difference between recruitment and selection is important to
understand. Recruitment refers to the process where potential applicants are searched for, and
then encouraged to apply for an actual or anticipated vacancy. Selection is the process of hiring
employees among the shortlisted candidates and providing them a job in the organization. 
The success of any organization depends on its employees. When an employee is well suited for
their job, the entire company can enjoy the benefits of their unbeatable success. Recruitment
and selection help organizations choose the right candidates for the right positions. Therefore,
understanding the difference between recruitment and selection is essential to reduce any losses
for an organization. 

What is Recruitment? 
Recruitment is the process in which people are offered selection in an organization. It is when
prospective employees are searched for and are then encouraged to apply for jobs within the
organization. 

This is just one step in the process of employment however it is a long process that involves a
series of tasks, starting with an analysis of the job requirements and ending with the appointment
of the employee. Specific tasks involved in the process of recruitment include: 
 Analyzing job requirements 
 Advertising the vacancy 
 Attracting candidates to apply for the job 
 Managing response 
 Scrutinizing applications 
 Shortlisting candidates 

Recruitment activities are typically performed by Human Resource practitioners, either internally

or externally. Internal recruitment sources are promotion, transfers, retrenched employees,
contact or references, ex-employees, retired employees, etc. External recruitment sources are
recruitment through advertisement, campus recruitment, recruitment by employee exchanges,
recruitment by third parties, internet recruitment, unsolicited applicants, etc. 

What is Selection? 
Selection is the process of identifying an individual from a pool of job applicants with the requisite
qualifications and competencies to fill jobs in the organization. This is an HR process that
helps differentiate between qualified and unqualified applicants by applying various techniques.  

The term ‘selection’ comes with the connotation of placing the right person in the right job.
Selection is the process in which various strategies are employed to help recruiters decide which
applicant is best suited for the job. Some activities include: 
 Screening 
 Eliminating unsuitable candidates 
 Conducting an examination (aptitude test, intelligence test, performance test, personality
test, etc.) 
 Interviews 
 Checking references 
 Medical tests 

The selection process is a largely time-consuming step in an employee’s hiring experience. HR

managers must carefully identify the eligibility of every candidate for the post, being careful not to
disregard important factors such as educational qualification, background, age, etc. 

The Difference Between Recruitment and Selection 

The difference between recruitment and selection can be understood by comparing the two
processes against the same characteristics or factors. See the chart below. 
Compari
Recruitment  Selection
son 
 An activity of searching
for potential A process of selecting the
Meaning  candidates and best candidates and
encouraging them to offering them the job. 
apply. 

Negative – seeking out

Positive – seeking out ways to reduce the
Approach  an increase in the applicant pool until one
applicant pool.  ideal candidate is
identified. 

Inviting more Choosing the most suitable

Objective  candidates to apply for candidate and rejecting the
a vacant position.  rest. 

Key
Advertising the job.  Appointing the candidate. 
Factor 

Sequenc
First.  Second. 
e 

Vacancies are notified The organization makes an

by the organization applicant go through
through various various levels (submitting a
Process  sources, then an form, writing a test,
application form is undergoing an interview,
made available to etc.) to deem whether
candidates.  they’re an appropriate fit. 

The recruitment policy

specifies the objectives
of recruitment,
Specificat
providing rules and
ions 
regulations for the
implementation of the
recruitment program. 
The selection policy
consists of a series of
methods/steps/stages by
which the evaluation of the
candidate will be done. 

Recruitment only
implies communication Selection involves the
Contractu
of vacancies and open creation of a contractual
al
positions – therefore, agreement between the
Relation 
no contractual relation employer and employee. 
is established. 

Method  Economical.  Expensive. 

Key Differences 
The process of recruitment involves the development of suitable techniques for attracting more
candidates to a position vacancy, while the process of selection involves identifying the most
suitable candidate for the vacancy. Recruitment precedes the selection process, and the
selection process is only completed when a job offer is created and given to the selected
candidate by appointment letter.  

In order to thoroughly understand the difference between recruitment and selection, there are

certain points to keep in mind. 
Recruitment is the process of finding candidates for the vacant position and encouraging them to
apply for it. Selection means choosing the best candidate from the pool of applicants and
offering them the job. 

Recruitment is a positive process aimed at attracting more and more job seekers to apply.
Selection is a negative process, rejecting unfit candidates from the list. 

Of the two, recruitment is relatively simpler. Recruitment has the recruiter paying less attention to
scrutinizing individual candidates, whereas selection involves a more thorough examination of
candidates where recruiters aim to learn every minute detail about each candidate, so they can
choose the perfect match for the job. 

Recruitment is less time-consuming and less economically demanding, as it only involves

identifying the needs of the job and encouraging candidates to apply for them. Selection involves
a wide range of activities, which can be both time-consuming and expensive. 

In recruitment, communication of vacancy is done so through various sources such as the

internet, newspaper, magazines, etc., and distributes forms easily so candidates can apply.
During the selection process, assessment is done so through various evaluation stages, such as
form submission, written exams, interviews, etc. 

4. Employee's orientation, socialization, and training & development

What Is Employee Orientation?

Employee orientation is the process of introducing newly hired employees to their new
workplace. It provides the basic organizational information employees need to feel prepared for
their new team, department, and role within the company. Effective employee orientation makes
employees aware of company policies and expectations, handles essential paperwork, and
answers any questions or concerns they may have before they transition into their new positions.

Why Orientation Is Important for New Employees

Orientation is important because it signifies the beginning of the relationship between employee
and employer. The first day of work is the most important, as new hires are seeking to affirm their
decision to accept your offer of employment.

A smooth transition into a new role benefits both new employees and their new managers and
colleagues. By clearly communicating expectations and responsibilities to a new employee, they
can start being productive quickly. As part of an effective onboarding process, a thorough and
engaging orientation can also help reduce new employee turnover due to misunderstood or
unmet expectations. Additionally, a clear policy for employee orientation will ensure that all new
team members receive the same training and information.

How to Train New Employees in Your Organization

The key to successful new employee training is to make your new colleagues feel welcomed,
appreciated, and productive from day one. To help employees feel welcomed, avoid
overwhelming them with facts, figures, flowcharts, and new faces on their first day. Make sure
their office and equipment such as phone, laptop, and email account are set up and ready to go,
and that someone is prepared to show them how everything works. Don’t forget to be
enthusiastic about their arrival! You can make the day feel special by planning a team lunch
outing and by providing a welcome kit that includes a company T-shirt or other freebies.

On the more practical side, offer a map of the facility, a list of nearby restaurants, a glossary of
company jargon, and an outline of the structure of your company and department that the new
hire can refer to easily. Discuss how the employee’s own responsibilities fit into the bigger
company structure.

Make sure the employee understands expectations, and invite them to offer ideas for
improvement on current processes relevant to the job. On the first day, if appropriate, give them
a simple project or two to get started on.
As part of training new employees, consider assigning a mentor to check in with the employee
over the first few months. That way new employees know who to ask questions, have a built-in
friend, and can be trained and mentored in their day-to-day tasks.

Why Orientation Is Important for New Employees

Orientation is important because it signifies the beginning of the relationship between employee
and employer. The first day of work is the most important, as new hires are seeking to affirm their
decision to accept your offer of employment.

A smooth transition into a new role benefits both new employees and their new managers and
colleagues. By clearly communicating expectations and responsibilities to a new employee, they
can start being productive quickly. As part of an effective onboarding process, a thorough and
engaging orientation can also help reduce new employee turnover due to misunderstood or
unmet expectations. Additionally, a clear policy for employee orientation will ensure that all new
team members receive the same training and information.

What Is an Employee Orientation Checklist?

An employee orientation checklist describes a formalized orientation process to make sure each
new employee receives an adequate introduction to the company, meets the right people, and
has the correct tools to quickly become a productive employee. If you’re looking for a
comprehensive checklist about what should be included in employee orientation, check out our
all-inclusive new hire onboarding checklist.

What Is an Alternative Term for Employee Orientation?

Employee orientation is often referred to as onboarding; however, they are technically different
ideas. Orientation begins on the first day of work, and consists of first-day introductions and
information. Onboarding, on the other hand, starts from the moment a candidate accepts their
offer, and it encompasses the entire introductory process, which may extend weeks and months
into an employee’s first year. In short, orientation is a part of onboarding, but they are not the
same thing. Do You Get Paid for Orientation at a New Job?

Typically, employee orientation at a new job begins on day one of employment. Because of this,
employees are typically paid their agreed-upon wage or salary for the time they spend training.
Some companies may offer raises once an employee has completed specified certifications
required to complete their job. Because there are costs associated with training new employees,
it is crucial to create a streamlined process that welcomes new colleagues and empowers them
to become comfortable and productive as soon as possible.

How Long Should New Employee Orientation Last?

The correct amount of time to spend on employee orientation varies from organization to
organization. Different industries require different levels of training and briefing before new
employees can fully participate in their responsibilities. However, the widely accepted general
standard for a new employee’s orientation duration is around three hours or no longer than a full
workday.

EMPLOYEE SOCIALIZATION is the process by which new employees understand the

company's policies, the internal culture, how the company hierarchy works and the ways to
function effectively in the organization. Developing programs and policies that integrate new
employees into the company helps the company maintain a consistent corporate culture.

Examples. A primary example of employee socialization is new hire orientation. This a time
when new employees develop working relationships with each other, and should be a time when
the company encourages new and existing staff members to become acquainted as well. Other
forms of corporate-sponsored socialization include holiday parties, family nights at sporting
events, social gatherings such as a company bowling night and a company summer picnic.
Significance. Employee socialization not only helps new employees understand corporate
culture, but it also encourages the development of teamwork between new hires and current
staff members. Allowing employees to become more familiar on a social as well as
professional level can develop strong bonds that improve productivity and help to reduce
employee turnover.

Warning. While an employee socialization program is essential to integrating new hires into
the company culture, it can be counterproductive if there is too much focus on socialization.
Each new hire requires an effective balance of corporate work policies and socialization
programs to get a comprehensive understanding of productivity in the company culture.

EMPLOYEE TRAINING is a program that helps employees learn specific knowledge or

skills to improve performance in their current roles. Employee development is more
expansive and focuses on employee growth and future performance, rather than an
immediate job role.

WHY YOU NEED HIGH-IMPACT EMPLOYEE TRAINING AND DEVELOPMENT

Good training and development programs help you retain the right people and grow profits. As
the battle for top talent becomes more competitive, employee training and development
programs are more important than ever. Hiring top talent takes time and money, and how you
engage and develop that talent from the time they are first onboarded impacts retention and
business growth.

And it’s not just about retention. Employee training and development programs directly impact
your bottom line.

According to SHRM, the link between learning and business success is compelling. “Companies
that learn fastest and adapt well to changing environments perform the best over time,” says
Edward Hess, a professor of business administration and author.

HERE IS HOW YOU CREATE HIGH-IMPACT EMPLOYEE TRAINING

High-impact training and development programs don’t just happen. Instead, they’re the result of
a careful planning and alignment process. The following steps can help you translate business
objectives into a tailored training plan.

1. Identify Business Impact: Design and develop your training to meet the company’s overall
goals. Keeping business goals in focus ensures training and development makes
a measurable impact.

2. Analyze Skill Gaps: How are your employees’ behaviors helping meet the business goal?
By finding out what the gaps are between employees’ current and ideal skills, you can
better pinpoint what your specific learning objectives should be. Categorize these
learning objectives into these three groups and have activities in your training plan that
target all three.

2.1 Motivation: How can you help learners understand why they need to change their
behaviors? By working with employee motivations–for example, pinpointing a
purpose–you’re more likely to change behavior over the long term.

2.2 Skills Mastery: What do your learners need to be able to do the job? These behaviors
will have the most impact on performance.

2.3 Critical Thinking: What must your learners know to perform their jobs well?
Distinguish critical knowledge from nice-to-know information to identify what content
should be in the course, and what should be in optional resources.
 3. Layer Training Methods: The most effective training programs use layered, sustainable
learning activities to create performance improvement over time. A layered approach
makes sure your program targets the essential employee, customer, and business needs
while training the right people at the right time in the right way. A layered approach is the
best of all worlds because it blends learning experiences and training methods that
maximize the benefits of your time.

4. Evaluate Effectiveness and Sustain Gains: Employees’ need for training and support
don’t end when they get back to work. In fact, continued support is required to ensure that
initial training sticks. Measurable learning objectives are the foundation for you to
evaluate an initiative’s impact.

5. Performance management

What Is Performance Management?

Performance management is a corporate management tool that helps managers monitor and
evaluate employees' work. Performance management's goal is to create an environment where
people can perform to the best of their abilities to produce the highest-quality work most
efficiently and effectively.

A formal performance-management program helps managers and employees see eye-to-eye

about expectations, goals, and career progress, including how individuals' work aligns with
the company's overall vision. Generally speaking, performance management views individuals in
the context of the broader workplace system. In theory, you seek the absolute performance
standard, though that is considered unattainable.

How Performance Management Works

Performance-management programs use traditional tools such as creating and measuring
goals, objectives, and milestones. They also aim to define what effective performance looks like
and develop processes to measure performance. However, instead of using the traditional
paradigm of year-end reviews, performance management turns every interaction with an
employee into an occasion to learn.

Managers can use performance management tools to adjust workflow, recommend new courses
of action, and make other decisions that will help employees achieve their objectives. In turn, this
helps the company reach its goals and perform optimally. For example, the manager of a sales
department gives her staff target revenue volumes that they must reach within a set period. In a
performance management system, along with the numbers, the manager would offer guidance
gauged to help the salespeople succeed.

Why Performance Management Matters

Focusing on continuous accountability creates a healthier, more transparent work environment,
and emphasis on regular meetings can improve overall communications. Because performance
management establishes concrete rules, everyone has a clearer understanding of the
expectations. When expectations are clear, the workplace is less stressful. Employees are not
trying to impress a manager by doing some random task, and managers aren't worried about
how to tell employees that they are not performing well. If the system is working, they probably
know it already.

Types of Performance-Management Programs

Although performance-management software packages exist, templates are generally
customized for a specific company. Effective performance-management programs, however,
contain certain universal elements, such as the following:

 Aligning employees' activities with the company's mission and goals. Employees

should understand how their goals contribute to the company's overall achievements.
  Developing specific job-performance outcomes. What goods or services does my job
produce? What effect should my work have on the company? How should I interact with
clients, colleagues, and supervisors? What procedures does my job entail?
 Creating measurable performance-based expectations. Employees should give input
into how success is measured. Expectations include results—the goods and services an
employee produces; actions—the processes an employee uses to make a product or
perform a service; and behaviors—the demeanor and values an employee demonstrates
at work.
 Defining job-development plans. Supervisors and employees together should define a
job's duties. Employees should have a say in what types of new things they learn and
how they can use their knowledge to the company's benefit.
 Meeting regularly. Instead of waiting for an annual appraisal, managers and employees
should engage actively year-round to evaluate progress.

6. Compensation, Benefits & recognition

Compensation is a systematic approach to providing monetary value to employees in exchange

for work performed. Compensation may achieve several purposes assisting in recruitment, job
performance, and job satisfaction.

How is compensation used?

Compensation is a tool used by management for a variety of purposes to further the existance of
the company. Compensation may be adjusted according the the business needs, goals, and
available resources.

Compensation may be used to:

 recruit and retain qualified employees.

 increase or maintain morale/satisfaction.
 reward and encourage peak performance.
 achieve internal and external equity.
 reduce turnover and encourage company loyalty.
 modify (through negotiations) practices of unions.

Recruitment and retention of qualified employees is a common goal shared by many employers.
To some extent, the availability and cost of qualified applicants for open positions is determined by
market factors beyond the control of the employer. While an employer may set compensation
levels for new hires and advertize those salary ranges, it does so in the context of other employers
seeking to hire from the same applicant pool.

Morale and job satisfaction are affected by compensation. Often there is a balance (equity) that
must be reached between the monetary value the employer is willing to pay and the sentiments of
worth felt be the employee. In an attempt to save money, employers may opt to freeze salaries or
salary levels at the expence of satisfaction and morale. Conversely, an employer wishing to
reduce employee turnover may seek to increase salaries and salary levels.

Compensation may also be used as a reward for exceptional job performance. Examples of such
plans include: bonuses, commissions, stock, profit sharing, gain sharing.
What are the components of a compensation system?
Compensation will be perceived by employees as fair if based on systematic components. Various
compensation systems have developed to determine the value of positions. These systems utilize
many similar components including job descriptions, salary ranges/structures, and written
procedures.

The components of a compensation system include

  Job Descriptions A critical component of both compensation and selection systems, job
descriptions define in writing the responsibilities, requirements, functions, duties, location,
environment, conditions, and other aspects of jobs. Descriptions may be developed for
jobs individually or for entire job families.

 Job Analysis The process of analyzing jobs from which job descriptions are developed.
Job analysis techniques include the use of interviews, questionnaires, and observation.

 Job Evaluation A system for comparing jobs for the purpose of determining appropriate
compensation levels for individual jobs or job elements. There are four main
techniques: Ranking, Classification, Factor Comparison, and Point Method.

 Pay Structures Useful for standardizing compensation practices. Most pay structures

include several grades with each grade containing a minimum salary/wage and either step
increments or grade range. Step increments are common with union positions where the
pay for each job is pre-determined through collective bargaining.

 Salary Surveys Collections of salary and market data. May include average salaries,
inflation indicators, cost of living indicators, salary budget averages. Companies may
purchase results of surveys conducted by survey vendors or may conduct their own salary
surveys. When purchasing the results of salary surveys conducted by other vendors, note
that surveys may be conducted within a specific industry or across industries as well as
within one geographical region or across different geographical regions. Know which
industry or geographic location the salary results pertain to before comparing the results to
your company.

 Policies and Regulations

Compensation will be perceived as fair if it is comprised of a system of components developed to

maintain internal and external equity
What are different types of compensation?
Different types of compensation include:

 Base Pay
 Commissions
 Overtime Pay
 Bonuses, Profit Sharing, Merit Pay
 Stock Options
 Travel/Meal/Housing Allowance
 Benefits including: dental, insurance, medical, vacation, leaves, retirement, taxes...

WHAT ARE EMPLOYEE BENEFITS?

Employee benefits cover the indirect pay of your workforce. This can be health insurance, stock
options, or any myriad of things offered to employees. While two jobs can offer the exact same
salary, they can vary greatly in terms of benefits, hence making one offer a better financial
proposition than the other. This highlights the importance of employee benefits in a job offer.

Some employee benefits are country-specific. In the US, for instance, health insurance is a key
component of employee benefits packages and in France, many employees get restaurant
vouchers for every workday.

Providing fair, performance-based compensation is an inextricable part of human resource best

practices. Compensation and benefits go together, with the former covering your employees’
salary.

What are the four major types of employee benefits?

Traditionally, most benefits used to fall under one of the four major types of employee benefits,
namely:
1. Medical insurance
2. Life insurance
3. Retirement plans
4. Disability insurance

Nowadays, however, the list of employee benefits continues to grow. We’ll take a look at different
examples of employee benefits below.

Types of employee benefits every HR practitioner should know

In its 2019 Employee Happiness Index, HR tech company Benify distinguishes 4 categories of
employee benefits:
1. Benefits at work
2. Benefits for health
3. Benefits for financial security
4. Lifestyle benefits
5. Benefits at work

This includes working hours & leave, skills development, food & beverage, and employee clubs,
activities & gifts.

Working hours & leave

Think of flextime here for instance. Flextime gives your employees the possibility to decide about
their working hours and/or the location they want to work from. Other examples include additional
holidays and, one of the other benefits employees value most, paid parental leave.

Skills development
Rapid technological developments and the fact that people change jobs more often make skills
development more important too. Skills development, however, is not just an important benefit
for (younger) employees, it’s also essential for organizations if they want to remain competitive.

Food & Beverage

We already mentioned the meal vouchers in France. Other benefits that fall into this category
include free lunches, fruit, and coffee. At AIHR, we get to enjoy a free lunch every day and it’s
something that’s very much appreciated by the team. As an added bonus, free lunch and fruit are
also a good way to promote healthy eating habits at work.

Employee clubs, activities & gifts

There are heaps of possibilities when it comes to this category of the employee benefits
package: knitting clubs, running groups, (video) game nights, Secret Santas, anniversary gifts,
you name it.

Flexible hours and the possibility to work from home remain important benefits for employees.

BENEFITS FOR HEALTH

Think of health and wellness and healthcare here.

Health and wellness

More and more companies have employee wellness programs. The possibilities are endless
and examples of employee wellness programs vary from a simple gym membership to full suite
solutions that include physical, mental and financial wellness.

Healthcare
Healthcare benefits also come in different shapes and sizes. Think of physiotherapy and
chiropractic sessions, for instance, but sometimes fertility treatments and psychological support
can also be included.

BENEFITS FOR FINANCIAL SECURITY

The number one thing here are pension plans. Other benefits for financial security are
insurances, financial benefits for employees, and personal finance benefits.

Pension plans
Interestingly, according to the research study, pension plans are considered as a very important
benefit by every generation, but they’re not among the top ten most appreciated benefits.

Insurances
As we mentioned above, in some countries health insurance is something that comes with the
simple fact of being an employee. Other types of insurance benefits for employees cover
parental leave or injury.

Financial benefits
Think of commissions, bonuses and the possibility for employees to buy shares of the company
they work for.
Personal finance benefits
The Benify report too shows that stress about personal finances has grown bigger over the past
year. Yet another reason for employers to seriously start thinking of benefits such as advice
about loans and savings. In other words: employee financial wellness.

LIFESTYLE BENEFITS
Lifestyle benefits consist of work-life balance and mobility.

Work-life balance
As employees increasingly attach importance to their work-life balance, it’s no surprise that
benefits in this area become more popular too. Examples are childcare, grocery delivery, and
legal services.

Mobility
Mobility benefits can make your employees’ life a lot easier. Because even if they can work from
home or elsewhere, they’ll still have to come into the office – or workplace – regularly. This
category covers things like public transport and cars but also bicycles and carpooling.

What types of employee benefits are most appreciated among the different generations?
Different generations of workers (often) want different things. We’ve already seen this in our
article about generational differences in the workplace.

As each generation is in a different stage of their lives, it’s no surprise that they tend to
appreciate different types of employee benefits. After all, young Millennial parents have other
priorities than a close-to-retirement Baby Boomer, right?

The Benify study separates employee benefits into two categories: those that employees find
most important and those they most appreciate. Let’s see what the overview looks like per
generation.
Most important benefits among the different generations in the workplace.
Image source: The Employee Happiness Index 2019

Two things immediately stand out when we look at what benefits people find important. The first
and perhaps the most obvious one is the fact that pension plans gain in importance as the
generation gets older. This is something that makes sense as graduates who just entered the
workforce probably won’t be thinking about their retirement in 40+ years yet…

The second thing worth noticing here is skills development. Unsurprisingly, the development of
new skills is more important for younger generations – as they will be more affected by
technological developments – than it is for Baby Boomers.
Something that’s important for all employees, regardless of their age, and that tops almost every
list, are working hours and leave.

Most appreciated benefits among the different generations in the workplace.

Image source: The Employee Happiness Index 2019

When we look at the benefits that are most appreciated by employees, the top 5 per generation
looks slightly different. All of a sudden things like food & beverage and mobility pop up on various
lists. The number one among pretty much every generation, however, is health & wellness.

It’s interesting to see that financial wellness is something that the youngest generation in the
workforce, Generation Z, has in its top five. As companies will increasingly hire people from
Generation Z, financial wellness will probably become a more important employee benefit.

Wrapping up
Well, there you have it, 12 types of employee benefits every HR practitioner should know. The
days where employee benefits packages offering health insurance and a basic pension plan
were enough to get candidates working for you are over. Today’s candidates and employees
expect benefits at work, benefits for their health, financial security and work-life balance. If you
want to get a competitive edge, you need to make sure to choose the best employee benefits
that fit your workforce.

WHAT IS EMPLOYEE RECOGNITION?

Employee recognition is the acknowledgment of a company’s staff for exemplary performance.
Essentially, the goal of employee recognition in the workplace is to reinforce particular behaviors,
practices, or activities that result in better performance and positive business results.

Why is employee recognition that important?

One of the biggest motivators for employees is to be held in high esteem by their peers. The best
way of earning this respect is by being acknowledged for being good at what they do.

While most would relate rewards and recognition to monetary bonuses or extravagant awarding
events, employee appreciation doesn’t have to be that expensive or glamorous. Employee
rewards can be as candid as a pat-on-the-back and a genuine compliment. It can also be as
simple as a ‘thank you’ email or a friendly greeting at work.

Here are the four main benefits of employee recognition:

1. Make employees happier

Happy employees are more productive. Being recognized gives your staff the feeling of job
mastery and that they are a great fit for their role and for the company.

Acknowledgment can also improve productivity, enhance loyalty, and promote collaboration.

To add, the workplace should be an environment where positive reinforcement is promoted and
constructive feedback is embraced.

2. Improve employee retention

Hiring your staff only marks the beginning of the employee cycle. Next, you need to train,
develop, motivate to them to perform, and ultimately, keep them. So, how do you keep your
company’s most valued asset? The answer – incentive programs.

Employee retention is the ability of an organization to retain its employees. Employee rewards
and recognition is one of the possible approaches to retain your staff. One example can be
financial incentives such as raises, bonuses, and stock options.

Employee recognition gifts are also a great plus – for example, a gift card from their favorite store
or a token of appreciation for every five years of service. Incentive programs as means of
employee recognition in the workplace is a great way to show appreciation for your employees,
keep them motivated, and make them stay.

3. Cultivate a culture of self-improvement

Another benefit of employee recognition in the workplace is that it can be the foundation of
cultivating a culture of self-improvement. One of the best ways for staff recognition is to provide
them with opportunities to learn and make themselves better at what they do. To take it a step
further, it will also be great to incentivize learning – reward those who have taken the time to
focus on self-improvement.

4. Boost morale
The way your organization’s leaders manage your employees also plays a significant factor in
employee motivation. Letting your staff know their hard work is being recognized by the
management can help motivate your company’s most valuable asset.
A simple greeting before and at the end of the day is an obvious but sometimes overlooked form
of recognition. Saying a sincere thank you and apologizing for some misunderstanding can be
subtle ways of showing appreciation and respect. These small gestures may seem quite trivial.
But, these are some of the best (and most cost-effective) ways of employee recognition in the
workplace.

You’ll also be surprised that having a company culture that promotes these simple ways of
showing appreciation as staff recognition can have a big impact on staff morale and productivity.

The most effective ways to recognize employees

Many companies have employee recognition programs in place. However, even in these
companies, it’s very often that you hear employees complain about how their work is not
appreciated. Because it’s not always what you do, but how you do it.

This also applies to employee recognition in the workplace. You shouldn’t just recognize your
employees, but you should do it in a more personal way, the way you’d want to be acknowledged
in your dream job.

Here are some ways to get you going with recognizing your employees’ hard work:

 Employee Appreciation Events/ Days

It’s always better to praise your best employees in front of their co-workers because it can boost
their self-esteem. Not only that, your employees will do their best to get recognized, knowing that
you’re an appreciative employer. You can have an ‘Employee(s) of the Month/ Quarter/ Year’ for
your team’s top performers.
Don’t forget to also celebrate birthdays, work anniversaries, new additions to the family, and
other noteworthy life-occasions. Attach a card to say thanks to your employee’s paychecks.
Send a thank you email for a job well done. Always remember that employee recognition in the
workplace doesn’t have to be expensive or complex programs. Even the smallest of gestures
can have the biggest of impacts.

 Bonus/ Treats
There are so many ways to treat your employees for doing a great job. Here are some ideas:
· Monetary bonuses will show them they are valued and make them feel their hard work is paying
off and is greatly appreciated by the company.
· Give away company-branded gift tees, sweatshirts, or tokens (like pens, bags, mugs, etc.) to
employees who are doing great.
· Who does not love food? Why not have free lunch once a week for everyone in the office?

 Employee recognition wall

Another one of those creative employee recognition ideas is the Recognition Wall. You can set-
up a board in the office and have everyone at the office fill it with sticky notes that contain
congratulatory messages to exemplary co-workers.

This can serve as inspiration for those who did well to keep doing better. It will also challenge
those who don’t find their names on the wall to keep on trying to do better until they see posted
messages addressed to them.

Extra Tips
Recognition programs should be all-inclusive. Everyone needs to be eligible for the rewards.
Excluding specific employee or groups can negatively affect performance.

Don’t hold up too long to remember somebody for their diligent work. ‘Now’ is always the best
time to say ‘thanks,’ ‘congratulations,’ or ‘job well done.’ This is so that the employee can
associate the recognition with the exact behaviors that resulted in an exemplary performance.

Conclusion
There are countless ways to put employee recognition in the workplace into action; however, it
all begins with company culture. A winning employee recognition program starts with having a
company culture that advocates appreciation for top performers. This can be the foundation for
solid staff engagement, continuous employee development, and retention strategy for the future.

7. Equal Employment Opportunity and Fair Treatment

It is also becoming more commonly recognised that an organisation that embraces Equal
Employment Opportunity and advocates for workers’ safety are sure to win the confidence and
trust of their people. Furthermore, it is essential that an organisation will enforce and act on laws
to safeguard the identity, respect their people, and protect them from any unlawful undertaking
whatsoever. However, the importance and benefits of imposing Equal Employment Opportunity
training and policies are not limited to the employees. It has a broad scope of recognition for the
employer as well. Please read on to find out why understanding and implementing best practise
EEO is vital for your organisation.

Improved recruitment
Since it is a requirement enforced by the law to consider all applications equally regardless of
their background, race, culture, religion, language, etc., the organisation can focus on evaluating
the talent, skillset, and abilities of applicants who can efficiently contribute and make significant
value-addition to the organisation. Usually, most organisations overlook the demand of the
vacant position and fail to recruit the right candidate by hiring an individual who “seemingly fits
the role” without any evaluation or assessments done to measure one’s qualification. Hence, on
the lines of Equal Employment Opportunity policy, the companies can spread word of mouth of
their transparent and ethical recruitment process, attract potential applicants and make unbiased
hiring decisions to employ qualified candidates, and build a proficient team with the right know-
how and capacity to perform challenging tasks to add to the overall growth of the organization.

Increased employee engagement

The Equal Employment Opportunity policies allow employees to openly interact and engage with
each other without discriminating peers on their races, sex, religion, or their hierarchical rank in
the organisation. It not only promotes respect toward fellow employees but also breeds an open,
friendly culture with an opportunity to help and encourage co-worker performance and add up to
diversity in the organisation. Such policies, when implemented, create a healthy environment for
the employees to quickly reach out to their subordinates as well as higher authorities and build
an effective, transparent communication system within the organisation that scales up their
productivity and broadens the scope of knowledge-exchange.

Greater customer satisfaction and service

Customers and stakeholders hold the firm assurance of the organisation if its employees perform
well to contribute to the success of the organisation as it imposes sound guidelines to ensure a
safe and hospitable workplace for everyone. Work environment which is conducive to the all-
round development of employees aids encouragement in them to work more efficiently, achieve
more milestones in short time, and produce excellent results that ultimately lead to serving
customers with improved services, thereby increasing client retention and satisfaction.

Protect your people and your business

The Equal Employment Opportunity policy draws a baseline for employees to be aware of
acceptable behaviour, which is critical considering the varying differences in lifestyles, attitudes,
values, and socioeconomic strata. It helps employees feel secure and that they’re being treated
equally and fairly, increases their level of dedication, loyalty, and satisfaction toward the
employer. Employers who issue robust and comprehensive EEO policies as well as educating
their staff through training on EEO can create an efficient system to mitigate legal liabilities
associated with unlawful behaviour, derogatory remarks or acts, and unequal employment
practices, and take anticipatory measures to protect individuals and their rights. The critical thing
is that if discrimination takes place, or is perceived to have taken place at work, that our people
know how to identify, report and resolve such issues. Also, it enables employees to raise
allegations against disparate treatment, while the employer must take legal, fair and ethical
actions to restrain further workplace conflict.

Stronger brand reputation

Employees prefer working for organisations regarded well in the industry owing to their strong
adherence to Equal Employment Opportunity policies. The policies can either make or break the
image of an organisation. However, if implemented effectively, the EEO policies add to the brand
recognition of an organisation based on its actions toward their commitment to fair and equal
workforce conduct. It not only uplifts employee morale but also makes significant differences in
profitability and productivity, thereby increasing the total revenue. These policies have a positive
impact on corporate stock value as they moderate the cost associated with lower morale and
revenue.

The Final Word

There’s no doubt as to why organisations should issue Equal Employment Opportunity policies.
However, on devising and implementing one, companies should educate and train their
workforce about the growing incidents of workplace conflict due to prejudices based on
background, race, sex, culture, religion, language, etc., and how they can identify, report and
resolve such incidents in the workplace. It is the responsibility of an organisation to strive for a
safe, fair and inclusive work environment for their workers where they can prosper and contribute
intrinsically to the organisation’s growth. That is why we see an increase in commitment from
organisations of all sizes, from small and medium business to larger organisations, to train their
staff and have policies in place for things such as work health and safety, privacy, workplace
bullying, sexual harassment and equal employment opportunity. That is because we now
recognise the importance of both physical security and social protection for our people.

8. Strategic human resource management

Strategic human resource management is the practice of attracting, developing, rewarding,

and retaining employees for the benefit of both the employees as individuals and the
organization as a whole. HR departments that practice strategic human resource management
do not work independently within a silo; they interact with other departments within an
organization in order to understand their goals and then create strategies that align with those
objectives, as well as those of the organization. As a result, the goals of a human resource
department reflect and support the goals of the rest of the organization. Strategic HRM is seen
as a partner in organizational success, as opposed to a necessity for legal compliance or
compensation. Strategic HRM utilizes the talent and opportunity within the human resources
department to make other departments stronger and more effective.

Importance of Strategic HRM

When a human resource department strategically develops its plans for recruitment, training, and
compensation based on the goals of the organization, it is ensuring a greater chance of
organizational success. Let's think about this approach in relation to a basketball team, where
Player A is the strategic HR department, and Players B through E are the other departments
within the organization. The whole team wants to win the ball game, and they all may be
phenomenal players on their own, but one great player doesn't always win the game. If you've
watched a lot of sports, you understand that five great players won't win the game if each one of
those five great players is focused on being the MVP.
That's not how a basketball team wins, and it's not how an organization wins either. A team wins
when its members support each other and work together for a common goal. Player A, our
strategic HR department, must work with players B, C, D and E, our different organizational
departments. They must run plays that they have planned out beforehand, assist when
necessary to help another player get the basket, and compensate for the weaknesses of one in
order to create a stronger team as a whole. When a team works together to reach that common
goal, only then can they be truly successful.
You could also look at strategic HRM as the team captain or coach, as his or her responsibilities
are a little bit different from those of the other players. Human resources departments are
charged with analyzing the changes that need to occur with each 'player' or department and
assisting them in strengthening any weaknesses. Strategic human resource
management then is the process of using HR techniques, like training, recruitment,
compensation, and employee relations to create a stronger organization, one employee at a
time.