BE 2601

Management Principles,
Competencies and Skills

Welcome Back!

Dr Koh Cheng Boon

1
Lesson 9: Human Resource Management

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 Lesson 9: Human Resource Management

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Sources of workplace diversity
• Age
• Gender
• Race
• Ethnicity
• Religion
• Sexual orientation
• Socio-economic background
• Capabilities/disabilities
• Education
• Experience
• Physical appearance
• Other characteristics

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Managing Diversity

 Recognise characteristics common to specific groups of employees while

dealing with such employees as individuals

 Support, nurture and utilise differences for the organisation’s advantage

 Differences arising from a culturally diverse and demographic

background can help create a stronger organisation with more
perspectives for problem solving and idea generation

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Competitive advantage through diversity

Attract and retain motivated

employees

Leverage creativity and Competitive

innovation in problem solving advantage
through
Better perspectives in a
Diversity
different market

Enhancement of organizational
flexibility

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Challenges of Diversity

Unexamined
assumptions

Lower
Stereotyping
cohesiveness

Mistrust Communication
And tension problems

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Cultivating a diverse workforce
 Top management leadership and commitment

 Organisation’s progress towards embracing diversity

 Attracting diverse employees

 Recruitment
 Accommodating work and family needs
 Alternative work arrangements

 Training employees in diversity

 Awareness building
 Skill building

 Retaining employees
 Support groups
 Mentoring
 Career development and promotions

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Human Resource Management

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Human Resource Management

 Formal system to manage the personnel of an organisation.

 Consists of any activity managers perform to attract and retain

employees while ensuring that they perform at a high level and
contribute to organisational goals

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Strategic Human Resource Management
• Creativity and innovation
Create value • Cost savings
• Increased productivity

• Knowledge and skill set

Is rare • Invest in training development
• Retain good talent

• People is a source of competitive

Is difficult to imitate advantage when capabilities and
contributions cannot be coped

• Teamwork and collaboration across

Is organized
functions

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 Human Capital

• How many of you believe that people/employees are

important in workplace?

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Human capital

• Knowledge, skills and abilities of employees that have

economic value

• Link decisions about staffing, training and other human

resource matters to the organisation’s business success

• Need to prioritise four key requirements:

 Strategic
 Ethical
 Legal
 Financial

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 Components of HRM

1. Job Analysis 2. Job Specification

“A job analysis is an accurate study of the Skills

various components of a job. It is concerned
not only with an analysis of the duties and
conditions of work, but also with the
individual qualifications of the worker.” -
Tools
Blum
An example of Job Analysis

4. Review 5.
1. Organizational collected Developing Education
analysis data job
description

2. Select
3. Collect 6. Developing job
representat
data specification
ive position
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Components of HRM
Talent
Acquisition:
Recruitment
and selection

Develop
Manage Labor
Capabilities:
Relations: Labor
Training and
relations
development

Manage
Rewards
Performance:
Performance:
Performance
Pay and
appraisal and
benefits
feedback

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Talent Acquisition: Recruitment and Selection

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Components of HRM

Talent Acquisition:
Recruitment and Internal External
Selection

Pros
1. Familiarity with the
organization Pros
2. Identifiable and proven 1. New ideas and skills
employee record
3. Increased motivation

Cons
Cons
1. Skillset remains
unchanged 1. Higher risk
2. No potential to shift Unverified candidates
company image and More expensive
culture

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Components of HRM

Technical Educational
Skills Abilities Experience
knowledge Qualification

Soft Skills:
Competencies Communication &
Writing Ability

Interpersonal People Emotional and Appropriate body

Skills Management Skills Social Intelligence language

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Components of HRM

Still remember?

Person-environment
fit & Culture
Potential Candidate
 Where will be this candidate be in five years?

 Is this person overqualified for the firm’s needs and

will leave?

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Selection Tools

Interview

Reference
Checks

Referrals

Background
checks

Security
Clearance

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Developing Capabilities: Training and Development

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Developing Capabilities: Training and Development

Conduct Training Needs Assessment

(TNA)

Design Training Program

Determining Training Method

Evaluating Training Effectiveness

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Developing Capabilities: Training and Development

Step 1: Reaction Step 2: Learning Step 3: Behaviour Step 4: Results

How well did the What did they learn? What changes in job What are the tangible
learners like the performance resulted results in terms of
learning process? from learning process? reduced cost,
improved quality,
increased production,
efficiency, etc.
Kirkpatrick Model of Training Evaluation

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Developing Capabilities: Training and Development

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Performance Management: Performance appraisal and feedback

 Gather information
Administration
 Assess performance
• Compensation
Developmental • Promotion
• Dismissal

 Legal justification

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Performance Management: Performance appraisal and feedback

Administration

Developmental

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Performance Management
Supervisor

External Top-down
Feedback Peers
Customers

Me
Self-
Assessment Skip-level
Me Reports

Direct
Internal
Customers Reports

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Performance Feedback

Be Specific Describe exploit incident/behaviours related to competency

Substantiate your feedback Explain why the employee’s work is important to the organisation

Show respect Do not judge, insult and criticise

Mention that he/she is important to the organisation

Provide area of improvement Offer ideas and positive suggestions

Provide balanced feedback Recognise success and highlight improvement areas

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Developing Capabilities: Training and Development

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Class Discussion

How much you expect for your salary?

How would you negotiate?

What would you ask?

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Compensation

Time

Compensation
Effort
$$

Skills

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Benefits

Income
Protection

Health Supplements

Retirement
Programs

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Work Life

What are your

priority?

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Recognition

Programs to focus
employee
Support Business
actions, efforts, Recognition
Strategy
behavior or
performance

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Performance Management

 Alignment of Organisational, Team and Individual Efforts

 Achievement of Business Goals and Organisational Success

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Performance Management

 Establishing expectations

 Skill Demonstration

 Assessment

 Feedback and continuous improvement

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 Are you a TALENT?

Group Sharing and Class sharing

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Talent Development

Skill advancement in short

and long-term careers

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Talent Development

Internal Factors
Employee’s
Worth of job
relative worth

Compensation
Employer’s
policy of
ability to pay
organization
Wage Mix

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Talent Development

Low Wages

Growth
Opportunity

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Talent Development

General
External Factors unemployment
levels

Union Area Cost of

Requirements Living/Wages
External
Factors

Collective Legal
Bargaining Requirements

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Managing Labour Relationships: Labour Relations

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• Managing Labour Relationships: Labour Relations

Equality

Respect

Sensitivity

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 Labour Relations

Harmonious
Labor –
Management
Relations

Economic Overall Progress

Competitiveness of the nation

Labor
Relations

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Labour Relations

Government
(MOM)

TRIPARTISM is a key competitive

advantage for Singapore,
underpinning its economic
competitiveness, harmonious,
labour-management relations and
overall progress of the nations.

Workers
(NTUC) Employees
(SNEF)

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Giamso International Tours Pte Ltd

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Giamso International Tours Pte Ltd: Overview

 Giamso International Tours Pte Ltd – small tour agency located at the People Park Center in
Singapore

 Tapped on Government’s Customer Centric Initiative to fund year0-long program, upgrade

the level of Customer Service, cost $120, 000

 2011: to upgrade service quality by upgrading Customer Service Skills

 Government’s Customer Centric Initiative – multi-agency effort by Singapore Government to

improve company’s service excellence

 Six sectors: Retail, food and beverage, health care, transport, hospitality, & travel services.

 Launched in 2005 (Government’s Customer Centric Initiative): Funding up to:

 Funding assistance up to 70% of the costs to SME,
 50% for non SME for service-related initiatives

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Giamso International Tours Pte Ltd: Overview (Con’t)

 A management consultant was engaged to map out a plan containing a vision and mission
statement, core values

 Entire staff was sent for many training sessions – how to serve customers more effectively, &
handle complaints.

 Importance of grooming

 Disruption to the normal operations of the company. Operate half strength

 Michael Giam, MD – worth all the effort.

 Results:
 Time taken to respond to complaints was reduced from three days to just one day
 Time taken to resolve complaints reduced from 10 to 5 days
 No. of customers who indicate they plan to travel with Giamso – up 27%
 No. of customers who indicate they said they plan to recommend Giamso to others rose by 53%
 Customer satisfaction level rose by 15%

 …….. (see p. 278-279)

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 Giamso International Tours Pte Ltd: Discussion Questions

Question 1

Identify the competitive advantage a tour agency in Singapore can achieve through embracing
diversity (e.g., inclusion of new employees from diverse cultural, ethnic backgrounds, age group, etc.).

Question 2

Using the talent acquisition process and training process frameworks, describe the process on how
you could identify, recruit, and develop the internal staff to take on managerial roles.

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 Questions?

50

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 Are your ready?

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World Café

Giamso International Tours Pte Ltd

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 How we will conduct this Activity – World Café

Question 1

Identify the competitive advantage a tour agency in Singapore can achieve through embracing diversity
(e.g., inclusion of new employees from diverse cultural, ethnic backgrounds, age group, etc.).

Question 2

Using the talent acquisition process and training process frameworks, describe the process on how you
could identify, recruit, and develop the internal staff to take on managerial roles.

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