Professional Documents
Culture Documents
HR - Summary
HR - Summary
Strategy:
- What is of highest priority for the future of a company?
- Plan to achieve one or more business goals under conditions of
uncertainty
- Involves setting goals, determining actions to achieve the goals and
mobilizing resources to execute the actions
Ex. Bosch:
HR strategy:
identify innovative talents, strengthen employer branding, develop and
retain top engineers
HR action field:
Identify innovative talents
Management:
Core functions:
Product Mgmt, R&D, Design, Prod.-Planning, Production/Engineering,
Marketing, Sales/Key Account Mgmt, Srvice/Support
Supportive Functions:
Quality Mgmt, IT, Controlling/Accounting, Human Resource Mgmt,
Facility/Security, Public Relations/Comm., Purchase, Logistics
Mission statement:
- The purpose of the organization, the reason why the company exists
- Makes people proud to be part of the company
Vision Statement:
- Desired future state of the world
- Aspirational picture
Workforce Demand
EMPLOYER BRANDING
Employer image as a competitive advantage
Product branding:
- Function
- Price
- Prestige
- Quality
- Innovation
- Design
Employer Branding:
- Company
- Tasks
- Offers
- People
- Values
- (Products)
Recruiting process
Recruiting:
Provides for the company required internal and external employees in
regard to: qualitative, quantitative, local and time aspects.
Recruiting risks:
1) Personnel requisition
2) Job advertisement
3) Application
4) Analysis of documents
5) Interviews/tests/references/assessment center
6) Decision
Recruiting instruments
Reliability:
extent to which a predictor repeatedly produces the same results over time.
Validity:
extent to which results of an assessment method relate to what it is
supposed to measure.
Objectivity:
Multiple rater independently produce the same results in terms of
execution, analysis and interpretation
Tasks:
- Test of attention
- Intelligence test
- Projective tests
Online tests:
Advantages:
- Global access/availability
- Low operating costs
- Opportunity for adaptive item presentation
- Automatic/immediate analysis and reporting
- Opportunity to track response time
Disadvantages:
- Limited control over test situation and subject behavior
- Limited opportunities to professionally support interpretation of results
Strategic partner:
- align HR and Business strategy
- work close together with the management
- develop activities to support business goals
- provide data to analyze, improve activities
Change agent:
- think beyond traditional silos
- bring expertise from across the function
- establish continuous feedback
administrative expert:
- Ensure efficient processes in all HR topics
- Maintain HR-systems (personal data, payroll, social security payments)
- Paperwork for HR issues (employer certificates etc.)
Employee champion:
- HR consulting for employees/managers
- Ensure competent and motivated employees
- Foster a culture that values performance, diversity and growth
HR business partner:
- Front end to customer
- Consults & supports managers
- Derives HR activities from business strategy
- Apply HR guidelines
- Projects to support the business
customer: managers
ensures routine admin. Tasks are performed efficiently and in high quality
A data driven HR approach
Today:
- HR data is distributed in “silos”
- Only very simple metrics
- Very little quantitative information
New:
- Integrate personal data
- Competence information to enrich database
- Systematic analysis to design strategic HR activities
Outlook:
- Integrate further business data
- Advanced analysis of cause and effect of HR measures
- Link HR activities to business impact
linking will extend the reach:
Customer satisfaction, revenues, complains/returns, employee
engagement
Why?
- Motivation – increasing performance
- Reward
Equity theory
LEADERSHIP
Leadership styles
XY-theory:
X = guided by control
people try to avoid work and must be forced and controlled
DEVELOPMENT
Differences of generations:
In future:
- More specific to the situation and need-based design of diverse working
conditions
- Work design: differentiated personal needs and life stages, more flexible
working conditions, different way of working (agility, inspiring)
PERSONAL DEVELOPMENT
Employee development
- Continuous qualification
- Development of competencies
- Promotion of high potential
Competence model
Competence:
- Experience
- Knowledge
- Predisposition
- Personality
Talent potential indicators
Line manager
- Disciplinary responsibility for people
- Responsibility for budgets
- Career moves up the hierarchical ladder
Expert
- More task complexity
- Deepen professional knowledge within a defined field
- No disciplinary responsibility for people
- Internal consultant for top-level executives
Project leader
- Responsibility for projects; for people without disciplinary authority,
often cross-functional
- Great motivators
On-the-job advatages:
- Natural and job-related
- Lower costs of development measure
- Immediate application of newly acquired knowledge
- Immediate feedback
- Opportunity to monitor development advances
- Motivation to learn
Off-the-job advantages:
- Expertise and experience of training conductor
- Professional learning environment
- Focus on training, limited job-related disruptions
- Networking among participants out of different functions and countries
Feedback:
- outside perception:
focus person is evaluated from
different perspectives
- Self-perception:
Focus person evaluates him/herself
- Anonymous evaluation:
Ex. Questionnaire
- Personal report:
To be discussed with direct supervisor
or coach
Value diversity:
- promote diversity
- motivation: encourage minorities
- transversality: promote permeability