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Contemporary Issues for

Presenter: Ransford Simms

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Overview

Changing nature of HRM

Contemporary issues

- Recruitment and selection

- HRD

- Performance management

- Compensation

- Health Safety & the Environment

- Employee/Industrial Relations

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Shifting from Tradition to ContemporaryHRM

Strategic focus

Human Capital Management

Workforce Diversity

HR Metrics

New Employer/Employee Relationships

New Union/Management Relations

Role of Technology Digital Dashboards

New Approach to Traditional HR functions

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Contemporary Issues in

Recruitment and Selection:

Talent Management: Recruiting and Retaining the best

Emphasis on non-traditional skills and competencies

Competency Modeling vs. Job Analysis

Roles vs. Jobs

Greater sensitivity to diversity in the R&S process

Greater use of psychometric testing

Alternative Staffing Arrangements Temps, part-time,

leasing, outsourcing, offshoring, contingency workforce Internet recruiting

Global recruiting

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Contemporary Issues in HRD

Competency Modelling

Just-in-Time Training

E-Learning

Computer-based training

Online Education & Training

Rapid Skills Obsolescence Outsourcing of T& D Services

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Contemporary Issues inPerformance Management

To appraise or not to appraise.

Individual vs. team performance assessment

Performance metrics: KPIs

Balance score card and performancemanagment

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Contemporary Issues inCompensation

Reducing benefits cost

Job evaluation vs. market pricing

Pay openness vs. pay secrecy

Ratio of fixed to variable pay

Pay-for-skills/competencies

Flexible benefits plan

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Contemporary Issues in Health,

Safety & Environment

Wellness and assistance programmes

Pollutants in the workplace

Computer- related illnesses Environmental protection

Work & Life Stress Work/Life Balance

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Contemporary Issues inEmployee/Industrial Relations

Changing roles of Trade Unuons

Changing Employee Expectations

Workplace Governance/ OrganizationalDemocracy/ Employee Participation

HR Management/ Union partnership

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Survival Essentials: Workforce Planning

Align STRATEGY With business plan, strategy & goals

Assess skills DEMANDCurrent & future demand for

resources/ capabilities/locations

Assess current SUPPLY

Identify GAPS

Establish performanceindicators, metrics(S.Melbourne,HR

Monthly Oct 06)

INT: Turnover, age profile, talentEXT: labour market trends

Close Gaps, IMPLEMENTImplement HR Strategy (Attract,

Retain, Develop). Implement

REVIEW

Prioritise Shortfalls

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People As Asset or Overhead?

Assets?Deliverables

Clients

Employee engagement

Skills Culture, Values andWorkplace Practices

Investment?Responsiveness

Retention Competitive advantage

Managers ability Knowledge, capability &

committment Relationships at Work

Overhead?Program costs

Overtime Absenteeism

Turnover Replacement costs

Liability?Risks

OH&S phys & psych Discrimination Presenteeism

Conflict at work IR/ER Reputation

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Survival depends on integrated strategy

EmployeeEngagement

Alignment

Performance&

Productivity

WorkplaceFlexibility &

Wellbeing

Attraction &Retention

GrowingCapability

AgeManagement(Retirement)

HRStrategy