Human Resource ManagementHuman Resource and New Public ManagementShifting from a ‘rule-bound’ culture to a‘performance-based’ culture

What is Human Resource Management

Human Resource Management has its central focus on, ‘managing people within the employer – employee relationship’ and involves marshaling the productive capacity of an organization’s members.

Human Resource Management

The effective deployment and management of people within organizations is purported to be a powerful tool to respond to complex and turbulent environments and achieve superior organizational outcomes.

New Public sector HRM• Public sector HRM has been

characterized by :• the creation of more flexible structures

and processes, • the removal of highly centralized

agencies and service-wide consistency of rules • greater responsibility accorded to line

managers and supervisors in the management of employees • flatter management structures and• programs of decentralization and

devolution

Some Core Areas of HR Decisions• Recruitment and Selection • Training and Development• Careers Progression• Internal Labour Markets• Job design• Appraising performance• Reward systems• Ensuring appropriate treatment of staff• Managing employment relations• Compliance with Labour Laws• Dealing with problem issues and cases• Managing downsizing and exit

Why Does Human Resource Matter in the Public Sector?

• To Reduce costs: Financial & Non-Financial&

• To Result in more effective utilisation of human capital to provide better, more cost-effective services

Problems/Challenges in Managing Public Sector Human Resources

• Sheltered and distorted labour markets• Excessive job security/jobs for life• Political influences • Bureaucratic ineffective HR practices• Administrative systems which do not reward

productivity or service quality• Strong trade union influence• Powerful professional groups/interests• Poor capacity for change

Pressures for Change in Public Sector HR• Need to become more strategic• Need to change from dominance of bureaucracy focus to

performance focus• Automation• Deregulation-Privatization• Education-Public Awareness• Media• Tax Payers• Good Governance• International donors conditions• Globalization• Outsourcing• Pay for Performance• Need to move from standard employment to flexible

employment• Need to make full use of, and ensure the service

commitment of staff• Need to control staff costs – doing more and better with less.

What Do We Mean by “Good” HR Practices?• Selection based on quality and attitudes/approach to work• Use of psychological tests in selecting all staff• Extensive provision of training• Deliberate development of a learning organization

• Formal appraisal of all staff at least annually• High basic pay and organization-based contingent pay• Harmonised terms and conditions for all staff

• Design of jobs to make full use of skills and abilities• Staff/teams responsible for their own quality• Extensive two-way communication on work and organization issues• Regular use of attitude surveys

Managing & Effecting the Recruitment Process

Acquiring and retaining talent is critical to organization’s success.

The provision of high-quality services begins with the recruitment process.

Recruitment Recruitment is set of activities and

Processes used to:

• Legally obtain sufficient number of people at the right place and time so that

• The People and the Organization can select each other in their own best short and long term interests.

Best Practices in RecruitmentAn International Corporate Perspective

Using Metrics to Produce Talent Supply Chain• Predictive labor needs system. analyze historical data that is

combined with data on planned capital projects to predict future talent needs as far as three years’ out.

• Automated sourcing. Labor needs are automatically communicated to defined sources (both internal and external) based on each individual source’s efficiency (cost, time) and effectiveness (quality of hire, reliability).

• Candidate mining. Rather than have recruiters crawling through job boards and posting job advertisements, web spiders are programmed to crawl, retrieve, and upload candidates into the applicant tracking system based on both current and projected needs. Advertisements are automatically broadcast as part of the automated sourcing approach.

• Integrated processes to create a talent supply chain.

Employee Referral Program-that turns every employee into a “talent scout.”

• All referrals are contacted by a live program coordinator within 48 hours of submission.

• Referring team members are kept in the loop through a web portal that allows them to track the status of referrals online and by emails that update them when: • The referral has been initially contacted.• An interview is scheduled.• A post-interview decision has been reached. To move forward, the system advises

recruiters and managers of the next steps.• A hire is actually completed.

• Utilizes highly branded contests in addition to bonuses to drive participation. Such contests offer unique and highly valued prizes.

• Surveys are periodically conducted internally to measure: • Employee satisfaction with the program.• Ease of process.• Referral “experience.”• Employee motivation and their willingness to refer.

• They provide training to employees on how to better make referrals.

Building a Global Career Website-From ground upto focus on candidate experience

• The site is a living example of “a global strategy executed locally.”

• It leverages both localization and personalization engines to dynamically deliver content relevant to the site visitor.

• It is a single site supporting more than 80 country-specific recruiting strategies.

• It delivers a consistent brand message around the world in 10 languages.

Building a Global Career Website-From ground upto focus on candidate experience• Target audience usability research. • Use of localization and customization. The use of these two technologies ensures that

candidates are presented with information unique to their specific needs. Extensive research is conducted to help determine what type of content each target demographic needs/wants.

• Employment brand measurement. The messaging of the site is adapted continuously based on input from candidate surveys and third-party market research which details how company is perceived in the talent market.

• Localized content management. Deloitte custom-built a content management tool to allow local HR professionals — who are not technical experts ó to manage local content.

• Robust analytics. Because the global site is truly one site, all movement throughout the more than 7,000 web pages can be monitored and analyzed.

• Multiple presentation formats. Because the site is powered by a robust content management tool, the same type of content can be delivered in multiple ways. For instance, a day “in the life” story maybe be presented as text, short video clip, or in-depth dynamic video.

• Web-based screening. Candidates who move from the site into the recruitment management application are screened using questionnaires tailored to each position.

• The employee referral program offers a $30 reward just for the first referral, even if the person is not hired. Deloitte includes corporate alumni in the referral program.

Recruitment Process

Recruitment ProcessDevelopment of a policy on recruitment and retention and the

systems that give life to the policy;

Needs assessment to determine the current and future human resource requirements of the organization. If the activity is to be effective, the human resource requirements for each job category and functional division/unit of the organization must be assessed and a priority assigned;

Identification, within and outside the organization, of the potential human resource pool and the likely competition for the knowledge and skills resident within it;

Job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth;

Recruitment ProcessAssessment of qualifications profiles, drawn from job

descriptions that identify responsibilities and required skills, abilities, knowledge and experience;

Determination of the organization’s ability to pay salaries and benefits within a defined period;

Identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws.

Documentation satisfies the requirement of procedural transparency and leaves a trail that can easily be followed for audit and other purposes.

Documentation Of Importance:

• Criteria and procedures for the initial screening of applicants;• Criteria for generating long and short lists;• Criteria and procedures for the selection of interview panels;• Interview questions;• Interview scores and panelists’ comments;• Results of tests (where administered);• Results of reference checks.

Recruitment StrategiesRecruiting from Internal & External Sources

Recruiting from Internal Sources - Justification• The ability of the recruit is known so it is easy to assess potential for the

next level.

• “Insiders” know the organization, its strengths and weaknesses, its culture and, most of all, its people.

• Promotions from within build motivation and a sense of commitment to the organization. Skilled and ambitious employees are more likely to become involved in developmental activities if they believe that these activities will lead to promotion.

• Internal recruitment is cheaper and quicker than advertising in various media and interviewing “outsiders”.

• Time spent in training and socialization is also reduced.

Recruiting from Internal Sources - Disadvantages• Sometimes it is difficult to find the “right” candidate within and the organization may settle for an employee who possesses a less than ideal mix of competencies.

• If the vacancies are being caused by rapid expansion of the organization there may be an insufficient supply of qualified individuals above the entry level. This may result in people being promoted before they are ready, or not being allowed to stay in a position long enough to learn how to do the job well.

• Transition activities and rapid organizational growth often mask managerial deficiencies; it is not until the growth rate slows that the deficiencies become apparent and, then, the organization finds it difficult, if not impossible, to undo the damage.

• Infighting, inbreeding, and a shortage of varied perspectives and interests may reduce organizational flexibility and growth

• Resistance to change by those who have an interest in maintaining the status quo may present long term problems.

• The resulting cost of remedial training can prove prohibitive.

Functional HR information system for Internal Recruitment

An effective, [ideally] computerized system would flag imminent vacancies throughout the organization

To ensure that the recruitment process is timely; Ensure that no candidates are lost but, instead, move through the process and are kept informed of their status; Ensure that good candidates whose applications are pending are kept in touch to maintain their interest in the organization; Assist in analyzing hiring, transfer and exit trends and provide other data that are helpful in planning, evaluating and auditing the recruitment process; Identify any adverse impacts of the recruitment process on vulnerable groups (for example minorities, especially where Equal Opportunity/Affirmative Action legislation exists)

Where jobs are not being posted, generate a list of qualified internal candidates.

Recruiting from External Sources- Informal Methods

• Rehiring former employees

• Choosing from among those “walk-in” applicants whose unsolicited résumés had been retained on file.

• The use of referrals also constitutes an informal hiring method. Because they are relatively inexpensive to use and

can be implemented quickly.

• Informal recruiting methods are commonly used for hiring clerical and other base-level recruits

Formal Methods

• Newspaper/magazine/journal advertising, the use of employment

• Agencies and executive search firms

• Networking

• College recruitment

• Career Planning Workshops

• Job/career fairs

• e-Recruiting - Reaching the job seeker market.

• Formal methods of external recruiting entail searching the labor market more widely for candidates with no previous connection to the organization.

E-Recruiting-specialized job site Thoroughly assess the service level provided by Job Sites to ensure that they maintain the level they claim to provide;

Enhance the Corporate Web Site as a tool to encourage potential job seekers to become interested in joining the company;

Take advantage of the fact that Internet job advertisements have no space limitations so recruiters can use longer job descriptions to fully describe the company, job requirements and working conditions offered;

Use valid Search Engines that will sort candidates effectively, but will not discriminate against any persons or groups;

Create attention-grabbing newspaper advertisements that prompt people to visit the organization’s website. They will then see all vacancies that are advertised;

Encourage employees to e-mail job advertisements to friends;

Design and implement a successful e-Recruitment strategy.

Maintaining fairness/equity in the recruitment process-Managers’ Responsibilities

Ensuring effective overall performance and continuous progress of the employment equity goals within the operation;

Achieving, fostering and maintaining a representative workforce;

Showing leadership in employment equity and demonstrating commitment to it by ensuring that discrimination and stereotyping are not tolerated; and

Informing and educating employees in the organization about employment equity and diversity

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