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PART 5 Emerging HR practices. The environment for HR. Finding & placing qualified employees. CHAPTER 14: Competency based HRM CHAPTER 15: HRM in virtual organisations CHAPTER 16: Human resource management and leadership CHAPTER 17: International HRM. - PowerPoint PPT Presentation
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For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
PART 5
Emerging HR practices
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
CHAPTER 14:CHAPTER 14:
Competency based HRMCompetency based HRM
CHAPTER 15:CHAPTER 15:
HRM in virtual organisationsHRM in virtual organisations
CHAPTER 16: CHAPTER 16:
Human resource Human resource management and leadershipmanagement and leadership
CHAPTER 17: CHAPTER 17:
International HRMInternational HRM
The environment for HR
Finding & placing qualified employees
Assessing & developing qualified employees
Labour relations
Emerging HR practices5
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
CHAPTER 14 Competency-based
HRM
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Chapter outcomes• Identify the components of a total performance solution• Define the concept "competency"• Describe a competency-based HR transformation• Summarise the process of identifying competencies for the
organisation• Explain competency-based HR planning• Discuss competency-based employee recruitment and selection• Outline competency-based training and development• Describe competency-based performance appraisal• List key aspects relating to competency-based employee rewards
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
A total performance solution• Nature of organisational performance:
– Driven from the top down, not from the bottom up– Is the product of winning behaviour– Winning behaviour can be effectively modelled by competencies– Is always about achieving specific measurable goals that help
the organisation to win– Is defined by measurement– Is shaped by the promise of rewards (and the fear of
punishment)
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
A total performance solution
Perfor-mance
Values
Rewards
Leadership development
Competen-cies Goals
PurposeCompetitive
market pressureBusiness plans
Technology Shareholder requirements
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Competencies defined
•
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Simple definitions• Competency – • Core competencies –
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Individual competencies vs organisational capabilities
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Competency-based HR transformation – design process
________ & Discovery
Why change?
Discovery
Sponsorship
Strategic Architecture
__________
__________
__________
Gaining approval
Transitional management
___________
Communica-tions
Enact changes
Desired _______
state
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Competency identification1 32
4
5
6
Competencies generated from current & future
trends
Competencies generated from core
capabilities in leading firms
Competencies generated from the
organisation’s strategy
Synthetic list of competencies and
scope
Validation of competency framework
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Competency identification methods
• • •
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Capabilities audit
• Provides information on how well the company delivers on its required capabilities, and can lead to design of an action plan for improvement if necessary
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Organisation capabilities & implications for HR professionals
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Organisation capabilities & implications for HR professionals
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Competency-based HRM• Why HR?• Competency-based ___________• Competency-based ___________• Competency-based ___________• Competency-based ___________• Competency-based ___________
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Competency-based HRM• Functional/technical competencies –
• Basic competencies –
• Abstract competencies –
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Comparison between traditional and competency-based HR
• Foundation• • Major challenges• • • Employee recruitment &
selection
• • Employee development
subsystem• • Employee reward processes
subsystem
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Summary• The functional structure of many HR departments today can
be traced back to the functional expertise possessed by its employees
• To embrace the new challenges facing the HR function it will have to move away from its compliance mindset and become more flexible
• The whole approach in the 1990s regarding the improvement of organisational performance shifted to the endorsement of people and their competencies
• Competencies are characteristics that individuals have and use in appropriate, consistent ways in order to achieve desired performance
• The shift to the competency-based HR focus will require much more than merely reshuffling the current boxes on the HR organisational chart
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Summary• The written description of all the competencies needed within
the organisation is known as a competency model• A number of methods which can be used to identify
competencies within organisations can be found these include: the job competencies assessment method (JCAM), the competency menu method and the modified DACUM method
• One of the drawbacks of identifying competencies is the high costs involved. The process is also time-consuming
• To monitor the successful implementation of a competency-based approach within an organisation a capabilities audit must be undertaken
• Competency-based HR planning focuses on competency inventory versus the traditional skills inventory
For use with Human Resource Management in South Africa 4eby Grobler, Wärnich et al
ISBN: 1408019515 © 2010 Cengage Learning
Summary• Competency-based recruitment and selecting requires a more extensive job
analysis together with the examination of work histories and work samples• Competency-based training and development is a highly individualised process.
In the training needs analysis process a much broader focus is required. Identifying future competencies with a view of individual development can be a major undertaking within a company
• A major criticism of the use of competencies in performance appraisal is that they are not observable and measurable. Some mechanism is therefore essential for assessing competencies
• By linking compensation directly to individual contributions that make a difference to the company an organisation can maintain the highest calibre of workers.