Talent Management, Acquisition and the Importance of Role Consultancy

[ad_1]

Introduction

In all businesses today, aligning human resource management with business strategy has become an important element to succeed. Organisational restructuring, managing key resource requirements, performance management systems, career and succession planning have all been re-aligned to form synergy with the company's overall business strategy.

With increased competition, changing workforce demographics, talent shortages and increased globalization, many organizations are now proactively studying leadership, demographic and economic trends, to prepare for their future workforce needs. HR departments are developing comprehensive workforce plans and talent management strategies centered on attracting, assessing, selecting, engaging, and retaining talent

The practice of Talent Management is more important in today's economy than it has ever been. Now in the new millennium, we find ourselves in the talent age. In the new millennium the only unique asset that many companies have to maintain a competitive edge is their people. In the global market place and every industry around the world, it is the talent and its management that differentiates and sets the tone for success or failure
To achieve organizational goals, one must synchronize their business strategy and human capital strategy. Successful organisations have the right talent in place at all levels – people who look beyond the obvious and take the business into the future. The basis for ensuring this is an integrated approach to talent management.

Finding and keeping the right people has an enormous effect on one's organization's financial performance. Identifying these talents and hiring people whose talents are similar to those of top performers are crucial steps toward achieving individual and organizational success Talent management and leadership development remain the biggest Human Resources challenges. The two issues are rated "highly critical for success" Talent management means aligning talent strategies with organisational needs; attracting and selecting the right people, identifying and shaping their potential and fuelling their enthusiasm and commitment

Effective talent management is a critical business goal for all leading organisations in today's economy. Human resource management is a process of bringing people and organizations together so that the goals of each other are met. The role of Human Resource manager is shifting from that of a protector and screener to the role of a planner and change agent. The knowledge age moved the basis of economic value to information assets through integrated communications and computer technology. Now the competitive battlefront is for the best people because they are the true creators of value. PEOPLE provide unique knowledge, an inherent component of the value-proposition that PEOPLE bring to an organization; knowledge gained through education, training, and experience. Investment in PEOPLE will position organizations for continual innovation in an increasingly diverse, competitive and ever-changing climate

Human capital is the most vital resource in any organization and also the most difficult to manage. Today the success of Human Resources professionals is directly linked to the quality of talent and its productivity and they are being held accountable to deliver on stringent and measurable performance metrices. Building a competitive talent pool is a function of attracting, engaging and retaining the right mix of competencies. Companies are also increasingly hiring employees whose personalities and values ​​reflect those of the organization

Talent Management is more and more business critical to organizations, bringing with it, new visibility and challenges. For Human resources people, employees are the face of company's brand and the most vital asset of one's business. They drive organisation's productivity and profitability. Aligning Talent Acquisition to the organization's strategic objectives is imperative to the success of the organization and Human Resources tend to concentrate in recruiting those key people and focus their attention and resources on developing them. Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development.

It would be apt at this juncture to recapitulate on the nuances on Talent Acquisition and Recruitment

Recruitment and Talent Acquisition are used synonymously but there is quite a lot of difference between the two. Recruitment involves the process of filling up of the vacancies where as talent acquisition shows the strategic hiring of talent not only for the current requirement but also planning for future. McKinsey & Company (1997) that coined the term 'the war of talent', predicted that there is high demand for managerial talent in future. The survey report insisted on five elements for tapping the successful talent such as talent mindset, growing great leaders, employee value proposition, continuous top talent recruitment and differentiation. Hence the companies need to be forearmed to anticipate and determine the talents.

Recruiting- been viewed as a transactional, commodity based business function to fill job openings with qualified people. In contrast, Talent Acquisition is distinct elements of the Talent Management continuum, a proactive, strategic function, procuring talent for the organization's value add. Talent Acquisition is no longer a silo in the human resource function, but collaboration with specialists from other functional areas within Talent Management to posture a company for talent who will evolve and become strategic partners within the organization. Talent Management / Acquisition asks: do we have a strategy in place to attract and retain qualified employees; do we know what business is in the pipeline, what the staffing needs are for the next six-twelve months, bill rates that determine potential candidate salaries, etc

On moving to a Talent Acquisition model there is a significant difference between those organizations that practice recruiting and those that have a talent acquisition practices

Recruiting- To identify & select a person for a position.
Talent – A special often creative, artistic or mental gift.
Acquisition – To gain possession of something as a result of effort or experience.

Strategic Talent Acquisition takes a long-term view of not only filling positions today, but also using the candidates that come out of a recruiting campaign as a means to fill similar positions in the future In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future. Recruiting is involved on the front end of the process; Talent Acquisition would be as a collaborative business partner. Aligning Talent Acquisition to the organization's strategic objectives is imperative to the success of the organization

Role of Consultancy in Talent Acquisition and Talent Management.

The Talent Acquisition needs of companies are becoming more and more intricate – which means more focus and effort for proper functioning. Cross location, multiple skills, blend of technologies and personal attributes makes the hiring process a very involved effort

By outsourcing Talent Acquisition function, the organisation can focus on core business issues, while they have a reliable framework of Talent supply. This is a new emerging paradigm which is making a lot of companies tread this path. Nurturing Human Capital via Talent Management, would be the focus of Talent acquisition and recruitment. Recruitment Support includes activities from pre- and final- screening, interview management, Offer Management and Data Management. Recruitment is integral to talent management and requires considerable executive management mindshare. Recruiting is changing fast, with myriad challenges facing those responsible for attracting, hiring and retaining top talent.

The role of human resources has shifted within most leading organizations and Human Resource practitioners are now required to demonstrate value to the business. Talent acquisition platform can be configured to fit the size and structure of any recruiting organization Working closely with the business, Talent Acquisition Consultant- would manage all Experienced Hire Recruitment

Talent Acquisition Consultancy would work in cohesion and coordinate with the respective & assigned business function (s) to source, recruit and select the best Talent for the organiation

Talent Acquisition Consultancy – would work in the role of a partner to align strategies that would support business objectives and create processes, tools and cultures that attract, motivate, engage and retain strong, high-potential Talent.

Talent Acquisition Consultancy- with the background and exposure of global competence in executive recruiting, and also country specific knowledge; will be in position to play a critically important role in identifying high profile executives and recruiting top global talent. Talent Search Service would range from single assignment to regional or global and could include multiple positions in various locations

Talent Acquisition Consultancy Would Play A Significant Role In

Identifying Top / Senior level Talent for all business groups and be responsible for identification, recruitment and on-boarding of senior level leaders throughout the organization utilizing direct sourcing techniques including personal networking, online search, and leveraging internal tools and resources

Responsible for providing creative sourcing solutions to customers in a consultative role. Recruiting through a variety of sources, including Internet, professional associations, networking, advertisements, job fairs, university relations, etc. Function as a full business partner to develop staffing processes, identify business issues and recommend innovative solutions.

Find, assess, engage, hire, and on-board the highest quality candidates, especially in the critical skill areas. Assess candidate skills, background and fit so as to predict performance levels and styles with a high degree of accuracy.

Manage the full life-cycle of the recruiting process – Recruit / Source, contact, screen candidates.

Assess candidate's competency to include job fit, motivational fit and culture fit.

Source, identify, and screen candidates to determine if their technical ability, attitude and personality make them a fit for the Client's culture

Develop candidate talent pipelines through sourcing channels, recruitment campaigns, internet searches, networking groups, social media, database search

Talent Management

Once the Talent Acquisition process is completed the human resource professionals have to concentrate on the next level of Talent Management- Talent Development. It is necessary to develop the skills of the employees through Training and Development Talent Management in organizations is not just limited to attracting the best people from the industry but it is a continuous process that involves sourcing, hiring, developing, retaining and promoting them while meeting the organization's requirements simultaneously

Talent Management, as the name itself suggests is managing the ability, competency and power of employees within an organization. The concept is not restricted to recruiting the right candidate at the right time but it extends to exploring the hidden and unusual qualities of one's employees and developing and nurturing them to get the desired results. Hiring the best talent from the industry may be a big concern for the organizations today but retaining them and most importantly, transitioning them according to the culture of the organization and getting the best out of them is a much bigger concern

To achieve success in business, the most important thing is to recognize the talent that can accompany one in achieving one's goal. Attracting them to work for you and strategically fitting them at a right place in your organization is the next step. It is to be remembered that placing a candidate at a wrong place can multiply one's problems regardless of the qualifications, skills, abilities and competency of that person

Talent Acquisition and Talent retention are like the two sides of a coin that are critical in the human capital management. Innovative technologies are to be adopted to enhance the process of Talent Management. With the dynamic situation prevailing in the global employability status, the role of human resource managers is very imperative in maintaining the talent balance. Holistic cum participatory approach is to be followed for harnessing the real benefits of Talent Management system. The Talent Management system that acts as a driver to performance excellence has to be integrated with the rest of the areas in the company and through effective Talent Management strategy.

The practice of talent management would involve no of strategies used in the management of human capital resources and their application. We shall dwell on few critical issues that are imperative in the management of talent and their significance: – i. e for Talent Management Best Practices: –

Key points & factors

Talent Acquisition

  • Assessing organizational talent readiness and execution capability
  • Identifying talent gaps
  • Identifying mission critical positions
  • selection- identification- & recruitment- of right people
  • assessment- assessing competencies of apt profile

Retaining Talent

In the current climate of change, it's critical to hold onto the key people. These are the people who will lead the organisation to future success, and the organisation can not afford to lose them
Employees are more likely to join stay within an organization if they believe the prospects are good for longer-term career and leadership development

To realise this and to attract and retain Talent -Organisation need to have a

Workforce planning · building a road map for implementation

Diversity programmes designed to develop, retain and promote diverse Talent

Career Planning- – scope of advancement in career for employees- their effort being valued and recognized-

Selecting Talent: – Management should implement proven Talent selection systems and tools to create profiles of the right people based on the competencies of high performers. It's not simply a matter of finding the "best and the brightest," it's about creating the right fit – both for today and tomorrow.

  • Coaching and Mentoring- development of-new competencies.
  • Using development to drive business objectives
  • Building an effective development plan
  • Development of employees – for a elevated and key position

Developing processes for Succession Planning and Talent pipelines

Managing Succession: Effective organisations anticipate the leadership and Talent requirement to succeed in the future. Leaders understand that it's critical to strengthen their Talent pool through succession planning, professional development, job rotation and workforce planning. They need to identify potential Talent and groom it.

The cost of replacing a valued employee is enormous. Organisations need to promote diversity and design strategies to retain people, reward high performance and provide opportunities for development.
It's imperative to assess existing talent within the organization. Talented and ambitious people are more likely to stay with their current employer if they receive positive development, motivation and encouragement to reach their potential

Organisation need to focus on managing the needs of individual employees, in alignment with organizational objectives, while identifying and deploying top performers accordingly.

a) For the individual: Coaching and mentoring based on discovered needs.
b) For the work team: Identifying top performers, or "stars," and capitalizing on their talent.
c) For the organization: Maximizing return on investment by putting the right person with the right skills in the right job at the right time

Identification & selection of – high performers- represent the requisite competencies of the organisation and also inspiration to others to follow suit.

Focusing on Core Talent

Companies are increasingly looking at bringing exceptional talent on board for those roles that are core to their business and · building a business case for inclusion in the organizations strategic policy
In an increasingly global business world, where teams work across borders, understanding different work cultures is the key to success.

In India, there is a high demand for good talent and hence a lot of attention is being given to retaining and engaging that talent. Retaining talent for Indian companies has become a key factor in their growth strategies.

We shall just give a brief sketeh of talent management systems adopted in an Indian organisation.

Mahindra and Mahindra – A US $ 12. 5 billion multinational group based in Mumbai, India, with more than 137,000 people in over 100 countries, in the business of utility vehicles, information technology, tractors, and vacation ownership- – created a robust Talent Management system to attract, nurture and promote employees .

Anand Mahindra, the group's 57-year-old vice-chairman and managing director has been grooming some key leaders to replace the ageing stars. A Talent Management programme conceptualised in 2004 to chart out the succession plan for top executives, has already produced eight key leaders.

For the group, organisational restructuring posed the greatest challenge keeping in mind the changing dynamics in the business especially the tractor and automotive division. the re-alignment was necessitated by changing dynamics in the business environment. the objective was to grow leadership positions in the UV and tractor market and developing successful businesses in relatively new business areas like IT, financial services, realty and infrastructure development and also service industries like Time share (Club Mahindra). "Keeping in mind the new business objectives the challenge was to re-orient the human resource management towards these objectives."

To achieve these objectives the company began a full reassessment of organisation and management structure with the help of consultants like Mckinsey's, Arthur Anderson and Korn Ferry. The outcome was, clear roles and responsibilities were identified and the competency required for each role was mapped. The officers went through individual assessments of competencies against the requirement of each role. External consultants as well as internal assessors ran assessment centres and each individual was then placed based on competency and role fitment

THE RETIREMENT OF ARUN NANDA (Executive Director – 2 Years ago) marked the beginning of the end of a long reign of stalwarts. New leaders are already rising and showing every sign that the group's succession planning initiatives will help fill the void. Most are in their forties, rising rapidly and are being thrown into different roles in the group – clues that they are being groomed for greater responsibilities.

Many emerging leaders were inducted onto the group's apex-decision making body Group Executive Board in 2010 in preparation for the retirement of six members on the board.

Anita Arjundas, the 44-year-old head of the real estate business and the lone woman member of the group executive board, mirrors the emergence of a quiet transition that is taking place inside the automobile-to-aviation group.

Conclusion.

Today, companies have become fiercely competitive when it comes to attracting and retaining Talent. The present scenario with abundant opportunities has triggered a wave of employees, perpetually "on the move", forever seeking better opportunities whenever, wherever and however they can

Talented people want to be a part of something they believe in and not just a fat pay package. A culture of commitment is the key to employee retention- a culture that concentrates on vision, mission, values ​​and ambitious goals to attract and hold on to talented people. This culture of commitment can only set in if there are guiding principles or core values ​​that are of intrinsic importance to those in the organisation.

Cultural dimensions as a tool to retain talent zeroes in on functional, technical and control aspects, while simultaneously dealing with inspiration, emotion, energy, enthusiasm, collaboration and camaraderie, openness and a sense of belonging

At the end of the day, creating and delivering a great employee value proposition is clearly the best way to retain good people. Research shows that companies which have recognised the need to give priority to its people management-driven strategies are the winners

[ad_2]

Source by Dr Sita Ramachandran

Employee Engagement During These Tough Economic Times is Crucial

[ad_1]

If you have read any article on organizational productivity or employee performance over the last seven years, chances are good that you came across the concept of employee engagement. Employee engagement is the first proven method to translate the thoughts and perceptions of staff into a measureable index or leading indicator that can predict employee productivity, customer satisfaction, retention of top performers, and more. During difficult macro economic times, achieving and maintaining employee engagement presents significant challenges that your business can not afford to put off until "times are better."

It is important to understand some facts about the current economic challenge:

  • There have been 14 market panics over the last 150 years.
  • Even though the market dropped more than 75% from the top in 1929 to the bottom in May of 1932, over the next five years the market rose 367% !!!!
  • Most market downturns last 15 months – average loss 36%.
  • Most market bottoms go sideways for 5 to 10 months.
  • The average market expands for an approximate of 68 months and grows by an average 176%.

Employees need answers about their 401K assets now !

Employee engagement has traditionally been the domain of HR, Training, or organization development. However, as employees are forced to deal with the worst recession since the depression, taking a proactive approach to educating your employees on how to take advantage of this "Panic" will go a long way to keeping your employees engaged. This is where an outside independent Registered Investment Advisor can play a significant role in keeping your employees engaged. This brief article presents a simple outline for employee engagement and suggests how you can partner with an expert to assure yourself that as Benefits Specialists you can effectively help stabilize and, in fact, increase employee engagement regarding their retirement concerns.

What do You Need to Know About Engagement ?

Understanding what to do begins with understanding a little more about engagement. Although it is beyond the scope of this paper to present all facets of employee engagement, there are a few things about employee engagement that you need to know:

1. What is employee engagement? Employee engagement is an employee's level of emotional attachment, positive, neutral, or negative, to her / his organization and its goals, manager, position, and co-workers / peers. It is the degree of advocacy, pride, and loyalty felt by and displayed through the employee's behaviors.

2. Why should I care? To an organization, the value of engagement lies as a predictor of future behavior and discretionary effort. When correctly measured, engagement provides a statistical method to maximize the return on human capital. Increasing employee engagement enables leaders to increase economic contribution and improve business performance while enhancing quality of work life! In a world of hyper-changing markets and hard-to-measure intellectual work, employee engagement is an essential managerial tool and the direct responsibility of leadership. The organization that masters employee engagement has a fundamental and sustainable competitive advantage over its competitors that do not.

3. What is the Business Case for Employee Engagement? Highly engaged employees perform at higher levels, deal with problems better, respond to change better, and are more cognitively flexible than lower engaged employees. Most significantly, for service and client facing organizations, higher engaged employees are better at creating and maintaining strong customer relationships. Bottom line, higher engagement typically means greater business results. Specific studies have shown that high levels of engagement result in:

  • Higher than average individual productivity, applied learning, and innovation
  • Greater loyalty (remain with the company longer than less-engaged employees)
  • More energetic and enthusiastic employees, which makes them more productive in group efforts and makes them a pleasure to work with
  • Greater ownership in solving organization and customer problems
  • Higher quality discretionary effort with longer duration and of a more positive intensity than other less-than-fully-engaged employees
  • Employee economic contributions to the business that consistently exceed their employment costs

Putting your head in the sand is not the best option at this point. Becoming more knowledgeable and proactive will give the employee a sense of trust and paternalistic assurance they are being taken care of.

4. How is Employee Engagement Measured? As a management tool, engagement measures an individual's degree of advocacy, loyalty, commitment, pride, and more, to the organization and its goals. Valid engagement measurement is calculated from employee responses collected through survey questions. Although different survey firms have different engagement models and use different questions, in general, between 4 and 12 survey items provide the results needed to calculate an engagement level or result. Engagement results can be sliced ​​and diced in different ways to determine an organizational level, a strategic business unit level, a unit level, and other levels including results for different demographics. Results can also be compared externally depending on the firms "normative" database. Industry results, regional results, country results, and other subgroups can further enhance the value for comparison and action planning.

It will be easy to measure the effect on your 401K participants. Are they indeed putting more money into the market? Are they truly buying low? Are they sleeping better at night?

What Drives Employee Engagement?

Engagement is based on an understanding of the psychological components of motivation and work performance. Increasing engagement begins with affecting one or more of the things that causes engagement. In its most simple design, engagement is a combination of the:

1. Employee's Sense of SAFETY and SECURITY – We all have a strong need to feel physically and emotionally safe and secure in our environment both in the moment and into the future. This need extends to our family, our friends, our community, etc. It is the driving survival instinct present in all people. We often use the word "trust" to describe the condition of being safe and secure with others.

2. Employee's Sense of BELONGING – Humans are naturally social (tribal) and have a strong need to be identified or associated with a group that we find desirable or reinforces something important to us. We identify with groups as wide ranging as business organizations, religious groups, social organizations, racial groups, cultural groups and more as a means to "ground" ourselves into a set of values, actions, thoughts and behaviors that we find appealing or desirable.

3. Employee's Sense of SIGNIFICANCE – We all have a deep need to feel important, good, smart, unique, special, or different in a way that separates us from others. This is what makes us feel that our life and contributions have purpose and meaning and that we have or will make a difference in some way in this world.

All concepts once considered too "touchy-feely" emerge as a necessary management tool. By modifying one's management approach at the local level and changing the structures and systems at the organizational level, engagement can be increased leading to enhanced performance outcomes (with some delay).

How Does the External Environment Affect Engagement?

In the case of widespread economic challenges, most everyone who is employed is happy to have a job. Some employees who before were moderately engaged, may be so happy for their job that they become highly engaged. However, for most employees, even those who like what they do, are proud of the organization, and go the extra mile to help customers, the current recession will negatively affect their engagement.

There is simply no doubt the current recession affects employee engagement. Past business cycles may have affected only a small number of staff. The current economic downturn has affected nearly everyone's sense of safety and security.

Even if you have a job, your investments have declined; even if your investments are up (which is highly unlikely) the value of your house is down, etc. Even if business at your organization is relatively stable or growing, the affect of daily "doom and gloom" cable pundits and employees who know a friend, family member or neighbor who has lost their job means that your employees are experiencing mental angst and stress that affects their productivity.

What Should Employers Do?

Typically, activities and initiatives aimed at raising employee engagement have been mostly targeted at enhancing an employees' sense of belonging (eg, team-building, inclusion, etc.) or sense of significance (eg, communication, rewards and incentives, training, special projects, job rotation, etc). These traditional interventions are still important; however, when your employees are concerned about more fundamental things, these activities do little to temporarily "relieve" anxiety.

Should you guarantee that everyone's job is safe? Absolutely not! Instead, as Benefit Specialist, you can take an active role to stabilize employee's sense of security and safety around financial concerns. You can do this by bringing in an independent, unbiased Registered Investment Advisor to help you focus on a combination of active communication, training, coaching, and advice!

Below are four actions that HR and / or CFO can take to make a difference during this global downturn:

1. Communicate the Positive

When positive financial information that is relevant to employees exists, share it formally, frequently, and fully. This can include corporate financial data, (eg, revenues, sales, costs of sales, etc.), industry or sector data, (eg analysts reports, decrease in material / commodities costs), state or regional data (eg decrease in state unemployment ), national data, (eg inflation rate, consumer confidence) and as appropriate, international data (eg increase in GDP in India if you sell in India). If your organization changes plan administrators, communicate the information as a positive. Selecting 12 to 20 relevant economic statistics and communicating positive change at least monthly is helpful.

Can you guess how highly emotional your employees are when they think about their 401K assets dropping perhaps 30 to 50%? You can get a huge amount of loyalty and trust by reducing your employee's fears through education and advice on what to do in this market decline.

2. Communicate Perspective

Regardless of your organization's size and complexity, share the collective thoughts of your senior management team regarding the current downturn. When do you expect sales to change? How about profits / margins? What inflation model do you support? How or will the stimulus package affect your organization? Something as brief as a one page "weekly financial update" sent out each Monday recapping the previous week can highlight the assumptions and perspectives of your senior team. This shows the team is aware of what is happening in the world and has considered this information as part of their planning process. (Note: Some people do not think that is the case).

Individuals will identify with other employees, and the majority of all 401K participants, in knowing they are not alone and it truly is a time to take advantage of the situation – Buying low!

3. Empower Through Training

Few organizations provide financial education or information beyond basic benefits or 401k plan awareness. Now is the time to do more! At a minimum, work with the plan administrator to provide updates of company sponsored benefit plans. Consider providing company sponsored financial training on topics important to employees such as reducing credit card debt, managing a home budget, prioritizing expenses, making purchasing decisions, understanding investment types, how to invest, etc. This type of training shows employees that the organization is sincerely interested in helping them get through the downturn, while empowering employees around their financial future and reducing anxiety through knowledge and skills. Most importantly, hire All Star to come in and give "advice" to your employees on what to do in this fearful environment.

Empowering your employees with the knowledge that what we are going through economically right now is really nothing new. It is different, but still the same as the depression in many ways. Teaching them that if you really want to make money, now is probably the best time in their lifetime to increase your 401K contribution. By understanding this concept you will help keep your employees focused on their job, client, or service level and not worrying about the market.

4. Make it Personal

This action is extremely effective at empowering employees, reducing fear, and creating a path forward. On company time, provide a voluntary and confidential personal financial review for all employees interested in the process. Partner with an outside personal financial advisor or firm to provide these reviews and when it is available, use the outside firm's resources for ongoing phone or internet coaching.

Conclusion

When poor economic times arrive, there is a direct impact on more than just the bottom line. Employees can easily lose trust in leadership and faith in the future of the organization. Leaders that view these times as an opportunity to minimize employee financial anxiety and empower employees with their financial future through knowledge will reap short and long-term benefits. These companies will have greater commitment and effort from employees, in both the good and the bad times.

[ad_2]

Source by Mary Gorski

The Millionaire Mind Money Management Plan

[ad_1]

One of the most important books that I 've read during the past year is T. Harv Eker's Secrets of the Millionaire Mind. I want to review and share a savings plan that Eker shares in Chapter 14 called the Millionaire Mind Money Management Plan. Eker begins his chapter with these words:

Rich people manage their money well, Poor people mismanage their money well.

It's an excellent chapter, and I'm going to share with you a summary of the financial management plan that will set you on the right path to building wealth. It's important in all things resulting in success that you take action. So, no matter what you can start with, even if it's a dollar a month, you must take action and begin to manage your money.

Some people say, "Well, when I get ahead financially, I'll manage my money." That's a poor person mindset! The millionaire mind begins to manage now, because if you can manage a little, then you'll begin to manage a lot. I was SO into this way of thinking in the past. When I turned it around and began to manage money, I started to get wealthy!

Before I share the money management plan, here are some wealth principles from the chapter and that Eker teaches at his Millionaire Mind Intensives.

  • Until you can handle what you've got, you will not get any more!
  • The habit of managing your money is more important than the amount.
  • Either you control money, or it will control you.

So, how exactly do you manage your money? Here's a great plan from the book. Remember, it's important to start, not the amount. Start with $ 1 if you must; just start! Get the habit going!

Prepare 6 jars ( "Jars" can be literal, or bank accounts, or categories on a spreadsheet).

Place the following amounts in each of the jars every month after taxes.

  1. Financial Freedom Account (10%) – used only for investments and buying or creating passive income streams. Money is never spent, only invested. Also, have a Financial Freedom Jar where you deposit money each day ($ 1, $ 10, loose change). Do something daily.
  2. Play Account (10%) – Use this money to nurture yourself. Use it for extra-special things in your life. The only guideline is that you must spend the money every month. Use it each month in a way that makes you feel rich!
  3. Education Account (10%) – Set aside money for your education (school, seminars, etc.) Or your child's education.
  4. Long-term Savings for Spending Account (10%)
  5. Giving (10%)
  6. Necessities Account (50%)

Start the plan and let the universe know that you are ready for more money.

[ad_2]

Source by Marc Smith

How to Manage a Bossy Employee

[ad_1]

A bossy employee can be a manager's worst nightmare if he does not know how to handle one properly. Find out how to get this kind of worker back in line in this article.

The ideal team for any leader is a team that follows your example, a team that suggests ideas and collaborates. Each worker is satisfied with his job and contributes something so that the team becomes greater than the sum of it's parts. But just one bossy worker can disrupt all of this. So how can we deal with such a person?

When An Employee Becomes Too Bossy

There's nothing wrong with a worker who takes responsibility. In fact, these types of workers can be like gold dust because, in this day and age, there are far too many people who just want to sit back, do the bare minimum and collect their paycheck.

A good worker like this might help others who are not yet up to speed and this type of coaching will involve them asking others to do things for them.

But when a worker is constantly asking others to do tasks but at the same time not pulling their weight, doing less work or doing easier work, then you have a bossy employee who needs to be put back in their place.

Easy Goes It

The best way to deal with a bossy employee is to convince him to come "on side". Use his skills of coaching and delegation but make it clear that you expect him to deliver too.

One way of doing this is to set a large task or a project. Buddy him up with someone else but make it clear that you expect both of them to deliver.

You can also get respect and a motivated worker if you give them some special rewards for going this extra mile. This could mean some training that would enhance the worker's resume and also be good for the firm. Or you could adopt the carrot and stick approach and mention that you will speak to other managers if he does a good job which could open up future career opportunities.

The Hard Way

Sometimes, a worker just does not respond to the carrots that you are offering. This is not a mistake or out of ignorance, in these cases the worker knows full well what they are doing.

There is always a reason why a worker may get lazy and workshy and try to do only the easy things and boss others around. It normally revolves around job satisfaction. If a normal person is satisfied in their job then they simply will not be disruptive like this. If your organisation and / or you have been lazy in addressing career progression and training and job satisfaction then you only have yourself to blame.

I would advise to get your ship in order and mention this to the worker. If you can convince him that things will genuinely change and there could be rewards for him in the future then he will change his behaviour and you will see a new side to him.

The Harder Way

If you feel that your worker has no reason to act in this way and there is no other root cause other than his laziness then arrange a private one to one and give him an informal warning. Do not use the word "warning" but just "have a chat". Explain to him that his standards are unacceptable and he must change.

If he does not change his behaviour then you should start thinking about effective ways of "managing him out" and replacing him with someone more motivated and hungry for career success.

[ad_2]

Source by C Jackson

Implementing Change – Innovation Vs Transformation

[ad_1]

Innovation and transformation are two terms that get thrown around a lot when implementing change is on the table. Both terms are applicable to the process of change implementation. The problem is that they tend to get used inappropriately as interchangeable terms, in much the same way that idea and concept are used interchangeably. In both cases, this stems from a degree of overlap between the terms. When it comes to implementing change, they need to be separated.

Innovation is primarily about bringing something new into an organization, but it is not necessarily something new to the world. Organizations are like microcosms. The organizational structure represents the boundaries of the organizational world. When someone has an innovation, it is specific to that particular microcosm, which means that it could very well have been in the larger macrocosm of the outside world for some time.

In many cases, an innovation is simply a new way of using an existing technology to further the ends of the organization. After all, how much technology really sees full utilization within an organization? In most cases, only a small sliver of the capacity of a given piece of technology is put to use. Excel, for example, is a piece of software that can do some amazing things, but the average user only employs a handful of functions.

Where innovation leaves off is in implementation. Innovations are ideas about how things could be done, rather than how they will be done. Whether or not those innovations ever progress to the level of implementing change in the organization is frequently out of the hands of the innovator. This is where transformation differs from innovation.

Implicit in the meaning of transformation, as it is used in implementing change situations, is the follow through of implementation. Transformation certainly begins with a new idea or innovation, but it also entails that concrete steps are taken to ensure that innovation is adopted by the organization. For example, it may occur to someone in HR that social media could be used to enhance the organization's morale or streamline teambuilding. Until some concrete steps are taken to actually get the employees involved with the social media, it is not transformation, merely innovation.

[ad_2]

Source by Jacob Long

Is Your Partner's Post – Traumatic Stress Disorder (PTSD) Getting You Down?

[ad_1]

If your partner has been diagnosed with Post-Traumatic Stress Disorder or PTSD, you might feel as if you're suddenly living with a stranger. PTSD has defining symptoms that result in behaviors by the sufferer that can be troublesome not only to him or her, but to you as the partner. As a result, Post-Traumatic Stress Disorder symptoms can impact your relationship.

While you undoubtedly want to support your partner in getting the treatment needed for those PTSD symptoms, you might nonetheless find it difficult to remain motivated to do so because the changes in your loved one's behavior are getting you down. How do you keep feeling cheerful about helping your partner when your loved one is irritable and slinging verbal abuse your way fairly regularly, for instance? How do you keep being cheerful about helping your partner when your loved one refuses to do practically anything with you anymore? In fact, you may be angry or depressed because you suddenly face an essentially sexless marriage.

Remind Yourself It's about the Post- Traumatic Stress Disorder

If you suspect that anger or depression is about to get the best of you, you might have to stop and remind yourself that it's really the Post-Traumatic Stress Disorder that's talking here, not your partner. Indeed, remind yourself that your PTSD-impacted loved one might not want to go anyplace anymore because of fear of having a flashback. A flashback, one of the symptoms of PTSD, causes your loved one to essentially relive the traumatic event. A wounded warrior, for example, who hears a car backfire may suddenly believe that he is back in the war zone again where an Improvised Explosive Device (IED) has just gone off. Thus, just as in the war zone he might have jumped on top of a fellow soldier to push him to safety, he might do the same to you while people on the street stop, stand there, and stare.

When you think about a flashback this way, you can better appreciate why it is something your partner wants to avoid, would not you agree? But there is more to it than that. When a flashback is triggered by something that the brain perceives as reminiscent of the trauma that caused the Post-Traumatic Stress Disorder initially, the PTSD sufferer relives all the painful emotions of that time, sees the disturbing visual images, smells the obnoxious smells, hears all the sounds – or experiences the painful or horrific traumatic event again mentally in its entirety.

Now can you better appreciate why your PTSD-suffering partner might want to remain home along instead of walking into congested places by your side? Remember, the Post-Traumatic Stress Disorder victim has no idea as to what in the environment might be viewed by his or her brain as reminiscent of the traumatic event. It might be a sound your loved one has no conscious awareness of hearing at the time. But since the brain has all such memories stored, this one memory that is associated with all the other memories of the traumatic event will be triggered. In turn, then, so will all the others.

Certainly, a flashback can be triggered in the home. Nevertheless, at least there, your loved one does not have to worry about the shocked reaction of strangers-or what he or she might be putting you through publicly.

Wondering What PTSD Symptom can Result in a Sexless Marriage?

Are you wondering what PTSD symptom might be having a negative influence on your sex life? If your partner is a woman who experienced sexual assault in the form of rape, she might be fearful that being sexual with you will trigger a horrific flashback. Then again, if your partner is that warrior wounded by Post-Traumatic Stress Disorder, let's say, he might well be experiencing another PTSD symptom known as emotional numbing. As a result, he may be fearful he'll experience erectile difficulties-not uncommon in male Post-Traumatic Stress Disorder sufferers. Of course, you might be troubled because he not only wants to forego sex, but he might want to avoid any kissing or caressing. Why is that? Because of his fear that if touches you in loving ways, you may become desirous of having sex. As a result, he avoids touching you at all.

Again, if you've been viewing your loved one's refusal to become intimate as personal rejection, could you think about what has been happening differently? Remind yourself that your partner undoubtedly does not want to set himself up to disappoint you. Recognizing this, you may discover you suddenly feel comfortable gently opening a conversation where you can demonstrate that you have some understanding of what is happening. Then, you might suggest that the two of you strive to come up with one or more solutions that better addresses the needs of the two you. Of course, if this seems to be making your partner feel stressed out or your loved one seems incapable of having such a discussion currently, you might decide it is necessary to back off for the time being-at least until your partner can get his PTSD symptoms under better control. Perhaps once this has happened, you might want once again to strive to find ways to move from this essentially sexless marriage where enjoy a desired level of intimacy.

Managing Your Disappointment Benefits Your "Post- Traumatic Stress Disorder Relationship"

If you can hide your disappointment when your partner once again lets you down because of behaviors undoubtedly driven by PTSD symptoms, you will be helping to minimize the amount of stress your loved one feels. This is a good thing because when the PTSD sufferer feels more relaxed, troublesome Post-Traumatic Stress Disorder symptoms are less apt to occur. However, even if they do, they'll likely be of a weaker magnitude than they would have been otherwise.

As your loved one's PTSD symptoms ease off, you'll likely feel less stressed out as well, do not you imagine? Your depression should begin to lift. Your anger may start to dissipate. While your partner may never return to the person he or she was before developing Post-Traumatic Stress Disorder, you may find that you are better able to cope with what the PTSD symptoms have tossed your way. Would not that be a great thing – and merely because you changed your own thinking? Because you choose to perceive things differently?

You might always continue to prefer that circumstances were different with regard to your "Post-traumatic Stress Disorder relationship." Still, as you grow more accepting of the realities you face-of what is-there can be a sense of accomplishment and good feelings that come from that. You might even prefer aspects of yourself that the experience of living with a partner with Post-Traumatic Stress Disorder caused to develop.

[ad_2]

Source by Dr.

The POSDC Of Management – A Student Aid

[ad_1]

Pupils need every available edge when it comes to studies, whether they know it or not. They should take advantage of every bit of information available, ie, research articles, white papers, periodicals, magazines, and yes … blogs.

This wee bit of information should prove useful to the aspiring business management, marketing, accounting, secretarial sciences, business law, and / or programming student (s). These extra tools will aid the student in his / her preparation for successful management endeavors. Management students will first need to know the POSDC's of management.

PLANNING: the process of setting objectives and determining what needs to be done to successfully accomplish the assignment-mission of an organization.

ORGANIZING: the process of task assignment, the coordination of resources, team structuring, and work activities for the organization.

STAFFING: the process of building the team by attempting to attract and retain qualified people to the organization.

DIRECTING: the process that provides leadership, arranges motivational opportunities, and builds a good working environment.

CONTROLLING: the process of establishing enterprise-wide standards, analyzing results, measuring actual performance and monitoring to see whether standards have been met. Controlling also includes making the right decisions and corrective actions, if needed.

Students should also become familiar with the process of management and what is required to become a manager. The best managers are well informed and are acutely aware of team needs. The needs of the team are met with the managerial support reflecting alternatives and suggestions for a team coordinated solution.

The process of management involves planning, organization, leading, and controlling the use of resources to accomplish target performance goals. "All managers, regardless of title, level, type, and organizational setting (s), are responsible for the four functions. However, they are not accomplished linear, step-by-step fashion." John R. Schermerhorn Jr., goes on to say … "The reality is that these functions are continually engaged as a manager moves from task to task and opportunity to opportunity in his or her work."

While agreeing with Mr. Schermerhorn as well as several other experienced, teachers, and gurus of this profession, the ultimate goal of a manager is to help the company / organization achieve its highest performance with the utilization of resources, human and material.

Henry Mintzberg wrote, "Although the management process may seem straightforward, things are more complicated than they appear at first glance." Ever-present e-mail and instant messages are added to his list of executive / managerial operations.

Remember my message "IT and BI", the non-hyperbole of the marriage between Business Intelligence and Information Technology? "BI and IT virtually, methodically, and basically go arm-in-arm." Just look around you. Technology and Management is everywhere. But in order to ascend to the highest level (s) in management, one must begin with the POSDC of management.

Happy Studies.

Til next time …

[ad_2]

Source by Gregory V. Boulware

Managing Change "When Alligators Are Nipping at Your Heels"

[ad_1]

Day to day problems of the business often prevent leaders from taking the time out to think, plan and act in order to make the kind of transformational changes that are needed in organizations. In the Heart of Change, John Kotter presents the case study "When Alligators Are Nipping at Your Heels" as an example of a leader who decided to deal with the crisis confronting him and his organization before he began to look for ways to transform the organization . Kotter quotes Nick Pearce as saying that "you have to focus on putting out the big fires and on anything that can quickly restart those fires" before you can begin working on bigger transformation (Kotter, p. 25).

However, the pace of work and change is happening so quickly in today's work environment, a leader runs the risk of using "putting out fires" as an excuse of not finding the time, energy and focus to address the very real issues that need to be changed within an organization. The felt need to focus on the fires, in fact, can derail any effort for implementing change. "Many of the current struggles with transformation are a result of leaders not attending to the cultural, behavioral, and mindset components of transformation or not attending to them in ways that make real impact" (Anderson and Anderson, p. 16).

Managers are often compelled to deal with the business issues of the day. They feel their expertise and experience is needed to help "put out fires" in their area of ​​expertise. Leaders however, recognize that they must focus on the business of building "burning platforms" that help people and organizations realize the need for change, that compel them to move out of their comfort zone and begin to change (Kotter, p. 27). This takes time, energy and focus. Using excuses that the organization has too many fires to put out only distracts from the real attention and encourages employees to fall back in the old way of doing things rather than focusing on the change at hand.

References:

Anderson D. and Anderson L. (2001). Beyond change management. San Francisco: Jossey – Bass / Pfeiffer.

Kotter, JP & Cohen, DS (2002). The heart of change: Real-life stories of how people

change their organizations. Boston: Harvard Business School Press.

[ad_2]

Source by James Gehrke

Coping with Change: Develop Your Personal Strategy

[ad_1]

Why do we resist change?

As the saying goes, the only people who like change are busy cashiers and wet babies. We find change disorienting, creating within us an anxiety similar to culture shock, the unease visitors to an alien land feel because of the absence of the familiar cues they took for granted back home. With an established routine, we do not have to think! And thinking is hard work.

Change is a business fact of life

Is your company is currently undergoing major changes that will affect the lives of all of its employees? These changes are probably in response to the evolving needs of your customers. They are made possible because of improvements in telecommunications and digital technology. They are likely guided by accepted principles and practices of total quality management. And you can expect that they will result in significant improvements profitability – a success that all employees will share. Because our customers' needs are NOW, we must make changes swiftly, which means that all of us must cooperate with the changes, rather than resist them.

How do we resist change?

We tend to respond to change the same way we respond to anything we perceive as a threat: by flight or fight. Our first reaction is flight –we try to avoid change if we can. We do what futurist Faith Popcorn calls "cocooning": we seal ourselves off from those around us and try to ignore what is happening. This can happen in the workplace just by being passive. We do not volunteer for teams or committees; we do not make suggestions, ask questions, or offer constructive criticism. But the changes ahead are inescapable. Those who "cocoon" themselves will be left behind.

Even worse is to fight, to actively resist change. Resistance tactics might include negativity, destructive criticism, and even sabotage. If this seldom happens at your company, you are fortunate.

Take a different approach to change

Rejecting both alternatives of flight or flight, we seek a better option – one that neither avoids change nor resists it, but harnesses and guides it.

Change can be the means to your goals, not a barrier to them.
Both fight and flight are reactions to perceiving change as a threat. But if we can change our perceptions, we can avoid those reactions. An old proverb goes, "Every change brings an opportunity." In other words, we must learn to see change as a means of achieving our goals, not a barrier preventing us from reaching them.

Another way of expressing the same thought is: A change in my external circumstances provides me with an opportunity to grow as a human being. The greater the change is, the greater and faster I can grow. If we can perceive change along these lines, we will find it exciting and energizing, rather than depressing and debilitating.

Yet this restructuring of our perspective on change can take some time. In fact, coping with change follows the same steps as the grieving process.1 The steps are shock and denial that the old routine must be left behind, then anger that change is inevitable, then despair and a longing for the old ways, eventually replaced by acceptance of the new and a brighter view of the future. Everyone works through this process; for some, the transition is lightning fast, for others painfully slow.

Realize your capacity to adapt.

As one writer put it recently:

Our foreparents lived through sea changes, upheavals so cataclysmic, so devastating we may never appreciate the fortitude and resilience required to survive them. The next time you feel resistant, think about them and about what they faced – and about what they fashioned from a fraction of the options we have. They blended old and new worlds, creating family, language, cuisine and new life-affirming rhythms, and they encouraged their children to keep on stepping toward an unknown but malleable future. 2

Human beings are created remarkably flexible, capable of adapting to a wide variety of environments and situations. Realizing this can help you to embrace and guide change rather than resisting or avoiding it.

Develop a coping strategy based on who you are.

Corporate employees typically follow one of four decision-making styles: analytical, directive, conceptual, and behavioral. These four styles, described in a book by Alan J. Rowe and Richard O. Mason, 3 have the following characteristics:

    Analytical Style – technical, logical, careful , methodical, needs much data, likes order, enjoys problem-solving, enjoys structure, enjoys scientific study, and enjoys working alone. Conceptual Style – creative and artistic, future oriented, likes to brainstorm, wants independence, uses judgment, optimistic, uses ideas vs. data, looks at the big picture, rebellious and opinionated, and committed to principles or a vision. Behavioral Style – supportive of others, empathetic , wants affiliation, nurtures others, communicates easily, uses instinct, avoids stress, avoids conflict, relies on feelings instead of data, and enjoys team / group efforts. Directive Style – aggressive, acts rapidly, takes charge, persuasive and / or is manipulative, uses rules, needs power / status, impatient, productive, single-minded, and enjoys individual achievements.

Read once more through these descriptions and identify which style best describes you. Then find and study the strategy people who share your style follow to cope with change:

    Analytical coping strategy – You see change as a challenging puzzle to be solved. You need plenty of time to gather information, analyze data, and draw conclusions. You will resist change if you are not given enough time to think it through. Conceptual coping strategy – You are interested in how change fits into the big picture. You want to be involved in defining what needs to change and why. You will resist change if you feel excluded from participating in the change process. Behavioral coping strategy – You want to know how everyone feels about the changes ahead. You work best when you know that the whole group is supportive of each other and that everyone champions the change process. If the change adversely affects someone in the group, you will perceive change as a crisis. Directive coping strategy – You want specifics on how the change will affect you and what your own role will be during the change process. If you know the rules of the change process and the desired outcome, you will act rapidly and aggressively to achieve change goals. You resist change if the rules or anticipated results are not clearly defined.

Realizing what our normal decision-making style is, can enable us to develop personal change-coping tactics.

How can we cope with change?

1. Get the big picture. – Sometimes, not only do we miss the forest because of the trees, but we do not even see the tree because we're focused on the wood. Attaining a larger perspective can help all of us to cope with change, not just the conceptualists. The changes underway at my company are clearly following at least four important trends, which I believe are probably reflective of businesses in general:

  • Away from localized work toward network-based work,
  • Away from a feast-or-famine working environment toward a routinely busy working environment,
  • Away from site-limited approaches toward approaches that are consistent company-wide, and
  • Away from vertical, top-down management toward a more horizontal management structure, with shared accountability.

Getting at least this much comprehension of the big picture will help us to understand where each of us fits.

2. Do some anchoring. – When everything around you is in a state of flux, it sure helps to find something stable that is not going to change, no matter what. Your company's values ​​(whether articulated or not) can provide that kind of stability for you. Ours include the Company Family, Focus on the Customer, Be Committed to Quality, and Maintain Mutual Respect. These values ​​are rock-solid; they are not going to disappear or rearrange themselves into something else. Plus, each of us has personal values ​​that perhaps are even more significant and permanent. Such immovables can serve as anchors to help us ride out the storm.

3. Keep your expectations realistic. – A big part of taking control of the change you experience is to set your expectations. You can still maintain an optimistic outlook, but aim for what is realistically attainable. That way, the negatives that come along will not be so overwhelming, and the positives will be an adrenaline rush. Here are some examples:

  • There will be some bumps along the road . We should not expect all of the changes ahead to be painless, demanding only minimal sacrifice, cost, or effort. In fact, we should expect some dead ends, some breakdowns in communications, and some misunderstandings, despite our best efforts to avoid them. We may not be able to anticipate all of the problems ahead, but we can map out in general terms how we will deal with them.
  • Not everyone will change at the same rate . The learning rates of any employees will distribute themselves along a bell curve. A few will adapt rapidly, most will take more time, and a few will adjust gradually. Also, many younger employees may find change, especially technological innovations, easier than those older. The reason may be, as one observer explains, "Older people's hard disks are fuller." 4 On the other hand, you may find some younger ones surprisingly reluctant to take on a new challenge.
  • The results of change may come more slowly than we would want. As participants in an "instant society," conditioned by the media to expect complex problems to reach resolution in a 60-minute time frame, we may find the positive results of change slow to arrive from the distant horizon. If we are aware of this, we will not be so disappointed if tomorrow's results seem so similar to today's.

4. Develop your own, personal change tactics . Get plenty of exercise, plenty of rest, and watch your diet. Even if you take all the right steps and follow the best advice, undergoing change creates stress in your life, and stress takes energy. Aware of this, you can compensate by taking special care of your body.

Invest time and energy in training. Sharpen your skills so that you can meet the challenges ahead with confidence. If the training you need is not available through Bowne, get it somewhere else, such as the community college or adult education program in your area.

Get help when you need it. If you are confused or overwhelmed with the changes swirling around you, ask for help. Your supervisor, manager, or coworkers may be able to assist you in adjusting to the changes taking place. Your human resources department and any company-provided counseling services are other resources available to you.

Make sure the change does not compromise either your company values ​​or your personal ones. If you are not careful, the technological advances jostling each other for your attention and adoption will tend to isolate you from personal contact with your coworkers and customers. E-mail, teleconference, voice-mail, and Intranet can make us more in touch with each other, or they can keep us antiseptically detached, removed from an awareness that the digital signals we are sending reach and influence another flesh-and-blood human being.

Aware of this tendency, we must actively counteract the drift in this direction by taking an interest in people and opening up ourselves to them in return. We have to remember to invest in people – all of those around us – not just in technology.

The "new normalcy"

Ultimately, we may discover that the current state of flux is permanent. After the events of September 11, Vice President Richard Cheney said we should accept the many resultant changes in daily life as permanent rather than temporary. "Think of them," he recommended, "as the 'new normalcy.'"

You should take the same approach to the changes happening at your workplace. These are not temporary adjustments until things get "back to normal." They are probably the "new normalcy" of your life as a company. The sooner you can accept that these changes are permanent, the better you can cope with them all – and enjoy their positive results.

Notes

1. Nancy J. Barger and Linda K. Kirby , The Challenge of Change in Organizations: Helping Employees Thrive in the New Frontier (Palo Alto, CA: Davies-Black Publ., 1995). This source is summarized in Mary M. Witherspoon , "Coping with Change," Women in Business 52, 3 (May / June 2000): 22-25.

2. Susan Taylor, "Embracing Change, " Essence (Feb. 2002): 5.

3. Alan J. Rowe and Richard O. Mason , Managing with Style: A Guide to Understanding, Assessing and Improving Decision-Making (San Francisco: Jossey-Bass Management Series, 1987) cited in Witherspoon, "Coping with Change."

4. Emily Friedman, "Creature Comforts, " Health Forum Journal 42, 3 (May / June 1999): 8-11. Futurist John Naisbitt has addressed this tendency in his book, High tech / high touch: Technology and our search for meaning (New York: Random House, 1999). Naisbitt co-wrote this book with his daughter Nana Naisbitt and Douglas Philips.

[ad_2]

Source by Steve Singleton

Human Resource Management and Organizational Effectiveness

[ad_1]

1. Introduction

Organizational effectiveness depends on having the right people in the right jobs at the right time to meet rapidly changing organizational requirements. Right people can be obtained by performing the role of Human Resource (HR) function. Below is an outline and explanation of how to assess the HR functions of an organization by using HR activities in an architectural firm as an example. Human resource management (HRM), as defined by Bratton, J. & Gold, J. (2003), is

"A strategic approach to managing employment relations which emphasizes that leveraging people's capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices."

According to this definition, we can see that human resource management should not merely handle recruitment, pay, and discharging, but also should maximize the use of an organization's human resources in a more strategic level. To describe what the HRM does in the organization, Ulrich, D. & Brocklebank, W. (2005) have outlined some of the HRM roles such as employee advocate, human capital developer, functional expert, strategic partner and HR leader etc.

An important aspect of an organization's business focus and direction towards achieving high levels of competency and competitiveness would depend very much upon their human resource management practices to contribute effectively towards profitability, quality, and other goals in line with the mission and vision of the company.

Staffing, training, compensation and performance management are basically important tools in the human resources practices that shape the organization's role in satisfying the needs of its stakeholders. Stakeholders of an organization comprise mainly of stockholders who will want to reap on their investments, customers whose wants and desires for high quality products or services are met, employees who want their jobs in the organization to be interesting with reasonable compensation and reward system and lastly , the community who would want the company to contribute and participate in activities and projects relating to the environmental issues. Common rules and procedures of human resource management must be adhered to by the organization which forms basic guidelines on its practices. Teamwork among lower levels of staff and the management should be created and maintained to assist in various angles that would deem necessary in eliminating communication breakdowns and foster better relationship among workers. The management should emphasize on good corporate culture in order to develop employees and create a positive and conducive work environment

Performance appraisal (PA) is one of the important components in the rational and systemic process of human resource management. The information obtained through performance appraisal provides foundations for recruiting and selecting new hires, training and development of existing staff, and motivating and maintaining a quality work force by adequately and properly rewarding their performance. Without a reliable performance appraisal system, a human resource management system falls apart, resulting in the total waste of the valuable human assets a company has.

There are two primary purposes of performance appraisal: evaluative and developmental. The evaluative purpose is intended to inform people of their performance standing. The collected performance data are frequently used to reward high performance and to punish poor performance. The developmental purpose is intended to identify problems in employees performing the assigned task. The collected performance data are used to provide necessary skill training or professional development.

2. Affirmative action has assisted many members of minority groups in creating equal opportunities in education and employment. Who could object to assisting these minorities, who suffered years of discrimination, in getting the equal opportunity they deserve? The problem is, affirmative action promotes racial preferences and quotas which cause mixed emotions. One time supporters of affirmative action are now calling out "reverse discrimination". If we want a stronger support for affirmative action we need to get rid of the preferential treatments.

The back bone of affirmative action began with the ratification of the Thirteenth Amendment. The amendment abolished slavery and any involuntary labor, is showed there was a calling for equal opportunity for all South Africans.

A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments.

In essence, an HR strategy should aim to capture "the people element" of what an organisation is hoping to achieve in the medium to long term, ensuring that: –

o it has the right people in place

o it has the right mix of skills

o employees display the right attitudes and behaviours, and

o employees are developed in the right way.

If, as is sometimes the case, organisation strategies and plans have been developed without any human resource input, the justification for the HR strategy may be more about teasing out the implicit people factors which are inherent in the plans, rather than simply summarising their explicit "people" content.

An HR strategy will add value to the organisation if it:

o articulates more clearly some of the common themes which lie behind the achievement of other plans and strategies, which have not been fully identified before; and

o identifies fundamental underlying issues which must be addressed by any organisation or business if its people are to be motivated, committed and operate effectively.

The first of these areas will entail a careful consideration of existing or developing plans and strategies to identify and draw attention to common themes and implications, which have not been made explicit previously.

The second area should be about identifying which of these plans and strategies are so fundamental that there must be clear plans to address them before the organisation can achieve on any of its goals. These are likely to include:

o workforce planning issues

o succession planning

o workforce skills plans

o employment equity plans

o black economic empowerment initiatives

o motivation and fair treatment issues

o pay levels designed to recruit, retain and motivate people

o the co-ordination of approaches to pay and grading across the organisation to create alignment and potential unequal pay claims

oa grading and remuneration system which is seen as fair and giving proper reward for contributions made

o wider employment issues which impact on staff recruitment, retention, motivation etc.

oa consistent performance management framework which is designed to meet the needs of all sectors of the organisation including its people

o career development frameworks which look at development within the organisation at equipping employees with "employability" so that they can cope with increasingly frequent changes in employer and employment patterns

o policies and frameworks to ensure that people development issues are addressed systematically: competence frameworks, self-managed learning etc.

The HR strategy will need to show that careful planning of the people issues will make it substantially easier for the organisation to achieve its wider strategic and operational goals.

In addition, the HR strategy can add value is by ensuring that, in all its other plans, the organisation takes account of and plans for changes in the wider environment, which are likely to have a major impact on the organisation, such as:

o changes in the overall employment market – demographic or remuneration levels

o cultural changes which will impact on future employment patterns

o changes in the employee relations climate

o changes in the legal framework surrounding employment

o HR and employment practice being developed in other organisations, such as new flexible work practices.

Finding the right opportunity to present a case for developing an HR Strategy is critical to ensuring that there will be support for the initiative, and that its initial value will be recognised by the organisation.

Giving a strong practical slant to the proposed strategy may help gain acceptance for the idea, such as focusing on good management practice. It is also important to build "early or quick wins" into any new strategy.

Other opportunities may present the ideal moment to encourage the development of an HR Strategy: –

oa major new internal initiative could present the right opportunity to push for an accompanying HR strategy, such as a restructuring exercise, a corporate acquisition, joint venture or merger exercise.

oa new externally generated initiative could similarly generate the right climate for a new HR strategy – eg Black economic empowerment initiatives.

o In some instances, even negative news may provide the "right moment", for example, recent industrial action or employee dissatisfaction expressed through a climate survey.

[ad_2]

Source by Jacques Groenewald