Change Management

The main aim of the change management is to making improvements in the economic value while making efforts to create an organization in which structure, people, and culture are aligned with its current mission, environment and future goals (Beer & Nohira, 2000)

Change management is an integral part and constant process of which create competitive advantage among organizations. The nature and degree of change will depend upon the needs of the organizations. The organizations need to accept the change and must have the effective processes and practices to manage those changes. The managements responsibility is to promote the change effectively and efficiently while motivating employees to embrace the change. That means company goals need to be met by optimum utilization of resources.

According to the Kotter (1996) there are eight errors contributed towards the change management,

• ·         Allowing too much complacency in the organization;
• ·         Failure to create clear and powerful guidelines;
• ·         Restricted vision in terms of future planning;
• ·         Lack of communication in the organization;
• ·         Failure to deal with problems immediately as and when they arise; concentration on long term gains at the expense of short term benefits;
• ·         Acknowledging change victory sooner than it is achieved; and
• ·         A failure to firmly anchor changes in the corporate culture of the organization.

The organizations need to consider reason for change and when to implement it. Then need to consider which model should be implemented to be more successful. There are several models and approaches in change management.

All those models examine internal and external environment existence, expectation of change, the impact and the acceptance of new behavior strategies and the importance of communicate them on time. Then any organization can minimize the failure which can caused due to change management as explained above

References

B. & N., 2000. Breaking the code of change. Boston, Harvard Business School Press.

Kotter, 1996. Leading change. Boston, Harvard Business School Press.

Learning & Development

Employee Learning and Development is one of the most important areas of human resource management. It’s a process of learning a sequence of programmed behavior. It improves the employee's performance on the current job and prepares them for an intended job. Development not only improves job performance but also brings about the growth of the personality. Individuals not only mature regarding their potential capacities but also become better individuals.

Effective L & D process will consistently focused on developing the character  of the people which is the foundation of every individual. In this complex and  competitive environment employee L & D involvement is extremely important for  organizational excellence or even for survival. 

Today many successful organizations  commit a substantial amount of resources for learning & development.

High performing organizations today are recognizing the need to use best learning & development strategies to enhance their competitive advantage. Out of that training and development is an essential element of every business if the value and potential of its people is to be harnessed and grown. 

Career progression and development is an increasingly attractive or even basic requirement for many such employees. In today’s business climate where all industries are experiencing staff and skills shortages, companies are faced with stiff internal and external competition for quality employees. Each employer who invests seriously in the area of L&D  will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance.

Learning & Development scope covers,

• Develop learning solutions
• Assess skills
• Deliver learning journey

Procedure

Identification of  L & D requirements,

• Technical Skills
• Competence development/soft skills
• Technical and soft skill development for progression
• Fast tracking for talent management and succession planning.

The selection process for the above skills will happen in 3 stages

• Training needs analysis
• Job based competency development
• Unplanned training requirements

Learning & Development strategy

Learning and Development strategy is stands for Creating a learning culture which always encourage to for learning aspects and design is supporting to achieve the tasks by utilizing human capital advantage. Same time its need to grow and develop people to undertake the current and future tasks which requires by organization equipped with skills, knowledge and competence. 

Learning organization is a platform when people are expand their potential to meet the results their own effort and encouraged thinking as same as learning - practice as a team (Senge, 1990) 

Key strategies for creating a learning culture

• Develop and share the organizational vision
• Empower employees
• Supportive culture
• Guide employees
• Use coaching techniques
• Acting as role models
• Encouraged networks
• Align systems to vision

Top  challenges for L & D in the current context are,

• Dealing with change
• Developing leaders
• Engaging learners
• Delivering consistent training's
• Skills applications
• Conflict management
• Assessment
• Improving learning effectiveness

References

Senge, 1990. The art and practice of the learning organization,. London: s.n.

HRM and the Design of Work

Work design is defined which focuses on how tasks and procedures allocated within working environment and ensure its suit and linked with the attributes of the employee.

In another term it’s a process to uplift the productivity and efficiency within the organizational performance while setting proper work arrangement to eliminate employee dissatisfaction and maximize their commitment by offering non- monetary rewards are fully influenced to them to increase the flexibility and responsibility.

Job design used several techniques such as Job enlargement, job enrichment, job rotations, job simplification (Anon., n.d.)

While designing the job, following factors need to be considered.

• -          Clear tasks
• -          Level of motivation
• -          Amount of resources
• -          Rewards

There different approaches in Job design

• -          The mechanistic approach – Specialization, Skill diversity, Autonomous work method
• -          The motivational approach – Decision making, Task significance, Interdependence
• -          The biological approach – Physical demands, ergonomics, work conditions
• -          The perceptual approach -Job complexity, information processing, equipment usage

Factors affecting to the Job design

• -          Characteristics of job – Job range need to analyses, Jib depth need to get understand and Job relationship need to transparent and effectiveness
• -          Characteristics of task structure -  Planning, executing and controlling
• -          Process of intrinsic motivation
• -          Implications of team activities

Work design or Job design are mainly focus on the entire process that the employee as value additional asset to the organizational achievements which is impacts on quality, Speed, Flexibility, Inter-dependency, Health & safety, Work life balance & its quality.

Smart working also key trend in today’s context which is refers to highly focusing on the creativity and looking for other ways to do the thing easier and faster.This is mainly aims to the efficiency and effectiveness takes through the collaboration of flexibility,autonomy & integration.

Characteristics of Smart working

• -          Self-management
• -          Work as groups or teams
• -          Flexible working hours and conditions
• -          Usage of more technology
• -          High trust working relationship
• -          Alignment to the business objectives which SMART

Lean Manufacturing

A systematic approach in identifying and eliminating waste or non-value-added activities through continuous improvement by making products on time with best quality & lowest cost.

Lean culture of an organization is how its leadership inspires competent and willing people to emotionally engage in continuous improvement activities.

Journey to success through Lean manufacturing, we could use lot of Lean tools such as 5s & visual factory, Standard works, Work load balancing, Error proofing , PDCA ( Plan-Do-Check-Act) for systematic problem solving.

Organizations could get much more benefits when they apply this Lean manufacturing to their organizations such as,

• Cultural change – Thinking way
• Mutual trust & respect
• Flexible, Highly motivated & capable workforce
• Development – Individual & Organizational
• Leadership
• Recognition
• Reduction of lead time
• Improved quality
• Better utilization of resources (Man, Machines & Space)

References

Anon., n.d. businessdictionary.com. [Online] 

Available at: http://www.whatishumanresource.com/job-design

Employee Engagement & Rewards

Employee engagement is about the degree which employees connect with their work sense and commitment to their organization and its goals. This is the dimension in the level of commitment and involvement an employee towards organization and values.

Employee engagement is a vital & broader connection with each aspect which results to organizational success.

Well engaged employees enjoy & have pride in their work. They help to organization success to take additional responsibility & invest their more and additional effort to their tasks to be completed and share information and get connected with other employees even with the less engaged employees in the organization (Scott, et al., 2010)

In another term, Employee engagement is a concept and process which defines the level of enthusiasm and dedication a worker feels towards their job.

People who are highly engaged in an activity,

• ·        Excited & Enthused
• ·        Identifies with the task of the job
• ·        High level of focus
• ·        Openness

Employee engagement has main 6 dimensions which is involving such as Personal – Professional growth, Leadership and culture, Work satisfaction, Work relationship, Employee well being, Employee value proposition.

According to Hewitt (2010) Engaged employee behaviors has main 3 factors such as,

• Say – Consistently say positiveness of the organization
• Stay – Plan to stay at Organization
• Strive – Strive to achieve above and beyond level of expected in their daily role

Rewarding & Recognition

Both hard workers and smart workers valued for the organizational success.

So the Rewarding, and Recognition are the boosters for them to improve & keep the momentum of their commitment from top to bottom line in an any organizations.

Hence organizations are always treat their employees as valued asset & rewarding is most important factor for that.

Fairly, equitably and consistently based on their value to the organizations is most important factors which need to be considered when rewarding employees as an value asset.

Total rewards model elaborated 3 main factors such as,

• -         Financial & Non-financial
• -         Direct & in direct
• -         Intrinsic & Extrinsic

The benefits of total reward model to the organizations are impact to the higher level of motivation and commitment of employees. Also, this total reward approaches to make maximum utilization and flexibility to meet individual needs (Armstrong, 2006)

References

Armstrong, 2006. A Handbook of Human Resource Management Practice. 10 ed. s.l.:Kogan Page Limited, London..

associates, C. a. H., 2010. Engaging employees through CSR.

S., T. & M., 2010. The Role of Rewards in Building Employee. s.l.:Faculty Publications.

Organizational Culture

Organizational culture is the behavior of humans who are employed in the organization & attached with shared values, vision, norms, systems, beliefs, assumptions and habits. Its make a unique pattern of collective behavioral types which influenced to the new members to adopt in to same culture.

Maintaining a healthy organizational culture positively affects to meet the competitive advantage & to increase organizational effectiveness.

To have a better results & effective functioning among the organization, its utmost important to share the unique cultural aspects by whole employees in the organizations. As well as its must be passed by generation to generation. Even the culture need to shape with behaviors & perceptions.

Ultimately organizational culture is always with the potential to increase both organizational performance & individual satisfaction , 

Adopted by (worldwide, 2015)

Key characteristics of Organizational culture is,

• Innovations & Risk taking – How much the employees are willing to do innovative & take risks
• Attention to detail – How much the employees go in to the details, analysis exhibit cares
• Outcome orientation – How much the management focusing on to the results or outcome
• People orientation – How much the management decisions influence to consider the effect of outcome from people aspect
• Team orientation – How much the employees work as a team to get better output rather than performing individually
• Aggressiveness – How much the employees are expected to be competitive than easy.
• Stability – How much the employees & organization keep the same momentum & sustain their activities while achieving the targets.

Types of Organizational Cultures,

1. Bureaucratic - Behavior of employees directed by standard operating procedures in a formal manner
2. Clean - Behavior of employees are well shaped by tradition,loyalty,committed to the tasks & organization & self management, They act as mentors even they have the pride to share their values , norms .
3. Market - Mainly focus in to the financial & market base such as sales, profits & market share.
4. Entrepreneurial - Employees are always committing as innovative thinkers to have the continuous improvements through experiments.

The sources of organizational culture can be described as the vision & mission in the organization, the way processes & structures function in the past & the behavior of the top management.

At the same time to secure the continuation of organizational culture that organizations need to hire the employees who fit the cultural aspects & need to maintain the proper socialization to adopt them in to the culture. As well as its most important to have the strong link between values & behaviors among the organization (Pearson Educations, 2010)

Workplace need to be joyful one for every employee and let them excited to come to work every day. Leadership of the organization need to have well linked & developed cultural system within the organization to have a highly motivated staff & productive organization. “Culture of Joy” allows to employees to engage enthusiastically (Sheridan, 2013)

References

Pearson Educations, 2010. Organizational culture and Environment. 10th ed. s.l.:Pearson.

Sheridan, R., 2013. Joy Inc - How we built a workplace people love. s.l.:Portfolio/Penguin.

worldwide, L. &. c., 2015. Cultural Ice berg. [Online] 

Available at: https://www.languageandculture.com/cultural-iceberg

Human Resource Management

At the heart of every successful business people is the resource who make the things happen. People is an asset that drive an organizational continues development and sustainable growth which includes the collective attitudes, skills, abilities, and knowledge base of an entire workforce. Every organization needs well adjusted, trained and experienced people to perform its activities efficiently and effectively.

Evolution of Human resource management was done through Personnel management. Key principle of Personnel management was to get the works done from employees for the remuneration payment. In that era employees were not get much of interactions with the management & decision making. Employees were treated as tools not as assets. It’s much more Inflexible control oriented & organizational oriented.

But when the time of Human resource management get evolved, they got understand that the requirement of manage the human resource in most efficient and effective manner to have their optimum utilization. Human resource management is a comprehensive and coherent approach about how people should be managed. It is more focus on organizational performance effectiveness through management as well as how people should be treated through management. 

Human Resource Management is a strategic & comprehensible approach to the management of valued assets who are working at the organization to achieve its objectives (Armstrong, 2006)

Its involves basic management functions such as Planning, Organizing, Directing & Controlling.

Human Resource Management concerned with attract, develop engage and inspire workforce in an organization. Human resource management deals with activities related to employees such as hiring, training, development, compensation, motivation, administration and etc.

Strategic Human resource management plays a vital role in the current business context the rapid changes in the world.

SHRM is a process that used to develop HRM strategies, which are integrated horizontally with other businesses and vertically with the business strategy of the organization. Its shows the direction of identifying competitive advantage of main sources and then the directions to achieve the targets through action plan & then the implementation (Anyangwe, 2017)

Organizations will be benefited broadly when they functioning the Strategic HRM in their organizations such as, 

• Healthy Organizational Culture
• Long term decision making
• Achievement of competitive advantage
• Skilled, motivated and highly committed workforce
• Effective & efficient productivity
• Work life balance
• Build and maintain strategic capabilities
• Well integrated & developed HR strategies, policies and plan 

References

Anyangwe, X., 2017. STRATEGIC HUMAN RESOURCE MANAGEMNET, s.l.: s.n.

Armstrong, 2006. A Handbook of Human Resource Management Practice. 10 ed. s.l.:Kogan Page Limited.

Strategic Employee Resourcing and Talent Management 

Strategic employee resourcing is a key part of human resource management, as it matches the human resource with the organizational requirements and ensure the full utilization of them (Armstrong, 2014)

It concerned with finding and retaining best fit for the organization who can cater for business requirements. Any organization can go for its achievements if its employees are best fit for their job roles. It ensures the company has the right people it need to achieve its business goals. The purpose of strategic resourcing is to match its resource capability which align with strategic capability of the firm. Mainly it focuses on recruiting and developing the more capable people than its competitors. Providing people and skills required to achieve business strategy would be crucial of employee resourcing.  

Selecting and recruiting a candidate would not be the resourcing but it would be selecting an employee with required skills and behaviors which determined by competency frameworks and profiles. 

  

Workforce Planning flowchart 

The recruitment and selection Process 

A.      Defining requirements 

B.      Attracting candidates 

C.      Sifting applications 

D.      Interviewing 

E.       Testing 

F.       Assessing candidates 

G.      Obtaining references 

H.      Checking applications 

I.         Offering employment 

J.        Follow up 

Above process would be effective if selections are based upon the role profiles and person specifications. Role profiles are describing the purpose of the role, its reporting relationships and key result areas and person specifications gives the requirement of knowledge, skills and abilities to carry out the job in effective manner. 

By considering above, all the steps of recruitment and selection need to be covered by identify and recruit best fit for the company.  

Employer Brand 

Set of intangible attributes and qualities that makes organizations distinctive, promise a particular kind of employment experience and appeal to people who perform and drive best in its culture (Walker, 2004)

This is the way of creating a brand name from the perspective of employees. The employee value proposition towards the company is expressed by employer brand. 

Talent Management 

It is the management practice to make available the talented workforce to achieve the company goals and objectives. It involves in making a talent pool which facilitate in succession planning, developing them coaching and mentoring them appropriately to make them ready for next levels. 

Talents are the sum of persons abilities and intrinsic gifts, skills, knowledge, experience, judgement, attitudes, character and drive. It includes the ability to learn and grow (Michael, 2001)

Talent management is to identify talents and develop them and utilizing them in a more effective manner to achieve best results. Talent is required to complete the given tasks in job roles. Talent management is not for each individual but for employees those who have potential to make impact the organizations success. But when diversity is linked with talent management all individuals need to be best utilized and managed by ensuring all diversified talents are interlinked to achieve one common business objectives. Not only the high potentials but also all levels need to align with business strategies by managing their skills and capabilities in different manner. 

In organizations context we need to consider all employees as talented and need to identify high potential out of those capable employees to the next levels as future leaders. 

Talent Management Process 

Talent management is about employee development, succession planning by achieving strategic objectives of the organization. Talent pool is crucial to cater for any demand arise for opportunities. Talent management can be initiated with the identified high potential employees and then goes for leadership and management development programs which leads for succession management.

References

Armstrong, 2014. Armstrong’s Handbook of Human Resource Management Practice. 13th ed. s.l.:s.n.

Michael, 2001. The War for Talent. Boston, Harvard Business School Press.

Walker, 2004. Talent: Strategy, management, measurement,, s.l.: CIPD.