HR Strategies Booklet Flashcards
HR Objectives
targets in a given period of time informed by workforce planning and constraint by budgets
Types of HR obj
Matching workforce skills, size and location the business needs
Making full use of workforce potential
Minimising labour costs
Good employee - employer relations
Internal influences on HR obj
Corporate obj
Industrial relations
Other functional obj
Workforce skills/ability
External influences on HR obj
PESTLE+C
Soft HR
Employees most important - empowered
Two way /Flat Structure
Hard HR
Employees resource - corporate business planning
One way/Tall structure
Workforce planning
is about deciding how many and what types of workers are required
Components of workforce plan
Training/redeployment
Natural wastage
Internal promotion/external recruitment
relocation/restructuring
Stages in workforce planning
Corporate obj set HR needs
Analyse existing workforce
Assess future needs
Identify gaps in workforce
Value of Workforce Plan
Helps to achieve corporate obj
Encourages managers to prepare and plan
Ability to handle workforce implications better
Improved communication
Internal influences on Workforce plans
Corporate obj Marketing plans Financial constraints HR current situation Operations plans
External influences on Workforce plans
PESTLE+C and market demand
Competitive organisation structure types
Hierarchical - formal, clear levels of authority and communication
Matrix - dynamic structures and project teams
Informal - no clear hierarchical structure
Entrepreneurial - few core workers who make decisions
Internal influences on choice of structure
Size of business
Corporate obj
Culture of the organisation
Nature of firms product
External influences on choice of structure
PESTLE+C
Restuctuing to improve competitiveness
Reduce cost Reduce duplication Improve communication Demand Spread workload Changes in tech
Centralisation advantages
Easier to implement policies Prevents independent sections Easier to co-ordinate and control Economies of scale and overhead savings easier to achieve Greater use of specialisation Quicker decision making
Centralisation disadvantages
More bureautic
Lack of authority
Does not benefit customer service
Decentralisation Advantages
Lower labour costs
More delegation
Improved communication
Faster change-more comp
Decentralisation disadvantages
Demotivating
Wider span of control
Increase workload
Training cost
Flexible workforce advantages
Respond to economic conditions
Specialist staff
Staff efficiency measured
Flexible workforce disadvantages
More staff to manage
Communication issues
Demotivating for part time
Handys Shamrock organisation
Core managerial/ technical - full time, permanent
Outsourced work - contracted fringe, specific services
Flexible workers - Temp and P.T, when demand is high
Effective communication leads to:
Good relations with stakeholders
Effective decision making
Higher quality- TQM
Inc employee motivation
Employee participation
More responsibility in decision making
Empowerment - giving subordinates power
Kaizen - continuous improvement
Quality circles - group meeting discussing quality problems in production
Team working - employees combine to make product, each specialising in different areas.
Employee representation
Body representing employee voice
Workers council - discussions between managers and reps
Worker directors - reps who participate in meeting with board
Trade unions - inc worker participation in workforce
A/D
.
