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Similar to Hrm- EVP Twins (20)
Hrm- EVP Twins
- 1. Human Resource Management RelationBetweenthe Evps We have seen the contribution of these twins to the growth of the organizations. Like identical twins, there is a strong alignment between employer value proposition and employee value proposition. The proper balance between the two will ensure that the organization attracts and retains the right talent, and ensures their satisfaction, ultimately leading to an increase in the productivity of employees. Basically, employer value proposition and employee value proposition are two sides of the same coin. While one side pictures the brands point of view, the other side shows you the employees’ point of view. The perfect tuning between the employee’s goals and companies’ goals give sustainable results. Soulful music resonates only when the instrument is well-tuned. Similarly, only if employer value proposition and employee value proposition are well tuned, can the brand achieve sustainable growth. If the musician is given a well-tuned instrument naturally the audience would expect a superlative performance from him and that's natural. That’s how these twins are and need to be interdependent, compatible and inseparable! Proper alignment Between them ensure attracting and Retention of the right talent, and guarantees its satisfaction, ultimately leading to increase in overall Employee productivity and increased business performance.
- 2. Who isanemployee Putting aside the definition found in dictionaries, an employee is the most dynamic, the most valuable and the most skilled resource among all the resources of a business. The more dynamic, valuable and skilled a resource,the greater the attention and care it requires to function at its best. For a HRmanager,it is crucialto understand the professional life cycle of an employee. For an organization, not only is it important to attract the right talent, it is also equally important to make sure they are satisfied and remain committed to contributing their best for its business. Whatdoemployeeswantfromanorganization? In my experience the answer to this question is no longer just 'money'. I have found a few other factors that employees hold dear: 1) satisfaction- Most people would be okay with a pay cut if it means working at something that gives them satisfaction and adds value to their career. 2) Feedback- (Acknowledgment, Appreciation, Reward) - Regular feedback is important to employees; even negative feedback which help in their development - both personal and professional! An organization must acknowledge the efforts put in by them. In case of good performance, it must ensure that employees are appreciated and rewarded. 3) Growth and Learning- The opportunity to continuously learn something new is high on an employee's priority list. There are also some absolutely no no's which makes employees unhappy and dissatisfied. They mightevencause you to losea goodemployee. 1. No amount of money can keep your employee motivated if he/she feels stuck in a meaningless job. 2. Lack of recognition is another no-no. 3. Probably nothing is as dangerous as the lack of growth and development opportunities. 4. Lack of passion and zest in their leaders- A leader who lacks zest and passion for his/her work makes even the most performance-oriented employees unhappy.
- 3. How does an organization develop its EVP statemen? Step 1: Start with examine the data / facts you already have. This data is already available in the organization in the form of various sources like exit interviews, employee engagement surveys, on- boarding surveys, recruitment metrics as well as attrition data. Step 2: For me, God in the details. When pearl divers look for oysters, they dive in really deep. Even spirituality teaches one to look with in, search of oneself. Of course,while doing so one may happen with the organization. When this happens, the approach of the senior most people the strategy makers in the organization is very important because they will define the strategy and thereby the decisions to be taken. Step 3: Now you have reached a stage where you have a clear understanding of the EVP,you can go on to actually developing the EVP in tandem with the HR strategy of the company. Make sure it focuses on important areas like Employee Engagement, growth, career development, work life balance etc. Step 4: With the communication of the EVP, the process of defining the EVP gets completed. This communication has to be across, all employee experiences beginning from the recruitment process, on boarding, career development, right up to the exit stage. Thus, communicating the EVP covers the entire employee life cycle. Step 5: Finally, the last step of communicating the EVP is developing systems to measure EVP by integrating it into employee survey and people metrics. Doing so, will help to demonstrate the value of the EVP,calculate return on investment and the financial benefit the organization. How do people landcompetitive advantage? There are severalways. First people offer skills, systems,practice, speed,language, bonding and behavior which help execute farms strategies successfully. Strategy implementation cannot be done by physical resources such as technology, building, machine and materials. It is the people who can craft strategy and execute them effectively. Second, by aligning HR plan to business plans, HR managers are becoming strategic partner.HR professionals work with line manager identify HR practice that help accomplish business strategy. Third, innovation is the key to competitive advantage. Fortune of several companies have been received thanks to innovation. Fourth, HR function seeks to convert an adverse situation into an opportunity. HR often gets trapped in a policy rule, mediating employee grievance monitoring companies with employment laws and enforcing code of conduct. Fifth, organizational design does not remain static over a period of time. Environmental changes compel organizations redesign their structures.
- 4. Differences between HRM and PM: Employment contact Careful delineation of writing contact Aim to go beyond contact Rules Importance division clear Can do output impatience with rules Guide to management action Procedures Business need Behavior referent Norms/customs and practice Values/mission Managerial task vis a vis labour Monitoring Nurturing Key relations Labour management Customer Initiatives Piecemeal Integrated Speed ofdecision Slow Fast Management role Transactional Transformational Communication Indirect Direct ImportanceofHRP: 1.personalneedstakingcare of:Basically, HRP gives the number and type of people required in the coming period. When these numbers are adhered to, organizations will be assured of the right number and the right types of employees. 2.Part of strategic planning: HR management must become an integral part of strategic management process. All activities of HRM--planning, hiring, training, remunerating and maintaining must be merged with strategic Management. 3.Creating highly talent personnel: As was mentioned earlier, jobs are becoming highly intellectual and incumbents are getting vastly professionalized. 4.International strategic: international expansion strategic depend upon HRP. The department’s ability to fill key jobs with foreign nationals and the assignment of employees from within or across national borders is a major challenge facing international businesses. 5.Investment in human resource: Another compelling reason for HRP is the investment an organization Make in its human. Human assets as opposed to physical asset can increase in value. 6.Unite the perspective of line and staff manager: HRP helps unite the perspective of both line as well as staff managers.
- 5. 7.Other benefits: Following are other potential benefits of HRP 1. upper management has a better view of the HR dimensions of business decision. 2. personal costs may be less because the management can anticipate imbalance before they become unmanageable and expensive. 3. more time is provided to locate talent. 4. Better opportunities exist include women and minority groups in future growth plans. 5. Better planning of assignment to develop managers can be done and .6: major and successfuldemands on local labour markets can be made. Management development programmed MDPs: As in training employees there are two methods of developing managers and supervisors: - on the job and off the job. All those methods are together called management development programmed or executive development programmers. On the jobMDPs: 1. Job rotation: - job rotation essentially involves placing employees in a series of jobs and monitoring their performance. 2.Coaching: coaching typically takes place between employees and their immediate line managers with more explicit and shorter them purpose of contributing performance improvement and developing individual skills, often with a focus on remedying employee poor performance. 3.Action learning: It involves a group of learners working together in an action learning set, as opposite to a classroom situation, to solve real problems in the workplace. 4.Staff meeting.: staff meeting facilities participants to become more familiar with problems and events occurring outside their immediate area by exposing them to the idea and thinking of other managers. 5.Lateraltransfer:Lateral transfer involves horizontal movement through different departments along with upward movement in the organisation. Off the job EDPs 1. Seminar and conference: Seminar and conference facility meeting together of groups of people to seek mutual development. Such programmers can be used to communicate idea, policy or procedure. Issues can be the discussed and debated, notwithstanding. 2. Case study: This is the most useful technique of Management development. Case study uses a writing description of a real decision- making situation in an organisation. 3. Management games:
- 6. 4. Role playing: Training need identification (TNI) it is a tool utilized to identify the training to be provided to employees to improve their work productivity. To make a difference it should focus on the needs of opposite to desires of the employees. Training need identification should be based on: - . Whether it will make a difference to the productivity and the bottom line. . The training requirement of each employee and what will improve his job performance. . Matching organizational goal and individual aspirations. Identification of training needs is important for an organisation because it has objective get it wants to achieve for the benefit of all stakeholders such as owners, employees, customer, supplier, etc. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximizing opportunities for development. Therefore,employees must know what they need to learn in order to achieve organizational goals. To meet aspirations of employees, the organization must provide effective and attractive learning resource and conditions. And it is also important to see that there is a suitable match between achieving organizational goal and providing attractive learning opportunities. Training needs analysis: This analysis should be conducted at all the above three levels to ensure the maximum return from training and skills throughout the organisation. It Points out the gap between the required level of skill/ knowledge and the current level of skills /knowledge and the most appropriate training to bridge this gap. The techniques used would include SWOT (strength,weakness,opportunity and threat) analysis, One to one interview and SMART (specific measurable 18 table realistic and time bound) objective. Factorsgoverning recruitment:- External forces: . Supply and demand . unemployment rate . labour market . political legal . sons of soil . image Recruitment Internal forces: . Recruitment policy . HRP . Size of the firm . Cost . Growth and expansion External Factors: Supply and demand: -particular important is the supply and demand of specific skills in the labour market. If the demand for a particular skill is high related to the supply an extra ordinary recruiting effort may be needed. Unemployment rate: - When the unemployment rate in a given area is high the companies recruitment process maybe simpler. The number of unsolicited applicants is usually greater, and the increase size of the labour pool provides better opportunities for attracting qualified applicants. Labour market: - Labour market conditions in a local area are of primary importance in recruiting for most non-managerial, supervisory and middle management positions. Political and legal consideration: - Another
- 7. external factor is political and legal consideration. Reservation of job for SCs, STs, minorities and other backward classes (OBCs) is a political decision. Internal factor: Recruiting policy: - One such internal factor is the recruiting policy of the organisation. Most firms have a policy on recruiting internally or externally and analogous to the make or buy policy in inventory management. Temporary and Park time: -Another related policy is to have temporary and part time employees. An organisation hiring temporary and part time employees is in a less advantageous position in attracting sufficient applications. Size of the firm: - Size is another internal factor having its influence on the recruitment process. An organization with one hundred thousand employees will find recruiting less problematic than a firm with just one hundred employees. Cost: - Cost of recruiting is yet another internal factor that has to be considered. Recruiting Cost are calculating per new hire and the figure is considerable nowadays.