Human Resources Core Knowledge - Skills, Concepts, and Tools

18. Strategic Considerations in the HR Function (4)

So here's the next set of review questions. Both the SWOT and the analysis and Slapanalysis help identify and consider risk, but they differ in what is analyzed. When the analysis is focused on one company size, they use the matcheach method of analysis to analyse its characteristics. Methods are used more than once. Here you have the options Slapped, SWAT And here you have the target. focuses on social and legal risk; focuses on the macro environment; focuses the analysis on the business's capabilities; and identifies opportunities and weaknesses. And here we have the answer to compare. A SLEEP analysis looks at social, legal, economic, political, and technological risk in the macro environment. The perspective of slapped analysis is focused on researching and studying the global environment and brainstorming how current environmental factors could affect the organization'sability to achieve its goals or overcome present or future challenges is what analyses the business's internal and external strengths and weaknesses, opportunities and threats Asking questions about your business capabilities can help you identify strengths and weaknesses. Then you can make informed decisions about what a business is and isn't capable of doing. The perspective of sweat analysis is focused solely on all the favourable factors, strengths, and opportunities that you can take advantage of and all the unfavourable factors, weaknesses, and threats that you will have to overcome or minimize. Each type of organisational structure has advantages and disadvantages. Match each organisational structure to its benefit structure. Some benefit structures will match more than one benefit. There are three options here: functional, divisional, and matrix. And here we have the targets that encourage effective communication between individuals within departments, provide clear employee accountability, encourage hands-on problem solving, provide better access to resources, and allow for democratic decision making. And here I have the answer for you to compare. Organizations that have a functional structure group employees by task The advantages of a functional structure are that it encourages effective communication between individuals within departments and improves teamwork. This type of structure might have poor interdepartmental communication. though A functional structure is the simplest and most common type. It supports quick decisionmaking, but the focus might be on departmental rather than higher-level organisational goals. Organizations that have a division or a structured group of employees that are divided into strictly defined divisions based on location, product, or service. Advantages of a divisional structure include clear employee accountability and a focus on expertise. However, a potential disadvantage of this structure type is that it can result in a lack of employees who are sufficiently specialised to train others. Individual structures are often used by large organisations that face diverse competition and opportunities. This structure type supports delegation of authority and hands-on problem solving and encourages teamwork. However, it may also result in a duplication of tasks across divisions, which might result in a potential conflict between divisions over resources. Organizations that have a metric structure combineaspects of functional and divisional structure types. Advantages of this type of structure include better access to resources and improved technology sharing, but employees might have to report to more than one manager. A multi-structure acknowledges how complex the business environment is and best fits a technologically and skill-intensive organization. Advantages of this structure type include more democratic decision making, better access to shared expertise, and more hands-on management. Although there are many reasons why organisational change might be necessary, every major transformationhas an impact on employees. Although the guiding principles of change management address each issue to ensure change is properly managed, not all principles are used. Here are the options Employees are resistant to change, team leaders are stalling, and managers are indifferent to change. If employees don't understand the reasons for the change and/or change leaders are unsure if employees are ready for the change. And here you have the targets Address the people issues, involve every level of the organization,create ownership, communicate the message, take account of the culture, and determine strengths and weaknesses. And this is the answer for you to compare. Addressing people issues is a guiding principle of change management. A major transformation makes significant demands on people, such as changing their jobs or asking them to learn new skills. This causes uncertainty, which can lead to resistance. Morale and resources will suffer unless there is a formal arrangement in place. It is developed early and it's adjusted as necessary. An important guiding principle in change management is to involve every level of the organization. A transformation from its design to its implementation affects every level of the overall plan for organisational change. It's a good idea to identify leaders throughout the organisation at every level and make them responsible for the implementation. Creating ownership is a guiding principle of change management. There needs to be more than just passive acceptance of the change process. There needs to be a sense of ownership among a sufficient number of individuals. These are leaders who are prepared to take responsibility for implementing the change whenever they have influence or control. Communicating a message is a guiding principle of change management that ensures others understand the reasons for the change instead of assuming that others understand the reasons for change. Communicate a message in an inspirational and practical way. Communication should be regular and timely, and done through several different channels. A reassessment of the organization's culture will help identify potential difficulties and conflicts before the emergency and also determine their readiness to change. Taking account of the organisational culture is an important guiding principle in change management. Any change has to be consistent with the core values, beliefs, and behaviours of the organization. This doesn't represent a guidingprinciple of change management. The last one, determining strengths and weaknesses, as well as opportunities and threats in an organization, or spotanalysis, is a type of environmental scanning analysis used to help make informed business decisions.

19. Human Resources Core Knowledge - Skills, Concepts, and Tools

Congratulations. You have completed the Human Resources fundamental knowledge, skills, concepts, and tools. The course begins with a quick look at certification and some tips for human resource professionals on how to prepare for and hopefully be successful in completing the Professional in Human Resources or Phi and SeniorProfessional in Human Resources or PHR exams. We also looked at key skills required for success as a human resource professional, including the ability to lead and motivate others. Human resources concepts and applications are also examined, as well as ethics and professional standards that every organisation should follow. And finally, the course provided some insight into environmental scanning,organizational structures, and change management. In topic one, PHR and SPHR Exam consideration, we shared some insights into HR certification, the HR certification process, the minimum requirements for PHR and SPHR certification, and a few test-taking tips. Please pay close attention to these test-taking tips. Many of my students, as we said, have told me that these tips gave them the edge they needed to be successful on the HR certification exam. I hope they will do the same for you. In topic two, key HR skills and concepts,our focus was on communication skills and strategies such as presentation, collaboration, and sensitivity. In the top three HR concepts and applications, you were introduced to who? Human relations, concepts and applications, including emotional intelligence and organisational behavior, In the top four strategic considerations In the HR function, we focused on the basics of environmental scanning, including sword and sleepanalyzes models, the most common types of organisational structures, and some basics of change management theory. That's it. Thank you for watching, and I hope to see you again in the next course.

Human Resources Core Knowledge - Functions and Activities

1. Personnel management and administrative functions (1)

Personal management and administrative functions As we said in topic one, Personal Management and Administrative Functions, you will be introduced to compliance-related documentation requirements, methods forassessing employee attitudes, opinions, and satisfaction, jobanalysis techniques, and job description development. Employee Records Management One of the coreresponsibilities of HR is proper recordkeeping as required under several employment-related federal regulations. One big risk of not keeping adequate employment records is the inability to prove the company complied with specific wage and hourloss, for example, proper records.Proper records management means knowing which federal regulations apply, what types of employee data they require to be maintained, and the required retention periods for each regulation. HR professionals should pay close attention to laws and regulations that contain either explicit or implicit recordkeeping requirements, as well as any more restrictive state requirements. These loads contain retention periods and may dictate how the records must be maintained. A well written document retention policy can help reduce general business risk. It will provide instructions for the preservation of important documents that can protect a business in the event of litigation, audit, control disputes, and other matters where documents can be used to support or oppose a particular position. HR records of all types are usually maintained in one of three basic systems a manual system in which paper records are kept in file cabinets, a standalone human resource information system, or anHRIS, designed specifically for the human resource function, and an integrated payroll and human resources system that combines the two data areas An integrated payroll and HR system has a big advantage in efficiency since those two areas need many of the same data elements. The common data is only entered and maintained, and both functions can use it. There are also systems which combine some elements of these systems.

2. Personnel management and administrative functions (2)

In addition to any state requirements, the requirements of many federal regulations overlap. When this happens, the law having the longest record retention period must be followed with document keeping requirements,including Americans with Disabilities Acts. Under the Americans with Disabilities Act, employers must keep HR records, including requests for disability accommodations,for one year from the date the record was made or the day the personal action was taken, whichever is longer. Title VII of the Civil Rights Act of 1964 requires employee records to be kept for one year,but all records relevant to a discrimination judge should be kept at least until the case is closed. The Equal Pay Act requires employers to retain employment records, including wage payments, job evaluations, merit or seniority systems, and descriptions of wage differentials for employees of both genders for at least two years. Under the Age Discrimination in Employment Act, employers must keep employment records for three years. The Fair Labor Standards Act, or FLSA, which governs wages and hours, sets the retention periodfor payroll records, employee agreements, and sales and purchase records for three years. The Family and Medical Leave Act requires records of leave benefits and policies, dates of leave, medical histories of employees or families, and records of leave disputes to be kept for three years, separate from other HR files and accessible only to designated company officials. And the Immigration Reform and Control Act requires,for example, Form I Nine, to be maintained through employment and then following termination for the longer of three years from the date of the higher or one year after the termination date. In order to comply with the Employee Retirement Income Security Act, or ERISA, records of qualified employee welfare and retirement plans must be kept for six years. In addition, OSHA specifies that employers keep details of all occupational injuries or illnesses for five years, and records of hazardous material exposure and monitoring, as well as those medical exams required by law, must be kept for 30 years after termination. The BA Discrimination in Employment Act is also known as ADEA. The Family and Medical Leave Act is also known as FMLA. The Immigration Reform and Control Act is also known as IRCA. Several states have recordkeeping requirements which may require specific employment-related records to be retained for longer periods.

3. Personnel management and administrative functions (3)

Organizations should use employee feedback programmes to regularly collect information from employees on job-related topics. One of the methods used in an employee opinion survey is to request feedback on specific business factors such as reward systems management, communication, human resources, and work and decisionmaking processes. Once the feedback has been evaluated, organisations can use it for a number of purposes, such as to address organisational weaknesses and develop organisational strengths, measure the success of the organization's currentprograms, policies, and procedures, provide management with employee feedback on the company's general wellbeing and motivate employees, and improve job satisfaction. There are several types of surveys that you can use to help coach employee opinions. Paper-based opinion surveys are often the least expensive and can be easily distributed to a large number of employees. Responses are written and submitted anonymously. Online employee surveys use similar questions as the written employee opinion survey. However, the online version can be stored electronically, so employees have easy access to it. It's generally more cost-effective because it does not require paper printing or manual distribution,and existing computer software makes it possible to analyse the results quickly. Focus groups are conducted by skilled facilitators and involve sessions with about six to ten employees. The facilitator makes notes on the group's perceptions as well as the opinions of the individuals. This survey type enables the facilitator to discover the reasoning behind certain opinions. However, this survey type is time-consuming and the services of a skilled facilitator can be costly, and employeeinterviews are similar to focus groups except that there are only two people in the world at any given time: the interviewer and the interviewer. This approach is costly and unsuitable for surveying opinions across large numbers of employees.

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