Chapter 4 Workforce Focus – Flashcards
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Workforce
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everyone who is actively involved in accomplishing the work of an organization (paid employees, volunteers and contract employees, team leaders, supervisors and managers at all levels
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Definition of workforce management
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HRM, facilitates the use of people (employees) to achieve organisational and individual goals
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Evolution of workforce management
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Taylor system and scientific management
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Taylor system and scientific management
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factory managed on scientific basis, improved productivity, manufacturing works became mundane and mindless tasks, adversarial relationship between management and labour, failed to exploit execution from planning
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Workforce management activities
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determining the organization's workforce needs, assisting in the design of work systems, recruiting, selecting, training and developing, counseling, motivating, and rewarding employees, acting as a liaison with unions and government organisations and handling matters of employees well-being
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Strategic human resource management
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contributions HR strategies make to organisational effectiveness and how these contributions are accomplished. It involves designing and implementing policies and practices to ensure that an organization's human capital (employees' knowledge, skills, and abilities) contributes to overall business objectives
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Key workforce-focused practices for performance excellence 1
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Promote teamwork and skill sharing across work units, empower individuals and teams to make decisions that affect quality and customer satisfaction, make appropriate investments in hiring, development and learning
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Key workforce-focused practices for performance excellence 2
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Maintain a work environments conducive to the well being and growth of employees Develop a performance management system based on compensation, recognition, reward, and incentives that supports high performance work and workforce engagement and satisfaction. Manage career progression for the entire workforce and succession planning for management and leadership positions
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High performance work culture
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work approaches used to systematically pursue ever-higher levels of overall organizational and human performance
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Characteristics of high performance work culture
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Commitment to achieving objectives and accountability. - Performance targets are delineated for the whole and different levels of organization. - Result-oriented behaviours and passion to make organization successful. - Value high performers and keep them
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Workforce engagement
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workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization
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Engaged workers
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find personal meaning and motivation in their work, have a strong emotional bond to their organization, are actively involved in and committed to their work, feel that their jobs are important, know that their opinions and ideas have value, and often go beyond their immediate job responsibilities for the good of the organization.
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Advantages of workforce engagement
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Replaces the adversarial mentality with trust and cooperation Increases employee morale and commitment to the organization Fosters creativity and innovation, the source of competitive advantage Helps people understand quality principles and instills these principles into the corporate culture Allows employees to solve problems at the source immediately Improves quality and productivity
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Designing high performance work system
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Recruitment and Empowerment Teamwork Work Environment Workforce Learning and Development Compensation and Recognition Performance Management
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Recruitment and selection
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Meeting and exceeding customer expectations begins by hiring the right people whose skills and attitudes will support and enhance the organizational objectives. Traditional approach focus on cognitive and technical abilities. New one Enthusiasm; resourceful, customer driven and compassionate; critical thinking; creativity and flexibility to nlearn new skills rapidly. Different tests and role play
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Empowerment
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Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change. the objectives of tapping the creative energies of all employees and improving their motivation
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Successful empowerment
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Provide education, resources, and encouragement Remove restrictive policies/procedures Foster an atmosphere of trust Share information freely Make work valuable Train managers in "hands-off" leadership Train employees in allowed latitude
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Empowerment benefits
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Boost employees confidence Generate commitment and pride Give experience and opportunities Customer satisfaction Unleashing talent
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Teams
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a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable
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Types of team
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Natural work teams Management teams Self managed teams Quality circles Problem solving teams Project teams (adhoc)
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Building effective teams
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Clarity in team goals Improvement plan Clearly defined roles Clear communication Well-defined decision procedures Balanced participation Established ground rules Awareness of group process Use of scientific approach
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Workplace environment
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Key factors: Health Safety Overall well-being Second home; Disabilities facilities, harassment policies counseling, hang out place, gym, daycare, extraordinary leave, flexible hours; retiree services. and many more
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Workforce learning and development
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Research indicates that companies that spend heavily on training their workers outperform companies that spend considerably less, as measured on the basis of overall stock market returns. Customer/stakeholders needs and strategic direction should drive training strategies. Focus on how employee can contribute.
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Workforce learning and development implementation
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On the job training; Training classroom; distance computer based learning; development assignment (learning as working); self -past learning (manuals); mentoring and protégé; outside consultant (knowledge transfer) On the coaching; Test; measure behaviours and attitudes change The best measure of training is result
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Workforce learning and development benefits
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Quality awareness; Quality techniques; leadership; project management; communication; teamwork; problem solving; research methods and design/analysis; process improvement; waste reduction; cycle time reduction; HR related areas.
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Using rewards and incentives
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to promote better strategy execution, Monetary rewards are paramount. Non-monetary rewards Provide attractive perks Give awards or public recognitions Promote internally Encourage employee involvement Create a positive work environment Devise strategic vision and planning that engage employees - Maintain attractive office space and facilities
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Effective incentive compensation
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Linking rewards to strategically relevant performance results not efforts. Make financial incentives as the main piece of total compensation All levels of management share the incentives Administer the reward system with fairness Performance targets/results related to the jobs Shorter time between achievement and rewards Communicate the incentive plan to employees
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Performance management and measurement system
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Performance measurement v/s performance management How you are measured is how you perform! Conventional performance appraisal systems Focus on short-term results and individual behavior Foster discourage risk taking; short term results; discouraging long term planning, and behaviours difficult to measure; individualistic; biasness, and etc. New approaches Focus on company goals such as quality and behaviors like teamwork 360-degree feedback
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Premier performance measurement system
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establish expectation, manage performance, measure and reward performance and improve performance
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Assessing workforce effectiveness, satisfaction, and engagement
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Outcome and process measures
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Outcome measures
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number of teams, rate of growth, percentage of employees involved, number of suggestions implemented, time taken to respond to suggestions, employee turnover, absenteeism, and grievances; perceptions of teamwork and management effectiveness, engagement, satisfaction, and empowerment.
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Process measures
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number of suggestions that employees make, numbers of participants in project teams, participation in educational programs, average time it takes to complete a process improvement project, whether teams are getting better, smarter, and faster at performing improvements, improvements in team selection and planning processes, frequency of use of quality improvement tools, employee understanding of problem-solving approaches, and senior management involvement
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Gallup engagement index classification
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1. Engaged employees who work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. 2. Not-engaged employees who are essentially "checked out." They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work. 3. Actively disengaged employees who aren't just unhappy at work; they're busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.
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Succession planning
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Formal processes to identify, develop, and position future leaders Mentoring, coaching, and job rotation Career paths and progression for all employees Succession planning is vital to long-term sustainability
