human resource management individual assignment

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Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

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11.1 An Introduction to Human Resource Management

• What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

• What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
• At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

• Human resources compliance
• Employee selection, hiring, and onboarding
• Performance management
• Compensation rewards and benefits
• Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

• How has the function of human resource management evolved over the years?
• In what way do you usually interact with human resources?

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Browse Course Material

Course info, instructors.

• Prof. Diane Burton
• Prof. Paul Osterman

Departments

• Sloan School of Management

As Taught In

• Industrial Relations and Human Resource Management

Learning Resource Types

Strategic hr management, assignments, course schedule.

Session 1: The Strategic Importance of HR Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A), Stanford Case #HR-1.

Reading: Pfeffer, Jeffrey. The Human Equation: Building Profits by Putting People First . Boston, MA: Harvard Business School Press, 1998, chapters 1 and 2.

Assignment Questions

• What is Southwest’s competitive strategy? What are the sources of its success? How does it make money?
• What are the foundations of Southwest’s competitive advantage?
• How are these sources of competitive advantage produced and sustained by what the organization does and how it does it?
• To what extent are Southwest’s sources of advantage difficult to imitate and likely to persist over time?
• To what extent is Southwest’s success based on Herb Kelleher?
• How serious is the competitive threat? To what extent can United and/or Continental duplicate Southwest’s business model? Why or why not?

Session 2: Strategic Execution and Economic Value: Internal and External Alignment Case: Portman Hotel, HBS 9-489-104.

• What is Portman’s strategy for competing successfully in its chosen market?
• What behaviors, skills, and attitudes will it need from its people, particularly the personal valets, to execute its strategy?
• How do Portman’s human resource management practices (recruitment, selection, compensation, training, career development, performance appraisal, staffing and organizational design, management and supervision) help or hinder the development of the skills and behaviors listed in Question 2.
• Is Portman having problems? What are the symptoms? What are the causes of the problems Portman is experiencing?
• What should Portman do?
• How much should Portman be willing to invest to address its difficulties? Or alternatively, what is the successful implementation of Portman’s strategy worth? Some operating figures are given in the case. FYI: the capital costs of the hotel work out to $310,000 per room.

Session 3: Work Systems Cases: New United Motors Manufacturing, Inc (NUMMI), Stanford Case #HR-11.

Optional Reading: Rubinstein, Saul R., and Thomas A. Kochan. Learning from Saturn: Possibilities for Corporate Governance and Employee Relations . Ithaca, NY: Cornell University/ILR Press, 2001.

• What is motivating the workers at NUMMI?
• What are the design elements of the Toyota team-based manufacturing system?
• Why has General Motors had so much trouble learning from NUMMI and Saturn?
• Jamie Hresko is now running one of GM’s largest assembly plants. What advice would you give him for how he might introduce some of the NUMMI methods to this facility?

Session 4: The Role of the HR Function

Reading: Ulrich, Dave. Human Resource Champions: The Next Agenda for Adding Value and Delivering Results . Boston, MA: Harvard Business School Press, 1998, pp. 23-31 and 231-254.

Session 5: Self-Managed Teams Case: Slade Plating Department, HBS #9-496-018

Reading: Wageman, Ruth. “Critical Success Factors for Creating Superb Self-Managing Teams.” Organizational Dynamics . Summer 1997, pp. 49-61.

• How would you describe the culture of the Sarto group? Be specific. How has it evolved? What impact has it had on the effectiveness of the group?
• What are the determinants of social status and influence within the plating department? The Sarto group? The Clark group?
• What do you learn by analyzing the data provided in the exhibits? How does this influence your interpretations of what is going on?
• Why did management previously ignored the illegal “punch-out” system?
• What actions would you take if you were Porter? What are the risks associated with these actions?

Important supplemental information: The 1996 starting salary in the Plating Department was $8.00; Tony Sarto’s hourly wage was $12.00. The average wage for semi-skilled workers in the U.S. was $12.00. Firms similar to Slade in the Michigan area, such as suppliers to the auto industry, paid an average hourly wage of $14.70. United Auto Workers working at the ‘Big Three (General Motors, Chrysler and Ford), had starting salaries around $13.00 an hour and earned on average $19.00 an hour. The minimum wage in 1996 was $4.25, raised to $4.75 on October 1, 1996.

Session 6: Participation and Involvement Film: Breakdown at Eastern Airlines

Reading: Pfeffer, Jeffrey. “Can You Manage With Unions.” Chap. 8 in The Human Equation: Building Profits by Putting People First . 2000, pp. 225-251.

Session 7: Training and Development Case: ServiceMaster Industries, Inc., HBS #9-388-064.

• What role have ServiceMaster’s values and goals played in the firm’s success?
• Why haven’t other companies successfully copied the ServiceMaster approach?
• How important are training and development in the ServiceMaster system? How does ServiceMaster socialize its employees? How does training and development affect the organization’s continued growth?
• Why has ServiceMaster been willing to spend the resources it has on training and development for a set of jobs that many might see as comparatively low-skilled and for positions that typically experience high turnover?
• There have been proposals (particularly by former U.S. Secretary of Labor, Robert Reich) that the U.S. follow the lead of some other countries (e.g., France, Singapore) and mandate a certain level of training–for instance, as a percentage of the firm’s payroll. What do you think of this policy? Why and when might organizations spend less than a socially optimal amount on training? What else might be done if one believes that too little training and skill development are occurring in the economy?

Session 8: Culture Case: Morgan Stanley: Becoming a One-Firm Firm, HBS #9-400-043.

Reading: Kaplan, R. S., and D. P. Norton. “Linking the Balanced Scorecard to Strategy.” California Management Review 39, no.1 (Fall 1996).

• What do you think of Mack’s strategy for increased integration? Is this compelling to you? Why or why not?
• Given his strategy, what do you think of his emphasis on revamping the performance management system? What are the pros and cons of implementing a new system of the type being discussed?
• If Mack is to be successful at changing the strategy and culture at Morgan Stanley, what other actions would you recommend he take? What other HR levers should he be thinking about using?
• Given your answer to question #3, what recommendations do you have for how he should proceed? How should he implement these changes?

Session 9: Performance Appraisal Case: The Firmwide 360 Performance Evaluation Process at Morgan Stanley, HBS #9-498053 and Rob Parson at Morgan Stanley (A), HBS #9-498-054.

• What is your assessment of Parson’s performance? Should he be promoted?
• Using the data in the case, please complete the Evaluation and Development Summary presented in Exhibit 3 of the Rob Parson (A) case.
• If you were Paul Nasr, how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why, and how would you raise them?
• If you were Rob Parson, how would you conduct yourself in the performance evaluation meeting? What are your goals? Be prepared to role-play the appraisal conversation in class as either Nasr or Parson.

Cases to be distributed in class: Rob Parson at Morgan Stanley (B), HBS #9-498-055, (C), HBS #9-498-056, and (D), HBS #9-498-058.

Session 10: Diversity Case: The Case of the Part-time Partner.

Reading: Thomas, David A., and Robin J. Ely. “Making Differences Matter: A New Paradigm for Managing Diversity.” Harvard Business Review (September-October 1996): 80-90.

• Would you vote to make Julie a partner? Why or why not?
• What are the pros and cons from the firm’s viewpoint and from the society’s viewpoint of this decision?
• What is your assessment of how the firm handled the situation?
• How might they have proceeded differently?

Session 11: Information Sharing Case: Jack Stack (A) and (B), HBS #9-993-009 and #9-993-010.

Reading: Case, John. “Opening the Books.” Harvard Business Review (March-April 1997): 118-127. (Reprint 97201)

• What does it take to succeed in the engine remanufacturing business? What are the critical skills and organizational competencies?
• What is it like to work in such a plant?
• What are the major risks of a leveraged buy-out such as this?
• What do you think of Stack’s ideas about management?
• What are the key elements of the program Stack put in place?
• Can this approach be used elsewhere? Under which circumstances would it be more (less) appropriate? How could it be implemented?

Session 12: Benefits Case: The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry, Stanford Case #HR-6.

Reading: Pfeffer, Jeffrey. “Six Dangerous Myths About Pay.” Harvard Business Review (May-June 1998): 109-119.

• What are the complementary elements of the SAS HR system that make the compensation system effective?
• Why has SAS been able to get away with a compensation system that seems to violate industry conventions?
• Could the SAS approach work in other high technology organizations?
• What would happen if VDS tried to emulate the SAS approach? Why?

Session 13: Compensation Systems Case: Visionary Design Systems, HBS #9-495-011.

• What is the basic philosophy and values of VDS?
• How would you characterize the VDS compensation (base, bonus, and stock) system? On what principles is it based?
• Why has VDS had problems with its Product Data Management effort? To what extent do you see incentive issues as important? What other issues are important?
• What should VDS do about the Product Data Management (PDM) problems?
• Would you make any changes to VDS’ compensation systems? What? Why?

Session 14: Pay for Performance Case: Performance Pay at Safelite Autoglass (A) HBS #9-800-291.

• What are the pros and cons of switching from wage rates to piece rate pay?
• Is Safelite a good candidate for switching from wage rates to piece rates?
• Should there be a guaranteed wage? If so, how should it be set?
• What are the likely consequences of a switch from wage to piece rates for turnover, recruitment, productivity, and product quality?

Session 15: Non-Profit Management Case: The John Snow Institute.

• How successful is JSI?
• How effective is their current human resource management system?
• What should Joel Lamstein do?

Session 16: Managing Service Workers Case: Harrah’s Entertainment, Inc.: Rewarding Our People HBS #9-403-008.

• What were the challenges facing Gary Loveman when he took charge?
• What were the key changes he undertook?
• What were the consequences for employees?

Session 17: Alignment and Motivation Case: Nordstrom Department Store. Center for Human Resources, Wharton School of the University of Pennsylvania.

Reading: Simons, Robert. “Control in an Age of Empowerment.” Harvard Business Review . Reprint #95211.

• How effective is Nordstom’s human resource management system? In what ways does it contribute to the firm’s success?
• Do you have any concerns about the practices described in the case?
• Would you change management systems at Nordstrom? Why? Which systems?

Session 18: Review & Wrap-up

Assignment Question

• Reflecting on the companies we have studied in this course, as well as your own work experience, what lessons do you draw about the respective roles that general managers and the HR function in organizations should play in the management of human resources?

Summary of Class Sessions and Assignment Due Dates ( PDF )

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BUS301: Human Resource Management

Course introduction.

• Time: 24 hours
• Free Certificate

As a discipline, HRM dates back to the early 1900s, but its most strategic components result from transitions that took place in the workforce in the late 1960s. When it passed Title VII of the Civil Rights Act of 1964, the U.S. Congress mandated that all organizations adhere to laws that now govern how they treat and respond to complaints from their employees. At the same time, businesses began to realize the advantage they gained when they integrated women and minorities who were transitioning into the workplace. Increasing diversity created cultures that reinforced and supported their missions and visions.

Everyone has a core belief system that is shaped by our individual circumstances and experiences that guide our perceptions and beliefs. We often gravitate toward the situations we understand and make sense to us. To effectively manage human capital, business professionals often have to step outside of their comfort zone to support innovative practices and make strategic decisions that are in the best interest of the company rather than support a static culture they may consider to be more "comfortable".

We discussed the basics of managing human capital in BUS208: Principles of Management . In this course, we introduce more advanced topics, such as how to identify your business's needs to carry out a proper recruitment and selection process. Training, development, and performance evaluations can help you shape each employee into an ideal firm resource. Providing adequate compensation and incentives can help you retain these precious resources within the firm.

Although you may not be planning for a career in HRM, this course will help you appreciate that much of your career success will depend upon working with the right people.

Course Syllabus

First, read the course syllabus. Then, enroll in the course by clicking "Enroll me". Click Unit 1 to read its introduction and learning outcomes. You will then see the learning materials and instructions on how to use them.

Unit 1: The Nature of Human Resources

Employers often profess that their employees are their most valuable resource in their recruitment materials, press events, and corporate values statements. During the past 50 years, U.S. corporations have focused more heavily on human resource (HR) management, especially with the rise of its service-based economy.

In this unit, we review the role human capital management plays in any organization. We explore the nature of HR management strategies and planning, the legal framework for equal employment for managing diversity, and affirmative action. Note that we could devote entire courses to these complex and diverse topics. For example, the U.S. federal government created the Equal Employment Opportunity Commission (EEOC) to ensure individuals receive fair and equal treatment in employment-related activities. In this unit, we introduce these topics so you can focus on the core of human capital management in the rest of the course.

Completing this unit should take you approximately 13 hours.

Unit 2: Strategic Human Resource Planning and Staffing

Now that we have discussed the core components of HR strategy, let's explore how to identify human capital by assessing and defining all of the jobs within an organization. Recognizing the best people to hire can be difficult. Job descriptions often do a poor job of detailing the employment environment. By conducting a proper job analysis of all of the roles within a firm, hiring managers can best identify the abilities future employees should possess for specific jobs.  The keys to success often depend on your ability to learn on the job, correct mistakes, and manage a stressful situation, rather than your knowledge of a particular computer program. In this unit, we explore how to translate the demands of a job into an accurate job description.

Completing this unit should take you approximately 10 hours.

Unit 3: Recruitment and Selection

Identifying the abilities job candidates should have to succeed in a position is much easier that identifying these traits within a job applicant. An employer can accumulate a pile of resumes after posting a position opening on the company website or job board. But how many resumes are worth reviewing and how many candidates are worth interviewing? You do not want to simply choose the best candidate from the applicant pool; you need to find the best person for the job.

Businesses use many recruitment methods. For example, some use specialized recruiting firms; most ask their employees for recommendations.  Next, they must determine whether each applicant has the knowledge, skills and abilities they need. Critics argue that the interview process is weak because it is too subjective. In this unit we explore several subjective and objective measures to identify the best candidate, such as finding  those who share the company's ideas about its goals and objectives, and individuals who can provide the organization with a strategic competitive advantage.

Completing this unit should take you approximately 7 hours.

Unit 4: Training and Development/Career Planning

Once you have completed the recruitment process, the HR department if often charged with training and developing this new human capital. You can think about this training as the process businesses use to inform new members about the specific components of the jobs they have assumed. Consider this process as a way to offer continuous improvement and an opportunity to develop and update your human capital to be successful on the job. In the same way, career planning, often called succession planning, involves mapping the growth of your human capital and building strong relationships with the management team.

Completing this unit should take you approximately 4 hours.

Unit 5: Performance Management and Measurement

Many businesses define success as an individual's ability to live up to the demands of their position. With proper job analysis, it should be easy to quantify the level of success or failure of each employee. However, managers can be distracted by certain irrelevant biases during the employee performance review process. For example, they can be subject to leniency, or the proclivity to be "too nice" because they dislike confrontation or are afraid to hurt their employee's feelings. The halo effect refers to a tendency to focus on one positive aspect of an employee's performance, such as the ability to meet their sales quota, rather than look at their overall contribution to the organization. Recently, many companies have incorporated "360 degree" approach in which employees also review their managers and co-workers to find ways to increase company-wide productivity and performance. Business managers should explore various types of appraisal systems to determine the one that best fits their organization's culture and strategy.

Unit 6: Compensation and Benefits

When hiring new employees, business managers must decide how much they will compensate their potential new human capital. Since this expense is often their highest overhead cost, employers need to understand this element of financial planning to avoid business failure. A generous compensation package can be an important recruitment tool: some employees value direct financial compensation while others prefer to receive more indirect benefits, such as healthcare, child care, and tuition reimbursement.

During times of recession, employers often have more leverage to decrease employee salaries and benefits because they have a larger pool of eager unemployed workers to choose from. However, retaining good people with appropriate compensation and benefits, during periods of low and high growth can foster a productive and committed workforce that appreciates a proper work/life balance. Meanwhile the growing disparity between executive and employee pay continues, as firms continue to align executive compensation with overall company performance. In this unit we explore this issue and others pertaining to employee compensation and benefits.

Completing this unit should take you approximately 6 hours.

Unit 7: Safety, Health, and Wellness

From the most basic level, employers should send their employees home in the same manner in which they arrived. The U.S. Congress considered the concept of workplace safety so important that they created a special department, the Occupational Safety and Health Administration (OSHA), to administer the safety and well-being of employees in the workplace. Every workplace environment must comply with OSHA regulations. Employers should also consider the health and wellness of their human capital: healthy employees boost workplace performance and productivity, take fewer sick day benefits, and build stronger, more long-lasting relationships with their employers. When an employee or potential employee sees that their employer is concerned about their personal well-being, they are more likely to remain a part of that organization.

Unit 8: Labor Relations and Internal Employee Relations

In our final unit, we discuss labor and employee relations and conclude with a brief exploration of how ethical concerns pervade all aspects of human resource management. Employers and employees have specific expectations. Employers should create an environment that is attractive to potential and current employees. When discrepancies occur, labor unions, third parties hired to represent the collective interest of the employees in certain industries, can help strengthen the employer/employee relationship.

Employee relations is the subfield of human capital management concerned with preventing and resolving workplace challenges. It encompasses the way employers: gage poor performance and impose disciplinary action, identify and promote policies and procedures, and communicate awareness of rules, laws and regulations. These activities ensure employers and employees can achieve efficiency, equity, and voice in the workplace.

Efficiency relates to the ability to achieve workplace goals with a minimal investment of resources.

• Employers seek efficiency by engaging the most productive employees while using the least amount of resources.
• Employees seek efficiency by balancing their time contributions with their economic output to their employer.
• Employers and employees want workplace processes to be structured so they feel they are making a valuable contribution.
• Efficiency addresses the questions: Does your employer respond appropriately to the amount of work you are contributing? Is your employer helping you be successful? Do you believe your employer has your best interests in mind?

Equity refers to the ideal employer/employee partnership. The business environment is not a democracy: employers expect employees to follow their workplace rules and business processes. However, you should feel that your workplace environment is stable and fair. Is there room to grow and do more? Are employees treated like subordinates or true partners?

Employers and employees frequently feel their voice is not being heard. Most organizations try to help both sides open these critical avenues of communication, such as by creating an open-door policy, offering opportunities for respectful listening during meetings, and providing an anonymous tip or complaint hotline.

When the employer appears to be holding all the cards, since they can fire employees who do not comply with their wishes, representatives from labor and employee relations may need to step in to negotiate and restore balance to promote efficiency, equity, and voice.

Companies also need to employ ethical decision making and legal compliance with relevant laws and regulations. Unfortunately, individuals sometimes violate professional and ethical codes of conduct, and ignore the policies written to protect the employee, organization, customers, and the community at large. Meanwhile, companies lose billions of dollars in class action lawsuits when ethical lapses occur.

We conclude this unit by exploring explore the issues and challenges human resource professionals face to ensure these codes of conduct, codes of ethics, and company policies are disseminated, acknowledged, followed, and reflect the values and mission of their organization.

Completing this unit should take you approximately 11 hours.

Study Guide

This study guide will help you get ready for the final exam. It discusses the key topics in each unit, walks through the learning outcomes, and lists important vocabulary. It is not meant to replace the course materials!

Course Feedback Survey

Please take a few minutes to give us feedback about this course. We appreciate your feedback, whether you completed the whole course or even just a few resources. Your feedback will help us make our courses better, and we use your feedback each time we make updates to our courses.

If you come across any urgent problems, email [email protected].

Certificate Final Exam

Take this exam if you want to earn a free Course Completion Certificate.

To receive a free Course Completion Certificate, you will need to earn a grade of 70% or higher on this final exam. Your grade for the exam will be calculated as soon as you complete it. If you do not pass the exam on your first try, you can take it again as many times as you want, with a 7-day waiting period between each attempt.

Once you pass this final exam, you will be awarded a free Course Completion Certificate .

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Human resource management (HRM)

• Human Capital Management
• Human Resource Management

It’s often said that people are an organization’s greatest resource. Yet, until fairly recently, human resource  management was not considered as critical to success as other business operations, like marketing, finance or sales. This notion has been largely altered by new technology, globalized markets and changes in organizational hierarchies. Today, business leaders place great emphasis on hiring the right people and keeping them engaged.

What is human resource management?

Human resource management involves creating personnel policies and procedures that support business objectives and strategic plans. Central to this mission is fostering a culture that reflects core values and empowers employees to be as productive as possible.

What are the functions of human resource management?

HR functions can vary depending on industry, businesses size and the types of workers employed. In most cases, the primary objectives are to acquire and cultivate talent and improve communication and cooperation among workforce members. Other key human resource management functions include:

• Job analysis Determining the skills and experience necessary to perform a job well may make it easier to hire the right people, determine appropriate compensation and create training programs.
• Workforce operations Creating health and safety policies, responding to employee grievances, working with labor unions, etc., can help support regulatory compliance.
• Performance measurement Evaluating performance is important because it not only fosters employee growth through constructive feedback, but also serves as a guide for raises, promotions and dismissals.
• Incentive programs Recognizing achievements and rewarding high performers with bonuses and other perks is a proven way of motivating employees to take ownership of business objectives.
• Professional development From orientation to advanced educational programs, employee training serves to improve productivity, reduce turnover and minimize supervisory needs.

HCM Buyer’s Guide: Evaluating integrated HCM solutions

What are the responsibilities of human resource management.

HR professionals generally are tasked with creating and administering programs that improve workplace efficiency and employer-employee relationships. Within this broad assignment are several different, but critical responsibilities, such as:

• Staffing Staffing a business or an individual department requires a number of key steps. Hiring managers must first determine how many new employees the budget can support, then find and interview qualified candidates, and finally, make selections and negotiate compensation.
• Developing workplace policies If it’s determined that a new or revised policy is needed, HR professionals typically consult with executives and other managers, write the supporting documentation and communicate it to employees. Policies may cover vacations, dress codes, disciplinary actions and other types of workplace protocol.
• Administering pay and benefits In order to attract and retain talent, compensation must meet industry standards and be comparable to what other employees in similar roles are being paid. Creating such a fair pay system requires careful consideration of an employee’s years of service with the business, experience level, education and skills.
• Retaining talent Compensation isn’t the only thing that retains talented employees. HR managers may need to proactively address issues with workplace environments, organizational culture and relationships between employees and supervisors.
• Training employees When employees develop new skills, they tend to be more productive and satisfied with their job. Some of the training programs typically run by HR departments include team-building activities, policy and ethics education, and on-the-job instruction and skills, e.g. how to run a machine or computer program.
• Complying with regulations Laws that affect the workplace – whether they’re related to discrimination, health care or wages and hours  – are constantly evolving. HR professionals are required to keep up with these changes and notify the rest of the organization in support of compliance.
• Maintaining safety Safety in the workplace means protecting not just the physical health of employees, but also their private information. To minimize workers’ compensation claims and data breaches, HR must implement security measures and ensure that all federal, state and union standards are met.

Human resource management and small business

While human resource management is important to all businesses, the stakes may be higher for smaller organizations. For example, one incompetent employee in an office of 10 people can be much more detrimental than one in a workforce numbering in the thousands. To improve their people processes, small business owners generally can:

• Assess current operations to determine if new hires are needed or if existing employees and production methods can be utilized more effectively.
• Take an active role in the recruitment process and write job descriptions that match prospective talent to business needs.
• Create an employee handbook or an official document that clearly outlines company policies.
• Provide continuing education opportunities as needed by the particular industry.
• Maintain a work environment where employees are treated fairly and can be productive.

HRM systems and software

Faced with rising numbers of contract-based workers and increasingly complex regulations, HR professionals have turned to HRM software to help them keep pace with changing workforce environments and people management needs. This technology is available with a variety of options to suit businesses of any size. Basic systems may offer recruitment services , payroll and benefits , while more robust solutions tend to include talent management, international compliance support  and advanced analytics.

Why use a human resource management system (HRMS)?

HRMS are designed to meet the core needs of HR and turn basic administrative functions into critical enablers of business value. With the aid of these people-centric, data powered solutions, HR managers may be able to:

• Improve their hiring processes
• Manage people more effectively
• Optimize workforce productivity
• Engage and retain employees
• Eliminate costly redundancies
• Make data-driven decisions
• Maintain regulatory compliance

How to choose a human resources management solution

Finding the right solution often requires a strategic evaluation process, such as the following:

• Identify what the organization would like to accomplish, change or improve and how technology can help achieve those goals.
• Ensure that the HRMS can keep pace with the rapidly changing regulatory and statutory requirements in all applicable jurisdictions (local, state, federal, international, etc.).
• Prioritize security and know exactly how sensitive data will be stored, transferred and backed up.
• Look for implementation models with a change management strategy  that will get the HRMS up and running efficiently.
• Address stakeholder questions, concerns and objections to drive widespread HRMS support.
• Ask about service plans to manage the hundreds of post-payroll tasks necessary for compliance .
• Inquire into the vendor’s financial history and investments in innovation.
• Get outside-in perspective by looking at peer reviews, industry analyst feedback and product demos.

Examples of HRM software

Business leaders and HR professionals who are looking for software to help them accomplish more with less resources generally have three options available to them:

• Human resource information systems (HRIS) – perform core HR functions , like applicant tracking, payroll and benefits administration
• Human resource management systems (HRMS) – offer the benefits of HRIS, plus talent management services
• Human capital management (HCM) solutions – provide a broad suite of HR capabilities, including global payroll and compliance support and in-depth analytics

Why choose ADP for your human resource management needs?

ADP’s HR management solutions automate and streamline key needs so that HR professionals can focus more time on their people and less on paperwork. We offer basic and customized packages with some of the following features:

• Powerful workforce reporting that turns data into a trusted source of decision-making
• Preconfigured new hire templates for a simplified onboarding process
• Self-service and mobile apps so time-sensitive tasks can be performed quickly
• Industry-recognized security to help safeguard sensitive information

Learn more about ADP Workforce Now® HR Management →

Frequently asked questions about HRM

What is human resource management and its functions.

Human resource management is the strategic approach to nurturing and supporting employees and ensuring a positive workplace environment. Its functions vary across different businesses and industries, but typically include recruitment, compensation and benefits, training and development, and employee relations.

What are the three major roles of human resources management?

The job of an HR manager can be broken out into three major roles:

• Administrator Running payroll , writing job descriptions, creating workplace policies and procuring benefits packages are typical of HR administration.
• Change manager HR professionals must monitor regulations and communicate policy or procedural changes with employees to help support compliance.
• Personnel manager Managing people entails resolving conflicts, overseeing training and development, and fostering employee engagement.

What are the five main areas of HR?

HR professionals perform many activities in the pursuit of employee well-being and organizational stability, but their responsibilities generally lie within five main areas:

• Recruitment and staffing – identifying talent gaps, acquiring applicants, arbitrating contracts, maintaining ethical hiring practices
• Compensation and benefits – determining pay scales, approving raises, negotiating benefits packages
• Training and development – onboarding new hires, making educational opportunities available
• Compliance and safety – monitoring legislative changes, implementing safety measures, processing workers’ compensation claims
• Employee relations – resolving employee conflicts, addressing harassment or abuse allegations, working with union leaders

What are seven functions of HR?

Over the years, HR has evolved from a personnel department engaged largely in administration to a strategic partner that works closely with management teams on organizational development. It’s seven key functions today include:

• Strategic planning
• Recruitment
• Training and development
• Compensation and benefits
• Policy creation
• Employee and labor relations
• Risk management

What is HR compliance?

HR compliance means keeping an organization from violating the growing number of employment laws enacted by federal, state and local governments. This responsibility requires HR professionals to monitor and understand regulatory requirements, enforce policies, classify workers correctly, practice fair hiring practices and provide a safe work environment, among other tasks.

This guide is intended to be used as a starting point in analyzing an employer’s HR obligations and is not a comprehensive resource of requirements. It offers practical information concerning the subject matter and is provided with the understanding that ADP is not rendering legal or tax advice or other professional services.

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Human Resource Management Assignment

2017, Human Resource Management Assignment

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the paper explores the effectiveness of the Human Resources available to an organisation.

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Note: upload the soft copy of your assignment in Moodle for plagiarism checks first finalizing your submission Human resource management has never had so much significance in today's dynamic and competitive business environment than in the last decade. It has been acknowledged by

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Abstract: In the process of organizational adaptation to environmental demands, primarily through the anticipated outputs, human resources play a key role. The procuring of necessary human resources, their working commitment and development, are the basic assignments of the management of human resources. The appliance of a contemporary concept of management of human resources, based on theoretical and practical cognizance of successful organizations, contributes to a successful execution of these and other assignments. In order to develop such a concept it is necessary to provide, in addition to the relevant basics, a whole chain of professional and managerial activities.

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The process of hiring and developing employees so that they become more valuable to the organization. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management.

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What Is Human Resource Management? Definition + Career Guide

Learn about human resource management roles, responsibilities, salary, and how to get started in this field.

Human resource management , or HRM, involves coordinating, managing, and allocating human capital , or employees, in ways that move an organization’s goals forward. HRM focuses on investing in employees, ensuring their safety, and managing all aspects of staffing from hiring to compensation and development. 

HRM careers may specialize in compensation , training , or managing employees . Most HRM professionals hold a bachelor’s degree and some go on to pursue a master's degree. HRM professionals at all levels can also earn professional certifications to help build knowledge and increase earning potential. HRM’s goal is to build a company culture and carry out its mission and overall goals through the management of employees. 

Keep reading to learn more about a career in human resource management, or start learning now with these popular HR courses on Coursera:

University of Minnesota's Human Resource Management: HR for People Managers Specialization

HRCI's Human Resource Associate Professional Certificate

Macquarie University's Leading: Human Resource Management and Leadership Specialization

Definition of Human Resource Management (HRM) 

Human resource management is organizing, coordinating, and managing an organization's current employees to carry out an organization’s mission, vision, and goals. This includes recruiting, hiring, training, compensating, retaining, and motivating employees. 

HRM staff also develops and enforces policies and procedures that help ensure employee safety. The HRM team manages adherence to federal and state laws that may work to protect employees’ private information and ensure their physical safety and mental and emotional well-being. Organizations of varying sizes and industries rely on HRM to keep business running smoothly and efficiently. 

Learn more: What Is Human Resources? (Jobs, Areas, Skills, and More)

Purpose of human resource management (HRM)

The methodology behind HRM recognizes the value employees bring to an organization, also known as human capital. Investing in employees and strategically supporting their needs can improve employee satisfaction and employee motivation. Employees who are well trained, competent, valued, and supported by their employers will likely have the skills and incentive necessary to carry out the organization’s goals.

Let's look at the purpose behind HRM in more depth:

Develop employees' skills.

HRM aims to create a highly skilled workforce and boost confidence and competence so that employees are motivated to contribute. A human resource manager or department might provide:

Tuition reimbursement programs

On-the-job training

Mentorships within an organization

Career development programs to help employees explore their potential

Foster a productive workplace culture.

HRM has a strong focus on company culture and job satisfaction. Much of what motivates employees comes from the culture in which they work. Employee engagement programs can foster an inclusive and collaborative workplace culture. Although culture can be challenging to measure and quantify, it’s an important function of HRM to retain and recruit employees. 

Protect employees.

HRM also protects employees. Human resource (HR) professionals manage legal documents, policies, and regulations, identify what applies to their organization, and find effective ways to educate employees and enforce company policy. HRM aims to be an ally or partner to employees. HRM emphasizes employee development while protecting employees from discrimination, workplace hazards, and unfair compensation. 

Basic elements of Human Resource Management (HRM)

The human resource management field includes recruiting new hires, evaluating employee performance, ensuring fair compensation and benefits, training employees and supporting education and development, and protecting the health and safety of all employees. These are critical cornerstones of the work of HRM professionals. From crafting a job posting to providing continuing education options, HRM functions at all stages of an employee's journey with an organization. To be an effective HRM professional, you will need a mix of personal and technical skills like recruitment strategies, creating compensation plans, and communication and team building. 

Recruitment 

An effective recruitment process is at the foundation of HRM. If you can recruit good talent, you can build on their skills and invest in employees for years to come as they add value to the organization. Equally important is company culture. You want employees that add to the culture of the organization. Some common recruiting tools HRM may use include job aggregators like Indeed or SimplyHired, video interviewing, or even social media sites like LinkedIn. 

Related course: Recruiting, Hiring, and Onboarding Employees from University of Minnesota

Evaluation and performance management  

HRM uses data to track employee performance to ensure a highly trained and capable workforce. The data compiled can also be used to change staff training methods, implement a merit-based system for raises, and more. HRM professionals use formal measures like performance reviews and informal methods like interviews or surveys. 

Related course: Managing Employee Performance from University of Minnesota

Compensation 

Compensation can mean salary, commission, benefits, time off, and other non-monetary benefits. HRM looks to the industry standard to set salary rates, commission rates, and benefits. This ensures fairness and allows for a consistent company standard. Some organizations may use performance reviews to adjust an employee’s salary, among other measures. 

Related course: Compensation and Benefits from HRCI

Employee development and learning 

Engaged employees are effective employees. HRM understands the importance of a workforce that is challenged but also supported. Most employees want opportunities for advancement and to feel competent and valued in what they bring to an organization. Part of HRM is providing these learning opportunities to employees. This might include tuition reimbursement programs, on-the-job training options, conferences, conventions, or certification programs. Aside from individual learning, HRM can also use employee development and learning to help employees adapt to organizational changes, such as system upgrades, technology shifts, and new policies. 

Related course: Learning and Development from HRCI

Employee health and safety

The safety and well-being of an organization’s employees are critically important aspects of HRM. Employee health and safety covers a lot, such as safety against harassment, discrimination, or bullying in the workplace. It can mean physical safety that would involve building fire code compliance. It can also mean adherence to labor laws that protect an employee's rights in the workplace. Safety in the workplace means cybersecurity or safeguarding an employee’s personal information. A lot goes into protecting all aspects of employees’ health and safety, and it is the job of HRM professionals to ensure that protection. A few ways HRM professionals may go about this is by installing security cameras, enforcing internet usage rules, implementing a zero-tolerance policy, or creating restricted access areas.

Related course: Compliance and Risk Management from HRCI

Careers in human resource management (HRM)

You can find many different careers in HRM , with varying points of entry into this field. Most positions in HRM require at least a bachelor’s degree in human resources or a related field. You can also earn certifications to help you find the best position within the vast field of HRM. HRM professionals have important jobs that can be both rewarding and fulfilling. According to the US Bureau of Labor Statistics (BLS), the human resources management field is expected to grow 7 percent from 2021-2031, or about 12,600 new jobs, on par with the national average [ 1 ]. The BLS cites an average annual US salary of $126,230 as of 2021. Read on to explore specific roles, salaries, and job descriptions.   

*All US salary averages are sourced from Glassdoor, July 2023, and include base pay and additional compensation.

Payroll specialist

Salary: $50,730 

Payroll specialists gather employee information, ensure its accuracy, and administer compensation based on hours worked. This role usually works with a team of other payroll specialists and other departments to approve expenses, manage budgets, and process payroll. A degree in accounting or experience in payroll or accounting is common. 

Training and development manager 

Salary: $88,431 

A training and development manager, who may also be called a training coordinator, oversees employment training and implements training initiatives to build employee competence. Other responsibilities of this role may include communicating an organization's mission statement or company values and creating training programs. Training coordinators typically hold a bachelor’s degree and relevant certifications, and have experience in HR.

Human resources manager 

Salary: $79,987 

An HR manager oversees an entire HR department or portion of an HR department, depending on the company’s size. This role manages the hiring of staff, implementing policies, overseeing payroll and benefits, and advising managers or other supervisors from other departments. Qualifications typically include a bachelor’s degree in human resources or a related field, experience in HR, and possibly certifications. 

Benefits manager 

Salary: $114,196

Benefits managers oversee the payroll department, ensuring all functions related to compensation and benefits are carried out and accurate. This job ensures employees are paid based on an organization’s pay structure, and benefits are granted per employee contracts. As a benefits and compensation manager, you also meet with other departments to discuss financial matters. Qualifications typically include a bachelor’s degree in accounting or related field, experience in payroll or management, and possibly certifications depending on your employer. 

Learn more: HR Entry-Level Job Guide: Jobs, Salaries, and Strategies to Get Hired

Who's hiring?

Glassdoor reports that the top-rated companies, with more than 10,000 employers, that are hiring HR managers include Intuit, NVIDIA, ServiceNow, TaskUs, the Church of Jesus Christ of Latter Day Saints, and NASA [ 3 ].

How to get started in human resources management

There are different options for launching a career in human resources management. They often include a combination of education, experience, certification, and networking. Read on to discover ways you can begin preparing for a career in HRM. 

Consider degree opportunities.  

Sixty-seven percent of HRM professionals hold a bachelor’s degree in human resources, business, psychology, or a related field, and 14 percent have a master’s [ 2 ]. Common HR degree coursework includes workplace diversity, business ethics, labor relations, strategic HR, and workforce planning. Some programs may also require internship experience. 

As you gain an HR education, be sure to build important skills like performance management, customer service , payroll processing, communication , leadership, and organization. In addition, familiarize yourself with popular HR software programs like ADP Workforce Now , Bamboo HR , and Workday .

Read more: What Can I Expect from a Human Resources Degree?

Gain HR experience.

You can stand out as an HRM job candidate with some experience in the HR field. There are opportunities to gain experience at all levels, whether you’re a new graduate or a seasoned professional.  One way to get experience is through internships and entry-level positions such as human resources assistant or associate. In these entry-level roles, you’ll assist in the major duties of HR and build experience to move forward. Joining professional organizations and attending networking opportunities like conferences and conventions is another way to gain experience, knowledge, and connections in HRM. 

Read more: How to Use LinkedIn: A Guide to Online Networking

Earn professional certifications. 

Consider professional certification to improve your chances of getting hired into an upper-level or senior-level position in HRM. Your human resource management salary may also be positively affected if you gain certifications. There are many professional certification options offered by national HR and business organizations. Choose the one that fits your long-term career goals and eligibility. Select from certifications specifically designed for individuals new to HR up to senior-level employees. 

HR Certification Institute offers eight different certifications. The Associate Professional in Human Resources does not require any educational prerequisites, and you do not need any prior experience in HR to be eligible. This certification is ideal for entry-level candidates who want to advance in HRM. Its professional and senior certifications have both educational and experience requirements and would be suitable for someone who has already worked in HR. International and global options are available for anyone who works with companies outside of the US. 

Society for Human Resource Management (SHRM) offers two different certifications for HRM professionals. These are the SHRM Certified Professional (SHRM-CP) and the SHRM Senior Certified Professional (SHRM-SCP). You don’t need previous experience in HR, and there are no educational requirements for the SHRM-CP. The SHRM-SCP does have requirements for both experience and education. 

WorldatWork provides certifications specifically designed for individuals who work in payroll or benefits. Any HR professional could benefit from these certifications, as most HRM professionals handle finances, payroll, and budgets. You can earn a Certified Compensation Professional (CCP) certification, Certified Executive Compensation Professional (CECP) certification, Certified Benefits Professional (CBP) certification, and more.

Apply for HRM positions. 

Once you’ve honed the skills you’ll need to work in HRM and acquired any certifications or training, it’s time to polish your resume and apply for positions in HRM. Work on your resume as you go, gathering personal and professional references. Join professional organizations, take online courses, and attend conferences—all of which would be included on your resume and illustrate your dedication and drive.

Read more: 10 Ways to Enhance Your Resume 

When you prepare your resume, include credentials, all related previous professional experience, internships, your education, professional organizations of which you’re a member,  achievements, qualifications, and skills relevant to HRM. One important tip, especially for HR resumes: Optimize your resume with targeted keywords that could be picked up by applicant tracking systems (ATS) , which you will also likely use in your career as an HRM professional. 

Explore human resource management with Coursera

Taking online courses can be a great way to enhance your performance in your current role and prepare for career advancement. Consider taking one of Coursera's top-rated courses in HR:

To learn a data-driven approach to managing people, take the University of Pennsylvania's People Analytics course. This course takes about eight hours to complete and covers staffing, talent management, and more. It's part of the Business Analytics specialization.

To delve deeper into HRM, sign up for the University of Minnesota's Human Resource Management: HR for People Managers Specialization . This five-course program takes about two months to complete and covers such processes as recruiting, managing performance, and managing compensation.

To delve deeper into leading teams, creating culture, and strategizing business growth, consider the Strategic Leadership and Management Specialization . This seven-course program takes about two months to complete and can count towards a degree or graduate certificate from the University of Illinois.

Article sources

US Bureau of Labor Statistics. “ Occupational Outlook Handbook: Human Resources Managers , https://www.bls.gov/ooh/management/human-resources-managers.htm.” Accessed July 13, 2023. 

Zippia. “ Human Resources Manager Education Requirements , https://www.zippia.com/human-resources-manager-jobs/education/.” Accessed July 13, 2023.

Glassdoor. " Company ratings by category , https://www.glassdoor.com/Explore/browse-companies.htm?overall_rating_low=4.5&page=1&occ=Hr%20Manager&filterType=RATING_OVERALL." Accessed July 27, 2023.

Keep reading

Coursera staff.

Editorial Team

Coursera’s editorial team is comprised of highly experienced professional editors, writers, and fact...

This content has been made available for informational purposes only. Learners are advised to conduct additional research to ensure that courses and other credentials pursued meet their personal, professional, and financial goals.

10 Assignments For Human Resource Managers To Develop Future Skills

• By Simon Carvi
• No Comments

The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources. 

To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready. 

Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.  

In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change. 

Let’s get started!

Table of Contents

1. Present a digital transformation strategy to top management

Competency developed: Digital transformation.

Objective: Own the topic of digital transformation within your company. 

Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.

Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT. 

2. Create and present new dashboard to CHRO including key metrics and qualitative analysis

Competency developed: People Analytics.

Objective: Analyse your company’s HR performance and contribute to business success. 

Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.

Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!

3. Make 5-year manpower plan aligned to business targets and present to top management 

Competency developed: Strategic workforce planning.

Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.

Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.

Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.

4. Highlight company’s top 5 turnover reasons with action plan to top management. 

Competency developed: Business partnering.

Objective: Develop your HR Managers to become real Business partner.

Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan. 

Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans. 

5. Ask HR Manager to personally train all managers on how to make Individual development plans 

Competency developed: Career development planning .

Objective: Boost your organization career development culture and processes. 

Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.

Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control. 

6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality 

Competency developed : Compensation & Benefits management.

Objective : Make your company compatible with 2020 new workplace expectations. 

Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.

Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help. 

7. Apply reverse mentoring within your team during monthly one on one sessions 

Competency developed : People Management.

Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.

Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).

Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning. 

8. Redesign performance management system to make it a continuous process. 

Competency developed : Continuous performance management.

Objective : Retain and develop talents.

Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance. 

Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.

9. Link learning and development activities to OKRs and competencies listed in your performance management system 

Objective : Get ROI from learning activities offered to employees. 

Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones. 

Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments. 

10. Implement monthly change management committees with top management

Objective : Put HR at the centre of change in your organization.

Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions. 

Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee. 

Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on  Huneety.com . New positions are added every week. 

This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.

You can reach him on Li n kedIN :

Simon Carvi

Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.

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