1. MN20313 Human Resource Management 2 Nick Kinnie and Juani Swart

2. 2 Introduction to the course Aims Content and method Reading Assessment Pre-requisites/prior knowledge

3. 3 Where does this course fit in? OB HRM1 HRM2 ER Pay and Rewards OCD SHRMTLDLeadership Managing Conflict Law Sociology

4. 4 HRM Strategy, policy and practice ResourcingLearning and Development Performance management Pay and Reward StrategyWhat are the key staffing needs? What knowledge and skills are needed? What is valued? What do we want to reward? PolicyRecruitment and selection policies Learning and development policies Performance management techniques Pay systems and structures Practice/ skill (example) selection interviewing coaching and training appraisal interviewing Performance related pay

5. 5 The course in its organisational context: aims Set the organisational context for this course Identify the key role of HR policies and practices in the conversion of human capital into intellectual capital in contemporary organisations Understand the difference between HR strategy, policy and practice Recognise the key role of line (and HR) managers’ skills in the implementation of HR policies

6. 6 Organisational context Emergence of organisations which rely heavily on their human capital These professional service firms are often highly knowledge intensive Conversion of their human capital into intellectual capital is key to their success HR policies and practices play a key role in this conversion

7. 7 Converting Human Capital into Intellectual Capital Human Capital Employee Knowledge Skills Experience Conversion Process Intellectual Capital Products and services which have market value

8. 8 Employee Knowledge Skills Experience Human Capital StaffingLearning and Development Performance Management Remuneration and Reward Intellectual Capital Products and services which have market value Human Capital Converting Human Capital into Intellectual Capital: the Role of HR Policies and Practices

9. 9 HR Strategy, policy and practice: the key role of line manager skills HR strategy and policy are important, but it is the implementation of these which is critical Line managers play a key role in implementation and this influences employees’ experience of policy Line manager (and HR managers) skills are therefore critical to this implementation Implementation of staffing and performance management is especially important in PSFs

10. 10 Line manager skill and the implementation of HR strategy and policy: an example HR policy HR Strategy HR practice

11. 11 Face-to-face interactions Forms of communication – verbal and non-verbal Barriers to effective interactions Types of interaction: enquiry, exposition, joint problem solving and conflict resolution

12. 12 Types of interaction Enquiry Selection Attitude survey Health screening Exposition Presentation Lecture Briefing Joint problem solving Appraisal Counselling Discipline Conflict resolution Negotiation Arbitration Torrington et al (2005: 71)

13. 13 Face-to-face skills Defining the situation – setting the tone Listening skills – tone of voice, giving attention Questioning skills – types of questions, multiple questions, forbidden questions Feedback skills – summarising, empathising and non verbal communication