1. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 PowerPoint presentation to accompany

2. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Managing Human Resource Services Chapters: 1.Determining HR services and delivery strategies 2.Managing the delivery of HR services 3.Evaluating HR service delivery 4.Incorporating ethics into HR practice 2

3. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Chapter 1 Determining HR services and delivery strategies 3

4. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Human Resource (HR) practitioner’s role assisting managers in the day-today operation of their organisations developing and implementing HR plans and strategies that provide for future HR needs advising and supporting line managers in change management and to leading change when appropriate 4 Chapter 1

5. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 HR professionals need to be: able to establish effective service provider and consultant relationships with their clients competent in managing both internal HR service agreements and external or outsourced contracts for HR services able to balance short-term operational effectiveness with a longer-term strategic perspective Human Resource (HR) professional 5 Chapter 1

6. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 4 major HR systems 1.recruitment, selection and induction of staff 2.performance management and employee development 3.reward and remuneration schemes 4.employee and union relations How these HR systems are designed and managed constitute the core of an organisation’s overall HR strategy. 6 Chapter 1

7. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Implementation of organisation’s business plans & strategies Choices have to be made about: how the organisation is to be structured how jobs are to be designed how to undertake the selection, training and development of people how people are to be remunerated and rewarded what types of information and information systems are needed The HR function has primary responsibility for tasks/jobs, people and reward systems. 7 Chapter 1

8. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 The HR practitioner HR practitioners need to have the ability to: analyse business plans and strategies for their HR implications identify and focus on the HR issues that count develop HR strategies, systems and services that build organisational capacity or capability 8 Chapter 1

9. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Role of HR specialist consult with managers at all levels in the organisation as to their HR needs develop HR policies and services that are aligned to strategic and business objectives support managers with the implementation of, and provide advice on, the application of HR policy coordinate the development and delivery of HR policies and services evaluate and improve the effectiveness of HR policies, strategies and services 9 Chapter 1

10. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Types of HR services and their strategic and operational value 10 Chapter 1

11. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Recommending options for delivery of HR services When advising upon and recommending options for delivery of HR services, HR practitioners need to undertake: an assessment of organisational needs cost benefit analysis risk management analysis 11 Chapter 1

12. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Major options for organising the HR function The major options for organising the HR function include: line managers having sole responsibility for HR activities line managers with centralised and uniform HR support decentralised functional (or advisory) generalists or specialists small corporate HR units that employ specialist consultants to design and implement HR activities and/or outsource entire HR activities, eg payroll outsourcing all key HR activities 12 Chapter 1

13. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 HR macro competencies 13 Chapter 1

14. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Outsourcing: advantages Arguments for outsourcing include: achieving economies of scale achieving cost savings overcoming problem of lack of internal expertise and backup increasing quality and standard of HR service delivery improving HR service to clients increasing range of HR services to clients 14 Chapter 1

15. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Advantages of professional HR services Where professional HR services are available, organisations are much less likely to: employ the wrong people experience high and costly levels of staff turnover have employees who are less productive than they ought to be have little or no training or an emphasis on training that is not targeted in breach of relevant legislation have employees who believe they are being treated unfairly and inequitably 15 Chapter 1

16. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Legislative requirements of HRM Legislative requirements impact on several aspects of HRM including: staff recruitment and selection workplace rights and obligations contracts of employment industrial awards and enterprise agreements duties of employers superannuation guarantee workers compensation taxation record keeping for employees and OSH 16 Chapter 1

17. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Roles and responsibilities Roles and responsibilities with respect to an organisation’s HR function will typically be agreed to and documented through: statements of policy and procedure job descriptions the performance management process service level agreements and contracts 17 Chapter 1

18. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Responsibility of HR function The HR function has a responsibility for ensuring that an organisation meets its : social and legal responsibilities towards its employees maximising the economic achievement and effectiveness of the organisation 18 Chapter 1

19. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Steps in a consulting process 19 Chapter 1

20. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 HR internal consulting skills HR internal consulting skills need to be developed through a structured, deliberate approach that includes the following elements: clearly defined job descriptions for internal HR consultants strategic purpose for the HR team that includes consultative approaches specific training programs for internal HR consultant staff development 20 Chapter 1

21. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 feedback on performance, including consultative skills tailored development planning based on feedback coaching, mentoring, and ongoing feedback on consultative skills job rotation HR internal consulting skills (continued) 21 Chapter 1

22. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Comparison of HR roles: transactional vs strategic 22 Chapter 1

23. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Change – impact on the worker From a worker’s perspective, people need to know how the key changes might affect them: How will my position be affected? Will I have to work harder without additional reward? Will I need new competencies or further training? Will the change affect my longer-term future in the organisation? 23 Chapter 1

24. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 What are the actual objectives of the proposed change? How and why is the change an improvement? What are the possible negatives of the change and what problems may arise? What will happen to us if the change fails? Change – impact on the worker (continued) 24 Chapter 1

25. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Facilitating change Options for facilitating change: in-house change initiatives managed solely by internal staff external consultants engaged to guide and support client teams in implementing change external consultancy teams leading the change process 25 Chapter 1

26. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Benefits and drawbacks of the three approaches 26 Chapter 1

27. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Change management and legal obligations External constraints on what can be changed and how change can be implemented include: specific awards and enterprise agreements legislation including occupational health and safety/environment, equal employment opportunity/anti-discrimination, industrial/labour relations, consumer protection; industry codes of practice 27 Chapter 1

28. 2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 Implementing change – strategy Employers need to recognise that implementing significant change successfully will call for a strategy that: is compliant with industrial legal principles incorporates procedural fairness demonstrates that change is both fair and reasonable 28 Chapter 1