Business Management 2.1

Human Resource Management

HRM is a management function responsible for deploying and developing people within an organisation to meet the objectives of the business

Alignment

Individual roles and goals support the overall business strategy.

HRM Cycle

Recruit → Train → Appraise → Reward → Retain

Recuitment and Selection

Recruitment attracts people and selection choses the best person capable for the role and meets the business’s objective.

Onboarding

The process of helping new employees to settle in their roles and to the company’s culture and value.

Performance Management

A system for setting expectations, monitoring performance, giving feedback and rewarding when the outcome is improved

Major challenages

1. Resisting change

2. Balancing cost

3. Maintaining engagement

Human Resource Planning

A management process of anticipating and meeting the current and future staffing needs of the organisation

Key stages for HRP (HRP Cycle)

1. Asses current workforce

2. Forecast future workforce need

3. Develop strategies

4. Monitor and review

Internal Factors

Factors inside the business that the management can influence directly

External Factors

Factors outside the business that the management cannot directly control

Internal Factors

1. Business strategy and objectives

2. Organisational culture

3. Technology and automation

External Factors

1. Demographic change

2. Labour mobility

3. Immigration policies

4. Employment legislation

5. Gig economy and flexible work trends

Organisational Culture

The values , beliefs and typical behaviour in a business that shapes ‘ How things are done’

Upskilling and Reskilling

1. Upskilling : Training employees to improve existing skills

2. Reskilling : Training employees to learn a new skill for another role.

Gig Economy

A labour market characterized by short-term, flexible, freelance work instead of a permanent role

Problems arise when there is not HR

1.Recruitment

2. Resources

3. Return

4. Reputation

5. Reservation

Resistance to change

Any resistance or attitude which slows down, blocks or question a planned change in an organisation.

Four major reason for resisting change

1. Fear of unknown ( uncertainty about jobs, roles, future)

2. Preference for stability ( habit, strong culture, routines)

3. Lack of trust and misunderstanding ( poor communication)

4. Differing perspectives ( disagreements)

Preference for stability

Resistance caused by comfort in the current routine and dislike of disruption or extra effort