This is a summary of the online course Human Resource Management at the University of Amsterdam (Semester 1 - period 1). The summary includes the required chapters from the book, summaries of the required videos of the Youtube Playlist, including the TedTalks, interviews etc. It also includes the r...
Week 1:
- Chapters:
- Chapter 1
- Chapter 2
- Youtube Playlist
- Part 1: What is HRM
- Interview with Johnny C. Taylor Jr. - President and CEO, SHRM
- Part 2: Strategic HRM
- TED: 8 lessons on building a company people enjoy working for
- The role of HR has evolved
- Part 3: Key success factors to strategy implementation
- The HR leader’s role in shaping organizational culture
- 5 Tips to get into HR - Alicia Webster
- Podcast: Honest HR - Strategic HR interview with Powers
- Article: How Netflix reinvented HR
Week 2:
- Chapters
- Chapter 5
- Chapter 6 (from page 293)
- Youtube Playlist
- Part 1: Workforce planning
- Part 2: Recruitment
- Part 3: Selection
- Interview with Niekie
- TED: Unconscious bias: stereotypical hiring practices
- What the Microsoft interview is like - Kevin Stratvert
- Downsizing: Key considerations
- TED: Why the best hire might not have the perfect resume
- TED: Mastering the art of the interview
- Podcast: 8 Common hiring mistakes to avoid in your recruitment process
- Article: 10 Definitive guide to recruiting in good times and bad
Week 3:
- Chapter 4
- Youtube Playlist:
- CHRO Conversations: Scott Weisberg - Wendy’s
- 4 Myths about negotiations
- Part 1: Job Analysis
- Part 2: Job Design
- Part 3: Negotiating your role
- Tips for negotiating agreements
- Podcast: How to make your jobs more satisfying and motivating
- Article: How to negotiate your way to loving your job
,Week 4:
- Chapters
- Chapter 12
- Chapter 8
- Youtube Playlist:
- Part 1: Performance management
- Agile way of working at ING Belgium
- TED: Why the secret to success is setting the right goals
- Part 2: Performance appraisal and measuring performance
- Part 3: Compensation
- Behavior based performance systems
- Results-based approaches performance
- Comparative performance appraisals
- Trait-based performance appraisals
- Total Quality Management for managers
- What is an OKR?
- Podcast: Straight talk about employee evaluation and performance management
- Article: The performance management revolution
Week 5:
- Chapters
- Chapter 7
- Chapter 9
- Youtube Playlist:
- Part 1: Managing your career
- Part 2: Employee development planning
- Part 3: How to learn
- CEO Conversations with Susan Peters, GE
- Developing a growth mindset with Carol Dweck
- Employee development and career management
- Development, training and careers
- Managing career recycling
- Podcast: This working life - Netflix staff find freedom in failure through the power of
improv at work
- Article: HR goes agile
Week 6:
- Youtube Playlist
- CHRO Conversations: Interview with Dr. Mirian Graddick-Weir
- Part 1: Diversity
- Part 2: Inclusion
- Part 3: Culture
- CHRO Conversations: Interview with Christine M. Pambianchi
- Podcast: HBR Ideacast - How workplaces - not woman - need to change to improve
equality
- Article: Why inclusive leaders are good for organizations
,Week 1
Chapter 1: Human Resource Management: gaining a competitive advantage
Human resource management plays a key role in determining the survival, effectiveness and
competitiveness of businesses.
Competitiveness: refers to a company's ability to maintain and gain market share in its
industry.
- Related to company effectiveness, which is determined by whether the company
satisfies the needs of stakeholders: groups affected by business practices
- Companies that do not meet stakeholders needs are unlikely to have a competitive
advantage over other firms in their industry
Human resource management (HRM): policies, practices, and systems that influence
employee’s behavior, attitudes, and performance. There are several important HRM
practices. The strategy underlying these practices needs to be considered to maximize their
influence on company performance:
- Analysis and design of work
- HR planning: determining human resource needs
- Recruiting: attracting potential employees
- Selection: choosing employees
- Training and development: teach how to perform jobs and preparing them for the
future
- Compensation: rewarding
- Performance management: evaluation their performance
- Employee relations: creating a positive work environment
Responsibilities of HR Departments
Different roles and responsibilities of the HR department depend on:
- Size of the company
, - Characteristics of the workforce
- Industry
- Value system of management
The roles can namely also be shared with other departments, such as finance or operations.
Consider HR as a business within the company with three product lines
Strategic Role of the HRM Function
The amount of time devoted to administrative tasks is decreasing, and its roles as strategic
business partner, change agent and employee advocate are increasing.
There are two important challenges:
1. Shifting their focus from current operations to strategies for the future
2. Preparing non-HR managers to develop and implement human resource practices
To ensure that human resources contributes to the company’s competitive advantage many
HR departments are organized on the basis of a shared service model, which can help to
control costs and improve business relevance and timeliness of HR practices.
Shared service model: a way to organize the HR function that includes centers of
expertise, service centers, and business partners.
- Centers of expertise: include HR specialists who provide their services company
wide
- Service centers: central place for administrative and transactional tasks (enrolling in
training programs, changing benefits) that employees and managers can access
online
- Business partners: HR staff members who work with business-unit managers on
strategic issues (creating new compensation plans, development programs)
The availability of the internet has decreased the HRM role in maintaining records and
providing self-service to employees
Self-service: giving employees online access to HR information (training, benefits,
compensations, contracts etc)
,Companies are also contracting with human resource service providers to conduct important
but administrative human resource functions (payroll processing) as well as to provide
expertise in strategically important practice areas such as recruitment
Outsourcing: the practice of having another company provide services (vendor, third party
or consultant). Major reasons for outsource HR practices are:
- Cost savings
- Increased ability to recruit and manage talent
- Improved HR service quality
- Protection of the company from potential lawsuits by standardizing processes such
as selection and recruitment
Questions to ask that managers can use to determine if HRM is playing a strategic role in
the business:
If these questions have not been considered, it is highly unlikely that:
1. the company is prepared to deal with competitive challenges
2. human resources are being strategically used to help a company gain a competitive
advantage
HRM may be the most important lever for companies to gain a competitive advantage over
both domestic and foreigh competitors. HRM practices are directly related to companies’
success in meeting competitive challenges.
HR analytics and evidence-based HR
Evidence-based HR: demonstrating that human resource practices have a positive
influence on the company’s bottom line or key stakeholders (employees, customers,
community, shareholders). It requires the use of HR or workforce analytics
HR or workforce analytics: the practice of using data from HR databases and other data
sources to make evidence-based human resource decisions
Big data: information merged from a variety of sources, including HR databases, corporate
financial statements, and employee surveys, to make evidence-based HR decisions and
show that HR practices can influence the organization’s bottom line, including profits and
costs.
Different hiring, retention, and promotion scenarios can be modeled by each business unit to
help make decisions regarding their workforce goals. To analyze data about how learning
contributed to the success of their sales force, data can be used from 3 systems:
- Customer relationship management: include number and size of sales
, - Learning and performance management: courses taken and self-evaluation of
training effectiveness, and managers performance ratings
- Employee records: sales experience and hire date
Senior HR role: involve developing and supporting the company culture, employee
recruitment, retention and engagement, succession planning and designing the overall HR
strategy
Junior HR role: handle all of the transactions related to paperwork, benefits and payroll
administration, answering employee questions, and data management
Competencies for HR professionals
These competencies can help a HR professional to show managers that they are capable of
helping the HR function create value, contribute to the business strategy, and shape the
company culture.
1. Human resource technical expertise and practice: the ability to apply the principles of
human resource management and contribute to the success of the business
2. Relationship management: the ability to manage interactions with and between
others with the specific goals of providing service and organizational success
3. Consultations: provide guidance to stakeholders such as employees and leaders
seeking expert advice on a variety of circumstances and situations
4. Organizational leadership and navigation: the ability to direct initiatives and
processes within the organization and gain buy-in from stakeholders
5. Communications: the ability to effectively exchange and create a free flow of
information with and among various stakeholders at all levels of the organization to
produce meaningful outcomes
6. Global and cultural effectiveness: managing human resources both within and across
boundaries
7. Ethical practice: integration of core values, integrity, and accountability throughout all
organizational and business practices
8. Critical evaluation: skill in interpreting information to determine return on investment
and organizational impact in making recommendations and business decisions
9. Business acumen: ability to understand business functions and metrics within the
organization and industry
Competitive Challenges influencing HRM
Three competitive challenges that companies now face will increase the importance of
human resource management practices: the challenge of sustainability, the global challenge,
and the technology challenge.
The sustainability challenge
HR systems that create the skills, motivation, values, and culture that help the company
achieve its “triple bottom line” and insure the long-term benefits for the organization's
stakeholders
- Sustainability: a company’s ability to meet its needs without sacrificing the ability of
future generations to meet their needs; triple bottom line: economic, social and
environmental benefits
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