Essay
Human Resource Management Verslag Praktijkopdracht
- Instelling
- Hogeschool Tio (Tio)
Human Resource Management (HRM of PMA) gemaakt op Hogeschool Tio University of Applied Sciences
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Voorbeeld van de inhoud
Human Resource Management26/09/2019
, HEM2 Human Resource Management
Management summary
In this human resource management analysis and advisory report, the company SBB will be analysed.
SBB is short for Samenwerkingsorganisatie Beroepsonderwijs Bedrijfsleven, which means they are
the connection between intermediate vocational education students and the business life. The
manage to give students a good practical internship with good job prospects and give the business life
the professionals they need. It’s a medium-sized company with about 600 employees and an
extensive human resource policy.
The first subject in this analysis will be the legal status of SBB. There are a few trade unions SBB has
to deal with, but the relationship between them and SBB is good and SBB even contributes to the
trade union contribution of the employees. The company has one pension fund, ABP, and all the
employees are obligated member, so it’s all clearly arranged together. A case that’s not as good
arranged is the work council. SBB does have a work council, but the management has too much
influence on the members, so the wishes of the staff are not fully met. Also, during the formation of the
current SBB-setting, the secondary employment conditions have slightly deteriorated, which caused
some key-employees to leave the company. The tertiary employment conditions on the other hand are
a lot better. Furthermore the process of sickness of an employee is very clear and according to the
prescribed rules. In addition, enough attention is being paid to the well-being of the employees,
possible dangers and the prevention thereof.
In general, motivating employees is very structured and an important subject within SBB. Everyone
receives personal attention and they really want to make sure employees feel comfortable at work.
However, the company is quite stingy with rewards. Some means SBB uses to motivate their
employees are trainings, interesting workshops, staff meetings (big and small, formal and informal),
career management options, a conversation cycle and an employee satisfaction survey to measure
how well these means actually work, although people doubt the integrity of the last one.
SBB is a governmental company in the field of education. When in search for employees, they mostly
want people from the personnel management and coaching sector for the contact with companies and
schools. For at the office they need people with an educational specialism and good social skills.
Besides that, they want some researches to answer difficult questions from stakeholders. To make
sure everyone keeps their knowledge up to date, they offer a lot of e-learnings and trainings. Staff
advancement is something that’s greatly encouraged and SBB helps those who want to develop
themselves by offering functions to staff first, by offering e-learnings and trainings and by showing
them clearly what competences are needed for what function.
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, HEM2 Human Resource Management
The way of recruiting people within SBB is similar to that of many other companies: they use a
stepped procedure in which applicants go through a series of conversations. Each round, a number of
people drop out until there’s one left. To actually be recruited, they must have a certain amount of
knowledge, affinity with the sector and with the duties of the position, motivation and a number of
competences. Those competences are also use to describe the different functions properly. When
looking at three hierarchical functions, the highest function has more and more difficult competences
than the other two. In this way, the employee knows what he has to be able of to be allowed to take on
a higher functions.
The competences described before are also used to judge the employees. SBB uses a conversation
cycle with three conversations a year; one to plan the tasks and to set goals for the year, one to check
up with the employee to see how it’s going and one to judge the work of the employee and to see if
the goals were met. Within the judgement, there is a big part which the supervisor is responsible for
and a small self-assessment. Furthermore, SBB provides a lot of resources to stimulate the
development of their employees and to supports employees well in their development processes.
The career management within SBB is fully organized according to the current trend to give
employees more independence. They can use an online platform to monitor their career, see what
possibilities there are, what e-learnings and trainings they can follow and what other functions are
available at the moment. Employees also have a lot of freedom in choosing training courses that
interest them. The drawback of this policy is that there can be a lot of difference in knowledge between
motivated and poorly motivated employees. On top of that, employees can be to busy completing e-
learning to finish their regular tasks.
Just as with many other components, a lot of attention has been paid to the sustainable employability
of employees at SBB. They really care about their employees and they show this in various ways:
employees can pay a voluntarily visit to the company doctor, they can get free fruit in the company
canteen, there are lunch walks, they enjoy flexible working conditions, they can use a life phase
scheme and they get responsibility for their own tasks. A great deal of attention is paid to all the points
mentioned, and employees notice that too.
The last point of this analysis consists of the rewards employees at SBB get. On the one hand, SBB
has a fairly limited policy with regard to performance, but on the other hand the secondary and tertiary
employment conditions are good. The employees get their salary based on the job rating: a number
based on the level of responsibility, knowledge, problems, communication and risks. Apart from doing
something really exceptional, there isn’t anything else employees can earn a bigger reward with.
Something that is good arranged, is the system of internal trainings and e-learnings. Employees also
get a lot of other benefits, like a phone, a laptop, a jubilee benefit and a contribution towards health
insurance.
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, HEM2 Human Resource Management
Inhoudsopgave
Management summary .......................................................................................................................... 1
1. Strategisch HRM ................................................................................................................................ 5
1.1 Algemene informatie ............................................................................................................... 5
1.2 Organogram ............................................................................................................................ 6
1.3 Kengetallen ............................................................................................................................. 7
1.4 Wat speelt er bij SBB? ............................................................................................................ 7
2. Rechtspositie ................................................................................................................................... 10
2.1 Volks- en werknemersverzekeringen .................................................................................... 10
2.2 Medezeggenschap en de ondernemingsraad ....................................................................... 10
2.3 Vakbonden ............................................................................................................................ 11
2.4 Pensioenregeling................................................................................................................... 11
2.5 Arbeidsvoorwaarden, arbeidsovereenkomst & cao .............................................................. 12
2.6 Ontslag .................................................................................................................................. 13
2.7 Zieke werknemers ................................................................................................................. 14
2.8 Reflectie ................................................................................................................................ 16
3. Motivatie en leidinggeven ............................................................................................................... 17
3.1 Motivatietheorieën ................................................................................................................. 17
3.2 Motivatie bij SBB ................................................................................................................... 19
3.3 Reflectie ................................................................................................................................ 20
4. Arbeidsmarkt en stroombeleid ...................................................................................................... 21
4.1 Arbeidsmarkt ......................................................................................................................... 21
4.2 Personeelsplanning ............................................................................................................... 22
4.3 Stroombeleid ......................................................................................................................... 23
4.4 Stroombeleid bij SBB ............................................................................................................ 24
4.4 Reflectie ................................................................................................................................ 24
5. Werving en competenties ............................................................................................................... 25
5.1 Wervingskanalen ................................................................................................................... 25
5.2 Wervingsproces ..................................................................................................................... 25
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