every manager is people manager

1. Profiling and Talent Management
www.humanikaconsulting.com

2.  Nowdays issues in HRM
 Define talent acquisition and differentiate
between sourcing and selection processes.
 Use tangible and intangible data to articulate a
business case for effective talent management.
 Articulate the seven steps in a common talent
acquisition process.
 Conduct a job-fit and organization-fit analysis
and translate the analysis into selection criteria
and methods.
Learning
Objectives

3. Course Overview
 Talent management and acquisition defined.
 Talent acquisition workflow.
 Sourcing candidates.
 Job-fit and organization-fit.
 Selection methods (e.g., interviewing).
 Evaluation frameworks.
 Onboarding strategies.

4. Learning
Objectives
 Develop behavior-based and situation-based
interview questions derived from job analysis
data and conduct a professional interview.
 Design a process for final candidate
evaluation.
 Articulate an employer’s legal responsibilities
in the recruitment process.
 Highlight various strategies to onboard new
employees.

5. “The days of simply maintaining personnel files
and advising on hiring, firing and
compensation are long gone for HR
professionals. Today they fulfill a variety of
roles that require knowledge and
competencies in areas that were foreign to
them in the past.”
Salvatore et al. (2005)

6. Nowdays Issues in HRM
• Competitive Challanges Ahead
• Facts and Myth
• HRM at Work
• The Management Process
• Source of Organisational Capabilities
• HRM and Practices
• At companies with effective HRM
• Human Capital
• Competency based HRM
• Talent Management
• HRM and Sustainable Competitive Advantage
• High-Performance Work System

7. Competitive
Challenges Ahead
• Globalization
• Value Chain for Business Competitiveness & HR services
• Profitability through cost and growth
• Capability Focus
• Change, change, and change some more
• Technology
• Attracting, retaining, & measuring competence & intellectual capital
• Turnaround is not transformation

9. • People go into HR
because they like
people
• HR departments are not
designed to provide
corporate therapy or as
social or health-and-
happiness retreats.
• HR professionals must
create the practices that
make employees more
competitive, not more
comfortable.

10. • Anyone can do HR. • HR activities are based
on theory and research.
• HR professionals must
master both theory and
practice.

11. • HR deals with the soft
side of business and is
therefore not
accountable.
• The impact of HR
practices on business
results can and must be
measured.
• HR professionals must
learn how to translate
their work into financial
performance.

12. • HR focuses on costs,
which must be
controlled
• HR practices must
create value by
increasing the
intellectual capital
within the firm.
• HR professionals must
add value, not reduce
costs.

13. • HR’s job is to be the
policy police and the
health-and-happiness
patrol.
• The HR function does not
own compliance- managers
do.
• HR practices do not exist to
make employees happy but
to help them become more
committed.
• HR professionals must help
managers commit
employees and administer
policies.

14. • HR is full of fads. • HR policies have
evolved over time.
• HR professionals must
see their current work
as part of an
evolutionary chain and
explain their work with
less jargon and more
authority.

15. • HR is staffed by nice
people.
• At times, HR should
force vigorous debates.
• HR professionals should
be confrontative and
challenging as well as
supportive.

16. • HR is HR’s job. • HR work is as important
to managers as are
finance, strategy, and
other business domains.
• HR professionals should
join with managers in
championing HR issues.

17. Human Resource Management at Work
• What Is Human Resource Management (HRM)?
– The process of acquiring, training, appraising, and compensating
employees, and of attending to their labor relations, health and
safety, and fairness concerns.
• Organization
– People with formally assigned roles who work together to
achieve the organization’s goals.
• Manager
– The person responsible for accomplishing the organization’s
goals, and who does so by managing the efforts of the
organization’s people.

18. The Management Process
Copyright © 2011 Pearson Education, Inc. publishing
as Prentice Hall
1–18
Planning
Organizing
Leading Staffing
Controlling

19. 19
Source of Organisational Capabilities:
 Human Capital-skills,experience,know-how and
capabilities of individuals in the organisation.
 Structural Capital-Organisational architecture,business
processes,culture,decision making,patents,
trademarks.(Intellectual Capital).
 Relationship Capital-internal and external
interconnectedness, Value Chain Management,Image
promotion and development

20.  HRM can increase its contribution to the
organisations’ effectiveness by playing key role in
creating value in each of the components of
strategic capability.
Through sound HR Policies, Programs and Practices
• HR should be involved in the identification of Key
Competencies that are needed to exploit existing
Organization Capabilities; Developing
Competencies to achieve organization's strategy.

21. Human Resource Management (HRM)
The policies, practices, and systems that influence
employees’:
– behavior
– attitudes
– performance

22. Human Resource Management Practices

24. Evolution of HR Function

26. At companies
with effective
HRM:
• Employees and customers tend to be more
satisfied.
• The companies tend to:
– be more innovative
– have greater productivity
– develop a more favorable reputation in the
community

27. Human Capital
• Human Capital – an
organization’s
employees described in
terms of their:
– training
– experience
– judgment
– intelligence
– relationships
– insight
• The concept of “human
resource management”
implies that employees
are resources of the
employer.

28. Competency Based HRM
• Competencies begin to play a central role in the formulation of an
HR strategy;
• This is an HR strategy that is directly aligned to the business
strategy
• HR needs skills and tools for competency tracking and management
for the individuals and teams within an organisation.
• Such tracking helps in Skills Gap analysis.
• These processes can now be assisted by standardised data formats,
which can be automated.

29. Why measure HR effectivenessAlignment of HR with Business
Distinctive Competence
To achieve our strategy, what are
the key things we need to do
exceptionally well in order to
achieve our competitive advantage.
Workforce Capability
What are the key capabilities that our
workforce needs to excel in order to
achieve our business strategy?
Strategy
What are our strategic
and business
objectives?

30. 30
COMPETENCIES AS LINK BETWEEN STRATEGY AND
HUMAN RESOURCE PROGRAMMES
Business
Strategy
Organisational
Capabilities
Capability
Components
Competencies
Human Resource
Consequences
•Strategy
•Mission
•Values
• Objectives
•Characteristics
of the organi-
zation which
are crucial
for success-
fully imple-
menting the
organization’s
strategy
•Measures
and actions
needed to
build each
Capability
•The
competencies
(skills and
behaviour)
needed to
bring about
the required
capability
components
•Human
Resource
activities for
developing
and reinforcing
the required
competencies

31. 31
FROM STRATEGY TO INDIVIDUAL COMPETENCIES
Business
Strategy
Organisational
Capabilities
Capability
Components
Employee
Competencies
Strategic Intent
• To become the
Leading telecom
provider
in Egypt
•Obtain and
maintain No. 1
position in telecom
l services provision
• Accelerate
network
expansion
•Strong focus on
Added value of
Customers
• Sophisticated
information
system.
•Knowledge of the
Market and
Competitors
• Understanding of
The customer.
• Customer focused
attitude.

32. HPCL Model for alignment with business
Strategic partner
(Management of Strategic
Human Resources)
Change Agent
(Management of
Transformation
and change)
Administrative expert
(Management of
Organisation infrastructure)
Employee champion
(Management of
Employee contribution)
Future/strategic focus
Day-to-day operational focus
People
Processes
The Dave Ulrich Model

33. HR as Change Agent
Change Agent
(Management of
Transformation
and change)
Future/strategic focus
PeopleFocus

34. Talent management
• Talent management is the strategic management of
the flow of talent through an organization.
• Its purpose is to assure that the supply of talent is
available to align the right people with the right jobs
at the right time based on strategic business
objectives.

35. Impact of Human Resource Management

36. Behind these numbers are gaps in areas particularly relevant in
today’s environment
Traditionally Engaged
 Belief in company goals
and objectives
 Emotional connection
(pride, recommendation)
 Willingness to give
extra effort to support
success
Energy
 Can sustain energy
needed at work
 Have social supports in
work environment
 Have sense of
enthusiasm and
accomplishment at work
Enablement
 Freed from obstacles to
succeed at work
 Have resources to
perform well
 Can meet work
challenges effectively
Ensuring people are
capable of doing their
jobs well
Ensuring people have
capacity to perform at
their best

38. HRM and Sustainable Competitive Advantage
• An organization can succeed if it has sustainable competitive
advantage.
• Human resources have the necessary qualities to help give
organizations this advantage:
– Human resources are valuable.
– Human resources with needed skills and and knowledge are
sometimes rare.
– Human resources cannot be imitated.
– Human resources have no good substitutes.

39. High-Performance Work System
An organization in which technology,
organizational structure, people, and
processes all work together to give an
organization an advantage in the
competitive environment.

40. Who is Responsible for HR?
In an organization, who should be concerned
with human resource management?
A. Only HR departments
B. Only Managers
C. Managers and HR departments

41. Supervisors’ Involvement in HRM

42. Talent Management

43. Talent Management
Talent management is the strategic
management of the flow of talent through an
organization.
Its purpose is to assure that the supply of
talent is available to align the right people with
the right jobs at the right time based on
strategic business objectives.

44. Talent Management
Talent-management processes include:
Workforce planning
Talent-gap analysis
Recruiting
Staffing
Education and development
Retention
Talent reviews
Succession planning
Evaluation
Talent Management
To drive
performance, deal
with an increasingly
rapid pace of change
and create
sustainable success,
an organization must
integrate and align
these processes with
its business
strategies.

45. Talent Management Model

46. Talent Management Model

48. Key Assumptions
“Organizations need to
get the right people on
the bus and in the right
seats to succeed.”
“Good coaching, training,
mentoring, etc., is not
likely to make up for bad
selection.”
“Hire hard….Manage
easy!”
Collins, J. (2001). Good to great. New York:
HarperCollins.