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Team 4

THINK DIFFERENT. Team 4 Adrian Gonzar|Ana Rita Machado|Antanas Peciura|Eloise Boutaine |Floriane Thomas|Jihann Kheladi|Karina Galicka|Mariana Faria|Mireia Reixach|Timo Kukkonen. TABLE OF CONTENTS. 1|INTRODUCTION 2|THE IMPORTANCE OF HUMAN RESOURCES MANAGEMENT 3|TOOLS 4|INTERNAL COMMUNICATION

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Team 4

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  1. THINK DIFFERENT Team 4 Adrian Gonzar|Ana Rita Machado|Antanas Peciura|Eloise Boutaine |Floriane Thomas|Jihann Kheladi|Karina Galicka|Mariana Faria|Mireia Reixach|Timo Kukkonen

  2. TABLE OF CONTENTS 1|INTRODUCTION 2|THE IMPORTANCE OF HUMAN RESOURCES MANAGEMENT 3|TOOLS 4|INTERNAL COMMUNICATION 5|MOTIVATION 6|CONCLUSION

  3. 1|INTRODUCTIONBACKGROUND|DEMAND |Hundred workers |Active in 28 other countries |Ageing problem |Restructure

  4. GLOBAL SOLUTIONHUMANRESOURCES|AGEING • |Broader and long-term solution • |HR redesign: • |Clear overview • |Extendibility

  5. 2|THE IMPORTANCE OF HUMAN RESOURCES MANAGEMENT • |Impact of HRM policies and practices on firm performance • |Use of High Performance Work Practices • |HRM practices can help to create a source of sustained competitive advantage • |Direct contribution to firm performance • |Productivity • |Corporate Financial Performance

  6. 3| TOOLS • |General tools • |HR process (competences) • |Specific tools • |Job description • |Competences framework • |Training

  7. HR PROCESS Communication and management of changes In company communication management social relation

  8. |Refers to the ability to mobilize various cognitive resources to cope with various situations (…) by taking into account the expected results. |Singular |Dynamic |Needs responsibility and involvement |Involves a collective vision of partnership and result THE COMPETENCE

  9. 3 DIMENSIONS OF THE COMPETENCE

  10. COMPETENCES TO MANAGE THE DIFFERENT HR FIELDS

  11. TOOLS 1|Job Description Whatshouldbedone 2| Competences Workframe How it has to bedone 3| Training

  12. 1|JOB DESCRIPTION Document describing the main characteristics of a job, function or serviceGives a clear idea of what is expected.

  13. JOB DESCRIPTION 1|The missions (global vision) : |The objectives of the function allows a clear identification of its role in the function (long term) 2|The place of the function between: |The worker |And the others actors 3|Responsabilities (power, budget) 4|Needed activities to perform the tasks : |To be evaluated and clearly defined 5|Technical and behavioural competences 6|Qualification

  14. 2|COMPETENCY FRAMEWORK List of needed skills and their level of expertise to perform a type of job.

  15. PROCESS’ STEPS OF A CFW

  16. 3|TRAINING Acquisition of knowledge, skills and competencies. It has a specific goals of improving one’s capability, capacity and performance in his job.

  17. HOW DO WE LEARN?

  18. Ability to control knowledge Ability to control professional aptitudes yes Transfer of ability Guidance … yes no Coaching yes yes Training, self training Metting with professionnals no Training, coaching, Analyse of pratics Ability to control professionnalpractival no Professionnalisation, Guidance, … yes yes Role-playing Professionnalised training, Guidance… no no Practice training, Guidance… yes no Skills assessment Reorientation … no

  19. TRAINING INTERNAL: STRENGHTS OF THE COMPANY • |Knowledge of the environment/ Trust • |Financial gains and time saving • |Material already there • |Evaluation and following • |Valorize

  20. MAIN IDEAS |Develop HR = Global Goal Control the company, having a vision and providing means. |Our Recommendations: • Job Description Basis for the R/S, training, • Competency Framework Transfer of knowledge • Training Internal • Using the STRENGHTS of the company

  21. 5| INTERNAL COMMUNICATION To support the HRM policywe have to use some in company communication programme.

  22. OUR IN COMPANY COMMUNICATION PROGRAMME INCLUDES: |Meeting |Board of information |Surveys (Feedback)

  23. 5|MOTIVATION |A state of mind |Present in every life function |Motivation in work place |Not motivated  less productive |Internal motivators

  24. 5|MOTIVATION |Color Therapy

  25. 5|MOTIVATION |Common events (new years, Christmas) |Making «Employee of the Month» |Birthdays’ Calendar

  26. 6|CONCLUSIONSummary • To support the HRM policy in company communication programmes: • Meeting • Board of information • Surveys (Feedback)

  27. Thankyouforyourattention

  28. REFERENCES Begin, J.P. (1991). Strategic employment policy: An organizational systems perspective. Englewood Cliffs, NJ: Prentice-Hall. Boudreau, J.W. (1991). Utility analysis in human resource management decisions. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of industrial and organizational psychology (2d ed.), vol.2: 621-745. Palo Alto, CA: Consulting Psychologists Press. Butler, J.E., Ferris, G.R. & Napier, N.K. (1991). Strategy and human resources management. Cincinnati: South-Western. Cappelli, P. & Singh, H. (1992). Integrating strategic human resources and strategic management. In D. Lewin, O.S. Mitchell & P. Sherer (Eds.), Research frontiers in industrial relations and human resources: 165-192. Madison, WI: Industrial Relations Research Association. Cascio, W.F. (1991). Costing human resources. The financial impact of behavior in organizations (3d ed.). Boston: PWS-Kent. Flamholtz, E.G. (1985). Human resource accounting (2d ed.). San Francisco: Jossey-Bass. Huseild, M.A. (1995). The impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance. Academy of Management Journal, vol. 38, No. 3, 635-672. Jackson, S.E. & Schuler, R.S. (1995). Understanding human resource management in the context of organizations and their environments. In J.T. Spence, J.M. Darley & D.J. Foss (Eds.), Annual review of psychology, vol. 46: 237-264, Palo Alto, CA: Annual Reviews, Inc.

  29. REFERENCES Jones, G.R. & Wright, P.M. (1992). An economics approach to conceptualizing the utility of human resource management practices. In K. Rowland & G. Ferris (Eds.), Research in personnel and human resources management, vol. 10: 271-299. Greenwich, CT: JAI Press. Kleiner, M.M. (1990). The role of industrial relations in performance. In J.A. Fossum & J. Mattson (Eds.), Employee and labor relations: 4.23-4.43, Washington DC: BNA Press. Porter, M.E. (1985). Competitive advantage: creating and sustaining superior performance. New York: Free Press. U.S Department of Labor (1993). High performance work practices and firm performance. Washington DC: US Government Printing Office. Wright, P.M. & McMahan, G.C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2): 295-320.

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