Developing a learning organisation hrm

Strategic HRM and becoming a learning organisation: Essential characteristics of human resources have been specified as valuable, rare, inimitable, and non-substitutable Deb, Strategic human resource management, on the other hand, can be explained as an approach defining the manner in which organisational aims and objectives is going to be achieved through people with the use of HR strategies, as well as, integrated HR policies and practices Armstrong,

Developing a learning organisation hrm

Possible travel expenses for new hire or recruiter Possible relocation expenses for new hire Additional bookkeeping, payroll, kand so forth Additional record keeping for government agencies Increased unemployment insurance costs Costs related to lack of productivity while new employee gets up to speed Because it is so expensive to hire, it is important to do it right.

Many organizations perform phone interviews first so they can further narrow the field. The HR manager is generally responsible for setting up the interviews and determining the interview schedule for a particular candidate.

Usually, the more senior the position is, the longer the interview process takes, even up to eight weeks. After the interviews are conducted, there may be reference checks, background checks, or testing that will need to be performed before an offer is made to the new employee.

Developing a learning organisation hrm

HR managers are generally responsible for this aspect. Once the applicant has met all criteria, the HR manager will offer the selected person the position. At this point, salary, benefits, and vacation time may be negotiated.

Compensation is the next step in HR management. Determine Compensation What you decide to pay people is much more difficult than it seems. This issue is covered in greater detail in Chapter 6 "Compensation and Benefits".

Pay systems must be developed that motivate employees and embody fairness to everyone working at the organization. However, organizations cannot offer every benefit and perk because budgets always have constraints. Even governmental agencies need to be concerned with compensation as part of their HR plan.

For example, inIllinois State University gave salary increases of 3 percent to all faculty, despite state budget cuts in other areas. They reasoned that the pay increase was needed because of the competitive nature of hiring and retaining faculty and staff. Compensation should be high enough to motivate current employees and attract new ones but not so high that it breaks the budget.

First, as we have already discussed, the organization life cycle can determine the pay strategy for the organization. The supply and demand of those skills in the market, economy, region, or area in which the business is located is a determining factor in compensation strategy.

For example, a company operating in Seattle may pay higher for the same job than their division in Missoula, Montana, because the cost of living is higher in Seattle. The HR manager is always researching to ensure the pay is fair and at market value. In Chapter 6 "Compensation and Benefits"we get into greater detail about the variety of pay systems, perks, and bonuses that can be offered.

For many organizations, training is a perk. Employees can develop their skills while getting paid for it. Training is the next step in the HR planning process. Develop Training Once we have planned our staffing, recruited people, selected employees, and then compensated them, we want to make sure our new employees are successful.

Developing a learning organisation hrm

Training is covered in more detail in Chapter 8. One way we can ensure success is by training our employees in three main areas: Every company does things a bit differently, and by understanding the corporate culture, the employee will be set up for success. Usually this type of training is performed at an orientation, when an employee is first hired. | Peter Senge and the learning organization

Topics might include how to request time off, dress codes, and processes. Skills needed for the job. If you work for a retail store, your employees need to know how to use the register. If you have sales staff, they need to have product knowledge to do the job.

If your company uses particular software, training is needed in this area. These are non-job-specific skills your employees need not only to do their jobs but also to make them all-around successful employees.

Skills needed include communication skills and interviewing potential employees.

Developing and Implementing Strategic HRM Plans

Perform a Performance Appraisal The last thing an HR manager should plan is the performance appraisal. While we discuss performance appraisals in greater detail in Chapter 11 "Employee Assessment"it is definitely worth a mention here, since it is part of the strategic plan.

A performance appraisal A method by which job performance is measured.You are a HRM manager in a global company. Your CEO has made it a strategic priority that the company should become a learning organisation. You have been asked by the CEO to manage this project.

Discuss what is meant by a ‘learning organisation’, why . defined HRD as “a process of developing and unleashing human expertise through organization development and ROI work, and human resource management (HRM). Huselid, Becker, and Beatty () used the term Learning: HRM.

HR’s role in developing organisation-wide digital skills. as tomorrow I must facilitate HRM Asia’s ThinkTank and this is the challenge 85 HR leaders and I have been given to think through. that says that the only sustainable advantage is in learning faster than your competitors, and in this brave new digital world, this has never.

Learning and development, often called training and development, forms part of an organisation’s talent management strategy and is designed to align group and individual goals and performance with the organisation’s overall vision and goals.

This diagnostic survey, which you take online, is designed to help you determine how well your company functions as a learning organization. The complete interactive version, available at A learning organization is one that seeks to create its own future; that assumes learning is an ongoing and creative process for its members; and one that develops, adapts, and transforms itself in response to the needs and aspirations of people, both inside and outside itself (Navran Associates Newsletter ).

Learning & Development Strategy and Policy | Factsheets | CIPD