2. INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT
• Human Resource (HR) Management refers to the design and management of systems that
ensure that human talent is used effectively and efficiently to accomplish organizational
goals.
• People as human assets are the “glue” that holds all the organization’s functions and assets
(ie) financialandphysicaltogetherandguidestheirusetobetterachieveresults.
3. • WHY MANAGEHUMANRESOURCES
• Organizationsexistforthe purposeof;
I. Addressing/meeting societies needs - Provisionofservices
-Manufacturinggoods
II. Wealthcreation
Todo this,humancapitalshouldbestrategicallyplannedfor,to ensure thatorganizationalobjectives areeffectively andefficientlymet.
This callsfora deliberateeffortin designing the recruitment,selection andretentionstrategiesforhumancapital,thatcombine with strategic
monitoringandevaluationsystems.
4. HUMAN CAPITAL
• Human capital refers to the value that the people in an organization bring and contribute to organizational success. Human capital is therefore, the
collective value of the capabilities, knowledge, skills, life experiences, and motivation of an organizational workforce. Human capital, also referred to as
Intellectual Capital reflects thethinking, knowledge, creativity, and decision makingcapabilities that people in organizations contribute.
• The management of an organization’s human resources therefore transcends the recruitment and selection processes. It is the defining factor that gives
an organization the competitive edge required for sustainability.
5. CORE HUMAN RESOURCES FUNCTIONS
• Strategic HumanResources Management
• Employeerecruitment, selection and retention
• Performance management and measurement
• Talentmanagement, trainingand development
• Compensation and Rewards
• Labour relations
• Health and workplace safety
6. STRATEGIC HUMAN RESOURCES MANAGEMENT
The strategy of an organization is its proposition for how to compete successfully and thereby
survive and grow. Several different approaches to strategy formation exist. Most organizations
have a relatively formal process for developing a written strategy encompassing a 5-year
period with objectives and goals for each unit.
Strategic decisions relate to using resources in such a way that the organization can
outperform its competitors. Organizations seek to achieve and maintain a competitive
advantage in the marketplace by delivering high-quality products and services to their
customers in a way that competitors cannot duplicate. Sustainability strategies may include
acquiring new businesses, developing new products or services using existing capabilities,
securing a position with a single stable product or emphasizing a constant stream of new
products.
7. STRATEGIC HUMAN RESOURCES MANAGEMNT
• These are all viable strategies for different businesses, but the strategies chosen will determine the number, nature, and capabilities of people needed in
the organization. The calibre of people already in the organization may limit the implementation of strategies thereby constraining competitive
strategies.
• Regardless of the strategies adopted. having the right people in the right place and at the right time will be critical to make the overall strategies work. If
a strategy requires worker skills that are currently not available in the company, it will require time to find and hire people with those skills. Strategic HR
managemententails providing input into organizational strategic planning and developing specific HR initiatives
ReviewstrategyformulationPresentation
8. RECRUITMENT, SELECTION AND RETENTION
Recruitment strategies are preceded by the design of the organization’s strategic objectives. The aim being to identify then provide a
sufficient supply of qualified individuals to drive theorganization’s overall strategy.
Through HR planning, managers anticipate the future supply of and demand for employees and the nature of workforce issues. This lays
the foundation for the selection criteria that HR practitioner will therebyemploy.
Retention strategies are used to attract prospective and current employees to either apply for positions in the organization, or keep
employees inthe organization therefore reduce staff turnoverrates.
9. LEARNING EXERCISE
Group activity
1. Identify an organizational function in an industry of choice
2. Outline the recruitment strategies you would apply to fill open
positions. Ensure that the recruitment strategy is aligned to the overall
organizational strategic goals and objectives.
3. Identify the selection criteria you would implement, give consideration
to the organizational strategic goals and objectives
4. Outline any three retention strategies that you would implement.
10. EMPLOYEE AND LABOUR RELATIONS
• The relationship between managers and their employees must be handled legally and effectively. Employer and employee
rights must be addressed. It is important to develop, communicate, and update HR policies and procedures so that managers
and employees alike know what is expected. In union led organizations, employers should understand the role that unions
playin therelationshipandthereforeseek tocreatea cordialrelationshipwithunionrepresentatives.
11. TOTAL REWARDS
Compensation in the form of pay, incentives, and benefits rewards people for performing organizational work. To be competitive, employers develop and
refine their basic compensation systems and may use variable pay programs such as incentive rewards. The rapid increase in the cost of benefits, especially
health carebenefits, will continueto be a major issue for most employers. Compensation, variable pay, and benefits activities arediscussed
12. TALENT MANAGEMENT AND DEVELOPMENT
Beginning with the orientation of new employees, talent management and development includes different types of training. Also, HR
development and succession planning of employees and managers is necessary to prepare for future challenges. Career
planning/succession identifies paths and activities for individual employees as they move within the organization, combined with
designing progression paths and identifying workers with relevant skills and preparing them for the next higher level position. It also
includesassessing howwell employeesperformtheirjobswithaview toclosing identifiedgaps
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13. HUMAN RESOURCES DEVELOPMENT
The human resource development function is a catalyst of organizational growth, and has an inbuilt horizontal influence across all spheres
of the organisation. Thus, to keep up with the increasing pace of industrial change, the key element in organisational growth initiatives;
people, as strategy drivers, should be nurtured. With organisations globally, structuring their operations towards sustainability, employee
development cannot be ignored. It is however requires a carefully tailored approach, which is why there is an even greater need for
organisations to maintain a coherent approach in building and maintaining pertinent employee skills, guided by a carefully designed
strategic plan.
14. CLASS DISCUSSION
• What is talent management
• Should organizations embark on talent management initiatives
• Identify the various talent management practices used in Botswana
• What factors should be considered prior to implementing talent
management strategies
15. HEALTH AND WORKPLACE SAFETY
• Health and workplace safety have recently been considered as an imperative in the workplace. Although the Government of Botswana,
through the Workers Compensation Act has made necessary strides in acknowledging the need to compensate workplace injuries,
organizations are still severalstepsbackwardin termsof the ratein whichworkplacesafetyissuesare addressed.
• Focus has been primarily on physical trauma with little attention given to psychological trauma that some workplace decision have on
employees.Psychologicalsafetyhas beenfound out to significantly predictemployeebehavior.
