Human Resource Management. Quick Win

Transcription

1 Human Resource Management Quick Win

2 Strategy The conclusion we can draw is that in general organisations fail to describe their Human Resource strategy. An anomaly is that Cires has not described its key performance indicators. All responding organisations are involved in formulating the business strategy. In some organisations the role of the Human Resource department is active whereas in other organisations it is reactive. There is a clear difference between some of the responding organisations regarding the responsibilities for major policy on Human Resource Management. In some organisations (SKB, Gallions) the Human Resource department has clear and important responsibilities where in other organisations the responsible department is the line management and the Human Resource department is the executor of those responsibilities (Singelveste, Wonen Breburg). Interesting to see is that most of the respondents feel that one of their most challenging issues is the development of the management of either their staff or their organisation. Where some organisation aim to retain their employees others try to promote some turnover. Not all Human Resource departments see their main added value in strategic planning. Interesting to see that the Human Resource departments have the same idea about how they spend their time. The only organisation that has a significant deviation is Singelveste which spends less time on administration but more on strategic planning.

3 Staffing A strongly varying picture regarding the development in the number of staff. Midland Heart is the only organisation that has a decrease in the number of staff (may be because of a merger), whereas all the others stayed the same or increased. The increase in staff of Cires and Wonen Breburg was remarkably high. Not a complete picture but in general the organisations expect their staff either to grow or to remain on the same number of full time equivalents. Most clerical officers and professional/technical officers are recruited by advertisements in newspapers. Management is most often recruited by specialised recruitment agencies. A combination of ways to recruit staff is usual. There is hardly any programme to recruit staff from specific groups. The staff selection methods are generally thorough. For management most of the selection methods are used as part of a process. For clerical and professional/technical staff the psychometric test and the assessment centre are used less than for the selection of management. It is commonly accepted that some working arrangements be offered (part time work, overtime and flexi time). Other forms of arrangements are scarcer.

4 Employee development All employees are assessed via a regular formal appraisal system. The information needed for the appraisal system is limited to the employees and their (in)direct supervisors. The appraisal system is used for a wide range of purposes. The HR departments generally have a lot of influence in designing and implementing training activities. Line management defines the training needed. Gallions and to a smaller extend Casade seem to take a big interest in using tools for the development of careers where others only use formal training as an important tool. Similar percentages of the payroll costs are used for education and training purposes. High percentages of staff have had some form of training within the last year. It is also interesting to note that some organisations could not provide us with this figure. A very diverse picture of health enhancing schemes.

5 Compensation and benefits There is a clear difference between English practices and the other respondents. In Sweden and the Netherlands the wages are largely determined by the nationwide operating branch organisations. Apart from these arrangements the companies set their own policy on wages either in an individual or collective way. All companies offer some kind of variable pay based on the performance of the individual. Housing associations seem to offer good packages of conditions for their staff. Midland Heart offers some specific compensations that are very new and exotic.

6 Employee relations The participation of staff in trade unions is extremely high at SKB. Not surprisingly, electronic communication has increased over the last few years. Direct communication and telephone use seem to be in a decline perhaps because of the increase in the use of electronic communication.

7 Organisational development The number of HRM tools used differ strongly per HR department. Cires uses two of the tools mentioned whereas SKB uses six.

8 Organisational data The HR departments of the participating companies are rather small. The department of Midland Heart is the biggest. This may be due to the high turnover of their care staff. Not all the HR managers are a member of the management team. The trainers/management developers seem to be the only group of external providers whose services may have decreased. Regarding all the other providers there is an increasing tendency to use the services of external companies. All respondents use an independent computerised HR Information system. The only anomaly is in the case of Casade who use an interfaced MIS. The Information System is always used for individual personnel records and mostly also for payroll and benefits. Occasionally information on time registration and training and development is recorded.