LAS 111: STRATEGIC HUMAN RESOURCE MANAGEMENT HIGH S’s ENVIRONMENT

o Maintenance of status quo (isn’t comfortable with change)

04.02.2020 o Predictable routines
LESSON 0: UNDERSTAND YOURSELF & OTHERS THROUGH DISC o Credit for work accomplished (provides equal recognition)
o Minimal work infringement on home life, as they create a
DiSC PROFILE distinction between work and personal life
The DiSC Profile is a personality assessment (not test) that provides insights into o Sincere appreciation; sincerity in the relationship
natural and adaptable behaviour styles in relation to workplace, leadership, project o Identification with a group as they love belongingness
teams. o Standard operating procedures
o Minimal conflict and will work to preserve harmony
There are 4 key profiles (they are not exclusive to you); it doesn’t mean it is your
only personality style
 Dominance HIGH S’s ACTION PLAN TO BE MORE EFFECTIVE
 Influence o Be conditioned prior to change
 Steadiness o Validate self-worth; know they’re required to be successful
 Conscientiousness o Know how personal effort contributes to the group effort
o Have colleagues of similar competence and sincerity
o Know task guidelines
o Have creativity encouraged
DOMINANCE
Direct, results-oriented, firm, strong willed, and forceful
TENDENCIES NEEDS OTHERS WHO
- Getting immediate results - Weighs pros and cons calculate CONCIENTIOUSNESS
- Causing action risks Analytical, reserved, precise, private, and systematic
- Accepting challenges - Use caution TENDENCIES NEEDS OTHERS WHO
- Taking authority - Research facts - Follows directives - Delegate important tasks
- Managing trouble - Deliberate before deciding - Adheres to standards - Use policies as guidelines
- Solving problems - Structured environment Uses indirect approach to conflict - Encourage teamwork
resolution - Initiate/Facilitate discussion
HIGH D’s ENVIRONMENT - Checking for accuracy; over- - State unpopular positions
o Power and authority analyse - Make quick decisions; analysis
o Prestige and challenge - Analyses performance critically; paralysis
o Opportunities for individual accomplishments as they are determined pride in correctness
to be someone significant
o Wide scope of operations as they don’t like micro-management HIGH C’s ENVIRONMENT
o Direct answers o Clearly defined performance expectations
o Opportunities for advancement o Values on quality and accuracy; how complete rather than how
o Freedom from controls and supervision pretty
o Many new and varied activities o Reserved, business-like atmosphere
o Opportunities to demonstrate expertise
HIGH D’s ACTION PLAN TO BE MORE EFFECTIVE o Control over those factors that affect their performance
o Receive difficult assignments o Opportunity to ask ‘why’ questions; understand details
o Understand that they need people o Recognition for specific skills and accomplishments
o Base techniques on practical experience
o Receive an occasional shock as it reminds you to rely on the group HIGH C’s ACTION PLAN TO BE MORE EFFECTIVE
o Identify with a group o Plan carefully
o Verbalise reason for conclusions; there is a need to articulate it o Know exact job descriptions and performance objectives
o Be aware of existing sanctions there are drawbacks and o Schedule performance appraisals
corresponding penalties o Receive specific feedback on performance
o Pace self and relax more due to the tendency of overworking o Respect people’s personal worth as much as their accomplishments
o Develop tolerance for conflict

INFLUENCE
Outgoing, enthusiastic, optimistic, high-spirited and lively
TENDENCIES NEEDS OTHERS WHO 06.02.2020
- Generating enthusiasm - Concentrate on tasks LESSON 1: INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
- Being articulate - Respect sincerity
- Entertaining people - Take logical approach (can get WHAT IS A RESOURCE?
- Participating in a group emotional)  A valuable asset; something you own
- Prefer to deal with things instead  Unit that which can be added to another to produce something better
of people
WHAT IS HUMAN RESOURCE?
HIGH I’s ENVIRONMENT  The members of the company; employees
o Popularity, social recognition  Using employees’ capabilities to benefit the company
o Public recognition of ability
o Freedom of expression WHAT IS MANAGEMENT?
o Group activities outside of the job; need point of view heard  Dealing with or controlling a group of people
o Democratic relationships  Knowing proper resource allocation
o Freedom from control and detail  Able to deal with situational
o Opportunities to verbalise proposals
o Coaching and counselling “Human Resource Management involves growth.”

HIGH I’s ACTION PLAN TO BE MORE EFFECTIVE WHY IS HUMAN RESOURCE MANAGEMENT IMPORTANT?
o Control time  Personal mistakes
o Make objective decisions o Hiring someone incorrectly may be due to flaw in hiring
o Use hands-on management process
o Be more realistic appraising others  Improve profits and performance
o Make priorities and deadlines  Spend some time as HR manager
o Be more firm with others as they are popularity seekers  May end up as your own human resource manager
o The need to know how HR works

STEADINESS LINE AND STAFF ASPECTS OF HUMAN RESOURCE MANAGEMENT

Even-tempered, accommodating, patient, humble, tactful
TENDENCIES
- consistent/predictable
- demonstrate patience
- showing loyalty
- being good listers
- handling excited people
- create stable, harmonious work
environment
 Authority is the right to make decisions, to direct the work of others, and to
NEEDS OTHERS WHO give orders. Managers usually distinguish between line authority and staff
- Are self-promoting (need to learn authority.
from selflessness) o LINE authority gives you the right to issue orders
- apply pressure on others;  directly reports to you
steadiness is non-confrontational  determined by inherit authority
- help prioritise work over o STAFF authority gives you the right to advise others in the
relationship organisation
- able to multi-task  significant in giving advice, not in the chain but a
- react quickly to unexpected part of the organisation
change  consulted for your expertise
 HR is a staff function
LINE MANAGER’S HR MANAGEMENT RESPONSIBILITIES
 Placing the right person in the right job
 Starting new employees in the organisation (orientation)
 Training employees for jobs that are new to them
 Improving the job performance of each person
 Gaining creative cooperation and developing smooth working relationships
 Interpreting the company policies and procedures
 Controlling labour cost
 Developing the abilities of each person.
 Creating and maintaining departmental morale
 Protecting employee’s health and physical conditions

TYPICAL HR FUNCTIONS
Talent Acquisition
o Personnel planning and recruiting
o Employee testing and selection
o Interviewing candidates

Learning and Development

o Training and developing employees

Talent and Performance Management

o Performance management and appraisal
o Managing careers and retention

Compensation and Rewards

o Strategic pay plans
o Pay for performance and financial incentives
o Benefits and services

Employee Relations
o Building positive employee relations
o Labour relations and collective bargaining
o Safety, health, and risk management