Human Resources Management.
Methods, Models and Theories
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Human Resources Management.Methods, Models and Theories |
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Human Resources Management. Methods, Models and Theories (A-Z) |
Human Resources Management Forum
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| § (Mexico) | Strategic Business Partner. | "Since a "competitive advantage" today is very much related to the intangible benefits that an asset can bring to your company, I would analyse each potential partner against the 4 major Balanced Scorecard perspectives: Financial, Customer, Business Process and Learning and Growth. I would create a "Strategic Partner Selection Matrix": The rows would be the potential partners; the columns would be the sets of criteria for selection in each of the 4 perspectives mentioned above. When you create the sets of criteria for each perspective, remember that the objective is to know how a potential business partner can impact your organisation. If you grade your potential partners in all the criteria you will be able to determine which is the best. A tip: You may build the criteria sets from the performance measures already defined within your company. Any doubts? Do not hesitate to ask." |
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| § prakash m (india) | reaction | "nice, but please give more explanation." | |
| § (UK) | HR as Strategic Business Partner | "Thanks Luis, thats a brilliant idea. I am planning to measure my organisation HR based on the Ulrich model, since the whole process is looking at HR being a business partner. Can anyone help with a survey sample I can follow as a guide?" |
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| § (NL) | Recruitment Process Phases | "One I know of is the framework of the organizational recruitment process by Breaugh and Starke, describing the following 5 Phases of the Recruitment Process: 1. Identification of the Recruitment Objectives (e.g. number and quality of applicants, time taken to fill positions, diversity of new recruits, cost of recruiting, etc) 2. Development of a Recruitment Strategy (Whom to recruit? Where to recruit? Which recruitment sources should be used?) 3. Implementation of Recruitment Activities (to include sources of recruitment, credibility and trustwothiness of recruiters, and the appropriateness of the recruitment message in relation to realism, completeness and timeliness) 4. Intervening / Process Variables (the factors that have been hypothesized to explain the relationships between recruitment activities and outcomes. Examples of intervening variables are: applicant’s attention, message credibility, and accuracy of applicant’s expectations). 5. Evaluation of the Recruitment outcomes by comparing them with the recruitment objectives. (Source: Journal of Management, 2000, 26, 405-434) " |
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| § (NL) | Recruitment Sources | "We can distinguish between two different sources of recruitment: - Internal Recruitment Sources: promotions, internal job transfers, talent databases or HR systems, job postings, etc. - External Recruitment Sources: advertisements in print media, television, or internet websites, employment consultants or agencies, walk-ins, career fairs, recruitment consultants, executive search firms, trade unions, professional associations, educational institutions, etc." |
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| § Cameron (Australia) | Recruitment Process Phases | "Prior to Identification of the Recruitment Objectives the organisation has to determine why or if there is a need to fill a gap (0. Personnel GAP Analysis). Sometimes this is not defined as a requirement to fill a gap, but to match the personnel capability to the strategy." |
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| § Dr.Hemjith (India) | HRM Definition | "HRM can be very well defined as the development of human capital which is the most valued asset for Business Development and creating value and satisfaction for your human capital which inturn should lead to customer satisfaction." |
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