Traditional Personnel Management and Modern HRM

Traditional Personnel counseling and Modern HRMAs the stolon step it is necessary to identify the difference between deuce acts with correct definition as get hitched withsPersonnel Managementthis is a administrative influence conducting practicable level to maintain records. This is mainly conducting fair terms in general to manage the employees working as presidential term with proper records on unmarried departments. The ultimate purpose is to get organizational success efficient employees management. gracious Resource Managementthis is a modern practice of develop and implement personnel strategies to achieve corporate objectives of the organization. This is not just a management function and doing an additional strategic role. Mainly consider to maintain and develop the organizational culture, values, set objectives, good structure, motivation and perfect direction to achieve HRM objectives. (137410-difference-between-human-resource- growing-traditional-personnel-managem ent.html, 2010)Even though the concept has been changed still HRM is performing antecedent functional activities of the personnel management in advanced way such as job analysis, HR Planning, recruitment and selection, performance management, training and etc.Main Differences between Personnel Management and HRMPersonnel ManagementHuman Resource ManagementHighly considering the workforce (employees) of the organization such as recruiting, training, payments, explain the job responsibilities and drive them to functional activities.This is a resource oriented blast. Mainly taper the management function and drive the employees to the strategic eachy / corporate objectives. It is properly organized approach.Not clear about the objectives of the management. Only target to achieve functional objectives such as daily performance to pass judgment a person.This is a forecasting of the organizational requirement. Continuously measure and monitoring performance of the employees and take immediate actions to adjust the operation to reach objectives.This is basically an operational function which is focussing daily minor activities of the employees.HRM isstrategicfunction with lot of responsibilities to continue the process finishedout the entire process.This is maintaining and administrative activity to adjust the tidy sum in to right track.HRM is to a greater extentproactive develop people to be more accurate, innovative, effective and efficient in their responsibilities.Role of a HR managerIn each and every modern organization there should be a person to look after employees with modern Human Resource Management functions. Generally Human Resource Manager is responsible for this activity. If the organization is having large number of employees need several defined layers as this organization.Many studies indicate that teams, and organisations, be at their most successful when people atomic number 18 emotionally engaged and believe in what the team as well as organisation is sounding to achieve. As such it is crucial a team schooling and talent management plan is put together to ensure the high performance and gumminess of the overbold teams put in place and perhaps more importantly, gain the employees buy into the plan is the major responsibility.A appoint role in delivering this is the HR Directors role. The role is primarily to create value for the customers, the organisation, their team as well as other stakeholders within the company. The HR Director is also responsible for maintaining gross revenue and safeguarding the brand from competition and other influential factors by creating customer oriented staff.1.3 Line Managers RoleAll line managers realise to play a resilient role in Human Resource Management. As a result it is essential that team members atomic number 18 clearly briefed about the objectives that need to be achieved and met, what ask to be done, by whom, why, when and how to do them. The extent to which thes e need to be stressed by the line manager depends on the people that are entangled in the work, the work context and the nature of the particular task. In instances where team members are delegated certain responsibilities, the managers need not brief them in great detail and intrust them to work independently as they see fit.It is anticipated that the majority of the current employees of the LOCOG team lead continue within the rude(a) globe private alliance. It is consequently considered that these employees should be transferred to their new employer nether the same terms and conditions that they currently enjoy. An employee who is unwilling to accept such a transfer should be allowed to make that decision.The next objectives deport been set in order to facilitate the development of the teams within the newly structured organisation and this is the main responsibility of each and every line manager. change magnitude the attainments, knowledge and capabilities of the team members stemd on their job particularations and responsibilities.Increase the cohesiveness and coordination between team members and increase the level of transparency and communication.2. Recruitment and Selection outgrowth2.1 HR Planning process for the London 2012 OlympicsInitially need to do situational analysis about the current situation and future expectation. An analysis of the current skill levels, knowledge, capabilities, cohesiveness and performance level of the marketing team members are examined and evaluated as the first step to identify where they stand within the current organisation. From the analysis the following capabilities have been identifiedLOCOG regularly funds staff training relevant to their areas of work/expertise.Strong emphasis to recruit people within LOCOG.Majority of employees have working experience for several years.Strong functional skills across trading, marketing, supply, operations, web, systems and finance teams.Limited horizontal movement between functions with staff employed to fulfil specific roles.Limited integration between departments due to isolation of skill sets.When looking to develop a team it is important to remember that the context in which a team operates will affect how the team performs and the relationship that develops as a result. People implement organisational strategies within the context of organisational structures and to fully chthonianstand how strategy may be implemented effectively it is important to consider management teams and team management within the new organisation.Belbin (2004) has identified nine important team roles and charge individuals to these roles based on established personality theories. Each of these roles can be separated into three areas action orientated roles, people orientated roles and task orientated roles. It is crucial to consider which areas people within the current organisation fall into when looking to form teams within the new organisation. Due to the current management approach employed within LOCOG the majority of employees will fall between action and people orientated roles.Having identified the roles necessary for a successful team to function it is also important to consider the various stages that will take place after the formation to the team. According to Tuckman there are five stages of multitude development that team performance goes through over a period of time Forming (where the team members get together and the team is initiated), Storming (where the team members ideas and perspectives compete with each other), Norming (where group harmony increases), Performing (where the group starts working well with each other) and Adjourning (where the task is completed and the team is dispersed). Two factors the new organisation will need to focus on are the resolution of interpersonal relationships and of task activities to ensure the cohesiveness and high performance of the teams through the various stages mentioned.2.2 Importance of a Structured HR planning processThe implementation of a new structured HR Planning process in order to revise the role of marketing is a very significant change in culture for both the public and private sector. It will and can only work to the greatest effect if all marketing and promotional activity in the Island is either under direct control or can, to a great extent, be influenced by the new organisation.The new organisation must be a real partnership if it is going to be successful. This makes it imperative that private sector members, who will be making a contribution to the annual budget, are given a significant role to play in partnership with EDD who would continue to be the major source of funding. end-to-end the organization, from its Board through to employees and members, individuals will need to subscribe to the partnership ethos and be empowered to adopt a commercial approach to marketing and promoting LOCOG as a best games hut to entertain participant s from all around the world.2.3 Selection and Retaining MethodsSegmentationLOCOG need to segment the native customers in order to define their buyer characteristics and their acceptation mentality. Interview method is only one selection method of the LOCOG. But it is necessary to retain all these existing staff by motivating and creating skill full and talented staff. LOCOG is a special even and it is necessary to create suitable mind set of all employees.CriteriaEmployee TypeEmployee TypeManagersupervisory programFront LineSupport mental facultyEmployee numbers10505005,000Buyer CharacteristicDMUAdopterAdopterAdopterLocationH/O basedH/O and field basedH/O and field basedH/O basedCustomer concernInfluencerContractorContractorIsolated/ModifierBusiness DivisionAll DepartmentsSales and MarketingSales, Marketing, Customer serviceHR, Finance, production, distributionAccess to communication telephone lineHighHighHighHighMentalitySupportNeutralOpposeOpposeTargetingThe internal customer s within the identified segments can be characterised under supporters, neutrals and opposes. Supporters will fully adopt the new changes within the organisation and embrace. The neutral employee has a central stance with regard change, and breeding on the short and broad term benefits to themselves and the organisation will adopt and adapt to change. Oppose is fundamentally opposed to change and has a traditional approach to the organisations environment.Adoption mentality essential CustomerSupporterManagerSupervisorFront LineSupport provideNeutralManagerSupervisorFront LineSupport StaffOpposesManagerSupervisorFront LineSupport StaffIt is important for LOCOG to target the supporters within the management segment first with the internal marketing plan. These individuals are responsive to change and quick to adapt and adopt new strategies. Their personal ownership of the new internal objectives will have a positive multiplier effect when member of the decision making unit adapt to the new changes. It is important to label the managers as opinion leaders within the business and hence employees at the lower levels of the hierarchy such as the front line and support staff segments are influenced by management.In addition within each segment of managers, supervisors, front line and support staff there will be supporters, neutrals and opposers. We will therefore target the benefits of the internal marketing plan first on the supporters of change in each segment once the supportive managers have adopted the new innovative changes. Smith and Nephew will then follow a structured internal communication plan to target the neutral and opposers with each segment.PositioningThe new internal marketing plan for LOCOG will be positioned to the customer in a customer orientation framework, focusing on the needs of the customer and the benefits the new plan can offer them. This will be conducted in a SIVA (solution, information, value, access) approach to customer orientatio n. This mix of benefits relayed to the workforce through internal communication will motivate staff and lead to adoption of strategies and adaption into wok processes.2.4 Legal Process in basic Selection ProcessWithin Government l legal principle there is sometimes a employment between the needs and wants of the employees, and therefore the role of HR and political and policy decision making. Not all decisions made by government are best-selling(predicate) e.g. the research evidence into the benefits of minimum wages suggested an unpopular cause of action. This external conflict of public opinion and policy making can be relieve in part through marketing, predicting and mitigating risk as well as targeting communications around insights.Each and every European country is having separate or similar labour legislation and judicial enforcement. This has been adjusted according to the social patterns and democracy of the country. UK operates a highly liberal labour market compared to other countries. This legislation standards with the minimum of legislative intervention and administrative red tape. duty rights have taken shape around the common law of contract and onto this central newspaper column have been bolted a number of statutory constraints in such spheres as working time, maternity, union rights and minimum pay. The UK does not have a written administration and its court system has grown in a rather piecemeal way. However, specialist employment tribunals are empowered to hear almost all individual disputes and they are an integrated element in the civil court structure.Official guidance on maternity provisions(pdf)Disability Discrimination stand for 1995Employment Rights Act 1996Protection From Harassment Act 1997National Minimum Wage Act 1998Public Interest Disclosure Act 1998Data Protection Act 1998Employment Rights (Disputes Resolution) Act 1998Human Rights Act 1998The Employment Relations Act 1999Statutory Instrument 1999 No. 3312Statutory I nstrument 1999 No. 3323(natlaw.html)3. Principles and procedures for monitoring and honor employees3.1 London 2010 Projects job evaluation processTargetMeasuredPerformance periodicDepartmental Meeting AttendanceMonthlyCompletion of trainingMonthlyDevelopmental ObjectivesMid and Year EndInternal Marketing AwarenessMonthlyMotivation SurveyQuarterlyTalent DevelopmentYearlyIn order to achieve the planned team and talent development of member of the LOCOG the above key performance indicators need to be measured on an concur time scale that is both realistic and achievable for LOCOG the individual.FeedbackIn order to ensure employee motivation and job satisfaction, individuals will be required to complete a motivational questionnaire and survey on job satisfaction. This will initially be on a quarterly basis. As motivation and job satisfaction are directly linked to performance and retention this is an essential control mechanism for the success of the development plan.PerformanceThe per formance of the marketing department will be monitored against both marketing output such as the number and type of marketing communications will customers as well as against the overall gross sales of smith and nephew.Absenteeism and staff retentionThis will be closely measured against the previous year figures absenteeism and staff turnover and its success is associated with all other aspects of the development plan. A failure to reduce the factors will result in the evaluation of all other aspects of the development plan.Talent development planThis will be measure on the number of successful applicants filling internal vacancies within LOCOG upon completing the internal and external training of new skills and knowledge.3.2 Reward systems and Impact on Employees PerformanceThe HR Manager has a core role in monitoring and controlling the implementation of the plan and is supported by effective managing information systems. This rewording system plan also requires extensive cross f unctional communication and relies on a collaborative rather than competitive approach to resources. The more cross functional interaction, the more realistic the costs and the better the final external communications.Budgeting sets out a plan and clear goal that improves coordination and motivation through good rewording system. It also enables control functions to be established to ensure a systematic and agreed plan is fulfilled. Currently the HR budget is allocated evanesce down, with HR being allocated an overall financial sum by policy functions based on overall affordability, influenced to a degree by historical spend. However, the passport going forward would be to have a bottom up planning and control approach once overarching objectives have been agreed with policy colleagues.Whilst a top down approach based on profit or effectiveness would be desirable for rewording system, the complexities of proving the contribution of marketing to road misfortune reduction is challen ging A bottom up approach would reflect marketing industry standard and enable the whole team to be involved in the budgeting process. It would also encourage efficiencies and value for money with less pressure to spend the allocated budget without the risk that this would have implications on the following years allocation. Agreeing a longer term strategy would be beneficial to gain greater stability and certainty of marketing budgets over a period of several years.With a focus on reducing overall communication spend across Whitehall competitive parity will be more evident than in previous years. Rather than competing for share of voice with other Government Departments overall spend will be down and any larger budgets will be under significant scrutiny.3.3 Monitoring PerformanceFollowing Demings control cycle will ensure that the implementation of the plan is effectively monitored against targets with action taken to address and issues.As well as providing a framework for control and monitoring, adopting a quality model also encourages a quality mindset in the team which will improve outputs for both internal and external customers. The model will also set a standard and provide clarity for the internal customer base who have not historically worked with the marketing function.The balance scorecard approach can also be used to monitor outputs across the four key areas of financial performance, internal processes, innovation and learning and customers. Within each area goals, measures, limitations and frequency for review are identified. Examples of measures includeIncrease in profits via more targeted/relevant communicationsActual against forecast varianceMeetings and events attendedKPIS meet on service deliveryNumber of complaintsEffectiveness of communications e.g. intranet page viewsStaff turnoverStaff satisfactionObjectives and training and development plans in placeInnovation against benchmarkCustomer satisfactionCustomer retentionCustomer sciencePerfo rmance benchmarking against other DepartmentsContingency planning should also be carried out given the limitations of marketing operating in this new way and in new environments. There are some influences on the effectiveness of this plan that we are unable to control, these should be identified and included within the risk analysis. Due to the moment and implications of decisions made by the Department, it is culturally very risk averse. This risk adverse culture must therefore be reflected in the planning and implementation of this curriculum of work.4. Exit from the Organisation4.1 Exit Procedures Employee RedundantHowever, where this occurs, such an employee should be considered to have voluntarily terminated his contract rather than transferring it and he would not, therefore, have title to any verbiage terms provided by the LOCOG after the event.Where, however, there are no equivalent roles for a LOCOG employee in the new public private partnership or where there are signi ficant differences between the role that an employee currently undertakes and other roles that remain vacant within the newly created public private partnership, it would be wrong for the LOCOG to require that person to transfer. In these circumstances, the States should offer alternative suitable employment for those employees within the public sector or agree mutually acceptable redundancy terms. Clearly, it would not be fair and responsible to force employees into roles for which they are not suited, nor would it be sensible to place the success of the new public private partnership in jeopardy if such people were placed into roles for which they did not possess the relevant knowledge, skills and experience.An additional safeguard that will be provided to any employee who has transferred to the new public private partnership and which has been provided to other employees in similar circumstances is that these people will be circulated with all vacancies that arise within the p ublic sector and would be able to apply for any such vacancies for a period of a year following their transfer. If they were to make a job application then they would be treated by the LOCOG as if they were a States employee, which would mean that they would have to undertake any of the recruitment processes that are applied on such occasions to internal applicants.