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Human Resources Management (HRM) Advice

The following are the top 6-10 most popular expert advice articles on human resources management (HRM):

Top 5 HRM Articles | Top 6-10 HRM Articles | Top 11-15 HRM Articles

Human Resources Management (HRM) Advice 6

Go from Seeing an Opportunity to Becoming a Breakthrough Leader

A teacher was upset because very few students in his country could receive the vocational education in electrical work, plumbing, and auto mechanics that would help improve the nation's effectiveness in producing goods and services. While most would stop there, the teacher decided to do something about it.

He decided to design breakthrough methods that would expand the number of students educated by 20 times at no additional cost to the school. Teachers would receive extra pay to teach on weekends and during evenings. Part-time study at those times would allow working adults to gain additional knowledge. Enrollment methods would be improved to be sure that only qualified students who could and would succeed would start the programs. Electronic teaching supplements would allow students to learn at their own pace when the teachers were not available. Local employers would provide practical classes and have a chance to hire new graduates.

Today, hundreds of people are learning these trades who wouldn't otherwise. If the other schools in the country follow suit, the whole nation may bloom in new ways.

Most people don't try to create breakthroughs because they don't believe such important improvements are possible. With the right preparations you'll be more likely to succeed and your confidence in your future success will soar. That was certainly the case with the teacher who took this step forward.

How can we use the right preparations to replace our skepticism about breakthroughs with success?

Don't Ask Permission, Ask Forgiveness Later (If Necessary)

Sometimes the need for change is so daunting that the organization's leaders won't be able to cope. When that circumstance occurs, consider saving the organization by using what I call "stealth" change. Rather than beginning by selling the people at the top and making great promises and proclamations, keep it all hush-hush.

Launch Your Team into Escape Orbit

Before finalizing your choice of team members and leader, let those you are considering know that there's risk involved. Team members will be betting their careers with this assignment. Team members and leaders who perform well will likely be asked to solve another problem or pursue a different opportunity -- that's their career reward. If they don't execute the changes, they won't have jobs to go back to . . . but you will help them locate a new position in another organization.

You are creating personal burning platforms that will make team members realize that the project's success is essential. Take on only those who are willing to accept the personal danger from this risk.

What about financial rewards? Incentives for a special project should in no way mirror the organization's existing financial incentives. Success should result in far larger than normal bonuses for team members at their given levels. Pick incentive levels that will excite exceptional and appropriate excellence.

What to Stop Doing

You have some ineffective methods. Those have to stop. You also need to stop doing things that take up time you need for the change projects. Consider your answers to the following questions:

1. What are the habits that will push your organization in the wrong direction as you pursue the desired changes?

2. How can you encourage people to abandon those habits?

3. What incentives do you provide now for those habits that need to be removed?

4. What messages need to stop being sent?

Find the Best Change Leaders

The following questions will help you identify change leaders:

1. Who has the best track record in your organization for leading the types of changes you desire?

2. Who else could be an effective contributor to the change process through new ideas, communicating the change, or organizing the change effort?

3. Who are the people in your organization who are most excited about the potential to make these changes?

4. How well do the candidates' values match the organization's values?

Prepare the Change Leaders

Use these questions to enhance the effectiveness of your change leaders:

1. What information do the change leaders lack that can be readily provided?

2. How can that information be shared quickly and accurately?

3. What skills or training will they need to be effective?

4. How can this training be timed to help them when it will be most relevant to the tasks at hand?

5. What resources will they need?

6. How can those resources be provided in a timely way?

Activate the Change Leaders

It's not enough to have the talent and desire. You also need to be properly focused. Each of us responds differently to rewards and recognition. For each of your team members and leaders consider the answers to this question:

What combination of fulfilling desires for recognition, reward, and feedback is right for each person to help him or her reach the highest level of performance?

The best way to begin is by talking with each person about what motivates her or him for the tasks that need doing.

Author: Donald Mitchell

Human Resources Management (HRM) Advice 7

The Head of Human Resources: the Leadership Imperative

Big Daddy Lipscomb, the Baltimore Colts 300 pound all-pro tackle in the 1960s perceived the simple center of what was perceived to be the complex game of football. "I just wade into players," he said, "until I come to the one with the ball. Him I keep!" ? and changed the way the game was played.

Likewise, human resources, despite its complex activities, should have a fundamentally simple mission, yet it is a mission that is being neglected by many HR professionals. I call that mission the Leadership Imperative ? helping the organization recruit, retain, and develop good leaders.

Clearly, without good leaders, few organizations can thrive over the long run. What characterizes a good leader? A good leader consistently gets results ? in ethical and motivational ways. Because they interact with all business functions and usually provide education and training for those functions, human resource professionals should be focused primarily on recruiting, retaining, and developing leaders that get results. Any other focus is a footnote.

Yet working with human resource leaders in a variety of companies for the past two decades, I find that many of them are stumbling. Caught up in the tempests of downsizing, compliance demands, acquisitions, mergers, and reorganizations, they are engaged in activities that have little to do with their central mission. Ignoring or at least giving short shrift to the Leadership Imperative, they are too often viewed, especially by line leaders, as carrying out sideline endeavors.

Many HR leaders have nobody to blame for this situation but themselves. By neglecting the Imperative, they themselves have chosen to be sideline participants.

Here is a three-step action plan to get the HR function off the sidelines and into the thick of the game.

Recognize. Link. Execute.

Before I elaborate each step, let me define leadership as it ought to be. For your misunderstanding leadership will thwart you in applying the Imperative.

The word "leadership" comes from old Norse word-root meaning "to make go." Indeed, leadership is about making things go ? making people go, making organizations go. But the misunderstanding comes in when leaders fail to understand who actually makes what go. Leaders often believe that they themselves must make things go, that if people must go from point A to point B, let's say, that they must order them to go. But order leadership founders today in fast-changing, highly competitive markets.

In this environment, a new kind of leadership must be cultivated ? leadership that aims not to order others to go from point A to point B ? but instead that aims to motivate them to want take the leadership in going from A to B.

That "getting others to lead others" is what leadership today should be about. And it is what we should inculcate in our clients. We must challenge them to lead, lead for results with this principle in mind, and accept nothing else from them but this leadership.

Furthermore, leadership today must be universal. To compete successfully in highly competitive, fast changing markets, organizations must be made up of employees who are all leaders in some way. All of us have leadership challenges thrust upon us many times daily. In the very moment that we are trying to persuade somebody to take action, we are a leader ? even if that person we are trying to persuade is our boss. Persuasion is leadership. Furthermore, the most effective way to succeed in any endeavor is to take a leadership position in that endeavor.

The Imperative applies to all employees. Whatever activities you are being challenged to carry out, make the Imperative a lens through which you view those activities. Have your clients recognize that your work on the behalf of their leadership will pay large dividends toward advancing their careers.

Recognize: Recognize that recruiting, retaining, and developing good leaders ranks with earnings growth (or with nonprofit organizations: mission) in terms of being an organizational necessity. So most of your activities must be in some way tied to the Imperative.

For instance: HR executive directors who want to develop courses for enhancing the speaking abilities of their companies' leaders often blunder in the design phase. Not recognizing the Leadership Imperative, they err by describing them as "presentation courses." Instead, if they were guided by the Imperative, they would offer courses on "leadership talks." There is a big difference between presentations and leadership talks. Presentations communicate information. Presentation courses are a dime a dozen. But leadership talks motivate people to believe in you and follow you. Leaders must speak many times daily ? to individuals or groups in a variety of settings. When you provide courses to help them learn practical ways for delivering effective talks, to have them speak better so that they can lead better, you are benefitting their job performance and their careers.

Today, in most organizations, the presentation is the conventional method of communication. But when you make the leadership talk the key method by instituting "talk" courses and monitoring and evaluation systems broadly and deeply within the organization, you will help make your company more effective and efficient.

Link: Though such recognition is the first step in getting off the sidelines, it won't get you into the game. To get into the center of things, you must link your activities with results. Not your results ? their results.

Clearly, your clients are being challenged to get results: sales' closes, operations efficiencies, productivity advances, etc. Some results are crucial. But other results are absolutely indispensable. Your job is to help your clients achieve their results, especially the indispensable results. You must be their "results partner." Furthermore, you must help them get sizable increases in those results. The results that they get with your help should be more than the results that they would have gotten without your help.

For instance, when developing company-wide objectives for leadership talks, you should not aim to have participants win a speaking "beauty contests" but instead to speak so that they motivate others to get increases in measured results. When you change the focus of the courses from speaking appearance to the reality of results, you change the participants' view of and commitment to the courses and also their view of and commitment to you in providing those courses. So have the participants define their indispensable results and link the principles and processes they learned in the course to getting measured increases in those results.

Execute: It's not enough to recognize. It's not enough to link. You must execute. "Execute" comes from a Latin root exsequi meaning "to follow continuously and vigorously to the end or even to ?the grave.'" Let's capture if not the letter at least the spirit of this lively root by insuring that your activities on behalf of your clients are well "executed," that they are carried out vigorously and continuously in their daily work throughout their careers. If those activities are helping them get results, you are truly their "results partner."

For instance, in regard to the leadership talk courses, HR professionals can lead an "initiative approach." At the conclusion of the course, each participant selects an initiative to institute back on the job. The aim of each initiative is to get sizable increases in their indispensable results by using the principles and processes that they learned.

The initiatives and their results should be concrete and measurable, such as productivity gains, increases in sales, operations efficiencies, and reduced cycle times.

The participants should be challenged to get increases in results above and beyond what they would have gotten without having taken the course. They should be challenged to get those increases within a mutually agreed upon time, such as quarterly reports.

In fact, if the participants don't achieve an increase in results that translates to at least ten times what the course costs, they should get their money back.

Don't stop there. Getting an increase in results is not the end of the course, it should be the beginning ? the beginning of a new phase of getting results, the stepping up phase. The more results participants achieve, the more opportunities they have created to achieve even more results. The leadership talk course should have methods for instituting results' step-ups.

One such method can be a quarterly leadership-talk round table. Participants who graduate from the course meet once a quarter to discuss the results they have gotten and provide best practices for getting more. Human resources should organize, direct and facilitate the round tables. In this way, the results the leaders are getting should increase quarter after quarter.

When HR professionals promote such leadership talk courses, courses that are linked to getting increases in indispensable results and that come with the "results guarantee," those professionals are truly seen as results partners in their organizations.

I have used the leadership talk as an example of how you can greatly enhance your contributions to the company by applying the Leadership Imperative. Don't just apply the Imperative to such courses alone. Apply it to whatever challenge confronts you.

When you recognize how that challenge can be met through the Imperative, when you link the challenge to getting increases in measured results, and when you execute for results, you can transform your function.

You don't have to be as distinguished as Einstein or as awesome as Big Daddy Lipscomb, but you will in your individual way perceive the simple, powerful center of things. You'll be in the thick of the most important game your company is playing , helping change your world and the world of your clients.

Author: Donald Mitchell

Human Resources Management (HRM) Advice 8

Need for Effecting Recruitment and Hr Practices

Challenges of Organization
One of the toughest tasks for organizations is to hire perfect people suitable for their requirement. Economy is booming like everything, every organization is trying to maintain pace with growth rate of economy. They are grabbing new assignments, looking for new business segment to maximize their benefits. Such efforts need fresh human resources, maximum utilization of existing resources and to maintain consistency among them.

Recruitment Process and Its Importance
Recruitment has been a mammoth task for organization always. The current trend is of outsourcing recruitment and other HR Practices. Today Human Resource Consultants and Recruitment Agencies play important role in performance of organization.

Performance is a vital factor. It’s a function of all the Human Resource Components:
1. Selecting individuals who are best able to perform the jobs defined by the organization.
2. Appraising their performance to facilitate the equitable distribution of rewards.
3. Motivating employees by linking rewards to high level of performance.
4. Developing employees to improve their current performance at work as well as to prepare them to perform in positions they may hold in future.

What we provide?
Here at Talent Onions, we enable you to improve people performance by more effectively planning and acquiring your talent pool, as well as processing and assessing from an applicant pool that can be rapidly converted into your productive work force. Our Enterprise Solutions portfolio integrates technology and professional services that help you achieve a balanced scorecard on the critical dimension of recruitment.

Our Approach
We begin by defining the scope of the assignment in discussion with our client. This may require a diagnostic study or a brainstorming session with a client team.

Defining the approach or methodology that we will adopt is the next step. Our focus will be to use relevant tools and techniques from a vast array and customise our approach to client needs. We do not believe in the "one coat fits all" approach.

Most assignments require a good understanding through evaluation of facts and situations. We believe data integrity and relevance is as important as the sophistication of analysis. This requires considerable checks and cross checks.

Providing the right perspective and insights is what adds value to analysis. Our wide knowledge and experience across a range of industries enables us provide this and has earned us the respect of our clients.

We finally present our findings and thoughts with clarity and absolute independence to various levels of management.

Author: Talent Onions

Human Resources Management (HRM) Advice 9

Human Resources Manager Vis-a-vis Motivational Climate

Now-a-days, there is a growing significance attached to Human Resources (HR) manager due to the opening up of economy, due to the growing liberalization, uncontrolled economy and also due to the fast changing global business environment. In the past, he was mostly treated as an executive involved in conducting picnics and parties in the organization, apart from the traditional role of dealing with all aspects of employees from recruitment to retirement. From the last two decades, there was gradually more emphasis of HR manager involving in the institution building. He is considered as an integral part of the institution and he participates in the formulation of the organization strategy and policy on par with any other line manager. He plays a pivotal role in meeting the organizational goals and objectives.

One of the challenging areas for an HR manager is to maintain a motivational climate within the organization so as to ensure better productivity and performance. He needs to ensure a healthy, positive, vibrant, constructive, creative climate so that the employees get motivated and in turn deliver best possible results. Earlier, organizations laid stress on technology only and neglected the most precious capital i.e. human resources. It is a well admitted fact that there is always a man behind the machine. Whatever the inventions made by man leading to technological revolution, brought drastic changes in the day to day quality of work, life styles etc., It proves beyond doubt that it is the man who calls the shots everywhere despite marvelous growth in technology as the technology is again in the hands of the man.

Several ways and means are adopted to keep the employees moving in the right direction so as to meet organizational goals and objectives. Different people get motivated by different ways depending upon their needs. The HR manager must be able to find out the basic needs and wants of the employees so that right ambience can be ensured for effective output. Apart from the regular pay and perks, the employees expect incentives which are both monetary and non-monetary from time to time from the organization.

The financial incentives basically offered in the industry are, compensation based on performance, compensation based on competence, stock options, rewards, group bonus etc., When an employee delivers better results within a stipulated time frame by exceeding the given standards it can be termed as compensation based on performance. For instance, when an employee is expected to produce 90 units, with in the allotted working hours and if he produces 100 units, then the employee is compensated with the amount for 10 units by way of monetary benefit. Similarly, when an employee delivers better, he can also be compensated by way of additional bonus. In the case of a small scale industry, when an employee contributes his best with his hard work, determination and dedication and enhances the profits of the company, then the management takes notice of his sincere efforts and motivates him by giving either a stake in the company or give away a percentage of their annual profits.

When the employee at the higher level management demonstrates his extraordinary leadership qualities by resolving the conflicts either amongst the employees or between the management and employee, he can be offered monetary incentives and this concept is known as compensation based on competency. The word competency itself indicates extraordinary qualities like leadership or trouble shooting, problem solving, conflict management etc.

The software companies, now-a-days, are offering Employee Stock Options (ESOPs) to its employees who stick to the organization loyally and who contributes their best. The employees think that they are an integral part of the company and are motivated to work harder. They try to be more loyal and do not intend to quit to other institutions for better pastures as they are already getting best from the present company. The stocks that are offered will have a lock-in period to prevent the employees from selling and going out of the company. It minimizes attrition rate too. These days, the non IT companies like Reliance are also resorting to ESOPs to their employees in order to retain the experienced staff.

The process of providing individual incentives by way of commissions, time saving bonus, merit pay etc., is known as rewards. It is also a strong motivational monetary incentive. When the nature of work demands its employees to work in teams in co-operation especially when the tasks are interdependent, the company offers group bonus as a financial incentive.

‘Man can not live by bread alone’, goes the saying. Man has many needs to accomplish and money is the major source of motivation. When people are motivated by non-monetary factors, it can be termed as non-financial incentive. The process of consulting, team work, quality circles, job security, job enrichment, job rotation, flexi time etc., fall in the fold of non-financial incentives.

When the management encourages the employees to take part in major strategic plans and encourages them to actively involve in formulating strategies and policies for the organization, the employee draws a great pleasure and feels a sense of great achievement and contributes his best. Rather he unconsciously delivers his best and he is closely associated with the goals and objectives of the organization. This is known as consultation. And we can say that consultation is the key to motivation.

The process of forming various teams from the staff with similar backgrounds of trade will encourage them to work harder as no team wants to loose. All human beings have competitive spirit and all teams put their best efforts and energies in order to ensure their team to win from the rest. This concept is popularly known as team work which is again a non-monetary one.

When the group of employees led by a higher official takes the lead in order to improve the quality of the products and services it is known as quality circles. Forming small groups under the leadership of an individual not only ensures accountability but also motivates the body of employees and also the official to give out his best. In a nut shell, quality circle as a concept ensures quality of products and services and also pins responsibility and motivates employees to contribute their best.

When a temporary employee is converted as a permanent one, it is known as providing job security. The Govt. institutions provide job security while is not so in the private enterprises. Employee feels more safe and secure when his job is made permanent. Or else, he will be always under the constant pressure and fear of getting fired.

With increased responsibilities and duties at the higher level, can boost the morale of the employees as they get enriched with their jobs and it known as job enrichment. For instance, when the vice-principal of an educational institution is offered the role of principal, he feels more important with the pride and status attached to the designation and delivers his best.

In the present days, there is growing importance to the results not the presence of the employees. The organizations are providing the opportunity to work in flexible timings and laying more stress on results. The BPO and call centers are also fast adopting this concept of flexi time as the timings are different in different places in the world. Flexi time will also encourage the employees to choose their convenient times to work so that the rest of the day can be allocated for other constructive activities creatively and judiciously.

When an employee works in a particular job for a long time, he gets boredom and monotony. Everyone wants change whether in his life or work. Continuously doing the same task for long time kills the creativity of an individual. For instance, if we take the same type of food every day we lose interest to eat, yet we eat as we have to survive. But, it will not please our taste buds. That is why it is said aptly ‘Variety is the spice of life’. When an employee is changed from one task to another different task of his same field continuously it is known as job rotation. It is like rotating the job continuously to generate new energy and enthusiasm amongst the employees. It also helps the employees to know all aspects related to his profession and when he is promoted to higher level he will be in a position to execute his tasks at ease and comfort.

To sum up, the HR manager played a pivotal role in the past, is presently playing complex roles and will continue to play more challenging, constructive and creative role in future especially in ensuring a positive motivational climate with in the organization.

Author: Prof. M.S. Rao

Human Resources Management (HRM) Advice 10

Management Development Training for Men and Women – is There Any Difference?

So is this difference in style just a perception or is it based on any evidence?

We are aware of the animal studies than show the differences in behavior between males and females that have characterized females as being more nurturing and of males classically exhibiting aggressive, dominant “A” type behavior – but how far do these results transfer across to management roles in organizations?

We also know that there are differences in some physical performance aspects of men and women which have to be taken account – especially in occupations where physical strength and stamina is important e g The Army, The Fire Brigade

When we look at some of the more sophisticated Psychometric tests measuring personality characteristics such as 16pf, we do know that there are some gender differences which are significant enough for us to use different norm tables for men or women in order to normalize any comparative results.

So if we accept that there are some gender based differences in managerial style and approach should we then provide different forms of management development training for man and women?

I think that the answer is probably no – because there are other factors that are even more important to consider when we look at the role of a manager, their styles, approaches and when we consider the people that they are managing or dealing with as customers and clients.

The sorts of factors that are more important to consider are these:-

• What are the gender types and likely responses of the customer set for your product or service?
• How good at your managers at understanding personality differences and gender styles in this customer set? Can they deal effectively with diverse types?
• What makes a successful manager in your business from a competency point of view?
• What are the different learning styles of your participants on any training program and how well are you delivering your program to reach and appeal to these different styles of activist, pragmatist, reflector etc?
• What is the culture and style of your organization that you are looking to reinforce and encourage – whether it is adopted my male or female managers is less relevant.

In conclusion whilst accepting that differences do exist in the styles of individual managers, there is a broad spectrum of styles and approaches produced by individual differences rather than by simple gender stereotyping and that there are other factors outlined above which are more significant.

Author: Developing People



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