TG15MBE LESSON EIGHT Human Resource Management & People Development & Training Lesson Objectives At the end of this lesson you should be able to : Analyse the importance of good practice in recruitment, Discuss and evaluate why new employees orientation is essential Identify the factors influencing the employee remuneration Compare and evaluate theories in motivation and inspiring loyalty Analyse the nature of company culture and ethos Develop and assess training development plans Compare employing vs. subcontracting TG15MBE2016 1
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TG15MBE LESSON EIGHT Human Resource Management & People Development & Training Lesson Objectives
At the end of this lesson you should be able to :
Analyse the importance of good practice in recruitment,
Discuss and evaluate why new employees orientation is essential
Identify the factors influencing the employee remuneration
Compare and evaluate theories in motivation and inspiring loyalty
Analyse the nature of company culture and ethos
Develop and assess training development plans
Compare employing vs. subcontracting
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8.1 Introduction
Human resources represent the social capital of a construction firm. The success of a construction company in the built environment is manifested by its employees’ skills levels and competencies as well as feedback of customer satisfaction. Therefore, it is essential to maintain an adequately skilled and motivated human resource. A company’s success largely depends on the company culture, company’s ability to attract and retain the best employees.
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Human Resource Management
• Human Resource (HR) management is a key function in today’s organisation in that it seeks to achieve competitive advantage through the effective deployment of a highly committed and capable workforce using an spectrum of personnel techniques
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Project Human Resource Management
Organizational planning
Staff acquisition
Making a team
Project Communications Management
Communication plan
Project Risk Management
Risk management plan
Project Procurement Management
Acquisition and contract management
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8.2 Two Models of HR Management
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8.3 HR Functions
• Human Resource Planning, Recruitment and Selection
• Training and Development
• Provision of written contracts
• Provision of Fair Treatment & Equal Opportunities
• Performance Appraisal of Employees
• Employee Counselling & Coaching
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8.4 Human Resource Planning : Recruitment
8.4.1 Recruitment Planning
HR managers will examine the need for manpower together with top management by doing personnel forecasting and budgeting techniques while assessing staffing needs and scanning the potential supply of labour in the market.
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8.4.2 Designing Job Definitions
• Before recruiting someone, job analysis and job description must be carefully studied in order to see if the current employees can be recruited into the job or can be transferred from another post to meet the needs
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A typical job definition
The title of the job,
The title of the job holder’s manager,
The job location,
The purpose of the job,
A description of the job content,
A list of responsibilities,
Details of the subordinates,
Standards of performance expected,
Working conditions,
Prospects for career development.
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8.4.3 Advertising
Internally and externally
However, internally is:
to save money;
To motivate deserving staff;
To get someone familiar with internal culture
Externally is to get best potential candidate from the marketplace through various means …
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8.4.4 Interviewing and offering the job
Selection process includes:
Application forms
Interviews
Tests and questions
Work sample and tryouts
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8.5 Culture and ethos
Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, religion etc..
Simply it means a system of knowledge shared by a relatively large group of people with common customs, values and beliefs.
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Level 1: Artefacts • Artefacts" are at the surface, those aspects (such as dress
codes or outward appearances of the workplace
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Level 2: Espoused values:
• Values derived from solving a problem successfully can be transformed into a belief.
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Level 3: Basic underlying assumptions: The core, or essence, of culture is represented by the basic
underlying assumptions and values;
These basic assumptions form around deeper dimensions of human existence such as the nature of humans, human relationships and activity.
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The Culture of an Organization
and its Implications for Projects –
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Taken from Chapter Two on Orgn Structures ..
What is Organizational Culture?
Every organization has its own distinctive cul-ture
which sets it apart from all other organi-zations,
including those which are operating in the same field.
Organizational culture basically refers to a sys-tem of
is not possible to create an organizational culture
which facilitates projects. Top management must
ensure that the projects being undertaken are
aligned with the mission, goals and objectives of
the organization, that the value of projects is
acknowledged throughout the organization and
that it is prepared to provide all forms of support
which projects need in order to be successfully
undertaken.
Drivers of a “Good Organizational Culture”
Projects need a strong infrastructure support
base if they are to have a high chance of
succeeding. Many organizations have set up
Project Management Offices which perform a
host of specific supporting functions in
connection with projects. Organizations may
have policies which require the application of
sophisticated methodologies (such as the
PMBOK) on their projects, are following best
practi-ces, and have devised ways to minimize
friction between internal project stakeholders.
Drivers of a “Good Organizational Culture”
Successfully, an organization must equip its human
resources with the requisite knowledge and competencies
and fully utilize their experience accumulated through their
involvement in projects.
Organizations with a good (project management) culture
invest substantially in training programmes for their project
managers and team members, offer handsome incentives,
rewards and promotional opportunities for good
performance, and accord due... status.
Drivers of a “Good Organizational Culture”
All projects are built on the foun-dations of
communication, coope-ration and
coordination between their stakeholders.
Hence, it is imperative that the culture of the
organization supports these activities to the
maximum possible extent.
In organizations with a good (project
management) culture, silo mentality is
strongly discouraged and (formal and
informal) communication, cooperation and
coordination across functional lines is
endorsed.
8.6 New employee induction
• integrates the new employee into an organization and assists with retention, motivation, job satisfaction, and quickly enabling each individual to become contributing members of the work team by
assigning a mentor for new employees so as to reduce anxiety
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8.7 Remuneration
People are paid more based on the following:
Education and training required to undertake the duties,
Experience required,
Originality and creativity in the job (such as art and design roles),
Complexity of the job,
Responsibility for others,
Mental and physical demands of the job,
Difficulty of the conditions over which job is done.
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8.8 Developing the training plan
• Product training
• Job focussed training
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8. 8.1 Training and development methods : 8.8.2. On-the-Job Methods
A :Understudy
B: Job rotation
C: Coaching
8.8.3 Off-the-Job Methods
A. Special courses and lectures
B. Conferences and seminars
C. Case study method & Brainstorming
E. Role-playing & Others
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8.9 Resistance to Change
Reasons for resistance to change
Fear
Feelings of powerlessness
Discomfort
Absence of self interest
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Motivators such as
• Those motivators used by Herzberg’s theory
• Include achievement ; recognition and responsibiilty etc.. Can help to eliminate fear and instil confidence
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8.10 Employing vs Subcontracting
• There are pros and cons to employ or to subcontract
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Advantages of subcontract work
• Subcontracted work often provides some risk sharing benefits through warranties subcontractors provide. Some subcontractors will provide financing benefits as well since they use their own equipment and train their own staff.
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Disadvantages are:
• Lack of control over the quality of work
• Difficulty of hiring the correct skills needed
• Difficulty of maintaining the right discipline and teamwork
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Exercise and Review
• Discuss as a group how to recruit a good project manager who can take charge of a new project in Downtown Line 2. What are some of the challenges you will face in this recruitment exercise?
