Tools and ideas in human resources management

human resources management

Below you will find a range of tools and ideas that you can use to better manage your human resources. These tools can also be consulted in conjunction with the Portrait of Human Resources Management Practices. It was developed to provide Quebec SMEs with the opportunity to obtain, on their own, a realistic portrait of their human resources practices, in addition to having access to simple, relevant and up-to-date tools based on the best human resources practices.

Organizational management

The contribution of the human resources function in the development and deployment of organizational strategies is crucial. It allows the organization to consider its main strategic asset, its employees, in establishing its business strategies. Thus, the management strategies will make it possible to execute the company’s strategic orientations so that it can achieve its business objectives. This includes, among other things, through:

  • Strategic planning: the organization’s mission, vision and values guide the establishment of business priorities that are translated into objectives and action plans at all levels of the organization;
  • An organizational structure adapted to the needs of the organization and an efficient work organization;
  • Organizational communication mechanisms that ensure a smooth flow of information in a bottom-up, top-down and lateral manner;
  • A strong leadership culture that promotes a coherent management style and consultative decision-making mechanisms.

Human resources management strategies

More than a simple component of human resources management, the establishment of human resources strategy provides the organization with short-, medium- and long-term guidelines for the management of its workforce. The various human resources strategies will guide the decisions to be taken in the operationalization of all the organization’s human resources activities, particularly in terms of:

  • Workforce planning to identify qualitative and quantitative needs and provide action plans to manage identified gaps;
  • Successions planning to identify key or critical positions for the organization implement strategies for high-potential employees and develop mobility and versatility within the organization;
  • Knowledge transfer to manage the risk of organizational knowledge loss, through knowledge sharing and documentation of critical expertise;
  • Management of workforce diversity so that all of the organization’s practices allow it to benefit from the wealth resulting from diversity.

Employee experience

The employee is, no more and no less, the clients of the human resources function. By placing it at the heart of the analysis and development of its practices, the human resources function ensures that it provides a positive experience for the employee, rather than focusing its decisions on operational reasons.

Indeed, recent approaches to HRM demonstrate that companies that look at their human resources practices based on employee experience throughout their lifecycle (from consulting a job offer to the end of employment or retirement) rather than simply in terms of human resources business practices, are more successful in attracting, developing and retaining high-performing and committed employees.

This is why the human resources practices of each of these three dimensions must be oriented in such a way as to best meet the needs of employees.

Acquisition

Acquisition encompasses all the processes of promoting the organization to candidates in order to find those who will best fit into the company’s culture. The human resources practices of acquisition are:

  • Attraction: develop an image and reputation as an enviable employer and make yourself known to potential candidates;
  • Recruitment: determine the profile and requirements of the positions to be filled and disseminate job postings effectively;
  • Candidate selection: analyze applications using rigorous and fair methods and identify the best candidates for the positions to be filled;
  • Welcome and integration: ensure adequate support for new employees for a successful start.

Development

Human resources practices associated with development consist in maximizing the potential of each of the organization’s resources in order to achieve organizational objectives. The competence of resources is one of a company’s main competitive advantages and contributes closely to its success and sustainability. Development practices are as follows.

  • Skills development: includes the identification of development needs and all the means available to employees to improve their skills, whether technical or behavioral. These resources must be diversified and consistent with the organization’s priorities.
  • Performance evaluation: In order to progress, employees must receive positive and constructive feedback on their contribution to the organization’s objectives, both in terms of results and behaviors.
  • Career management: In order to keep high-performing employees in the organization, it is important to offer them career development opportunities, whether vertical (promotions) or lateral (job enrichment, department transfer, etc.).

Staff retention

Conservation practices are designed to retain the talents and skills that contribute to the success of the organization. It is by providing adequate working conditions and developing employee engagement that the company will achieve this, particularly by focusing on the following practices.

Occupational health, safety and well-being: a healthy and safe workplace, both in terms of physical and psychological health.

  • Compensation and benefits: a competitive, comprehensive and flexible offer, including work-life balance practices.
  • Working relationships: relationships based on respect and openness, with a view to partnership.
  • Colleague relationships: mechanisms to encourage collaboration, team synergy and sound conflict management.
  • Recognition practice: a positive work environment where employees feel informed, competent, listened to and appreciated.

When, despite retention efforts, some employment relationships end, the organization must comply with regulatory obligations and, in the case of voluntary departures, collect feedback for continuous improvement.

Published by Dave John

Decade of work experience in leadership consulting with strong focus on talent acquisition & assessment across different industries and geographies.

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