People Management - BUSA5264A

Course Outline
 Introduction to and Foundations of People Management
and Global Talent Management
 The HR Practitioner as a Business Partner and PM
Leadership
 The Job Analysis, Design, Recruitment and Selection
 Employee On-Boarding, Training and Development
 Performance Management, Reward and Remuneration
 Talent and Succession Management
 Labour Legislation
 Labour Process
 Labour Health and Safety
Learning Methodology
 Interactive Online Class
 Analysis and discussion of cases
 Related readings
 Video clips
 Assignments
 Prescribed textbook
Course Pack and Assessments
“We are on a journey of becoming that which we already are. That is the impossible paradox of our lives.”
Leonard Jacobson
Internal Environment External Environment

- Culture Competition - Competition

- Structure - Government regulation
- Politics - Technology
- Employee Skills - Market Trends
- Past vs. Future Managing a diverse - Economics
workforce within an ever
strategy
changing environment
Demand versus supply

Competitors

Winners Losers

What do you have that keeps

you ahead of your
competitors?
Operating Context

Environment Internal or external

Strategies Strategy frameworks

Capabilities Competence, Culture, Capacity

Talent Aptitude or skill

Competitive environment
What gives organizations win and gain a competitive
advantage which keeps them ahead of their competitors
Technology
Strategy
Structures
Processes
Products and services
Branding
People
Capital
Market Power/Market share
Reputation
“The main job of a leader is to continually scan the
environment”…Peter Drucker
Competitive advantage

Environment - Everything that makes up our surroundings and affects our ability to respond. Organizations
could either be responding to the internal or external environmental shifts.

Strategy - Deliberately choosing a different set of activities to deliver a unique mix of value. This is generally
the direction an organization sets for itself and its various components to achieve a desired state in the
future.

Capability - This is an expression and representation of what business does and has an ability to do. That
which a business is goo d at…What a business does at its core and not “how” things are done.

Talent - This refers to an individual's skills and abilities (talents) and what the person is capable of doing or
contributing to the organisation (Silzer & Dowell, 2010).

Competitive advantage – Resources that creates or adds value and are very difficult to be duplicated or
imitated. That’s which keeps the organisation ahead of it’s competitors.
Strategy Frameworks
So what is People Management?

People management, also known as human resource management

(HRM), is a focus on the integration of all HR policies with the overall
strategy and direction of the organization. The functions or activities
of HR includes job design, organization development, recruitment
and selection, performance management, learning and
development, talent and development, reward and recognition,
occupational health and safety, culture management, change
management, wellness, as well as providing ongoing support
and direction for the employees of in an organization.
Human Capital

Making the right people decisions

is essential for an organisations
success

Limited availability of skilled

individuals

Limited supply of skills

High unemployment rates

Identify, Attract and Integrate key

skills and talent

Empowering leaders with people-

related decisions

Managing Personal Human Capital: New Ethos for the ‘Volunteer’ Employee (2003)
How do we capitalize on the People advantage
Josef Drábek, Silvia Lorincová and Jana Javorčíková (2017). Investing in Human Capital as a Key Factor for the
Development of Enterprises, Issues of Human Resource Management.
 Where did it all start?
Revolution - when new technologies and novel ways of perceiving the world trigger a profound change in economic Pre Industrial Revolution
systems and social structures. The defining feature of the industrial revolutions is related to new ways of making sense of,
and acting on, our world – (Roser, 2017 and Enisa 2019) SHRM
Agriculture economy with limited production
Mechanization, Water and Steam Power

Constant supervision
Industrial Revolution
Threat of loss of jobs Period of Modernization and Mass production
Emergence of Personnel Management -
Lack of productivity =
termination of associated with Hiring, Training and
employment Administration
Slaves were
important source of Post Industrial Revolution
manpower 4th Industrial Revolution
Computer and Automation
Cyber Physical systems
Strategic and tactical responsibility
From Talent Management to business
partnerships and shared operational services
Globalization, Technology and overall changes
in society, including legislation and changes in
values and beliefs
Focus remains on increasing organisational
effectiveness, satisfaction of employee needs Kipkemboi Jacob Rotich (2015)
and holding both as mutually compatible
Evolution of Talent Management

Leadership Standard – address

challenges at a global level

Convergence of technologies,
advanced robotics, 3D and
distributed manufacturing,
neurotechnology, gene editing,
synthetic biology, internet of
things and global platforms

Building of innovation-driven tech

workplace which is comprised of
‘digital natives’,

Talent management technology

which aimed to give HR teams a
way to streamline processes and
gain insight into their workforce
globally – Talent Database 16
Global Talent Management

Flexibility versus Control

Trust, Purpose and Agility

Integration of Values

Balance Local and Global

Needs

Brand Differentiation

Equitable Pay

Learning Culture

Upskilling and Reskilling

Diversity and Transformation

Legislation

TalentSpringBoard, 2020 Career Nomads

Planning and Strategy
Formulation - align function
with overall business strategy

Authority – Seat at the c-suite

table

Scope – end-to-end
responsibility across employees
and managers

Decision Making – Strategic

Integration – Finance,
Marketing, Operations and
Legal

Coordination – People
Activities

Flexibility, Innovation, and

Competitive Advantage.
Who does the People Function serve?

Ulrich (2006) has suggested that the survival of Human Resource Management demands that HR professionals
are perceived to add value to four key stakeholders in organizations, namely:

a) Employees who want competence and commitment

b) Line managers who want to make strategy happen

c) Key customers who want to buy more products/services; and

d) Investors who want the stock price to go up

Current HR trends
Business driven-Integrated HR Flexible work practices
strategy Learning in the flow of work
High performance culture Personal Experience
Home is the new office
Organization design
Delivering through teams
HR Risk Taking Data-driven people analytics
Automation of tasks HR professionalization
Workforce Planning Employee Health and Wellbeing
Virtual Engagement Employer branding
Digital HR
Leadership Development
Holistic
Network Employee Experience and Activism
Meaningful work + Purpose Complexity
 Old World New World
- Leadership
- Economies of scale
- Teams
- Growth
- Ambiguity
- Strategy
- Technology
- Command and Control
- Networks
- Forecast
- Design
- Predictable
- Sustainability
- Management
- Innovation
- Best practice
- Business models
- Customer
- Learning
- More of the same
- Sustainability
- Hierarchy
- Autonomy

SHIFT
The success of The effective
organizations execution of
depends on the strategy depends
ability to on:
effectively 1. People’s talent
executive
2. Peoples
strategy and this
engagement
will enable them
to ‘win’ against 3. Peoples
competitors commitment
 Leadership

Policies
Vision Mission Goals Strategies Structure Systems and Activities
Procedures

HR planning
Management
People Management Practices

Analyzing and Workforce Employee and

planning Recruitment Training and Performance Compensation
Design of Labour
and selection Development Management and rewards
work relations

Culture, Leadership, Change Management, Engagement, Motivation, Systems, Skills, Diversity and Inclusion, Changing
Workforce, Customer, Changings needs and wants of the Customer, Strategy, Health and Wellness and Communication.