Use comparisons imaginatively Improve feedback through face to face discussion

Use comparisons imaginatively improve feedback

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Use comparisons imaginatively. Improve feedback through face-to-face discussion. Be realistic about what performance measures can deliver. Methods of evaluation User reaction. Employee satisfaction measures. Benchmarking. The HR scorecard (Beatty et al , 2003) The four headings are: 1. HR competencies – administrative expertise, employee advocacy, strategy execution and change agency. 2. HR practices – communication, work design, selection, development, measurement and rewards. 3. HR systems – alignment, integration and differentiation. 4. HR deliverables – workforce mindset, technical knowledge, and workforce behaviour .
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Outsourcing Benefits include reduced cost, access to expertise not available within HR, increased flexibility and speed of response, and freeing-up HR to focus on more value-adding activities. Problems include suppliers increasing charges, short-term decisions on what can be outsourced, lower employee morale. Use of management consultants Provide expertise and may act as service providers in recruitment, executive search and training. Marketing the HR function Persuade management that HR is a service the business needs by making out the business case – spelling out its benefits in terms of added value and the impact it will make on performance. HR budgeting Budgets need to be justified and protected. Justification means ensuring in advance that objectives and plans are generally agreed. Protection means providing in advance a rationale for each area of expenditure (a business case) that proves it is necessary and will justify the costs involved. The HR role of line managers HR can initiate new policies and practices but it is the line that has the main responsibility for implementing them. Better ownership by line managers of HR practices is more likely to be achieved if: the practice demonstrably benefits them; they are involved in the development and the testing of the practices; the practice is not too complicated, bureaucratic or time-consuming; their responsibilities are defined and communicated clearly;
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they are provided with the guidance, support and training required to implement the practice.
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Definitions of key concepts and terms Benchmarking (the HR function) – Comparing what the HR function is doing with what is happening in similar organizations to establish the extent to which good practices have been adopted and to indicate areas for improvement. Boundary management – Managing transactions between departments or units across organizational boundaries. Business partners – HR specialists who act as business partners share responsibility with their line management colleagues for the success of the enterprise and get involved with them in implementing business strategy and running the business.
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