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OCR Level 3 Cambridge Technicals in Business Unit 5: Human Resource Management in Business.

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Presentation on theme: "OCR Level 3 Cambridge Technicals in Business Unit 5: Human Resource Management in Business."— Presentation transcript:

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2 OCR Level 3 Cambridge Technicals in Business Unit 5: Human Resource Management in Business

3 Why are human resources important? People are sometimes described as the most valuable resource that an organisation has. Human resources involves managing the current workforce… …while human resource planning means thinking about the organisation’s future human resources needs and taking steps to meet those needs.

4 Factors to think about Workforce profiles Demand for products/ services Thinking about human resources means looking at a number of factors. Internal factors Organisational needs Skills requirements External factors Supply of labour Labour costs Workforce skills Government policy Labour market competition Changing nature of work

5 Getting the most from people Why do people come to work and how can an organisation get the most from them? What skills do people in the organisation have? Are people in the best place to use their skills? What training is needed to improve skills? How do we motivate people? Is motivation all about money? What makes people feel good at work? What does absenteeism tell us about motivation at work? Can skills be transferred to different areas of the organisation? Why is treating people fairly so important? What theories can explain what motivates people at work?

6 Kelloggs – a great place to work? Employees can buy and sell holiday days if they value time off more than pay. Kelloggs has based its HR strategy around motivation with the aim of making the company ‘a great place to work’. The company have a range of ways of motivating their employees, for example: Competitive salary Flexible workplace, safe and healthy working environment Promotion and development opportunities Mutual respect of each other Basic needs Social needs Safety needs Self Actualisation Esteem

7 Kelloggs – working with everyone Mutual co-operation between an organisation and its workforce is vital to be successful, but achieving this is not always easy. Kelloggs tries to do this using: Communication: from formal meetings to a 200- seater coffee lounge in the foyer for information discussions and socialising. Encouraging ideas: such as a staff suggestion scheme and ‘Snap, Crackle and Save’, which encourages cost saving ideas. Study leave and secondment opportunities: helping staff to feel valued and motivated to develop their skills and apply them at work.

8 Managing performance It is important to actively manage people’s performance in their roles in order for the organisation to be successful. If people are well motivated and have the right skills, then they should be effective in their roles but how do we know? Using probationary periods, appraisals, and methods of supporting employees. It is important to ensure fairness when measuring and managing performance. How can this be achieved? Using indicators, goals, SMART targets and benchmarking.

9 What will you learn? After completing this unit, you will: Know the factors that are involved in human resource planning in organisations Know how organisations motivate employees Understand how to gain committed employee cooperation Understand the importance of managing employee performance at work

10 Thank you for using this OCR resource. Other OCR resources are available at To give us feedback on, or ideas about, the OCR resources you have used


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