Best-Practise Mentor Programmes

2021 ◽  
pp. 57-79
Author(s):  
Maia Rushby ◽  
Carola Hieker
Keyword(s):  
Human Resource ◽  
Line Managers ◽  
Mentor Programs ◽  
American University ◽  
Reliable Tool ◽  
Short Overview ◽  
Development Tool ◽  
Key Drivers ◽  
People Development ◽  
The Individual

The chapter focuses on features of mentor programs and emphasizes their growing importance. It aims to bring clarity to the concept of mentoring and offers clear guidelines on how to set them up and make them best practices. It starts by looking at the different roles and definitions of mentors, sponsors, coaches, and line-managers and how they work together to enable employees to develop their potential in a workplace environment. A short overview of the change in human resource strategies over the last two decades shows the history and motivations as to why mentor programs have become not just an accepted people development tool but are also increasingly recognized as a reliable tool for influencing and changing organizational culture. Finally, key drivers of good mentor programs will be reviewed and an assessment of the benefits to the individual and organization provided. Trends in mentor programs will also be touched upon. References in this chapter are based on work with clients in industry and research conducted at Richmond, The American University in London.

An Analysis on Human Resource Development Culture and Climate of Chemical Based Public Sector Enterprises in Kerala, India

2021 ◽  
Vol 2021 (6) ◽  
pp. 132-135
Author(s):  
Balakrishnan A ◽  
Dr. KVM Varambally
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Human Resource ◽  
Deep Structure ◽  
Positive Culture ◽  
Resource Development ◽  
The Individual ◽  
The Impact ◽  
Culture And Climate

The impact of Globalization creates a competitive horizon with new markets, new products, new mindsets, new competencies, and new ways of thinking about business. As an outcome of this, the market places become more complex, uncertain, competitive, and transformational. In this era, the major challenge faced by any organization is to maintain a peaceful as well positive culture and climate inside the organization. The human resource development climate of an organization plays a significant role in ensuring the competency, motivation, and development of its employees. Here the term climate denotes the quality of the internal environment. It influences morale and the attitudes of the individual toward his work and his environment. Culture refers to the deep structure of organizations, which is rooted in the values, beliefs, and assumptions held by organizational members. The study was aimed to analyze the Human Resource Development culture and climate of chemical-based public sector enterprises in Kerala. The results indicated that the Human Resource Development climate in an organization is average and the perception of employees regarding Human Resource Development culture and climate does not differs significantly based on age, job approval status, and qualification. But it differs significantly based on gender and experiences.

Human Resource Planning as a Strategic Function

2017 ◽  
Vol 8 (3) ◽  
pp. 120-131 ◽  
Author(s):  
Jatinder Kumar Jha ◽  
Manjari Singh
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Human Resource ◽  
Resource Planning ◽  
Line Managers ◽  
Human Resource Planning ◽  
Competitive Edge ◽  
Hr Managers ◽  
Forecasting Techniques

This paper explores the strategic importance of human resource (HR) planning and the various techniques employed by organizations to attract talent and thus to gain a competitive edge. In this paper, the authors have tried to explore the various biases that come into play when supervisors forecast for human resources. Backed by research, the paper recommends the integration of line managers with HR managers and their participations in strategic planning to enable the HR managers to gain valuable insights for HR planning. The paper further suggests that though biases cannot be ruled out completely but they can be controlled by providing relevant training to the HR and line managers to forecast dynamics. Further, the judgement of the line managers could be complemented with other forecasting techniques to make the process more reliable.

scholarly journals Integration at the workplace studies within multinational pharmaceutical factories in Hungary

2012 ◽  
Vol 6 (5) ◽  
pp. 69-71
Author(s):  
Anita Kozák
Keyword(s):  
Human Resource ◽  
Primary Objective ◽  
Human Resource Managers ◽  
Social Changes ◽  
Doctoral Research ◽  
Resource Managers ◽  
Management Literature ◽  
The Individual ◽  
Depth Interviews ◽  
Work Socialization

The primary objective of this essay is to assign a gap in Human Recourse Management literature. Many studies and resources are known about hiring and maintaining people and their loyalty to organizations. Work socialization is the first step to keeping people; however, most of the literature on integration at the workplace focuses primarily on organizational commitment and not on the individuals. Various perspectives of work socialization have been discussed including socialization stages, guidance and carrier development. This essay focuses on the approach of Human Resource Management, but the scope is expanded to the individual as well. In this paper, the reasoning, the methods and the questions of my future doctoral research on integration at the workplace are analysed. First, the issue is discussed from the perspective of social changes in Hungary. The next part of this essay illustrates varying definitions from the literature, providing then my own view of how to explain the integration process in the workplace and through which what I would like to focus my research. This article also aims to show possible methods (in-depth interviews with Human Resource Managers and document analysis) for examining the topic at multinational pharmaceutical factories in Hungary, while highlighting the most important questions for which my research aims to find answers.

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somaieh Alavi ◽  
Hamid Aghakhani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Level ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
The Individual ◽  
Green Human Resource Management

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Human resource devolution, decoupling and incoherence: how line managers manage gender equality reforms

2019 ◽  
Vol 22 (10) ◽  
pp. 1560-1578 ◽  
Author(s):  
Sue Williamson ◽  
Linda Colley ◽  
Meraiah Foley
Keyword(s):  
Gender Equality ◽  
Human Resource ◽  
Line Managers

scholarly journals Applying the competence-based approach to management in the aerospace industry

2018 ◽  
Vol 158 ◽  
pp. 01003 ◽  
Author(s):  
Mariam Arpentieva ◽  
Olga Duvalina ◽  
Svetlana Braitseva ◽  
Irina Gorelova ◽  
Anna Rozhnova
Keyword(s):  
Comparative Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Aerospace Industry ◽  
Individual Approach ◽  
Aerospace Manufacturing ◽  
Aerospace Organization ◽  
The Individual

Problems of management in aerospace manufacturing are similar to those we observe in other sectors, the main of which is the flattening of strategic management. The main reason lies in the attitude towards human resource of the organization. In the aerospace industry employs 250 thousand people, who need individual approach. The individual approach can offer competence-based approach to management. The purpose of the study is proof of the benefits of the competency approach to human resource management in context strategic management of the aerospace organization. To achieve this goal it is possible to obtain the method of comparative analysis. The article compares two approaches to personnel management. The transition to competence-based human resource management means (a) a different understanding of the object of management; (b) involvement in all functions of human resource management «knowledge – skills – abilities» of the employee; (c) to change the approach to strategic management aerospace industry.

scholarly journals A guiding framework for multi-stakeholder contracting in executive coaching

2019 ◽  
Vol 17 ◽  
Author(s):  
Zelda Burger ◽  
Salome Van Coller-Peter
Keyword(s):  
Executive Coaching ◽  
Line Managers ◽  
Executive Coaches ◽  
Interview Guide ◽  
Managerial Implications ◽  
Value Add ◽  
The Individual ◽  
Multi Stakeholder ◽  
Line Manager ◽  
Three Phases

Orientation: Multi-stakeholder contracting provides a platform for the coaching stakeholders: the individual being coached (client), the organisation (sponsor and line manager) and the coach for achieving aligned outcomes within executive coaching. Contracting is not optimally implemented by stakeholders in all three phases of executive coaching (commencement, execution and conclusion).Research purpose: The research’s purpose was to develop a guiding framework for multi-stakeholder contracting in each of the three phases of coaching.Motivation for the study: Stakeholders ensure outcomes achievement for the individual and the organisation in executive coaching. Limited research exists relating to the contractual elements and practices implemented by stakeholders during the three phases of coaching.Research approach/design and method: A qualitative, inductive, exploratory approach using purposive sampling was used to identify 12 participants, consisting of three: executive coaches, clients, line managers and sponsors from three corporate organisations. Participants were interviewed using a customised interview guide categorised into the three coaching phases.Main findings: Findings showed that contracting was included at the commencement coaching phase. The study indicated the advantages of contracting in all three coaching phases with all stakeholders emphasising phase-specific accountabilities.Practical/managerial implications: A guiding framework for multi-stakeholder contracting for each of the three phases of coaching could assist stakeholders; in particular human resource practitioners when contracting for executive coaching.Contribution/value-add: Outcomes alignment at the commencement phase, agreement on progress and results feedback during the execution and conclusion phases are enabled by implementing the guiding framework for multi-stakeholder contracting offered by this research.

scholarly journals Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers

2018 ◽  
Vol 10 (12) ◽  
pp. 4614 ◽  
Author(s):  
Macarena López-Fernández ◽  
Pedro M. Romero-Fernández ◽  
Ina Aust
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Commitment ◽  
Future Research ◽  
Socially Responsible ◽  
Line Managers ◽  
Hr Managers ◽  
Managerial Employees ◽  
Different Levels

The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.

Talent management at Telekom Malaysia Berhad

2011 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Wardah Azimah Sumardi ◽  
Rozhan Othman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Talent Management ◽  
Management Program ◽  
Individual Development ◽  
Successful Implementation ◽  
Line Managers ◽  
Content Type

Subject area Human resource management. Study level/applicability Undergraduate and graduate level Human Resource Management programmes; Leadership modules. Case overview This case accounts the experience of a Malaysian company, Telekom Malaysia Berhad, in implementing talent management practices in its organization. There were several developments that prompted Telekom Malaysia Berhad to initiate a talent management program. The emergence of competitors had forced the company to introduce initiatives to sustain the business. One of the key initiatives involved the need to better manage its talent. The talent management process at Telekom Malaysia Bhd is divided into four key stages. These are first, talent spotting; second, talent assessment and endorsement; third, formulation of individual development plan; and the fourth, readiness level assessment. Each of these stages is implemented using a well-defined set of standards and activities. Expected learning outcomes This case examines how commitment and support from line management is crucial in the successful implementation of a talent management program and HR-related initiatives generally. Line managers are identified as the missing linchpin between HRM and organizational performance. The case will also identify how the role of line managers is now shifting to support the HR in a strategic sense. Thus, we find a shift in the HR profession from personnel management to strategic human resource management. The case examines the importance of a positive leader-member relationship, creating a culture which is receptive to change. This can be achieved by transformational leader who fosters closer relationships with subordinates. Finally, the case pinpoints how development can occurs in three main ways – on the job experiences, relationships, networking and feedback and formal training opportunities. Supplementary materials Teaching note.

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