A Critical Assessment and Enhancement of Metrics for the Management of Scarce Human Resources

The effect of digitalization and its transformative power in all aspects of corporate strategies and organizations are visible everywhere. As leaders try to make sense of the “digital tornado” and prepare, try out, and set courses in new business directions, the authors propose to take a step back and focus on what is still at the core of corporate change – the people of your organization. In this chapter, the authors reflect on the forces and challenges that employees are facing in times of rapid and digitally driven change. They also mirror this, considering structural, sociological, and demographic change in the workforce, especially with regards to younger employees. They provide a set of fundamental metrics that can quantify the human resource strategy of an organization to derive measures which can be controlled via a DMAIC cycle. This contribution is an extended version of and includes an enhanced set of metrics to address challenges of digitalization and agile work environments. Further, approaches to possible solutions and first steps for an implementation in companies are presented.

Employer Branding – A Human Resource Strategy for Companies in a Turbulent Environment Based on the Example of Northern Austria

Human capital is a precondition for regional development and influences, to a great extent, the value or worth of a region. Especially in a turbulent environment, human capital is a key factor to keep a region competitive and innovative. This paper addresses employer branding as a sustainable strategy for companies, located in the border region of Northern Austria, to manage their human resources. The region is characterized by mostly small and medium sized enterprises which increasingly face labour shortage because numerous residents commute to more urban areas. Hence, employer branding contributes to regional development by attracting and retaining qualified people who not only live in the region but are also willing to work there and invest their talent into the development of new and innovative products or services. An empirical study was conducted to gain insight into how precious human capital can be secured in order to reinforce regional development and encounter the labour shortage problem. Interesting information about employers’ and employees’ values was discovered. Based on the results, companies in the target region require an enhanced human resource strategy in order to be visible for potential employees and to retain existing employees. That is to say, companies that are noticeable and attractive have better chances to entice qualified people which, in turn, positively influences regional development, as people not only live but also work in the region and invest their potential. Talented people not only spur the innovative strength of a company but also determine the success of an organisation. New approaches towards managing human capital and their impact on the target region are presented in this paper.

The Greek life-long learning centers in the post-debt crisis era: evaluation of the effectiveness of mentoring in adult trainers training

Purpose The purpose of this paper is to explore the views of Greek Life-Long Learning Centers (LLLCs) trainers, who worked as educational managers and took on informal mentoring roles in the context of counseling guidance and their trainees (who are adults’ trainers), on the effectiveness of mentoring in the post-Greek Debt Crisis era. Design/methodology/approach The authors performed a quantitative analysis using the SPSS software package’s simple random sampling. The bibliographic review, the identification and specialization of the research objectives, as well as the study of the participants’ unique characteristics, were used in the construction of a research tool. Findings The majority of participants confirmed the importance of mentoring as a human resource strategy. Regarding its effectiveness in the field of the Greek LLLCs, there were several discrepancies in the perceptions of trainers and trainees, as well as specific malfunctions in its implementation. Research limitations/implications The research omitted certain qualitative features and was conducted in a relatively limited geographical context. Originality/value Given the lack of similar studies in the field of the Greek LLLCs, this study illustrates the reality of the mentoring function in the training field of adult trainers, after the onset of the Greek economic crisis, while also highlighting realistic ways to improve the effectiveness of these organizations and conduct future, larger-scale research.

Human Resource Strategy Evaluation And Performance in Higher Education: An Empirical Study on Selected Universities in Kenyan

The research aimed to examine the relationship between human resource strategy evaluation and the performance of human resources in universities in Kenya. A sample survey cross-sectional design was employed where the target population was the registrars from the administration department that has oversight over the human resources. The data was then processed using the SPSS version 25 and analysed with descriptive and inferential statistics. Frequency distributions indicated high utilisation of the principles of business strategy evaluation in human resources. The correlation between the Human resource Strategy Evaluation and performance was positive and significant, and regression analysis confirmed the predictive power of human resource strategy on performance. The study concluded a positive and significant relationship between the utilisation of human resource strategy evaluation and the performance of human resources in universities in Kenya. Keywords: Human Resource Strategy Evaluation; Performance; Higher Education, Kenya

ANALISIS KESESUAIAN ANTARA STRATEGI SDM DENGAN STRATEGI BISNIS PADA UNIKA SANTO THOMAS MEDAN

Human resource strategy is part of the business strategy implementation process. Certain business strategies require specific competencies and personal characteristics. Human resource strategy is a derivation of changes in business strategy or company strategy.This research is intended to know:1) What is the stated business strategy of the Catholic University of Saint Thomas Medan? ; 2) What is the human resource strategy implemented by the Catholic University of Saint Thomas Medan? ; 3) .Is the human resource strategy implemented in accordance with the business strategy of the Catholic University of Saint Thomas Medan? Based on the results of the analysis, it is known that the human resource strategy is in accordance with the business strategy of the Catholic University of Saint Thomas Medan. This can be proven by the following data: a) In 1984-2000, the Corporate strategy was a Growth strategy by conducting Market Development and Product Development. The Business strategy is Defender while the Human resource strategy is Club; b) In 2001-2015, the Corporate strategy is Growth (Product development) and Retrenchment (Turnaround). Its Business strategy is Defender and Reactor, while its Human resource strategy is Club and Fortress; c) In 2016-present, the Corporate strategy is Stability and Growth (Market development & Product development). The Business strategy is Analyzer and the Human resource strategy is Academy.

Current Situation of Human Resource Management in Tobacco Enterprises from the Perspective of Strategic Human Resource Management

Objectives: In order to promote the optimization of talent structure in tobacco industry, this paper studies the current situation of human resource management in tobacco enterprises from the perspective of strategic human resource management. Methods: This study is divided into two stages: the first stage is literature research. The main purpose is to study the effect of different human resource management orientations on performance. The second stage is empirical research, which mainly focuses on the impact of government policies on entrepreneurial orientation, the impact of human resources strategies on entrepreneurial orientation, and the relationship between entrepreneurial orientation and performance. A total of 161 valid questionnaires were collected from the tobacco industry. Results: Among the three types of human resource strategies, cumulative innovation and action leadership are significantly positively correlated at the level of 0.01, but the correlation with risk-taking is not significant. There is a significant positive correlation between assisted innovation and action leadership at the level of 0.01, but there is no significant correlation with the dimension of risk-taking. The two dimensions of innovation and action leadership in human resource orientation have a positive impact on the two dimensions of financial performance and growth performance respectively. Conclusion: The cumulative human resource strategy in the human resource strategy has a positive impact on the two dimensions of innovation and action leadership of the tobacco industry.

The Study of Human Resources Management Practice on Corporate Social Responsibility

The topic of corporate social responsibility and human resource strategy has developed together in the study as well in practice in a business environment. Both have become very powerful tools within the company to achieve sustainable growth for the company. Corporate social responsibility deals with labor-related issues, such as human rights, labor practices, health care, and the environment, and others, while implementing a good human resource strategy will support the practice of corporate social responsibility to be more effective, meaning that there is a mutual relationship among them. Companies that implement corporate social responsibility properly will pay attention to efforts to work legality at the company and improve company performance and more adequate business sustainability. This research has shown that adequate human resources management practice would significantly increase the company's corporate social responsibility.

Task Performance of Expatriates Based on Emissary Model of Global Human Resource Strategy

This survey study examined predictors of the task performance of Korean expatriates in India, while considering their globalization status. Task performance was significantly influenced by opportunities for career development and satisfaction of global human resource management practices. However, cultural intelligence, family adjustment and willingness to accept a global assignment did not significantly influence task performance. Using an emissary model of international HR strategy that conforms to Korean companies’ current globalization status, we explain these results and also suggest valuable insights to fast-growing companies from newly industrializing or emerging economies so that they can develop a relevant strategy for improving task performance of their expatriates.