Effective partnerships with your human resources team can lend incredible support in your drive to increase maturity within the PMO and with your program and project managers. The Project Management Institute offers a wide assortment of research, tools, and programs that—when working collaboratively with the HR team—you can help to integrate into your organization.
As a project manager working in teams, your members are the lifeblood of project success. Without them, there is no work performed. How can we help human resources and ourselves hire the best people for the job?
How to Write a Letter of Complaint to Human Resources. Is your boss threatening your job if you don’t “see things his way?” Is a coworker sabotaging you or taking credit for your ideas? The workplace can be stressful enough without these…
(From PRNewswire) — Bersin & Associates, a world-class research and consulting firm that empowers HR organizations to drive bottom-line impact, today announced the launch of new research that shows many HR organizations lack the skills they need to succeed in 2011. The study, which included surveys and interviews with more than 720 global organizations, found that overall spending levels, organization structure, and team size have far less impact on business performance than the skills of the HR professionals themselves. The resulting report, The High-Impact HR Organization: Top 10 Best Practices on the Road to Excellence is a foundational piece of research in Bersin & Associates’ new HR Research Practice, which offers benchmarks, tools, case studies, operational frameworks, and proven service models that define best-practice human resources organizations. “This research clearly shows that the days of bloated HR organizations focused on administrative tasks are over,” said Josh Bersin, chief executive officer and president, Bersin & Associates. “Lean, technology-enabled, well-trained HR teams are able to take advantage of modern talent practices and partner with business leaders to drive impact.” The research also determined that the decades-old “HR generalist” model is no longer effective unless these individuals are highly trained and connected to senior business leaders. The key competencies that drive results today are familiarity with integrated talent management, understanding of workforce planning, and comfort with social networking and HR technology. These findings emerged from a two-year global benchmarking study that looked at 14 talent management and HR effectiveness measures across global businesses. The measures included a company’s ability to source the best talent, hire and onboard top candidates, identify and develop leaders, build a culture of learning, allocate compensation effectively, and drive high performance through coaching and feedback. Read more.
(From Zawya.com) — The International Human Resources Conference and Exhibition (IHRC 2011), hosted by the Federal Authority for Government Human Resources (FAHR), will bring more than 30 world’s best known thought leaders and innovators in human resource development and organisational reforms to the UAE. The conference and exhibition, to be held in Dubai from Jan. 19 to 20, will set the stage for a global exchange of knowledge and ideas on integrating efficient HR management into the strategic plans and policies of governments and organisations across the world. Over 300 HR practitioners, heads of states, and experts are expected to attend IHRC 2011, held under the patronage of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai. Speakers at the conference will analyse regional and international trends and challenges in education, job creation and talent management, linking the debates to the central theme of the conference, “Human Resources: the Sustainable Capital for the New Era.” The conference has already attracted academics, strategists, trainers and consultants from world-leading centres of excellence in knowledge, innovations, leadership and management and from trend-setting public and private sector organisations worldwide. Read more.
This article discusses the economics of the workplace where the more productive, the highly efficient, and the more faster and agile workers race ahead of the slower ones. Among other things, the key themes in this article relate to how machines replaced workers, computers replaced the white collar ones, and how the present trend of advanced computing and robotics are replacing the knowledge workers.
Most of the tasks that the HR function does are routine and repetitive and hence, can be automated. With the automation of the recruitment activities through the use of AI and Analytics, the HR staff can save much time and use the saved time and resources to focus on higher value-adding activities. Apart from this, the HR function can also automate the other tasks such as Payroll and some Performance Management tasks. This article examines these themes with an analysis of how automation creates value for organizations.
This article examines the economics of human resources in the informal economy from multiple perspectives. By explaining terms such as Daily wage workers, Arbitrage of hiring, Precariat, and the Digital Economy, this article intends to introduce the readers to how the economics of human resources in the informal economy works. The key theme in this article is that informal workers operate in a vastly different universe than the formal sector workers.
This article examines how the HR decisions in recent years are being driven by economics more than any other concerns given the emphasis on cost cutting and increasing profits. The key themes in this article are that potential and current employees must be cognizant not only of how well they perform or how poorly they have fared but also about how much they cost to the firms and hence, be prepared accordingly.
Silicon Valley firms are known for their workplace cultures that encourage and nurture innovation. This article examines some of the Human Resources policies that have made the Silicon Valley firms the workplaces of the future. This section also discusses some recent controversies that have arisen about gender discrimination and minority harassment. The key theme in this article is that Silicon Valley firms must take the lead in reshaping the workplace of the future just as they have invented the future for the world.
Preparing to Manage Human Resources from University of Minnesota. One way or another, all employees are managed. But approaches to managing employees varying from employee-to-employee, job-to-job, manager-to-manager, organization-to-organization, …
Human Resources Management Capstone: HR for People Managers from University of Minnesota. This specialization provides a robust introduction to the key principles, policies, and practices of human resource management, with a focus on …
About SunGard K-12 Education SunGard® K-12 offers software solutions and professional services designed to help K-12 schools and school districts support student achievement and operational efficiency. PLUS 360 is a single integrated suite of software solutions for the management of student information, assessment and curriculum, special education, and financial and human resources. K-12 Financial & […]
Blame it on a communication breakdown, poor up-front planning or insufficient resources. Whatever the cause, some projects fail—and the aftermath can have a devastating effect on a project manager’s career. Sometimes all it takes is one effort gone awry to leave project professionals dejected, demoted or even unemployed.
As the federal government seeks to maximize resources amid mounting deficits, organizational change is a top priority. In the private sector, the slow economic recovery is forcing companies to reevaluate their current business practices and explore new approaches for enhancing productivity and increasing profitability….
Jay Cross has posted some further reflections on the Hole in the Wall project that was presented in a keynote speech by Sugata Mitra at Online Educa Berlin two weeks ago. Although the Hole in the Wall has been going for at least 7 years and has been deployed (as Sugata told me privately) extensively not only in various locations within India but also in Africa and Cambodia, confirming the potentially universal application of the results, the deeper findings of the ongoing experiment only came home to me in Berlin, which — incidentally and somewhat ironically — perhaps reveals that public presentations by an active speaker in front of a passive audience may occasionally be an effective way of transmitting knowledge. This post can also be read as my personal answer to the Big Question for December, since the Hole in the Wall (HiW) was indeed the most significant revelation of the year for me. It’s always pleasant to see the experimental confirmation of one’s favorite hypotheses (concerning both social learning and e-learning as a resource), but as with all empirical evidence, I’ve discovered in HiW material for extending the original hypotheses and introducing new dimensions (e.g. the organizational, the psychological and the ethical). It seems to me that the fundamental key to the success of HiW is the notion of “self-organized groups” who learn on their own. If education is to become truly non-invasive, as Jay suggests, it must refrain from defining both the goals and the means to reach them, entrusting the groups with this task. If educational gurus (authorities) notice that a group is neglecting what is considered “essential” in the curriculum (for whatever reason, whether it’s basic security, survival or inculcating an existing set of values), the group could be challenged to account for why they may be neglecting a certain topic or reminded of the interest in pursuing it. Respecting the self-organizing group and its decision-making capacity is the sine qua non of success. It also happens to be the absolute opposite of the organizational principles of traditional education and training. It’s worth reflecting on how learners in self-organized groups use external resources to solve problems. One of Sugata’s anecdotes in Berlin concerned a girl who was overwhelmed by the exposure to the micro-biology courses in English (a language she had to learn as the medium of instruction). She stole some money from her mother to phone her uncle in Delhi, who she hoped might be able to explain in simple terms what DNA was. His vague and unscientific but nevertheless informative answer gave her the minimum she needed to begin constructing her understanding of the lessons she wanted to explore. In other words, everything one already knows or has access to in the world becomes a potential resource for building rather than simply receiving knowledge, traditionally from a single authoritative source. This is probably also the best answer to Andrew Keen – another keynote speaker in Berlin whose stock-in-trade is lamenting Web 2.0’s loss of the sense of established authority common to traditional education and the Web 1.0 — because it demonstrates that even sources of knowledge (the uncle) that are not fully reliable can contribute to the construction and refinement of knowledge. Being exposed to a multiplicity of sources and entering into dialogue with them is the best way of evaluating the components of knowledge and understanding relationships between complementary elements. Inevitably such increasingly complex networks of knowledge (and interpretation of existing knowledge) produce a more diversified intellectual culture capable of appreciating value rather than relying on arbitrary criteria, such as university degrees or media-induced standards of celebrity: see for example this interesting article in the LA Times on the Trump University. I expect that within the family (in Indian culture) the mother could forgive her daughter for the theft. It’s worth noticing that in some cultures – and especially within educational institutions — that theft would not be forgiven and the child would be branded as a real or potential delinquent. It’s the old Jean Valjean problem that our western cultures are still struggling with, where the “rule of law” can easily become a rigid regime of “law and order” and human potential stifled with a vengeance. Sugata told me that his results apply strictly to an age range of 6 to 13. He wouldn’t commit to drawing any conclusions about how the findings might apply to older children and even less to adults. It’s obvious that a similar experimental setting would be difficult to imagine. But I believe that parallels can be found, that the principles concerning the motivational factors of learning are similar and that, with some imagination in the “learning design”, similar results could be produced in adults. The place to begin, of course, is CoPs since what the HiW children effectively did was to build and run their own CoP. And isn’t “self-organized group” the best and most succinct definition of a CoP?
Government agencies, like private sector organizations, continually look for ways to increase efficiencies and improve agency performance. Having a knowledgeable, skilled workforce is a critical step in meeting those goals. To help managers and learning professionals build their talent, the American Society for Training & Development (ASTD) has several new offerings tailored specifically to the needs of professionals in the public sector. One certificate program, “Managing Talent for Mission Success,” is designed for managers and supervisors, training and development practitioners, and HR specialists in the federal government. This practical two-day workshop will enable participants to better leverage their role in the organization to more effectively inform, influence, and lead talent management in support of mission achievement. Participants will explore a six step process: Other ASTD certificate programs explore topics relevant in the public sector like training design and delivery, coaching, human performance improvement, managing organizational knowledge, and measuring and evaluating learning. ASTD offers other beneficial resources to public sector employees. Through its content licensing program ASTD enables agencies to deliver learning libraries to agencies’ protected websites, providing employees with access to cutting edge training materials. The Public Manager, a quarterly journal dedicated to encouraging professionalism and high performance in all levels of government, gives public managers and executives the opportunity to write and share ideas about critical public management issues. ASTD Press offers books that can help managers and training professionals in the public sector such as High-Impact Middle Management: Solutions for Today’s Busy Public Sector Managers, written by Lisa Haneberg. More information about ASTD’s resources for the public sector is available at http://www.astd.org/ASTD/Government/.
Developing leaders in your organization starts with knowing your workforce. Implementing the wrong leadership strategy can mean losing time, resources, or even your employees. The Human Capital Virtual Summit: Leadership for Today’s Workforce is the second annual event hosted by ATD to take a deeper dive into leadership’s role in developing talent. This event is focused on the different strategies available to today’s leaders, and how each can best align with their unique workforce to drive…
Water Resources Management and Policy from University of Geneva. Water management today is faced with new challenges such as climate change or the effects of human activity. Public and private stakeholders who are active in this field must …
Innovative design crosses over all aspects of education. The American Society for Innovation Design in Education, or ASIDE, seeks to infuse curriculum with new approaches to teaching and thinking. Integrating the design of information into the daily conversation is an essential part of the teacher’s toolkit and the purpose of the ASIDE blog. The underpinning of innovation and educational design is based on looking at the information available and communicating meaning for a world of learners. Thinking like a designer can transform the way children learn. ASIDE’s goal is to bring together as much information, resources and supportive scholarship in one place for teaching and learning.
Epicor HCM – HR Management Software Today’s economy demands a more proactive, strategic role for the HR department. As competition for critical resources intensifies, managers, employees and candidates are demanding more from HR and human resource information systems (HRIS), moving beyond self-service to secure direct access to relevant information and processes whether in the office or on […]
Question: With more teams (some agile and some waterfall), more customer and management involvement, and younger workers who are not as subservient to position power, the team landscape in my department has become a minefield. It’s not just the project manager or ScrumMaster who needs to know how to tame the conflicts–it’s each and every one of us. Short of major psychotherapy sessions, how do we start?
A. Complaining and unhappiness are a necessary part of working with other people. If it happens to you, just back down and you can vent your frustration at home tonight. Addressing conflict at work is unhealthy and will derail your career.
B. There are some simple techniques and verbal steps you can learn so that you are prepared to soothe troubled relationships regardless of whether it’s colleague to colleague, team member to customer or manager to employee. Study them.
C. Ask the Human Resources department to arrange for a counselor to come into the department and work with all the employees. The ones that really need it won’t realize it’s for them, and the rest of the people who don’t need it may find something they can use at home.
D. Go online and download a series of positive posters, sayings and cartoons to post in your workspace to lighten the atmosphere. If people can identify with one of the printouts, they may realize how they look to others and stop their disruptive behavior.
Pick your answer then Test Your Knowledge!
If you haven’t been in this position already, it is only a matter of time. You have interviewed four or five candidates for your opening, and whether you are Human Resources or the hiring manager, one of the candidates is going to call you to find out if they are the lucky one and if not, why not (that is one of the perks to handing out your business card too freely!). How do you handle this situation? You want to treat everyone with a certain respect, but how much information is too much information? Let’s avoid a potential legal battle by reviewing a couple of simple guidelines for candidate notification and feedback.
It’s true most companies no longer have their feet to the fire in the recruiting department. Perhaps there have been some layoffs and your additions to headcount could very well be down for next year. Now, keeping that in mind, how much of your human resources person’s time is spent on creating a retention program for the cream of the crop you currently have on staff? The difference is like treading water and bearing down to take those extra breaststrokes to stay in the race. If you are slacking in the retention department, you and your team will feel the effects. Let’s switch gears and get out of the “crisis management” mode.
Whether you are the department head or a human resources manager, this is the time of year you are going to get a good grip on what you’ll to need in the coming year as far as headcount in your workforce. Now is the time to plan your objectives, which are going to include building a budget and a strategy assessment around those plans. Well, what are you waiting for? Let’s get you started!
Question: Finally, we have convinced human resources that our agile team lead and our ScrumMaster need to be involved in hiring new team members. But now that we have the authority, we really don’t know what to look for in a good hire. How do we use this new power to our best advantage in choosing a fresh agile colleague?
A. Be careful what you ask for. Only human resource certified people are qualified to choose new employees for an organization. Revoke your participation rights in this process or you will be blamed when this new hire fails.
B. It’s not only the questions you ask, but what you do with the answers that will empower you to choose the best addition to your team. Create a good list of questions and know how to interpret what you hear.
C. Your product owner is the person on the management team and is more experienced in what makes a good agile team member. Ask him to sit in on candidate interviews and then defer to his superior judgment when making the final choice.
D. The person you hire must fit into the team, so assemble the entire team and have all of them work with you to interview potential candidates. Once they have agreed on a choice, they will be forced to work with the new person successfully since they have been part of the hiring decision.
Pick your answer then Test Your Knowledge!
Social networking is a powerful networking tool, but its misuse can kill a career. That’s why knowing the etiquette of social networks such as Facebook, LinkedIn, and Twitter is key to leveraging these powerful assets. This article discusses how to build a useful social network without making the poor decisions that can cost project professionals their reputations and opportunities for advancement. In doing so, it reports a study conducted by CareerBuilder that shows that 37 percent of U.S. human resources professionals said they screen potential employees on social networks, and of those that vet via social media, 34 percent said they’ve found information that caused them not to hire the person. It then lists these seven ways to strike the perfect social networking balance: traditional networking rules apply; don’t over-share; damage control matters; engage; choose your network wisely; use your manners; and focus on the relationship, not the numbers. Accompanying the article is a sidebar showing how to start a social network.
Without proper management and planning, major product launches can become derailed quickly and lose money as soon as they hit the market. Add to that a fire-drill mentality where project managers pull financial and human resources from other initiatives within an organization, and the ripple effect becomes easy to predict. The solution, some experts say, is enterprise project management based on agile methodology.