Self-Study 1

Strategic People Management & Development:

Unit: 1

1. CIPD Professional Map:

a. CIPD professional map is the way that a person can know the detail of the profession and at what stage it
belongs.
i. Purpose and value: this answers the question what purpose is there of our job? 1. Principle led is going
beyond the policy and do what is right. 2. evidence based is Using range of evidence to make the work
decision. 3. Outcome based is based on the job outcome.
ii. Core knowledge: when a work need and specialized know the to function it.
iii. Core Behaviour: Core behaviour is the behaviour that is required to achieve a task suck as going beyond
the policy.
iv. Specialist knowledge: is the special knowledge required for a special type of job.
2. Models of HRM:
a. Devanna et al 1984:

b. beer et al 1985:

c. The Guest Model:

 3. Hard HRM & Soft HRM:
a. Hard HRM: Focuses on more strategic and quantitative approach to manage human resources as a economic
factor.
b. Soft HRM: Focuses more on learning, motivational aspects.

Unit 2 :

1. Employee Life cycle:

2. Resourcing
3. Talent Managment:
a. Here the main driving factors are emphasis on talent for the edge and survival, lack of leadership talent, loss of
experiences age workers, boundary-less career-less loyalty to the organization of young workers.
b. Exclusive View: Detractors of the exclusive approach argue that by focusing on a few employees, organisations
neglect the negative effects on those not considered valuable.
c. Inclusive View: Inclusive talent management is all about inclusion and participation. It recognises each individual as
having their own strengths and weaknesses
4. Stages of Talent Management:
a. Job Analysis – the systematic analysis of the duties required.
b. Job Descriptions – job title, main purpose, responsibilities/duties, working conditions.
c. Person Specifications – outlines the human attributes seen as necessary to do the job.
5. Recruitment Methods.
6. Selection Methods – interviews, selection testing, assessment centres etc.
7. Implications (of taking a strategic approach)
 Geared to long-term considerations
 R & S becomes one of a number of integrated HR activities designed to deliver an organisation’s strategic objectives
rather than an isolated activity
 Starting point is not a job vacancy but the strategic objectives of an organisation which must be translated into the
personal attributes required to achieve this strategy.
 This shifts the focus of R & S away from fitting the person to the job to fitting the person to the organisation or fitting
the job to the person once recruited.
 Common set of core values and competencies.

8. HR Planning & Choices Millmore Et al 2007: 301):

Unit 3:

1. Performance Management: A Strategic approach to manage performance of the employee for a sustainable
organizational Growth.
a. Vertical Integration of performance management looks at more financial , Customer, internal process and
employee measures of the organization.
b. Horizontal Integration looks more at the process by which organization can have more edge over other
competitors.
2. People & Performance:
a. Appelbaum Et Al 2000 suggest that employees perform well if they are able to do so, Motivated to perform,
opportunity to deploy their skills.
b. Purcell’s finding says that well performing organizations have a big idea, line managers are crucial point, adapting
to the performance measuring technics.
3. Learning & Development: L & D is the systematic approach how an organization can achieve an individuals learning goals
and organizational mission.
a. Traditional Approach:
i. Identify L&D needs
ii. Plan & Design Interventions
iii. Implement
iv. Evaluate
4. Characteristics of a Strategic Approach
a. Integration with organisational goals & mission
b. Top management support & leadership
c. Environmental scanning
d. SL&D plans & policies to support wider business needs
e. Line mgmt. commitment and support
f. Existence of complementary HRM activities
g. Expanded trainer role
h. Recognition of culture, including key role of the L&D function in shaping corporate culture
i. Emphasis on evaluation
5. Performance Management Objectives:
a. To communicate a shared vision
b. Link Company objectives with those of employees
c. To define expectations
d. To ensure that employees are aware of what constitutes high performance and its achievement
e. To enhance motivation, engagement and commitment
f. To enable employees to monitor their own performance and encourage dialogue with their manager about how
performance can be improved.
6. Performance Management Cycle:

7. Types Of Pay System:

8. Performance Based Pay: Arguments For:

a. Strong linkage between organisational strategy and employee objectives
b. It is right that those who perform better receive higher rewards than those who perform less well
c. Linking pay to performance improves motivation and hence performance
d. Performance-linked pay can send strong messages about what behaviour is expected.
9. Performance-based pay Arguments against:
a. Pay may not be a motivator
b. PRP demotivates staff who do not benefit
c. It ruptures relationships and team work
d. It represents a diversion from managing staff performance properly
e. It discourages risk-taking
f. It undermines the intrinsic interest in the work.
10. PRP – More likely to be successful under certain conditions…
a. PM practices are integrated with firm’s strategy/objectives
 b. PRP integrated with other “people practices”
c. Entrepreneurial Culture – growth/competition
d. Line managers skilled in setting objectives, assessing performance and giving feedback
e. Clear employee expectations of how to achieve reward
f. Scheme is transparent – everyone knows how it works (line of sight)
g. The firm can afford to award worthwhile PRP increases
11. IPRP – Unfavourable Conditions
a. Lack of trust between management and employees
b. There is a powerful trade union which is opposed PRP
c. PRP does not fit the culture eg incremental systems or emphasis on teamwork or quality rather than
measurement of individual contribution
d. There is low “line of sight”
12. Service or seniority-based pay
a. Traditional method of pay progression and still common in public/voluntary sectors
b. Operates on the basis of fixed increments on a scale from minimum to maximum for the grade
c. Assumption is that length of service equates with improved knowledge and experience
d. Popular with trade unions – guaranteed progression
e. Popular with line managers – no individual pay decisions and predictable pay costs
f. No linkage with performance management process
g. Poor performance is treated same as good performance – no incentive to improve.
13. Competency-based pay: ‘A payment system that relates salary progression or a cash bonus to the display of
“competencies” by individual employees. Systems originate in the identification of competency, understood as the key
attributes and behaviours of employees that underlie good performance in a particular organisation or job.
14. Skills-based pay: ‘Skills-based pay is an input-based payment system in which employees receive increases in pay for
undergoing training and adding to their range or depth of skills.’
15. Pay for contribution:
a. Paying for how results are achieved as well as the results themselves
b. Paying for skills and competencies supporting the future success of the individual, not just immediate results
c. Rewarding a combination of organisation, team and individual performance, rather than concentrating on the
last of these
d. Using a wide variety of forms of reward
e. Taking a long-term approach, incorporating a mix of HR systems and processes
f. Addressing all aspects of reward strategy.
16. Market Based Pay The pros and cons of market-based pay
17. It can assist with employee retention, especially in tight labour markets
18. It enables resources to be targeted at those most difficult to recruit and retain
19. But if the market is static, there is no progression, leading to demotivation
20. There are also issues around internal equity, transparency and the lack of specialised data to benchmark.

Unit 4:

1. Performance management & reward:

 a. Performance Management Cycle:

2. Strategic Learning And Development:

a. Learning: a general term. Learning is shown by a relatively permanent change in behaviour that occurs as a result
of practice or experience.
b. Training: raining tends to be more specific and jobrelated. Training is one of several responses an organisation
can undertake to promote learning.
c. Learning And Development: New business forces demand a different approach to the development of
employees. Capable and committed people have become the critical source of competitive advantage. Emphasis
must be shifted from training as a series of top-down interventions to a focus on individual learning
3. Traditional Systematic Approach:
i. Identify L&D needs
ii. Plan & Design Interventions
iii. Implement
iv. Evaluate
4. Traditional views of Learning and development:
a. It is an organizational luxury
b. Often wasted if not implemented
c. Little attempt to evaluate benefits
5. Alternative View:
a. A strategic approach to training and development can be depicted as one where all those involved are engaged
in a connected, explicit and developmental purpose which helps simultaneously fulfil an individual’s learning
goals and the organization’s mission’
6. Characteristics of Strategic approach: I
a. Integration with organisational goals & mission
b. Environmental scanning
c. Top management support & leadership
d. SL&D plans & policies to support wider business needs
e. Line mgmt. commitment and support
f. Existence of complementary HRM activities
g. Expanded trainer role
h. Recognition of culture, including key role of the L&D function in shaping corporate culture
i. Emphasis on evaluation
7. Learning organization: Organisations are having to learn how to adapt to endemic and continual change, and learn faster
than their competitors.
8. Knowledge management: People at all levels have accumulated knowledge about what customers want, about how best
to design products and processes, about what has worked in the past and what hasn’t. A company that can collect all
that knowledge and share it between employees will have a huge advantage ……….’