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business
fundamentals of human resource management

Questions and Answers of Fundamentals Of Human Resource Management

Outline the environmental and organizational factors affecting HR forecasting.
Comprehend the forecasting process in general, and the categories of forecasting methods.
Understand the rationale for giving special attention to specialist/technical workers, managers, recruits, and designated groups in the HR forecasting process.
Discuss the differences between stocks and flows of human capital, and comprehend the implications that stocks and flows have for HR planning.
Understand the value of human capital to the firm, and discuss the difference between generic human capital and firm-specific human capital.
Understand what HR forecasting is, and its strategic importance to the firm.
Describe the role of the stakeholder, and list several examples.
Explain the environmental factors, such as the economic climate, the political and regulatory context, and the social and cultural climate, that influence the practice of HRM.
Discuss the challenges in scanning the environment.
Understand how environmental scanning is practised.
Identify the sources that HR planners use to keep current with business and HR trends.
2. Design the HRM selection, orientation, training, performance management, and incentive compensation program that will develop these competencies.
1. Develop a list of the competencies (skills, knowledge, and attitudes)that employees of this hotel need to demonstrate in order to become excellent at customer service.
3. HR Planning Notebook 2.1 outlines some barriers to HR planning. In a group, can you think of ways to overcome or bypass these barriers?
2. You and your friend decide to open a high-end restaurant specializing in cuisine from your home country. This type of food may appeal to people in the neighbourhood, but you will need to
1. "Employees are our biggest asset." "Yes, but they can walk out the door any time and all your investment in them will be lost." Explain why investments in human capital are important. Using the
List the characteristics of an effective HR strategy.
Discuss approaches to linking strategy and HR, including the barriers to becoming a strategic partner.
Identify the risks associated with not planning.
Understand the importance of strategic HR planning.
4. Compare and contrast the practices of the two companies.
3. Discuss their differences in resources, capabilities, and core competencies.
2. Research these two companies' mission, vision, and value statements.
1. Identify two companies working in the same sector (hotels, restaurants, and postsecondary institutions are good choices), one using a low-cost provider strategy and one using a differentiation
7. Appoint one person from each team to incorporate the revisions into a value statement, which is then combined with all the value statements. These then become the company values.
6. Have groups present their definitions and behaviours, which may be adopted or revised.
5. Have subgroups take one value, and develop a definition of the value and the employee behaviours related to that value.Strategic Human Resources Planning
4. Discuss and debate these themes, until there is consensus on a short list of core values.
3. Have the group identify common themes.
2. Record these without judgments, criticisms, or comments.
1. Invite all employees to offer ideas about the current and the desired values for the organization.
10. Is the statement easy to read?
9. Does the statement give a portrait of the company capturing the culture of the organization?
8. Are the standards described in a way that enables individual employees to judge when they are behaving correctly?
7. Does the statement describe important behaviours and standards that serve as beacons of the strategy and values?
6. Do the values resonate with and reinforce the organization's strategy?
5. Does the statement identify values that link with the organization's purpose and act as beliefs with which employees can feel proud?
4. Does the statement describe the strategic positioning that the company prefers in a way that helps to identify the sort of competitive position that it will look for?
3. Does the statement define a business domain and explain why it is attractive?
2. Does the statement describe the organization's responsibil ities to stakeholders?
1. Does the statement describe an inspiring purpose that avoids playing to the self-serving interests of stakeholders?Strategic Human Resources Planning
List the benefits of strategic planning.
Discuss the steps used in strategic planning.
Define business strategy and discuss how it differs from corporate strategy.
Describe organizational strategies, including restructuring, growth, and maintenance.
Understand the various terms used to define strategy and its processes.
Discuss why human resources managers need to understand strategy.
Discuss why managers need to examine the human resources implications of their organizational strategies.
• What do you notice from this coaching conversation, and everything you've read, that will be helpful as you move forward in your coaching?
- What has been your experience when you decided to go ahead with someone when your intuition told you it wasn't a good match?
- What, if any, inspiration do you have for making some changes in your current process?
- What do you like (or not like) about your current process for initial client conversations?
- What will you do differently when your client asks you a question or when you don't know what to ask?
- What comes to mind when you consider dipping into feelings and yet staying out of therapy?
- What opportunitics might you have missed because you agreed with or shared a belief with your client? What will be different going forward when you notice you are agreeing with your client?
- What might change in your coaching now that you can recognize temporary strategies or defenses your client might be employing? What strategies, if any, do you use regularly and what might help you
- What topic or hobby might help you create metaphors?
- What might change in your coaching if you paint the picture rather than question the future?
- What comes to mind when you consider focusing on the 1 percent that is not working for your client?
- What distinctions can you make between championing and cheerleading? What might be different in your coaching knowing this distinction?
- What might change if you use your client as a barometer for a measure (the time, frequency, and amount) of action to take going forward?
- What struggles, if any, do you currently have in closing your coaching sessions?
- What distinctions can you make between championing and cheerleading? What might be different in your coaching knowing this distinction?
- What might change if you use your client as a barometer for a measure (the time, frequency, and amount) of action to take going forward?
- What struggles, if any, do you currently have in closing your coaching sessions?
- What do you think about your client's action step being organically born out of a true shift in thinking, thereby making detailed accountability unnecessary?
- What are your thoughts about the idea that 90 percent of people move away from pain while only 10 percent move toward pleasure? What affect might that have on your coaching?
- What are some of the ways to create a shift that you are willing to try?
- What is your understanding of going deeper instead of broader? What impact will that have on your coaching?
- What will the awareness about greater truths mean for your coaching?
- What does "understanding the client instead of the problem" mean to you?
- What aspects of Laser-Focused Coaching seem familiar?What seems new or different?
- What might be different in your coaching knowing all of the ways self-esteem can manifest?
- What impact will identifying a theme have on your questions?
- What difference will it make when you recognize a theme while coaching?
- What themes have you noticed in your coaching conversations?
- What might change when you're able to distinguish a truth from a perception?
- What can you do to remind yourself to stay in the helicopter and avoid getting lost in the details of a story?
- What will be different going forward if you don't take your client's initial perspective at face value?
- What might be tricky or uncomfortable about mainly using "What" questions?
- What comes to mind when you think about providing/not providing context for your questions?
- What will be different as you learn to reflect when appropriate before a question?
- What comes to mind when you think about postponing the agreement?
- What might change in your approach based on the information that the first question after your client's story determines the depth of the conversation?
- What do you think about this anatomy of a conversation compared to your current approach?
- What impact will exploring offhand comments have on your coaching?
- What has been your experience with silence and how might it change going forward?
- What benefits might there be if you were to keep the two critical questions at the top of your mind?
- What benefits could consistent transformational coaching have for your current clients?
- What is different for you (and your client) when you know you are truly present?
- What comes to mind when you read about maintaining presence during coaching and truly trusting yourself, your client, and the process?
- If you use a coaching formula or model, what might happen if you experiment with letting it go?
- What are some potential distinctions between what you've been doing and what is possible?
- What are your thoughts about enhancing those strengths with new skills and techniques that might be radically different from what you have learned or have been practicing?
- What are your current coaching strengths/challenges?
In your opinion, how will HR change in the future? Why?
Why should an individual manager be interested in supporting HR?
Why should a supervisor insist that HR provide statistics related to turnover, cost per hire, and average time to fill a position?
How can an HR department assist department managers to control rumors?
How can department managers help to ensure that organizational job descriptions are current and complete?

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