Introduction

Employee well-being and occupational health and safety (OHS) are two interconnected areas that are essential for ensuring the health, safety, and productivity of employees.  Employee well-being is a broad concept that encompasses physical, emotional, and social well-being. OHS is concerned with identifying and mitigating workplace hazards and preventing work-related injuries and illnesses.

Together, these two areas form a critical partnership that can help organizations promote a healthy and safe workplace culture, boost employee morale and retention, and improve business outcomes.

Interconnection between employee well-being and OHS ((Armstrong Handbook of HRM, 2014)

One of the key ways in which employee well-being and OHS are connected is through the impact of work-related stress on health and safety outcomes. Employees who experience high levels of stress are more likely to engage in unsafe work behaviors and experience workplace accidents and injuries .Thus, addressing work-related stress is critical for promoting both employee well-being and OHS.

Another area of intersection between employee well-being and OHS is in the realm of ergonomics. Ergonomics is concerned with the design of work spaces and equipment to maximize safety, comfort, and productivity. By designing work spaces and equipment that support good ergonomics, organizations can reduce the risk of musculoskeletal disorders and other physical injuries.

Types of employee well-being (Alexandra Marinak)

• Financial well-being – being able to meet the personal financial needs successfully
• Career well-being – being able to work and meet their career objectives
• Emotional well-being – being able to manage stress or emotional struggles
• Physical well-being – being able for basic functioning and accomplishing tasks
• Community well-being – having a connection with others and feeling a sense of belonging in the workplace
• Leisure well-being – being able to spend on creative, interesting and entertaining pursuits in their life

 

Reasons why employee well-being and OHS are concerns (Armstrong Handbook of HRM, 2014)

1. Employers have a duty to adopt a socially responsible approach to looking after their people.
2. Employers do so because this will increase the commitment of the employees towards the organization and will help to establish it as a ‘best place to work’.
3. Employers are responsible for creating a good work environment as a part of the total reward system.
4. Improved well-being also contributes for goal achievement, risk taking and finding practical solutions for challenges that arise.
5. Improved well-being also contributes to decreased absenteeism and increased retention and engagement.
6. A proper OSH workplace would give reduced health care expenses

Strategies that can be used for employee well-being and OHS.

Establish comprehensive workplace wellness programs that focus on promoting healthy lifestyle behaviors and addressing work-related stress. These programs can include initiatives such as stress management training, physical activity programs, and healthy eating campaigns.

Conduct regular OHS audits and risk assessments to identify and address workplace hazards, and provide workers with training and resources to promote safe work practices.

 

Role of HR leaders to promote employee well-being and OHS

• Balance work with play – organize mood-boosting, community-building and social gatherings through which employees could refresh and reconnect
• Cultivate gratitude – create an open culture for appreciation and reward which would infuse a positive vibe into the work community
• Encourage mindfulness – set the foundation (by some breathing exercises or meditation) for smart decision making and high quality work.

Factors that would lead to negative employee well-being and OHS

• Leadership style – a poor management style would create a higher stress level
• Workload – heavy workload due to improper staffing and resource allocation
• Lack of social support – comparison of performance between peers would make the employees not support each other
• Personal commitment – personal issues outside the organization (pregnancy, relationship conflict, death of loved ones)
• Improper ergonomics – work spaces and equipment that do not facilitate smooth work flow

Measuring employee well-being

HR team can conduct surveys on topics such as compensation, engagement, belonging, workload, and career goals.  

HR can maintain a work-force data that would highlight high rate of absenteeism or low productivity

HR can have in-person check-ins with employees and identify issues if any

 

 

Conclusion

Employee well-being and OHS are two critical areas that are interconnected and essential for promoting a healthy, safe, and productive workplace. By recognizing the importance of this partnership and implementing strategies to promote both areas, organizations can create a culture of safety and well-being that benefits workers and the business as a whole.

References

Alexandra Marinak. (no date) Employee well-being. Resources for employees (online)

Available at https://resources.workable.com/stories-and-insights/employee-wellbeing-caring-for-your-people

Accessed on 06^th April 2023

 

Bob. (no date) What is employee well-being? bob (Online)

Available at https://www.hibob.com/hr-glossary/employee-wellbeing/

Accessed on 06^th April 2023

 

Joseph Htel. (no date) Armstrong’s Essential Human Resource Management Practice - Michael Armstrong & Stephen Taylor.

Academia (Online)

Available at https://www.academia.edu/19545696

Accessed on 04^th April 2023

 

 

Introduction

Strategic human resource management (SHRM) is a practice that involves aligning the human resource policies and practices with the organizational goals and objectives. It is a strategic approach to the management of human resources that contributes to the success of an organization by enabling it to achieve its strategic goals and objectives.

This article provides an overview of strategic human resource management, its importance, and some of the key practices associated with it.

Some definitions of SHRM (Armstrong Handbook of HRM, 2014)

• Boxall (1996) defines SHRM as the interface between HRM and strategic management.
• Schuler and Jackson (2007: 5) stated that SHRM is fundamentally about ‘systematically linking people with the firm’.
• Baird and Meshoulam (1988: 116) pointed out that: ‘Business objectives are accomplished when human resource practices, procedures and systems are developed and implemented based on organizational needs, that is, when a strategic perspective to human resource management is adopted.’
• Wright and McMahan (1992: 295) explained that the field of HRM has ‘sought to become integrated with the strategic management process through the development of a new discipline referred to as strategic human resource management’.

The below figure shows the strategic HRM model. SHRM is about both HR strategies and the strategic management activities of HR professionals. (Armstrong Handbook of HRM, 2014)

The Importance of Strategic Human Resource Management:

SHRM allows an organization to align its human resource policies and practices with its strategic goals and objectives ensuring the organization have the right people in the right positions with the right skills and abilities to achieve its goals and objectives.

SHRM helps the organization ensures that its employees are working towards the same goals and objectives as the organization leading to improved employee morale, increased job satisfaction, and higher levels of employee engagement.

SHRM helps to ensure that the organization is able to attract and retain top talent. By offering competitive compensation and benefits packages, providing opportunities for career development, and creating a positive work environment, the organization can attract and retain the best employees.

Let’s watch a video on SHRM which highlights an example of SHRM and its benefits.

Key Practices of Strategic Human Resource Management:

Workforce Planning:

Workforce planning involves assessing the current and future human resource needs of the organization by identifying the skills and abilities required to achieve the organization's goals and objectives, and developing strategies to acquire and develop those skills and abilities.

Recruitment and Selection:

Recruitment and selection involves identifying and attracting the best candidates for available positions within the organization by developing job descriptions, posting job advertisements, and conducting interviews to identify the best candidates.

Performance Management:

Performance management involves setting performance expectations, providing feedback on performance, and developing strategies to improve performance.

Compensation and Benefits:

Compensation and benefits involves developing competitive compensation and benefits packages that attract and retain top talent by developing salary structures, providing bonuses and incentives, and offering benefits such as health insurance and retirement plans.

Conclusion

Strategic human resource management is an important practice that enables organizations to align their human resource policies and practices with their strategic goals and objectives. By adopting a strategic approach to human resource management, organizations can improve their overall effectiveness, attract and retain top talent, and achieve their strategic goals and objectives. Some of the key practices associated with strategic human resource management include workforce planning, recruitment and selection, performance management, and compensation and benefits.

References

Bonnie Monych (No date)

Strategic HR management. Insperity (Online)

Available at https://www.insperity.com/blog/5-critical-steps-to-future-proofing-your-human-resources-strategy/. Accessed on 06th March 2023

 

Joseph Htel. (no date) Armstrong’s Essential Human Resource Management Practice - Michael Armstrong & Stephen Taylor. Academia (Online)

Available at https://www.academia.edu/19545696

Accessed on 04^th April 2023

 

Solution Dot. (March 2023)

Why you need a strategic human resource management? SolutionDot (Online)

Available at https://solutiondots.com/blog/strategic-human-resource-management/

Accessed on 06th March 2023

 

 Introduction

Artificial intelligence (AI) is rapidly transforming various aspects of our lives, and Human Resource Management (HRM) is no exception. HRM encompasses a wide range of practices, including recruitment, talent management, employee engagement, performance management, and HR analytics, which can all benefit from the integration of AI technologies.

AI refers to the ability of machines or computer systems to perform tasks that typically require human intelligence, such as visual perception, speech recognition, decision-making, and problem-solving. With the advancement of AI technologies, HRM is witnessing a shift towards more data-driven and automated HR practices, which can significantly impact how HR professionals carry out their roles and responsibilities.

A recent survey conducted by Oracle and Future Workplace found that human resources professionals believe AI can present opportunities for mastering new skills and gaining more free time, allowing HR professionals to expand their current roles in order to be more strategic within their organisation. (Scott W. O'Connor, 2020)

This article provides an overview of how AI is being utilized in HRM and discusses its implications for the future of HR practices.

Applications of AI in HRM practices

1.   1. Recruiting and On-boarding:

Recruitment involves identifying and attracting qualified candidates to fill vacant positions in an organisation. AI has been increasingly used in recruitment processes such as job posting, resume screening, candidate short listing, and interview scheduling.

AI-powered recruitment tools leverage natural language processing (NLP) and machine learning algorithms to analyze job descriptions, screen resumes, and match candidates with job requirements. These tools can quickly scan and analyze a large number of resumes, saving HR professionals significant time and effort in the initial screening process.

For example, some companies are using AI-powered chatbots to engage with potential candidates, answer their questions, and provide information about job openings, which can enhance the candidate experience and improve the overall recruitment process.

 

1.    2. AI in Talent Management:

Talent management involves attracting, developing, and retaining high-performing employees in an organisation. AI supports talent management by providing data-driven insights and recommendations for employee development, performance evaluation, and succession planning.

For instance, AI-powered performance management systems can automatically collect and analyze data on employee performance, such as key performance indicators (KPIs), feedback from managers and peers, and other relevant metrics, to provide real-time feedback and coaching to employees and  also identify skill gaps and suggest personalized learning and development opportunities for employees.

2.    3. AI in Employee Engagement:

AI can help HR professionals measure and improve employee engagement by leveraging data analytics and machine learning algorithms.

For example, AI-powered sentiment analysis tools can analyze employee feedback from various sources, such as surveys, social media, and performance reviews, to identify patterns and trends in employee sentiment. This information can help HR professionals gain insights into employee perceptions, needs, and preferences, and tailor engagement strategies accordingly. Chatbots and virtual assistants can be used to provide personalized and timely communication with employees, answer questions and address concern on a real-time basis.

4. AI in HR data analytics:

AI can automate data collection, cleaning, and analysis, allowing HR professionals to gain insights from large datasets and make data-driven decisions.

 

Benefits of AI in HRM (Oracle Corporation 2019)

• Improved recruitment efficiency and on boarding processing made faster
• Enhanced talent management where recommendations (based on data) are provided for performance evaluation, training and development and succession planning
• More time saved on the administrative process allowing the HR employees to focus on strategic tasks
• AI provides market insights on how employees should be banded and compensation ne decided based on salary data points relative to local market and available competitor data.

 

Drawbacks of AI in HRM (Oracle Corporation 2019)

“People will need to be aware of ethical and privacy questions when using this technology,” Hohgrowe says. “In human resources, [AI] can involve using sensitive information to create sensitive insights.”

• AI algorithms are trained on historical data which may not be accurate or may contain biases such as gender, race or age. These can be incorporated into the AI algorithms which may lead to improper decision making
• AI lacks the human touch of dealing with human emotions, conflicts and complex situations that require empathy and human judgment
• Ethical concerns related to privacy, security, and transparencies are issues in AI in HRM
• With AI is use, there is a potential risk of job displacement for HR professionals who may face redundancy in tasks that can be automated by AI, leading to workforce restructuring and job loss
• Incorporation and maintenance of AI systems to the HRM would be a costly process to the organisation. Finding the right skills on the AI integrated HR functions is another challenge.

Conclusion

AI-based HRM can strongly help HR professionals boost employee performance and experience. HR applications powered by AI can analyze, predict and support decision making for key stakeholders. Employees will be eventually impacted by the AI function in multiple ways and can claim to have a fast-paced and accurate user experience.

Data privacy should be properly considered in AI development and appropriate guidelines must be set up to administrate AI driven HR applications. The guidelines should also focus on the legal aspects of data privacy and employee management.

References

Jyoti Kapoor (No date)

Understand the role of AI in HR. CuteHR (online).

Available at https://www.cutehr.io/ai-in-hr/#:~:text=AI%20enables%20HR%20teams%20to,crucial%20as%20Human%20Capital%20Management.

Accessed on 05^th March 2023

 

Oracle Corporation (2019)

AI in human resources. Oracle (Online).

Available at https://www.oracle.com/a/ocom/docs/applications/hcm/oracle-ai-in-hr-wp.pdf

Accessed on 05^th March 2023

 

Scott W. O'Connor (Jan 2020)

Artificial intelligence in human resource management. Northeastern University (Online).

Available at https://www.northeastern.edu/graduate/blog/artificial-intelligence-in-human-resource-management/

Accessed on 05^th March 2023

 Introduction

Performance and reward management are two essential human resource management practices that are closely linked.

Performance management is the process of setting goals, measuring progress, providing feedback, and taking corrective action to improve employee performance.

Reward management involves the development and implementation of policies and practices that ensure employees receive fair and equitable compensation for their contributions to the organization.

Let's watch a video on performance and reward management - 

Overview of Performance Management

Performance management is a continuous process that involves setting expectations, measuring progress, providing feedback, and taking corrective action to improve employee performance. Effective performance management requires clear and specific performance expectations that are aligned with organizational goals and objectives. (Armstrong, 2014)

Managers should provide regular feedback to employees on their performance, highlighting areas of strength and identifying opportunities for improvement. Managers should also set SMART (specific, measurable, achievable, relevant, and time-bound) goals for employees that are aligned with organizational goals and objectives. (Armstrong, 2014)

An effective performance management system includes these key components: (Glenn Phelps, 2005)

• hiring and promoting employees into roles that fit their talent
• creating a supportive work environment
• freeing teams to develop their own workflows

Overview of Reward Management

Reward management involves the development and implementation of policies and practices that ensure employees are fairly compensated for their contributions to the organization. This includes salary, bonuses, benefits, and other forms of compensation. (Armstrong, 2014)

Effective reward management requires a clear understanding of the market value of jobs and the skills and experience required to perform them. It also requires a fair and transparent process for determining compensation, based on performance and other relevant factors. Organizations should regularly review and update their compensation policies and practices to ensure they remain competitive and fair. (Armstrong, 2014)

Armstrong (2014) identifies the below matrix that could be used to rate an employee based on his/her performance and behaviour. An employee would be placed on one of the grid and agree the ratings based on which rewards would be considered.

Strategies for Enhancing Performance and Reward Management

There are several strategies that organizations can use to enhance their performance and reward management practices. These include:

• Aligning performance and reward management with organizational goals and values
• Providing regular feedback and coaching to employees to improve their performance
• Using objective measures to evaluate employee performance
• Developing a clear and transparent process for determining compensation
• Offering a variety of rewards and recognition programs to motivate and engage employees

Research based results -

• It was reported by the IPM in 1992 that their extensive research found no evidence that improved performance in the private sector is associated with the pursuit of formal performance management programmes.
• As reported by Risher (2005) Gallup has analysed its Q 12 survey and found that employers with a formal performance review process have more engaged employees – 33% versus 21% – and fewer disengaged employees – 12% versus %.
• As reported by Kochanski (2007) a survey by Sibson and World at Work found that high performing firms have strong leadership support for performance management.

Conclusion

Performance and reward management are essential practices for achieving organizational goals and enhancing employee engagement. Organizations must ensure that their performance and reward management practices are aligned with their goals and values and that they provide regular feedback, use objective measures, and offer fair and transparent compensation. By implementing these strategies, organizations can improve their performance and reward management practices and enhance their overall organizational performance.

References

Glenn Phelps. (Feb 2005) The fundamentals of performance management

Gallup (Online)

Available at https://news.gallup.com/businessjournal/14875/fundamentals-performance-management.aspx

Accessed on 04^th April 2023

 

Joseph Htel. (no date) Armstrong’s Essential Human Resource Management Practice - Michael Armstrong & Stephen Taylor. Academia (Online)

Available at https://www.academia.edu/19545696

Accessed on 04^th April 2023

 Introduction

A hybrid working system, also known as a hybrid workplace, is a work arrangement that combines elements of remote work and in-office work. In a hybrid working system, employees have the flexibility to work both from home and from a physical office, depending on their needs and preferences.

The exact structure of a hybrid working system can vary depending on the company and industry, but it typically involves a mix of remote and in-person work. For example, some employees may work from home several days a week and come into the office for meetings or collaborative work. Other employees may work primarily in the office but have the option to work from home when needed.

This concept is increasing its popularity as the ‘new normal’ or the ‘future of the work’. Few companies which practice this new normal are Microsoft, Google, Twitter, HSBC, Dropbox, Uber, Kissflow and Barlow. (SCB online).

Benefits of a well executed hybrid workplace model

Hybrid working spaces have several benefits for both employees and employers and as well as the society.  (Ben Wigert and Jessica White, Sept 14, 2022)

      1. Increased flexibility: Hybrid working spaces offer employees the ability to work from anywhere, providing them with greater flexibility and work-life balance. This can lead to increased job satisfaction and improved mental health.

According to a survey by Owl Labs, 80% of remote workers reported better work-life balance, while 43% reported less stress.

2.      2. Lower costs: Hybrid working spaces can reduce costs for both employees and employers. Employees save on commuting costs, while employers can reduce office space expenses.

According to a report by Global Workplace Analytics, employers can save an average of $11,000 per year for each employee who works remotely part-time.

3.      3. Increased productivity: Studies have shown that remote workers are often more productive than those who work in a traditional office setting.

A study by Stanford University found that remote workers were 13% more productive than their in-office counterparts.

4.       4. Improved employee retention: Offering hybrid working options can improve employee retention rates, as employees value the flexibility and autonomy that comes with this work arrangement.

According to a survey by Buffer, 99% of remote workers would like to work remotely at least some of the time for the rest of their careers.

5.       5. Strengthen rural areas: provides job opportunities to work for international companies from home.

 

The four basic hybrid workplace modes

Gartner identifies four basic modes that teams can incorporate for an effective hybrid work place.

Working Together, Together – when teams are located in a same place and meet up in person for meetings in a shared place

Working Alone, Together – when teams are in shared spaces but not collaborating or working at same time.

Working Together, Apart – when teams are distributed but participate in virtual meetings

Working Alone, Apart – when teams are distributed and individuals focus on work

Disadvantages of a hybrid workplace model

1.       1. Communication challenges: Hybrid working systems can make communication and collaboration more difficult, particularly if employees are working in different locations or time zones. This can lead to misunderstandings, delays, and a lack of cohesion among team members.

2.       2. Technical difficulties: Hybrid working requires reliable internet connectivity and access to necessary technology and software. Technical issues can disrupt workflow and cause frustration for employees.

3.       3. Lack of face-to-face interaction: Hybrid working can lead to a lack of face-to-face interaction among employees, which can impact team morale and productivity. Additionally, new employees may struggle to build relationships and integrate into the company culture.

4.       4. Potential for distractions: Remote working can lead to distractions from family members, pets, and other home-related tasks. Employees may also find it difficult to separate work and personal life, which can negatively impact their productivity and well-being.

5.       5. Reduced visibility: Remote workers may be less visible to management, which can impact opportunities for career growth and advancement.

 

 

Conclusion

Overall, hybrid working spaces can offer many benefits for both employees and employers, including increased flexibility, cost savings, improved productivity, and better employee retention rates. On the other hand, hybrid working systems can present some challenges, particularly in terms of communication and collaboration. Employers and employees must work together to mitigate these challenges and ensure that the hybrid working arrangement is successful.

 

References

Ben Wigert and Jessica White (Sept 14, 2022)

The advantages and challenges of hybrid work. Gallop (Online).

Available at https://www.gallup.com/workplace/398135/advantages-challenges-hybrid-work.aspx#:~:text=The%20greatest%20challenges%20of%20hybrid,at%20home%20and%20on%2Dsite.

Accessed on 03^rd April 2023

 

 

IR team. (no date). Hybrid workplace models that are new normal. IR (Online).

Available at https://www.ir.com/guides/hybrid-workplace-model

Accessed on 03^rd April 2023

 

The Siam Commercial Bank Public Company Limited (no date).

Why Hybrid Working is Key in the New Normal? SCB (Online)

Available at https://www.scb.co.th/en/personal-banking/stories/salary-man/hybrid-working.html

Accessed on 03^rd April 2023

Introduction

Employee relations refer to the interactions, communication, and relationships between employers and employees in the workplace. It involves the management of the employment relationship, including issues related to pay and benefits, working conditions, job security, employee rights and responsibilities, and the resolution of conflicts or disputes that may arise between employers and employees. Employee relations can be influenced by a variety of factors, including labor laws, organizational policies and practices, workplace culture, and management styles.

 

Why are employee relations important?

•           to maintain a positive and productive work environment
•           to attract and retain talented employees
•           increase job satisfaction
•           foster employee engagement
•           avoid legal and financial consequences (lawsuits, government fines)
•           improved organizational performance and profitability

Approaches to Employee Relations

Armstrong (2014) talks about four approaches to employee relations-

1. Adversarial: the organization decides what it wants to do and the employees are expected to fit in.  Employees can only refuse to cooperate.
2. Traditional: a reasonably good day-to-day working relationship but management proposes and the workforce reacts through its elected representatives, if there are any; if not employees just accept the situation or walk.
3. Partnership: the organization involves employees in the drawing up and execution of organization policies, but retains the right to manage.
4. Power sharing: employees are involved in both day-to-day and strategic decision-making.

 

Examples of Employee relation issues

1. Work place conflicts – disagreements and disputes are very common between employees. These often occur as a result of ineffective communication. Frequent conflicts would lover the employee morale. Employers must manage their employees and the conflicts on a case by case basis to minimize negative consequences.
2. Work place bullying – simple conflicts can escalate into bullying. This turns to be a serious issue which would lead to lower employee performance, increased absenteeism and bad brand reputation. Bullying and harassment complaints must be taken into immediate notice as a vital part of employee relations.
3. Work place safety – accidents happening in a work place would lead to injuries, medical leave and lost wages. Employers are held complete responsible for accidents at work place. Addressing work place safety issues is a top employee relation concern.
4. Pay Raise Request - Declining or ignoring pay raise requests is just asking for unsatisfied employees and high turnover rates. Even if the employer offers fair wages, each pay request must be considered fully and see if there is room to offer a raise.

What is an Employee Relations strategy?

An employee relations strategy is a plan of action to create an environment that will meet the needs of both employers and employees. The strategy should help employees understand and align with the company’s mission and vision, set out a plan for frequent communication, and create avenues to give feedback and reward good work.

Employers want productivity and performance; employees want acknowledgment and appreciation. A good employee relations strategy will help both get what they want.

A good employee relation strategy should include at least the following KPIs:

1.       Number of recognition

2.       Number of complaints

3.       Complaint response time

4.       Number if resolved cases

5.       Quarterly benefits and compensation data compared to competitors

6.     Employee satisfaction

7.     Employer performance

Conclusion

Building positive employee relations is critical to the success of any organization. Employers who establish good employee relations are more likely to attract and retain talented employees, increase job satisfaction, and foster employee engagement, which can lead to improved organizational performance and profitability. By implementing strategies to promote positive employee relations, employers can create a workplace culture that values and respects all employees, promotes transparency and accountability, and fosters a productive and collaborative work environment.

References

BambooHR. (no date) Employee relations. BambooHR.com (Online)

Available at https://www.bamboohr.com/resources/hr-glossary/employee-relations. Accessed on 02^nd April 2023

Joseph Htel. (no date) Armstrong’s Essential Human Resource Management Practice - Michael Armstrong & Stephen Taylor. Academia (Online). Available at

https://www.academia.edu/19545696/Armstrong_s_Essential_Human_Resource_Management_Practice_Michael_Armstrong_and_Stephen_Taylor. Accessed on 02^nd April 2023

Personio SE & Co. KG. (no date) Employee Relations: Meanings, strategy and examples.

Personio (Online)

Available at https://www.personio.com/hr-lexicon/employee-relations-guide/

Accessed on 02^nd April 2023