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Salary, benefits, and vacation time may be negotiated. Compensation is the next step in HR management.

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According to Casinger (2021), the enjoyment they find in these co-curricular activities is something that can allow them to find careers. In addition to careeraspirations that these students can find in their participation with co-curricular activities(Casinger, 2021). They learn various life lessons such as commitment, problem solving,thinking, multitasking, and time management (Casinger, 2021).

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In this talent equation, the three terms are multiplicative, not additive. If any one is missing, the other two will not replace it. A low score in competence will not ensure talent even when the employee is engaged and contributing. Talented employees must have skills, wills, and purposes; they must be capable, committed, and contributing. HR leaders can engage their general manag- ers to identify and improve each of these three dimensions to increase individual ability and gain productivity.

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Organizational values help each person establish priorities in their daily work life. Priorities and actions must be grounded in the organization’s values and model the value statements identified for each employee’s job.

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Before an offer is made to the new employee. HR managers are generally responsible for this aspect.

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A workforce plan can be as simple or as complex as the organisational requires. Workforce planning can be conducted for a department, division or for the organisation as a whole. Whatever the level or approach being adopted, it must nevertheless be integrated with broad-based management strategies.

Comm Research - Co Curriuclar Activites and Students Perception

Giving a strong practical slant to the proposed strategy may help gain acceptance for the idea, such as focusing on good management practice. It is also important to build “early or quick wins” into any new strategy.

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When HR professionals participate in strategy or business conver- sations, what are the unique contributions they can make? Imagine the above HR professional who sits in meetings on emerging mar- kets, managing costs, or increasing innovation. HR contributions in these settings are not just about the activities of HR (sourcing, compensation, training); they are also about the outcomes of HR work. I like to think about three targets or outcomes of HR work: Individuals, the organization, and leadership (see Figure 5). To deliver any strategy, individuals need to be more productive, orga- nizations need to have the right capabilities, and leadership needs to be widely shared throughout the organization.

Organization Capability (Culture) Talent is not enough. Great individuals who do not work well together as a team, or in their organization, will not be successful.

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Ness units to compete in diff erent markets, yet try to fi nd synergy among them. The best of these organizations align their portfolio of businesses around a core set of strategic capabilities that are leveraged across operations. For these business organizations, a relatively new way to organize HR resources has emerged called shared services. Shared services has two parts: Service centers which rely on technology to meet employee administrative needs and Centers of expertise which create specialist knowledge and insight (see below for details). From a distance, shared services looks a lot like centralization, but it is not. Table 1 marks some of the ways functional HR, shared services, and dedicated HR diff er from one another. Shared services became popular among staff groups — not just HR — beginning in the late 1990s as a response to general cost pressures. Staff leaders couldn’t simply choose the cheapest and most effi cient approach — centralize and standardize all pro- cesses — because centralized staff work cannot keep up with the needs of each unit of a diversifi ed/allied business. Shared services became a way to balance the effi ciencies of centralization and the fl exibility required for competing in diff erent markets. From Shared Services to Professional Services.

My sense is that many of these appropriate responses need to move forward. I suggest that the HR profession has been through three general waves (see Figure 2). Wave 1 was the administrative work of HR, where HR focused on terms and conditions of work, delivering HR services, and working on regulatory compliance.

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The NCAA is made up of 1,092 colleges and universities across thenation, dividing itself between three divisions determined by college or university size. TheNCAA has a total of 482,600 student-athletes. In addition, the college and universities have atleast a 71 percent academic success rate for the graduation rate for student-athletes(NCAA). There is a high rate of student athletes and no direct correlations to sports participationand academics (NCAA). However, it was found that: (1) organized sports participation isassociated with binge drinking; (2) that this relationship holds across racial and gendered lines;and (3) that the effects of exposure extend beyond time of involvement (Green, Nelson, &Hartmann). Furthermore, consideration of what happens to these student athletes once theirsport is over is also pertinent, leading to the assumption that participation in these sportsincreases the likelihood of students participating in binge drinking, substance abuse, and otherissues. Of particular interest to us is the practice of binge drinking, as it relates to numerousnegative effects including school failure, medical issues, and increased risky activities likedrinking and driving (Green, Nelson, & Hartmann).

With the organization’s business planning process. Strategic human resource planning (SHRP) is based on close working relationships between HR department and line managers. SHRM can be de�ned as a deliberate attempt of HR deployment to empower the organization to meet organizational goals, objectives and consistencies. Succession planning plays an important role in strategic alignment if HRP. Through succession planning organisations recruit skilled employees, develop their knowledge, skills, and abilities further, and prepare them for advancement or promotion into ever more challenging roles. This process ensures that employees are constantly developed �ll each needed role. So, that a talent pipeline is maintained.

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What Are Values and Value Statements? Values are beliefs that manifest in how an employee interacts in a workplace, and they stand at the core of what your organization is and what your organization cherishes.

A frequently asked question at this website, it’s a difficult question to answer in a generic fashion because the needs of every company for the contribution of the HR department can differ widely. You can, however, use these steps as a guide as you develop your own HR business plan.

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Tammy Erickson, Ken Dychwald, and Robert Morison, Workforce Crisis: How to Beat the Coming Shortage of Skills And Talent (Bos- ton: Harvard Business Press, 2006). Jac Fitz-enz, The New HR Analytics: Predicting the Economic Value of Your Company’s Human Capital Investments (New York: Amacom, 2021). Jac Fitz-enz, The ROI of Human Capital: Measuring the Economic Value of Employee Performance (New York: Amacom, 2009). Jac Fitz-enz, The 8 Practices of Exceptional Companies: How Great Organizations Make the Most of Their Human Assets (New York: Amacom, 1997). Lynda Gratton, Glow: How You Can Radiate Energy, Innovation, and Success (San Francisco: Berrett-Koehler Publishers, Inc, 2009). Lynda Gratton, Hot Spots: Why Some Teams, Workplaces, and Or- ganizations Buzz with Energy – And Others Don’t (San Francisco: Berrett-Koehler Publishers, Inc, 2007). Lynda Gratton, Living Strategy: Putting People at the Heart of Corporate Purpose (Upper Saddle River, New Jersey: Pearson Education, Inc, 2000). Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss, Strategic Human Resource Management: Corporate Rhetoric and Human Reality (New York: Oxford University Press, 1999). Charles Handy, The Age of Paradox (Boston: Harvard Business Press, 1994). Charles Handy, The Age of Unreason (London: Arrow Business Books, 1995).

The vision is translated into actions via the development of a vision statement that expresses the overall vision. Create a shorter vision statement because employees will remember it better than a one. When employees internalize the vision statement, they take action to make the vision statement come true.

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In addition, the programme provided the participating HR professionals with specific tools for evaluating and improving employee engagement, as well as a framework for rigorously managing change. Initially that framework was the pilot’s checklist, but, later on, Statoil deployed a change management framework of its own development.

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Pay systems, perks, and bonuses that can be offered. For many organizations, training is a perk.

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Many of us learn from experiences outside of work, such as in families, social settings, social networks, volunteer work, reading, and traveling. When companies can encourage and access knowledge from these life experiences, leaders will broaden their repertoire. For example, one company uses their philanthropy eff orts as development opportunities for high-potential leaders.

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CO-CURRICULAR ACTIVITIES 21 to be an enhancement to their academic achievement. If students do not do well in

The human resources practitioner should ensure that the HR Strategy is integrated with broader organisational objectives. Above all, it should ensure that the rest of the organisation accepts the Strategy.

CO-CURRICULAR ACTIVITIES 69 Conclusion

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The approach adopted in this article is substantially based on the SHRM Model developed by the Naval Personnel Task Force, US Department of Navy. The material presented here is in the public domain. A Strategic Human Resource Management System for the 21st Century. Naval Personnel Task Force, US Department of Navy, September 2000 Developing a Human Resources Strategy A good practice guide. South East Employers, June 1999 The Human Resources Standards Generating Body has developed a specific Unit Standard addressing the development of a Strategic Human Resource Plan, entitled “Contribute input into the human resources management strategic plan”.

While HR strategies must be developed to support the achievement of the organisation’s objectives, it is a two-way process. HR strategies can themselves be critical inputs in determining the strategic initiatives for the organisation. A fatal error, however, is to develop and implement HR strategies without having regard for the goals and objectives which the organisation has explicitly or implicitly identified. A common mistake is the development of workplace skills plans which are not linked to any strategic goals or objectives or which have no affirmative action components.

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CO-CURRICULAR ACTIVITIES 22 Student Perception Students per

Unfortunately, many HR managers are more effective in the technical or operational aspects of HR than they are in the strategic, even though the strategic aspects have a much larger effect on the company’s success. In the past, HR professionals focused on compliance to rules, such as those set by the federal government, and they tracked simple metrics like the number of employees hired or the number of hours of training delivered. The new principles of management, however, require a focus on outcomes and results, not just numbers and compliance. Just as lawyers count how many cases they’ve won—not just how many words they used—so, too must HR professionals track how employees are using the skills they’ve learned to attain goals, not just how many hours they’ve spent in training.

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Print of the company, and by creating positive work/life balance employee policies. HR policies and professionals may shape an organization’s reputation. As HR professionals understand both the business context and relationships with key stakeholders, they change their conversa- tions with business leaders. The conversation does not start with what HR is about; it starts with what the business is trying to accomplish. An HR professional who was clamoring to be invited to the strategic table and conversation fi nally got his wish, and he attended the strategic meetings. In the fi rst meeting, the focus was on doing business in emerging markets, and he was not sure what HR could contribute. In the second meeting, the focus was on the economic condition of the organization and managing costs, and again he was silent waiting for an appropriate HR topic. In the third meeting, the focus was on product innovation for the changing societal conditions, and he still waited to comment. He was not invited to the fourth meeting. Knowing the business con- text and the key stakeholders would have enabled him to engage in strategy conversations without waiting for a more explicit HR topic to come up.

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Mercer, Rules of Recovery: An Essential Guide to the Economic Recovery (Singapore: Mercer, 2009). Brigitte Morel-Curran, “The War for Talent: Myths and Realities,” Korn/Ferry International (2008). PriceWaterHouseCoopers, “Compete & Collaborate: What is Success in a Connected World for TMT Companies: 11th Annual Global CEO Survey,” Technology, Communications, Entertainment and Media Summary (2008). PriceWaterHouseCoopers, “Managing Tomorrow’s People: The Future of Work to 2021,” PriceWaterHouseCoopers (2007).

First, avoid a means/end inversion. The end of HR is to create value; improved HR analytics are a means to help codify and make value happen. Some companies are so concerned about the HR scorecard or dashboard that they are making metrics the end, not the means. This is like a sports fan being consumed with the detailed statistics of the event and not paying attention to whether the team won or lost. Eff ective HR metrics means doing more predictive than descriptive analytics. Descriptive analytics have scorecards and dashboards that can be used for comparisons across time or with others. Predictive statistics emphasize a path with lead indicators and outcomes of interest. Instead of using mean data that shows how well we do, we likely will see more correlation-based data showing how what we do impacts what we want to have happen. Showing how employee attitudes inside a company aff ect customer attitudes and investor confi dence outside the company are examples of prescriptive HR metrics. Second, avoid measuring what is easy, and focus on measuring what is right.

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The Impact of Your Personal Values If you think about your own life, your values form the cornerstones for all that you do, think, believe and accomplish. Your personal values define where you spend your time if you are truly living your values.

I am often asked if CHRO’s should come from inside or outside HR. This question addresses the careers of successful HR profes- sionals. My sense is that we will see an increased blurring of HR versus line distinctions as senior HR professionals have the ability to engage on both business and HR issues.

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A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HR Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments.

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John Murabito, executive vice president and head of HR and Services at Cigna, says that HR executives need to understand the company’s goals and strategy and then provide employees with the skills needed. Too often, HR execs get wrapped up in their own initiatives without understanding how their role contributes to the business. That is dangerous, because when it comes to the HR department, “anything that is administrative or transactional is going to get outsourced,” Murabito says. Indeed, the number of HR outsourcing contracts over $25 million has been increasing, with 2,708 active contracts under way in 2007. For example, the Bank of America outsourced its HR administration to Arinso.

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HR from the outside/in is a seismic shift in how HR thinks and acts. We no longer create value just by serving employees; we must also make sure that services we off er inside the company align to expectations outside the company. For example, we want to be the employer of choice of employees our customers would choose. We want to build on our strengths that will strengthen oth- ers. Every HR practice can be transformed by seeing the value that it creates for those outside the company. This positions HR not just to respond to strategy, but also to help shape and create it.

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A comprehensive workplace skills plan will identify appropriate training priorities based on the organisations workforce needs now and in the future. New recruitment practices may need to be adopted to increase the representation of designated groups, or securing essential skills in the organisation. A comprehensive “learnership strategy” may assist in developing future workforce needs, identified either in terms of the organisations workforce plan or required in terms of industry black economic empowerment charters.

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Your Human Resources department business plan depends on your needs analysis of your own workplace. Your Human Resources department business plan also depends on learning about and benchmarking industry standards outside of your organization.

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CO-CURRICULAR ACTIVITIES 15school students choose to participate in have an effect on their academic performance. Thestudy’s survey instrument – which was distributed to students enrolled in grades six througheight at Walnut Creek Christian Academy during the 2004-2005 school year – requesteddemographic information in addition to the five Likert-type scale questions. The data revealedthat according to the students surveyed, playing sports, watching television, and participating incommunity service improves academic performance, while playing a musical instrument doesnot improve academic performance (Stephens & Schaben, 2002).

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Combined, these three traditional factors capture an organiza- tion’s structure or shape. In the last decade, however, a lot of restructuring has been done to right-size, reshape, reengineer, redesign, de-layer, and rebuild organizations based on these three factors. Although this restructuring work encapsulates organiza- tion design, it is only a small part of the complete organization of the future.

Implementation of a new initiative. Those responsibilities are what most of us consider consultation.

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And now must become a given in HR work. HR professionals should be active contributors in developing individual, orga- nization, and leadership capabilities for their companies to compete in emerging markets.

Watkins, G. (2021, April 26). A GUIDE TO STRATEGIC HUMAN RESOURCE PLANNING.

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Customers, suppliers, communities, regulators, or other external stakeholders may be included in assessing targeted leaders. In one company, the board of directors now regularly assesses the CEO’s performance both inside the company with his team and among his employees, and outside the company with key stakeholders. This type of assessment off ers a more complete view of leaders who have roles with external stakeholders. Assessment also may help determine high-potential and future leaders by looking at the extent to which they have aspirations to lead, ability to meet future standards, and agility to learn and grow. HR professionals charged with leadership assessment may monitor current and aspiring leaders’ ability to serve customers.

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Design jobs that involve doing a whole piece of work and are challenging but doable. Job designrefers to the process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements, as well as considerations of health, safety, and ergonomics. Train employees to have the knowledge and skills to perform all parts of their job and give them the authority and accountability to do so. Job enrichment is important for retaining your employees.

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The social responsibility movement which began with concerns about carbon footprints and environmen- tal renewal has shifted with the next generation of employees to concern for sustainability in all aspects of the organization. Socially responsible organizations, policies that balance work and life, and corporate philanthropy will likely become woven into sustainability eff orts.

Your company or organization mission or purpose is expressed and shared as a mission statement. Mission or purpose is a precise description of what an organization does. The mission should describe the business the organization is in. It’s a definition of why the organization currently exists.

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In a landmark review by Pascarella and Terenzini (2005), evidencedemonstrated the benefits of certain co-curricular activities including the positive impact ofextensive support and retention programs. The Pascarella and Terenzini (2005) study supportedthe connection of co-curricular activities to academic achievement. Cooper, Valentine, Nye andLindsay (1999); Marsh and Kleitman (2002); Valentine, Cooper, and DuBois (2002) displaysevidence linking co-curricular activities with positive academic outcomes to be less in collegeliterature than in pre-college literature.

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Integrated HR solutions to corporate-wide initiatives and to man- age HR careers. Embedded HR (box 3 in Figure 10) will be the generalists who diagnose problems and off er individual, organiza- tion, and leadership solutions to business challenges. Centers of expertise (box 4 in Figure 10) will continue to be HR specialists with deep technical knowledge in the HR core areas of staffi ng, learning, compensation, organization development, and so forth. Operational HR (box 5 in Figure 10) will be those charged with transferring HR knowledge into client productivity. The metaphor of HR as a professional services organization within their organization will lead HR professionals to not invent a new HR structure but to make the shared services organization work well. This will require attention to what one fi rm calls dynamic resource allocation, and HR knowledge needs to be transferred into clients that create individual, organization, and leadership value. This will require ongoing dialogue about what HR initia- tives should be pushed throughout the entire organization versus those that should be pulled into a specifi c organization unit based on its business requirement.

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CO-CURRICULAR ACTIVITIES 22Student PerceptionStudents perceive a positive relationship between co-curricular activities and academicsbecause of the organizational skills that co-curricular activities help to develop (Wilson,2021). A study by Berson (1996) revealed that participants in intercollegiate athletics aremotivated toward academic success, retention, and satisfaction with the institution. Students inthe study are showing a more positive look at co-curricular activities and their relation toacademic success (Berson, 1996). One participant in a study by Cigliano (2006) spoke to herlove of participation, its effect on her ultimate career goals, and how participating in athletics hadinfluenced her pursuit of education and career goals.

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When hiring, acquaint prospective new hires with the nature of the jobs they will be expected to fulfill. This includes explaining the technical competencies needed (for example, collecting statistical data) and defining behavioral competencies.

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No matter what an organization calls them, the values statements are rooted in the core values of members of the organization. They manifest the core values of their leaders especially.

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Development responses will aim to increase business skills, the application of business skills (sometimes called competencies) and the behavioural elements – all of which contribute to an organisation’s effective performance. In many ways, the Skills Development legislation have required organisations to re-engineer their developmental methods and practices. New concepts such as lifelong learning and recognising prior learning should form an integral component of the process of investing in employees.

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HR frequently supplements its resources with external consultants, either to extend internal capability or to bring in specialist skills. The management of these resources is obviously a factor in the overall assessment of HR competence, and HR is expected to provide effective project and client management when it utilizes external consultants in a project capacity.

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Are they the people who toil through the night to develop new code? Are they the ones who can network and reach a company president to make the sale? By sharing such stories of company heroes with your potential hires, you’ll help reinforce what makes your company unique. This, in turn, will help the job candidates determine whether they’ll fit into your organization’s culture.

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Start your Human Resources department business plan by clarifying exactly what your boss needs and wants from you and in how much detail. You don’t want to spend hours and hours developing information or a detailed plan that the boss doesn’t need or want.

The top three components represent the need for planning. Organizations must determine their strategic direction and the outcomes they seek. This is usually accomplished with some form of strategic planning. Classic strategic planning is a formal, top-down, staff-driven process. When done well, it is workable at a time when external change occurs at a more measured pace.

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Professional conferences continue to lament HR more as an administrative service or compliance function than a business partner. Sometimes these lamentations only lengthen the journey to HR credibility. Maybe HR’s aspiration for the future is less a specifi c destination that pinpoints when we have arrived and more a direction for aspiring HR professionals to help their organizations succeed. Most HR professionals have made enormous progress in the last few decades in their professional stature and contribution to business success. But the journey ahead should focus on the intent to deliver ongoing and increas- ing value, rather than striving for an end point when that value will be realized.

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Over a decade ago, RBL partner and University of Michigan professor Dave Ulrich coined the term “business partner”. Looking up the term in Google, one finds almost four million references. While the title has made its way into popular practice, the performance of true HR business partnership is less ubiquitous. Business partnership depends a good deal on the ability of HR professionals to correctly identify and solve business problems, and the reputation that HR professionals and leaders have earned as informed and knowledgeable participants in business plans, planning, and problem solving.

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When the company is comprised of a single business, it competes by gaining leverage and focus. The role of HR in the single business is to support that business focus through its people practices. Generally, startups and small companies have little or no HR staff. Until a company has 50 to 75 employees, it hardly needs a full-time HR professional; a line manager can usually handle required basic HR activities. As companies grow, HR departments and staff s grow as well. But as long as the organization remains primarily a single line of business, HR expertise most logically resides at a central offi ce, establishing company-wide policies. HR generalists are typically in the plants or divisions responsible for the implementation of these poli- cies. They do so because there is no meaningful diff erentiation between the business and the corporation. The HR functional organization suits a single business strategy. It should not be abandoned in favor of the more popular shared ser- vice organization unless the structure and strategy of the business mandate the choice.

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Workforce planningis a systematic process of identifying the workforce competencies required to meet the company’s strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organization’s mission, strategic plan, budgetary resources, and a set of desired workforce competencies. Workforce planning is a systematic process that is integrated, methodical, and ongoing. It identifies the human capital required to meet organisational goals, which consists of determining the number and skills of the workers required and where and when they will be needed. Finally workforce planning entails developing the strategies to meet these requirements, which involves identifying actions that must be taken to attract (and retain) the number and types of workers the organisation needs.

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Customers can help with sourcing talent by participating in setting criteria for who is hired, by off ering referrals on who might be interviewed, and by participating in some of the interviews. Customers may be involved in determining what training to off er, by attending training courses as participants, or by teaching some of the training sessions. Investments in HR can also increase investor confi dence in the fi rm’s ability to deliver on future promises.

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Some in HR (the 20 percent rule) have already arrived. Some in HR (another 20 percent) will never get there. What interests me the most is how to move the 60 percent to become more competent, committed, and able to contribute. I like HR departments because they are the rudder for individual, organization, and leadership success within a company. I like HR practices because they enable sustainable results. I like HR people because, for the most part, they have good intentions and aspirations. I like HR analytics because they document the value that HR creates.

Strategies are the broadly defined four or five key approaches the organization will use to accomplish its mission and drive toward the vision. Goals and action plans usually flow from each strategy.

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What are the issues that matter? What’s keeping business leaders up at night? What’s the “elephant on the table” regarding the future?

Leadership Brand Ultimately, leaders bring together both individuals and orga- nizations to solve customer problems. But there is a diff erence between leaders and leadership. Leaders refers to individuals who have unique abilities to guide the behavior of others. Leadership refers to an organization’s capacity to build future leaders. An individual leader matters, but an organization’s leadership matters more over time.

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John Boudreau and Peter Ramstad, Beyond HR: The New Science of Human Capital (Boston: Harvard Business Press Books, 2007). John Boudreau, Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent (Boston: Harvard Busi- ness Press, 2021) Jac Fitz-enz, The New HR Analytics: Predicting the Economic Value of Your Company’s Human Capital Investments (New York: Amacom, 2021). Jac Fitz-enz, The ROI of Human Capital: Measuring the Eco- nomic Value of Employee Performance (New York: Amacom, 2009). John Gibbons and Christopher Woock, “Evidence-Based Human Resources: A Practitioner’s Guide,” Conference Board, Research Report (R-1427-09-RR, 2009). John Gibbons and Christopher Woock, “Evidence-Based Human Resources: A Primer and Summary of Current Literature,” Conference Board, Research Report (E-0015-07- RR, 2007).

CO-CURRICULAR ACTIVITIES 28Forming the StudyBefore we began our study, we came together as a group to discuss various points ofinterest that would relate to college students of a small, liberal arts college in the Midwest. Wediscussed different topics that pertain to college students such as relationships, social media, andcommunication between sports. After much deliberation, we decided to discuss studentperceptions specifically relating to whether or not they thought co-curricular activities had aneffect on their academic achievement. While examining the students that attended the small,liberal arts college, we realized that most of these students participate in various co-curricularactivities ranging from campus organizations to jobs off campus.

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Selected Authors and Books John Boudreau, Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent (Boston: Harvard Business Press, 2021). John Boudreau and Peter Ramstad, Beyond HR: The New Science of Human Capital (Boston: Harvard Business Press, 2007). John Boudreau and Wayne Cascio, Investing in People: Financial Impact of Human Resource Initiatives (Upper Saddle River, New Jersey: Pearson Education, Inc, 2008). Peter Capelli, Talent on Demand: Managing Talent in an Age of Uncertainty (Boston: Harvard Business Press, 2008). Tammy Erickson, What’s Next, Gen X: Keeping Up, Moving Ahead, and Getting the Career You Want (Boston: Harvard Busi- ness Press, 2021). Tammy Erickson, Retire Retirement: Career Strategies for the Boomer Generation (Boston: Harvard Business Press, 2008).

Looking for help and samples to assist you to craft a mission statement that resonates and inspires? Both people and organizations need to establish a mission statement within a strategic framework to experience significant success.

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Evaluate and pay people based on their performance, not simply for showing up on the job. Offer rewards for skill development and organizational performance, emphasizing teamwork, collaboration, and responsibility for performance. Help employees identify new skills to develop so that they can advance and achieve higher pay and rewards. Compensation systems that include incentives, gainsharing, profit-sharing, and skill-based pay reward employees who learn new skills and put those skills to work for the organization. Employees who are trained in a broad range of skills and problem solving are more likely to grow on the job and feel more satisfaction. Their training enables them to make more valuable contributions to the company, which, in turn, gains them higher rewards and greater commitment to the company. The company likewise benefits from employees’ increased flexibility, productivity, and commitment.

With the other parts of the organization. The HRM plan should reflect this.

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Strategic human resource management (SHRM) is not just a function of the HR department—all managers and executives need to be involved because the role of people is so vital to a company’s competitive advantage. In addition, organizations that value their employees are more profitable than those that do not. Research shows that successful organizations have several things in common, such as providing employment security, engaging in selective hiring, using self-managed teams, being decentralized, paying well, training employees, reducing status differences, and sharing information. When organizations enable, develop, and motivate human capital, they improve accounting profits as well as shareholder value in the process. The most successful organizations manage HR as a strategic asset and measure HR performance in terms of its strategic impact.

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Activities of the fi rm, some nice-to-have but strategically unneces- sary HR activities will be eliminated. Third, as HR professionals become more able to contribute to business success, they will become more balanced in their ap- proaches to their work. In the most recent round of our compe- tency research in 2007, we found that eff ective HR professionals function in six roles.

Extracurricularactivities began in the United States in the 19th Century (Casinger, 2021). When they wereintroduced, they were just an additional part to the normal academic schedule for the year(Casinger, 2021). However, it was not until the 20th Century that student organizations becamelegitimate extracurricular activities sanctioned by colleges and universities (Kuk, Thomas, &Banning 2008). However, in order to enable college students to reap the benefits that middleschool and college students do it should be made mandatory that college students also partake inextracurricular activities (Casinger, 2021).

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These leaders have a lot of power in your organization to set the course and establish the quality of the environment for people. Your leaders have selected employees who they believe have congruent values and fit your workplace culture.

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Another key to successful SHRM in today’s business environment is embracing diversity. In past decades, “diversity” meant avoiding discrimination against women and minorities in hiring. Today, diversity goes far beyond this limited definition; diversity management involves actively appreciating and using the differing perspectives and ideas that individuals bring to the workplace. Diversity is an invaluable contributor to innovation and problem-solving success. As James Surowiecki shows in The Wisdom of Crowds, the more diverse the group in terms of expertise, gender, age, and background, the more ability the group has to avoid the problems of groupthink. Diversity helps company teams to come up with more creative and effective solutions. Teams whose members have complementary skills are often more successful because members can see one another’s blind spots. Members will be more inclined to make different kinds of mistakes, which means that they’ll be able to catch and correct those mistakes.

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You must support and nurture the impact of these value statements or identifying the values will have been a wasted exercise. Employees will feel fooled and misled unless they see the impact on your organization.

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First, the planning process is more agile; changes in plans are much more frequent and are often driven by events rather than made on a predetermined time schedule. Second, the planning process is more proactive. Successful organizations no longer simply respond to changes in their environment, they proactively shape their environment to maximize their own effectiveness. Third, the planning process is no longer exclusively top-down; input into the process comes from many different organizational levels and segments. This creates more employee ownership of the plan and capitalises on the fact that often the most valuable business intelligence can come from employees who are at the bottom of the organizational hierarchy. Lastly, the strategic planning process less reactive and more driven by line leadership.

Another Human Resources department devised strategies to develop a superior workforce. These included eliminating poor performers; hiring from several choices of excellent candidates rather than settling on a candidate; developing succession planning, and increasing training and cross-training opportunities.

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College extracurricular activities: The history of activities [ArticleDirectory]. Retrieved March 17, 2021, from Article Dashboard website: -the-History-of-Activities/Cigliano, L. M. (2006). A perceptual study of the impact of athletic programs in selectedcommunity colleges in the state of Tennessee. Retrieved from: Jay J. Sport in Society: Issues and Controversies.

Create organizational goals grounded in the identified values. Employees must identify how their goals and actions are congruent with and demonstrate the values daily.

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Assist the organization in meeting goals. This should be considered in every aspect of HRM planning.

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Great individual talent may succeed 15 to 20 percent of the time, but teamwork matters most. In recent years, people have called for human resources to be relabeled as the talent function, with a focus on workforce, people, and competencies. Without attend- ing to teamwork, workplace, processes, and culture, HR misses opportunities to have sustainable impact. HR professionals sitting in business discussions in the future need to off er insights on organizations as well as individuals. The organization of the future exists today but not in the tra- ditional sense.

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These are legitimate and relevant concerns. In recent con- versations, a number of senior HR executives have shared with me that HR has forgotten these basics, and without doing the basics well, the aspirations of business contribution remain unrealized dreams.

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Once strategic planning is under way, a process must be undertaken by the organization to design and align its HRM policies and practices to provide for organizational success. The remaining step in planning is to determine the quality and quantity of human resources the organization needs for its total force.

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CO-CURRICULAR ACTIVITIES 51The spiritual co-curricular activities shows that all cohorts shown an overwhelmingagreement in that co-curricular activities enhances ones education. The data does not warrantconclusive results due to the few amount of students that participate in spiritual co-curricularactivities.

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Technology changes how people in an organiza- tion relate to each other. Technology 1/0 was a source of infor- mation as people replaced encyclopedias with Google searches; 2/0 was effi ciency as technology changed time and space for business operations; and now 3/0 focuses on relationships as technology connects people in new ways. Technology relation- ships require careful attention to avoid superfi ciality and ensure substance. Tweeting about what a celebrity eats for lunch on Tuesday to thousands of fans creates a false intimacy. HR can begin to use technology to share information, drive effi ciency, and build relationships.

Traditional performance management systems often fail to deliver desired business objectives because communications from the top are not always clearly understood further down the line, leading to a mismatch between corporate strategy and how it is translated into targets at a team or individual level. Then, if the business goals and strategy and the employee motivation and culture are not in harmony, results certainly su�er. This missing link can be complemented by the strategic performance management (SPM) approach. Top management must address how they actually want to manage performance? What targets must be met and by when? And how do they want managers and employees to work to achieve them? It is important not only to identify HR competencies in accordance with the business needs and develop selection and development practices to secure those competencies but also to evolve and implement a performance evaluation plan that links the performance of the employees to the strategic goals. It is certainly essential to have strategically linked compensation system to improve �rm performance and to retain employees with required competencies. SPM creates this link between the strategy and culture of an organization and its ability to manage employees’ performance to have direct impact on business performance. SPM is actually about strategy implementation to deliver value by delivering the desired outcomes in accordance with business strategy.

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How a particular business unit anticipates and services custom- ers to make money. Each view of strategy leads to business organization choices which then lead HR organization choices.

At Merck, “corporate conduct is inseparable from the conduct of individual employees in the performance of their work. Every Merck employee is responsible for adhering to business practices that are in accordance with the letter and spirit of the applicable laws and with ethical principles that reflect the highest standards of corporate and individual behavior.