Design of a human resources management system

The design of the human resources management system is an activity for the development of the relevant norms, rules, requirements, and procedures for directing the activities of employees to ensure optimal use of labor, consistent with the strategy and policy of the enterprise or organization.

The object of design can be both the human resources management system and its components.

The approach to creating a more effective human resource management system can be reactive and proactive.

The reactive approach to making changes in the human resources management system is reflected in the intervention of management in this process when a problem arises in its functioning. This approach is prevalent in practice and is based on the notion that there is no need to make changes to a system or its components when they work well.

The problem of change arises when “cracks” appear in the human resources management system, when there are shortcomings in the economic or social field, or when changes in internal and external economic, technical and social conditions have to be taken into account. Reference: “Analysis of human resources management (HRM) system“, https://www.mu7club.com/analysis-of-human-resources-management-hrm-system/

A reactive approach to changes in the human resources management system is considered insufficiently effective because, on the one hand, it requires time to identify the problem when it arises and, on the other hand, requires the “patching” of one or another component of the human resources management system, overcoming the weakness that may not be the cause of the problem, but only the visible part of the problem.

The active approach to making changes in the human resources management system is reflected in the intervention of management in this process, when there are changes in the external economic, technical and social environment, requiring changes in the management system of people in the work process, ensuring the maintenance or increase of the efficiency and competitiveness of the production, or when more effective solutions in this field appear, corresponding to the strategy and policy of the organization.

When developing the projects of the respective human resources management system, the following must be taken into account:
  • The production, technological and financial strategy, and policy of the enterprise or organization;
  • The strategy and policies of the enterprise or human resources organization;
  • Conclusions from the analysis and evaluation of the human resources management system or its respective components;
  • The parameters and requirements contained in the terms of reference for the design of the human resources management system or its respective components;
  • The desired use of human resources during the relevant period;
  • Information on human resource management in leading foreign and domestic companies that have achieved high efficiency and competitiveness;
  • The principles, rules, requirements, and procedures for human resource management, ensuring the optimal use of labor, are recommended in the literature;
  • The organizational, technical, technological, production, and social conditions in the enterprise or organization and the trends expected in this field;
  • Current trends in the field of human resources management;
  • The requirements of the law and the regulations of the government regarding the management of the human resources;
  • The agreements between the executive bodies and the representative organizations of the employers and the employees at the national, branch, branch, and municipal level regarding the management of the human resources, from which arise obligations for the employer in this field;
  • Agreements between the representative organizations of employers and employees at a national, sectoral, branch, and municipal levels on the management of human resources, from which obligations to the employer arise;
  • The provisions of the collective agreement, if any, concerning the management of human resources;
  • The data in the literature, the data obtained from international conferences and symposiums, as well as those contained in concepts, forecasts, and methodological developments of scientific, design, and consulting organizations and universities relevant to the management of people in the labor process; the technological, technical and production documentation of the enterprise or organization;
  • The results of the study of other systems in the enterprise or organization, which contain data significant for increasing the efficiency and/or efficiency of human resources management, etc.

Participation of Certified Human Resource Manager in HRM system design

Designing a Human Resource Management (HRM) system requires the participation of highly competent professionals from the HR industry. For adequate planning of a Human Resource Management (HRM) system, the participation of a Certified Human Resource Manager or Director in the role of consultants is recommended.

Some industries or countries even require mandatory participation in HR roles such as BVOP Certified Human Resource Manager. Reference: BVOP Certified Human Resources Manager, https://bvop.org/humanresources/

Information required for the design of the human resources management system

The information required for the design of the human resources management system or separate parts thereof may be internal or external.

Inside information is that which an enterprise must have or can only produce. These are the internal normative documents (rules, regulations, strategies, policies, programs, plans, instructions, instructions, standards, etc.), which contain principles, rules, requirements, procedures, and others relevant to better human resource management.

This information also includes the conclusions from the analysis of the human resources management system, technological documentation and labor standards, collective bargaining agreements, methodological materials, and procedures related to the design and operation of the human resources management system and others.

External information is that which the enterprise or organization obtains from laws, government regulations, from studying the experience of leading foreign and domestic enterprises, from researching literature sources, from design methodologies, concepts, and forecasts of scientific institutes, organizations, universities, international organizations, foundations, etc.

The information used to design the human resources management system may be mandatory and recommended.

Mandatory information covers those indicators, requirements, norms, and criteria that are regulated by a mandatory provision of law, government legislation, an agreement between the government and the representative organizations of employers and employees, as well as collective agreements. The indicators and requirements in the terms of reference for the design of the human resources management system are also mandatory.

The recommended information includes those indicators, requirements, norms, and criteria that usually cannot be parameterized and that should be taken into account when developing human resource management projects.

The richer, more complete, more accurate, and better the information available to the enterprise or organization in the design of the human resources management system, the higher, other things being equal, may be the quality of developed projects.

References

×

Become a CERTIFIED HR Manager

Take an online FREE mock exam