The new HR trends for 2030 highlight significant shifts in the role and responsibilities of HR professionals.

Here are the key points from various experts:

1. Next Generation Workforce Expectations:

 The next generation entering the workforce will expect businesses to prioritize equality,
diversity, and inclusion. They will also demand increased flexibility and adaptability to
change.

2. HR's Evolving Role:

 HR's role is becoming more crucial in helping businesses meet the expectations of the
next generation. This involves improved listening to employees and greater agility in
decision-making.

3. HR as Change Agents:

 HR leaders are expected to be at the forefront of organizational change, leveraging their

understanding of transformation to create agile organizations.

4. Managing Human and Machine Skills:

 HR will play a key role in managing the skills and competencies of both humans and
machines. Artificial intelligence will track many capabilities, and HR will take on a more
strategic role with increased automation for compliance and regulation.

5. Data-Driven HR:

 By 2030, data will be integral to HR's daily operations, guiding how HR communicates
with stakeholders. Automation will simplify HR processes, leading to a more innovative
and ideation-based approach.

6. Employee Data Protection:

 With HR tech becoming more global and cloud-based, HR's responsibility will extend to
protecting employee data from breaches, positioning HR as a central function within the
organization.

7. Role of HR in Achieving Organizational Objectives:

 Management, as a process, involves achieving organizational objectives through efficient

utilization of resources. This includes planning, organizing, leading, controlling, R&D, and
knowledge management.

8. Feedback Loop in Management:

 Feedback, derived from past data, plays a crucial role in shaping future actions and
decisions within management. It allows organizations to learn from past experiences.

9. Tools for Selecting Managers:

  Various tools, such as promotion, rotation, appointment, election, and direct selection,
are available for selecting managers. Each tool serves a different purpose in identifying
suitable candidates for managerial roles.

10. Types of Organizations Based on Size, Ownership, and Legal Situation:

 Organizations can be classified based on factors like size, ownership structure (public,
private, etc.), and legal status (partnerships, limited enterprises, etc.).

11. Types of Organizations Based on Sector:

 Organizations can be categorized based on the sector they operate in, including
consumer-to-consumer, business-to-consumer, government-to-consumer, and more.

12. The Essence of an Organization:

 An organization is a structured social unit of people working together to meet specific

needs and achieve common objectives. It is established to cater to customer
requirements.

13. Organizing and Organization Structure:

 Organizing involves arranging people and resources to work together efficiently.

Organization structure encompasses tasks, workflows, reporting relationships, and
communication channels that facilitate coordinated efforts within a group.

These trends and insights provide a comprehensive overview of the evolving landscape of HR and
organizational management expected in 2030

The document outlines several key components of organizations, with a particular focus on HR
Management (HRM) trends and practices. Here are the main points:

1. Main Components of Organizations:

 Production: The process of transforming raw materials into products to meet customer
expectations.

 Marketing: Attracting and retaining customers through value creation and long-term
relationships.

 Human Resources: Selecting and maintaining the best human resources using loyalty
programs to foster loyalty to the organization.

 Financing: Providing the necessary financial resources to achieve organizational

objectives.

2. Historical Background of HRM:

 Industrial revolution in the 18th century dramatically changed the world industry map.

 The Hawthorne Studies in the late 1920s marked a shift in understanding the impact of
human resources on performance.
3. Evolution of HRM:

 From "Personnel" in the early 20th century to "HR" in the late 20th century, and now
focusing on "People Management" in the 21st century.

4. HR Resilience and Digital Transformation:

 HR resilience involves coping and adapting to organizational challenges by providing

necessary tools and information to build psychological resilience.

 The history of digital HR shows the evolution from fax machines to modern technologies,
transforming HR processes.

5. Digital HR Transformation:

 The process involves identifying goals, key figures, project specifications, choosing the
right provider, employee training, and conducting surveys for feedback.

6. Lean HR and Over-Delivering:

 Lean HR aims to create the most value from human resources while minimizing waste.
Over-delivering occurs when more work is done than necessary.

7. HR as Customer Service:

 HR serves various stakeholders, including top management, middle management, first-

line managers, all employees, and potential future employees.

8. Examples of Lean HR:

 Starbucks reduced the time each employee spends making a drink to increase efficiency.

 HSBC reduced wasted time, energy, and materials in their operations.

9. Agile HR:

 Agile HR is a new approach that supports organizational agility by changing mindsets,

systems, processes, and structures.

10. HR Prediction:

 HR prediction involves forecasting an organization's future demands for employees and

jobs, using techniques like workforce data analysis.

11. New HR Trends for 2023:

 Includes remote communications, talent mobility and acquisition, HR technology,

competency orientation, CSR, CHRO's new role, employee well-being and experience,
L&D trends, and DEI.

12. Future HR Job Roles:

 Includes HR Business Director, Chatbot Facilitator, Head of WFH development, Head of

Skill Design, Director of Purpose Planning, and more.
 13. HR Agility Model:

 Based on three layers: changing organizational culture, core pillars for smooth
transformation, and full implementation of the new approach.

These points cover a range of topics related to organizational components, HR management trends, and
future roles in HR.

Chap 2

The document discusses various aspects of HR department structure and HR management. Here are the
key points:

1. HRM Impact on Organizational Performance: HR management significantly affects

organizational performance by influencing employees' lives, future, financial stability, and
physical and psychological health.

2. Variability in HR Department Size and Structure: The size and structure of HR departments vary
depending on the organization's size and structure.

3. Characteristics of HR Manager / HRVP: A competent HR manager or HRVP should possess

certain qualities:

 Direct reporting to the CEO due to the critical nature of their decisions.

 Effective communication across all levels of the organization.

 The ability to carry out strategic HR functions and achieve both operational and strategic
objectives.

4. Sample HR Department Structure: The document provides an example of an HR department

structure, which includes divisions like People Management, Compensation & Benefits, Talent
Management, and Performance Management, each with various specialized units.

5. Succession Planning: It's essential for both individual and institutional perspectives, aiming to
provide career opportunities for individuals while gaining a competitive advantage for the
organization through its human assets.

6. Dimensions of HRM: HRM encompasses several functions, including HR planning, job analysis
and design, recruitment and selection, training and development, compensation and benefits,
performance appraisal, and career planning and development.

7. HR Manager's Main Mission - People Job Match: The primary mission of an HR manager is to
match individuals with jobs that align with their characteristics and job requirements. This
involves considering differences in individuals and job roles.

8. Personality Types Test: The document introduces the concept of personality types tests, such as
the MBTI Personality Test and the DISC Personality Test, to help individuals understand their
personalities better. It emphasizes the importance of matching personality types with job roles
effectively.
 9. MBTI Personality Test: The MBTI (Myers-Briggs Type Indicator) classifies individuals into 16
personality types based on their preferences. It provides insights into strengths, weaknesses,
career paths, workforce habits, and more.

10. DISC Personality Test: The DISC test categorizes individuals into four personality traits:
Dominance, Influence, Steadiness, and Conscientiousness. It helps organizations assess
behavioral tendencies and match them with suitable job roles.

11. Stressors and Compatibility: The document discusses stressors and compatibility factors related
to each personality type, highlighting the importance of aligning an individual's traits with job
requirements for a better fit.

12. Individual vs. Institutional Perspectives: It emphasizes the need for HR practices to align
individual objectives (e.g., career growth, work-life balance) with organizational objectives (e.g.,
efficiency, stability) for success.

Overall, the document provides insights into HR department structures, HR management principles, and
the importance of aligning individual and organizational goals within HR practices.

The document discusses different types of personality tests, focusing on the DISC Personality Test. Here
are the main points:

1. DISC Personality Test: The DISC test categorizes individuals into four personality traits:
Dominance, Influence, Steadiness, and Conscientiousness. It helps assess behavioral tendencies
and match them with suitable job roles.

2. Dominance (D): This personality type is characterized by being dictatorial, direct, decisive,
having a high ego strength, being a problem solver, and willing to take risks. They are motivated
by new challenges and power and authority.

3. Influence (I): Influential personalities are enthusiastic, trusting, optimistic, persuasive, talkative,
and emotional. They excel at creative problem-solving, motivating others, and have a positive
sense of humor. Flattery, praise, and popularity motivate them.

4. Conscientiousness (C): Conscientious individuals are analytical, accurate, careful, precise, and
systematic. They value high standards, are reliable and dependable, and have good listening
skills. They are motivated by high-quality standards and logical organization.

5. Steadiness (S): Steadiness personalities are good listeners, team players, steady, predictable,
understanding, and friendly. They are reliable, loyal, and patient team workers who excel at
reconciling conflicts. They are motivated by recognition for loyalty and dependability.

6. Enneagram Personality Test: The document briefly mentions the Enneagram Personality Test,
which defines nine personality types represented by an enneagram figure. It is used to assess
different leadership styles within organizations.

7. The Performance Equation: The document emphasizes the relationship between performance
and willingness, ability, external factors, psychological factors, and work conditions.
 8. The Motivation System: It discusses the motivation system and how external factors,
psychological contract, engagement, satisfaction, loyalty, skills, and work conditions influence it.

9. Management Responsibilities: It distinguishes between line managers (managing departments

generating income) and staff managers (managing supporting functions like HR). HR managers
typically fall under staff managers.

10. HRM Trends: The document briefly mentions trends in HR management, including an aging
workforce and the need for organizations to adapt to these changes.

11. Assignment: The document concludes with an assignment related to the MBTI test and
personality classification, encouraging readers to apply an MBTI test on themselves, discuss the
results, and investigate the concept of job families.

Overall, the document provides an overview of personality tests, their characteristics, and their
application in HR management, as well as some insights into HRM trends and management
responsibilities.

Chap #3

This document discusses various aspects of organizational structure and its different bases. Here are the
main points:

1. Definition of an Organization: An organization is a social unit of people structured and managed

to achieve objectives and goals by meeting customer needs.

2. Organizing and Organization Structure: Organizing is the process of arranging human and other
resources to accomplish organizational objectives. Organization structure refers to the system of
tasks, workflows, reporting relationships, and communication channels that link individuals and
teams within an organization.

3. Organization Structure Bases: Different organization structures are used based on various
factors.

4. The key organization structure bases include:

 Functional Structure: Grouping similar people with common skills and knowledge
together.

 Product Structure: Dividing departments according to the products or services offered.

 Geographical Structure: Dividing activities based on geographic locations.

 Process Structure: Organizing based on production processes.

 Customer Structure: Dividing departments according to customer types.

 Matrix Structure: Creating groups of employees based on work or customer flow.

 Actor-Oriented Structure: A future-oriented structure that relies on collaboration among

individuals or teams and incorporates digital technology.
 5. The Performance Equation: It highlights the relationship between performance, willingness,
ability, external factors, psychological factors, and work conditions.

6. Management Responsibilities: Line managers are responsible for various HR functions, such as
placing the right people in the right jobs, coaching employees, and appraising individual
performance.

7. HRM Trends: The document briefly mentions HR management trends, including an aging
workforce and the need for organizations to adapt.

8. Structure Follows Strategy: Organizational structure is determined by the organization's

strategy, objectives, and goals.

9. Job Design Methodology: The process of designing an organization structure involves analyzing
the working environment of functions necessary to achieve objectives.

10. Collecting Data: Designing an organization structure requires collecting accurate data about the
organization's current structure, patterns of authority, centralization, and decentralization.

11. Flexibility of Organizational Structure: Organizational structures are not fixed and should adapt
to the organization's goals and needs.

The document emphasizes the importance of designing an organization structure that aligns with the
organization's objectives and goals, and it highlights various bases for structuring organizations based on
their specific needs and circumstance

This document outlines the process of job analysis, job design milestones, and the various components
of job descriptions. Here's a summary:

1. Job Analysis Process: The document begins by describing the job analysis process, which
includes scanning the organization's environment, designing the organizational strategy and
structure, and conducting job analysis milestones.

2. Scanning the Organization's Environment: Job analysis starts with a thorough examination of
both internal and external factors that affect the organization. Internal factors include strengths
(competitive advantages) and weaknesses (areas for improvement), while external factors
encompass opportunities and threats. This analysis helps identify Critical Success Factors (CSF)
and External Critical Success Factors (ECSF).

3. Job Design Milestones: The job design process involves designing job profiles, and it typically
follows new strategic plans or restructuring efforts. Job analysis is essential in this phase as it
identifies changes in tasks, workflows, authority, responsibility, and communication channels.

4. The Process of Job Analysis: Job analysis is a research process with three main components:
inputs (data collected), process (data analysis with various techniques), and outputs (decisions
among jobs, performance standards, equipment used, skills needed, competencies required,
etc.).
 5. Data Collection Tools: The document mentions common tools for data collection during job
analysis, including meetings, questionnaires, interviews, and observation. It also highlights the
growing use of e-tools for this purpose.

6. Aspects Affecting Job Analysis: The process of job analysis can be influenced by various factors,
such as inaccurate data, current employees' unique skills, and the potential inflation of job titles.

7. Job Analysis Stages: Job analysis is divided into five stages: Planning, Introducing Job Analysis,
Conducting Job Analysis, Developing Job Descriptions and Job Specifications, and Maintaining
and Updating Job Descriptions and Job Specifications.

8. Outputs of Job Analysis: The primary outputs of job analysis include job profiles, job
descriptions, job specifications, Key Performance Indicators (KPIs), and core competencies. These
outputs are crucial for various HR functions, such as recruitment and selection, performance
appraisal, compensation, training, and defining employee duties.

9. Examples of HR Metrics: The document briefly lists some HR metrics, including absence rate,
turnover rate, human capital ROI, cost per hire, and health care costs per employee.

10. Effective Job Analysis: Finally, the document emphasizes the importance of effective job analysis
for recruitment, performance appraisal, compensation, training, and defining employee duties.

The document provides a comprehensive overview of the job analysis process and its significance in
various HR functions. It also encourages readers to apply the concepts learned by rewriting their own job
descriptions and recognizing key performance indicators (KPIs) and core competencies related to their
roles.

Job Analysis & Design Outputs:

 The document mentions Data Collection Questionnaires, Job Profiles, and Job Ads, which are
essential tools in job analysis and design.

Organizational Structure:

 Organizations are dynamic entities striving to achieve their goals.

 There are no fixed mathematical equations or patterns for determining organizational structure.

 A structured approach involves collecting accurate data, including the current organizational
structure, levels, preparedness, and challenges.

 The document mentions the importance of assessing the pattern of authorities, line vs. staff
roles, and centralization vs. decentralization in decision-making.

HR Planning:

 HR Planning is described as the process of aligning human resources with an organization's

strategic objectives.

 It involves identifying personnel needs, positions, skills, and development requirements.

 Internal and external candidate supplies are evaluated.

  Core HR planning milestones include satisfying HR needs, budgeting, risk assessment, and
identifying training needs.

Environmental Scanning:

 Environmental scanning involves analyzing both internal and external factors affecting an
organization.

 It is crucial for identifying strategic factors that guide an organization's future.

 The strategic management process encompasses environment scanning, strategy formulation,

implementation, evaluation, and control.

SWOT & TOWS Analysis:

SWOT and TOWS analyses are strategic planning tools used to assess an organization's internal and
external factors to develop effective strategies. While SWOT focuses on identifying an organization's
Strengths, Weaknesses, Opportunities, and Threats, TOWS takes the analysis a step further by using
these insights to create specific strategies. Here's a detailed comparison between the two:

SWOT Analysis:

1. Strengths (S): These are internal attributes and resources that give the organization a
competitive advantage. Examples include a strong brand, talented employees, or advanced
technology.

2. Weaknesses (W): These are internal factors that hinder the organization's performance or
competitiveness. Weaknesses might include outdated technology, high employee turnover, or
financial constraints.

3. Opportunities (O): These are external factors or trends in the environment that the organization
can exploit to its advantage. Opportunities could include a growing market, emerging
technologies, or changing consumer preferences.

4. Threats (T): These are external factors or challenges that could negatively impact the
organization. Threats might include intense competition, economic downturns, or regulatory
changes.

TOWS Analysis: TOWS analysis builds upon SWOT by combining internal strengths and weaknesses with
external opportunities and threats to develop specific strategies. It involves considering how strengths
and weaknesses can be leveraged or mitigated to take advantage of opportunities or counter threats.
Here's a breakdown:

1. Strengths-Opportunities (SO) Strategies: These strategies focus on using an organization's

strengths to exploit external opportunities. For example, if a company has a strong research and
development team (strength) and identifies a growing market for innovative products
(opportunity), it might pursue product development and innovation as a strategy.

2. Strengths-Threats (ST) Strategies: These strategies involve using strengths to mitigate or counter
external threats. For instance, if a company has a strong brand reputation (strength) but faces
 increasing competition (threat), it might focus on aggressive marketing and brand building to
maintain its market position.

3. Weaknesses-Opportunities (WO) Strategies: These strategies aim to overcome internal

weaknesses to take advantage of external opportunities. If a company recognizes that it lacks
skilled employees (weakness) but there's a demand for a particular skill set in the market
(opportunity), it may invest in training and development programs to build the necessary skills.

4. Weaknesses-Threats (WT) Strategies: These strategies involve defensive actions to address

internal weaknesses and minimize the impact of external threats. For example, if a company is
experiencing financial instability (weakness) and anticipates a downturn in the economy (threat),
it might implement cost-cutting measures and financial risk management to ensure survival
during tough times.

Key Differences:

 SWOT is primarily a framework for identifying internal and external factors, while TOWS goes
beyond identification to develop actionable strategies.

 SWOT analysis provides a snapshot of an organization's current situation, whereas TOWS

analysis is more forward-looking, focusing on how to align internal resources with external
circumstances.

 TOWS analysis results in the creation of specific strategies (SO, ST, WO, WT) that can be
implemented, while SWOT analysis serves as a foundational step in the strategic planning
process.

Levels of HR Strategy:

 HR strategy is formulated at three levels: corporate (top-level), business (middle-level), and

functional (first-line).

 Each level contributes to achieving organizational goals.

HR Strategic Fit:

 The text discusses finding a strategic fit between internal and external factors using SWOT and
TOWS analyses.

 It emphasizes the importance of identifying a niche or HR Strategic Sweet Spot where an

organization can leverage its strengths to exploit market opportunities.

HR Planning Overview:

 HR planning is viewed as a sub-plan of an organization's corporate strategy.

 It is influenced by the organization's strategic direction.

 The text mentions that decisions about filling positions impact other HR plans, such as training
and recruitment.
HR Planning Stages:

 Four stages of HR planning are outlined: reviewing strategic directions, estimating HR future
needs, assessing available human resources, and developing HR plans.

 Three strategic directions are mentioned: growth, rightsizing, and stability.

Estimating HR Supply and Demand:

 Estimating HR supply and demand involves predicting future needs based on past and present
data.

 Estimating methods include judgmental and mathematical approaches.

 Methods like statistical regression and simulation models are mentioned.

Estimating Internal Supply:

 Estimating internal supply involves considering inflows (e.g., external hires, internal transfers)
and outflows (e.g., promotions, terminations).

 The document provides an example of calculating expected outflows and inflows.

This text appears to be discussing various aspects of HR planning, organizational structure, and strategic
analysis. It emphasizes the importance of data collection, environmental scanning, and aligning HR
strategies with organizational goals. Additionally, it mentions tools like SWOT and TOWS analyses for
strategic planning.