HELLO, day to day HRD playing vital role in business. for this HR professional also have to improve their knowledge, for this may be our senior person will be help to young professional.
My ques: What is knowledge management. what is difference between knowledge management & Talent management?
hope that i will get more response on above question - may be u r answer help me to improve myself in HR -FEILD
kailas singare :wink:
From United States, Santa Clara
1My ques: What is knowledge management. what is difference between knowledge management & Talent management?
hope that i will get more response on above question - may be u r answer help me to improve myself in HR -FEILD
kailas singare :wink:
From United States, Santa Clara
It is all about definitions,
Anyway the Talent Management is more of giving due importance to the star / high performing employees while Knowledge management is more of sharing the working style and technologies...
What Is Talent Management?
The talent-management concept applies the 80/20 rule, meaning 20% of an organization's top employees yield 80% of its positive results. This suggests that employers must treat A-level executives -- those who drive and deliver superior results on a consistent basis -- in an exceptional and individualized way. This occurs throughout an executive's complete life with an organization: from his or her initial hire to development, evaluation, reward systems, retention and succession planning.
What is Knowledge Management?
knowledge management is a business activity with two primary aspects:
1. Treating the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization.
Making a direct connection between an organization’s intellectual assets both explicit [recorded] and tacit [personal know-how] and positive business results.
2. In practice, knowledge management often encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of corporate information accessible, sharing of best practices, and technology that enables all of the above including groupware and intranets.
Ajmal Mirza
From India, Ahmadabad
Anyway the Talent Management is more of giving due importance to the star / high performing employees while Knowledge management is more of sharing the working style and technologies...
What Is Talent Management?
The talent-management concept applies the 80/20 rule, meaning 20% of an organization's top employees yield 80% of its positive results. This suggests that employers must treat A-level executives -- those who drive and deliver superior results on a consistent basis -- in an exceptional and individualized way. This occurs throughout an executive's complete life with an organization: from his or her initial hire to development, evaluation, reward systems, retention and succession planning.
What is Knowledge Management?
knowledge management is a business activity with two primary aspects:
1. Treating the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization.
Making a direct connection between an organization’s intellectual assets both explicit [recorded] and tacit [personal know-how] and positive business results.
2. In practice, knowledge management often encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of corporate information accessible, sharing of best practices, and technology that enables all of the above including groupware and intranets.
Ajmal Mirza
From India, Ahmadabad
To add one more point to the KM perspective ....
In this age of frequent Job jumping and better opportunities around, Employers need to protect themselves from Informationa dn Knowledge Loss resulting from a valuable employee leaving the organisation.
This also is a driving force behind KM.
From Switzerland, Geneva
In this age of frequent Job jumping and better opportunities around, Employers need to protect themselves from Informationa dn Knowledge Loss resulting from a valuable employee leaving the organisation.
This also is a driving force behind KM.
From Switzerland, Geneva
KNOWLEDGE MANAGEMENT DEFINED
Knowledge management is any process or practice of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations. It focuses on the development of firm specific knowledge and skills that are the result of organizational learning processes.
Knowledge management involves transforming knowledge resources by identifying relevant information and then disseminating it so that learning can take place.
Knowledge management strategies promote the sharing of knowledge by linking with people, and by linking them to information so that they learn from documented experiences. Knowledge can be stored in databanks and found in presentations, reports, policy documents and manuals. It can be moved around the organization through information systems and by traditional methods such as meetings, workshops , courses, written publications, videos and tapes. The intranet provides an additional and very effective medium for communicating knowledge.
THE CONTRIBUTION OF HR TO KNOWLEDGE
MANAGEMENT
HR can make an important contribution to knowledge management simply because
knowledge is shared between people; it is not just a matter of capturing explicit
knowledge through the use of information technology The role of HR is to ensure
that the organization has the intellectual capital it needs. The resource based view of the firm emphasizes, that 'distinctive human resource practices help to create unique competencies that differentiate products and services and, in turn, drive competitiveness'.
Ten ways in which HR can contribute
The main ways in which HR can contribute to knowledge management are summarized
below :
1. Help to develop an open culture in which the values and norms emphasize the importance of sharing knowledge.
2. Promote a climate of commitment and trust.
3. Advise on the design and development of organizations which facilitate knowledge sharing through networks and communities of practice (groups of people who share common concerns about aspects of their work), and teamwork.
4. Advise on resourcing policies and provide resourcing services which ensure that valued employees who can contribute to knowledge creation and sharing are attracted and retained.
5. Advise on methods of motivating people to share knowledge and rewarding those who do so.
6. Help in the development of performance management processes which focus on the development and sharing of knowledge.
7. Develop processes of organizational and individual learning which will generate and assist in disseminating knowledge.
8. Set up and organize workshops, conferences, seminars and symposia which enable knowledge to be shared on a person to person basis.
9. In conjunction with IT, develop systems for capturing and, as far as possible, codifying explicit and tacit knowledge.
10. Generally, promote the cause of knowledge management with senior managers to encourage them to exert leadership and support knowledge management initiatives.
TALENT MANAGEMENT DEFINED
Talent management is the process of ensuring that the organization attracts, retains, motivates and develops the talented people it needs. As a concept, talent management came to the fore when the phrase 'the war for talent' emerged in the 1990s. There is nothing new about the various processes that add up to talent management. What is different is the development of a more coherent view as to how these processes should mesh together with an overall objective to acquire and nurture talent, wherever it is and wherever it is needed, by using a number of interdependent policies and practices. Talent management is the notion of 'bundling' in action.
It is sometimes assumed that talent management is only concerned with key people the high flyers. But everyone in an organization has talent, and talent management processes should not be limited to the favoured few, although they are likely to focus most on those with scarce skills and high potential.
TALENT MANAGEMENT PROCESSES
The key talent management processes are:
*developing the organization as an 'employer of choice' a 'great place to work';
*using selection and recruitment procedures that ensure that good quality people are recruited who are likely to thrive in the organization and stay with it for a reasonable length of time (but not necessarily for life);
*designing jobs and developing roles which give people opportunities to apply and grow their skills and provide them with autonomy, interest and challenge;
*providing talented staff with opportunities for career development and growth;
*creating a working environment in which work processes and facilities enable rewarding (in the broadest sense) jobs and roles to be designed and developed;
*developing a positive psychological contract;
*developing the leadership qualities of line managers;
*recognizing those with talent by rewarding excellence, enterprise and achievement;
*succession planning ensuring that the organization has suitable people to fill vacancies arising from promotion, retirement or death;
*conducting talent audits which identify those with potential and those who might leave the organization.
THE KNOWLEDGE MANAGEMENT AND THE TALENT MANAGEMENT
ARE APPLICABLE TO ALL EMPLOYEES/ MANAGERS , INCLUDING
HRM PERSONNEL.
IF YOU ARE ALSO ASKING FOR VERY SPECIFICS ON
HR MANAGERS, GIVE ME SOME MORE TIME.
REGARDS
LEO LINGHAM
From India, Mumbai
Knowledge management is any process or practice of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations. It focuses on the development of firm specific knowledge and skills that are the result of organizational learning processes.
Knowledge management involves transforming knowledge resources by identifying relevant information and then disseminating it so that learning can take place.
Knowledge management strategies promote the sharing of knowledge by linking with people, and by linking them to information so that they learn from documented experiences. Knowledge can be stored in databanks and found in presentations, reports, policy documents and manuals. It can be moved around the organization through information systems and by traditional methods such as meetings, workshops , courses, written publications, videos and tapes. The intranet provides an additional and very effective medium for communicating knowledge.
THE CONTRIBUTION OF HR TO KNOWLEDGE
MANAGEMENT
HR can make an important contribution to knowledge management simply because
knowledge is shared between people; it is not just a matter of capturing explicit
knowledge through the use of information technology The role of HR is to ensure
that the organization has the intellectual capital it needs. The resource based view of the firm emphasizes, that 'distinctive human resource practices help to create unique competencies that differentiate products and services and, in turn, drive competitiveness'.
Ten ways in which HR can contribute
The main ways in which HR can contribute to knowledge management are summarized
below :
1. Help to develop an open culture in which the values and norms emphasize the importance of sharing knowledge.
2. Promote a climate of commitment and trust.
3. Advise on the design and development of organizations which facilitate knowledge sharing through networks and communities of practice (groups of people who share common concerns about aspects of their work), and teamwork.
4. Advise on resourcing policies and provide resourcing services which ensure that valued employees who can contribute to knowledge creation and sharing are attracted and retained.
5. Advise on methods of motivating people to share knowledge and rewarding those who do so.
6. Help in the development of performance management processes which focus on the development and sharing of knowledge.
7. Develop processes of organizational and individual learning which will generate and assist in disseminating knowledge.
8. Set up and organize workshops, conferences, seminars and symposia which enable knowledge to be shared on a person to person basis.
9. In conjunction with IT, develop systems for capturing and, as far as possible, codifying explicit and tacit knowledge.
10. Generally, promote the cause of knowledge management with senior managers to encourage them to exert leadership and support knowledge management initiatives.
TALENT MANAGEMENT DEFINED
Talent management is the process of ensuring that the organization attracts, retains, motivates and develops the talented people it needs. As a concept, talent management came to the fore when the phrase 'the war for talent' emerged in the 1990s. There is nothing new about the various processes that add up to talent management. What is different is the development of a more coherent view as to how these processes should mesh together with an overall objective to acquire and nurture talent, wherever it is and wherever it is needed, by using a number of interdependent policies and practices. Talent management is the notion of 'bundling' in action.
It is sometimes assumed that talent management is only concerned with key people the high flyers. But everyone in an organization has talent, and talent management processes should not be limited to the favoured few, although they are likely to focus most on those with scarce skills and high potential.
TALENT MANAGEMENT PROCESSES
The key talent management processes are:
*developing the organization as an 'employer of choice' a 'great place to work';
*using selection and recruitment procedures that ensure that good quality people are recruited who are likely to thrive in the organization and stay with it for a reasonable length of time (but not necessarily for life);
*designing jobs and developing roles which give people opportunities to apply and grow their skills and provide them with autonomy, interest and challenge;
*providing talented staff with opportunities for career development and growth;
*creating a working environment in which work processes and facilities enable rewarding (in the broadest sense) jobs and roles to be designed and developed;
*developing a positive psychological contract;
*developing the leadership qualities of line managers;
*recognizing those with talent by rewarding excellence, enterprise and achievement;
*succession planning ensuring that the organization has suitable people to fill vacancies arising from promotion, retirement or death;
*conducting talent audits which identify those with potential and those who might leave the organization.
THE KNOWLEDGE MANAGEMENT AND THE TALENT MANAGEMENT
ARE APPLICABLE TO ALL EMPLOYEES/ MANAGERS , INCLUDING
HRM PERSONNEL.
IF YOU ARE ALSO ASKING FOR VERY SPECIFICS ON
HR MANAGERS, GIVE ME SOME MORE TIME.
REGARDS
LEO LINGHAM
From India, Mumbai
KNOWLEDGE MANAGEMENT FOR HR
WITH RESPECT TO YOUR SPECIFIC QUESTION ON "KM"
ON "HR" , HERE ARE SOME USEFUL GUIDELINES.
HR KNOWLEDGE MANAGEMENT
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm
grows large enough to need someone to focus primarily on HR activities, the
role of the HR generalist emerges that is, a person who has responsibility
for performing a variety of HR activities. Further growth leads to adding
HR specialists who have in depth knowledge and expertise in a limited area.
Intensive knowledge of an activity such as. benefits, testing, training, or affirma
tive action compliance typifies the work of HR specialists.
Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:
* Knowledge of business and organization
* Influence and change management
* Specific HR knowledge and expertise
Knowledge of Business and Organization
HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have understanding of the financial, technological, and other facets of the industry and the organization. As illustration, in some organizations the top HR executive jobs are being filled by individuals who have been successful operations managers, but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them, while bringing a performance oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties, and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.
Knowledge Base
-Strategic planning/ HRM role.
-Political changes impact
-Economic changes impact
-Social changes impact
-Technology changes impact
-Workforce availability/ Quality
-Growth in contingent workforce
-Demographic issues
-Work / family balancing
-Organizational Restructuring
-Occupational shifts
-Global competition
-Business Process reengineering
-Financial responsibility for HR results.
-Intellectual capital
ETC.
Influence and Change Management
Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR related changes affecting today's organizations, HR professionals must be able to influence others.
Knowledge Base
-sales ability
-persuasion skills
-presentation skills
-negotiation skills
-interpersonal relations skills
-change, change, change.
HR Specific Knowledge
The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.
Strategic Management .Knowledge Of.
1.lawmaking and administrative regulatory processes .
2. internal and external environmental scanning techniques.
3.strategic planning process and implementation .
4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community based organizations).
5.management processes and functions , including marketing/sales/distribution etc.
6. techniques to sustain creativity and innovation.
================================================== =
Workforce planning and Employment .Knowledge of:
7.Central /state/local. employment related laws and regulations .
8.immigration law (for example, visas for overseas employees]
9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs per hire, selection ratios, adverse impact).
10. recruitment methods and sources
11.staffing alternatives (for example, telecommuting, outsourcing)
12 planning techniques (for example, succession planning, HR forecasting)
13.reliability and validity of selection tests/tools/methods.
14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).
15. interviewing techniques .
16 relocation practices.
17 impact of compensation and benefits plans on recruitment and retention .
18 international HR and implications of international workforce for workforce planning and employment.
19 downsizing and outplacement .
20 internal workforce planning and employment policies, practices, and procedures.
Human Resource Development: Knowledge of.
21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .
22 human resource development theories and applications (including career
development and leadership development)
23 organizational development theories and applications.
24 training methods, program, and techniques (design, objectives, methods, etc.).
25 employee involvement strategies .
26 task/process analysis .
27 performance appraisal and performance management methods.
28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .
30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).
Compensation and Benefits .Knowledge of.
31.Central, state, and local compensation and benefits laws.
32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)
33 job evaluation methods
34 job pricing and Pay structures
35 incentive and variable Pay methods
36 executive compensation
37.non cash compensation methods (for example, stock option plans).
38 benefits needs analysis i.e, life insurance, pension,
39 benefit plans (for example, health insurance, education, health club)
40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)
Employee and Labour relations . Knowledge of
41.applicable federal, state, and local laws affecting employment in union and non union environments, such as anti discrimination laws, sexual harassment, labor relations, and privacy
42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)
43 employee involvement strategies(for example, alternate work schedules, work teams)
44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)
45.workplace behavior issues/practices (for example, absenteeism, discipline)
46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)
47 unfair labor practices .
48 the collective bargaining process, strategies, and concepts (up to and after contract)
49 public sector labor relations issues and practices.
50. expatriation and repatriation issues and practices .
51.employee and labor relations for local nationals[ i.e. labour
relations in other countries).
b
Occupational health,safety,and security. Knowledge of.
52 .Central, state, and local workplace health and safety laws and
regulations (for example, OSHA, Drug Free Workplace ]
53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)
54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)
55 workplace safety risks
56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)
57 potential violent behavior and workplace violence conditions .
58 general health and safety practices (for example, fire evacuation,
HAZMAT[hazardous materials], ergonomic evaluations)
59 incident and emergency response plans .
60 internal investigation and surveillance techniques .
61 Employee Assistance Programs .
62 employee wellness programs .
63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .
CORE Knowledge Required by HR Professionals
64 needs assessment and analysis .
65 third party contract management, including development of requests for proposals
66 communication strategies .
67 documentation requirements .
68 adult learning processes .
69 motivation concepts and applications .
70 training methods .
71 leadership concepts and applications.
72 project management concepts and applications
73 diversity concepts and applications.
74 human relations concepts and applications (for example, interpersonal and organizational behavior) .
75 HR ethics and professional standards .
76 technology and human resource information systems (HRIS) to support
HR activities .
77 qualitative and quantitative methods and tools for analysis, interpretation, and decision making purposes .
78 change management .
79 liability and risk management .
80 job analysis and job description methods.
81 employee records management (for example, retention, disposal)
82 the interrelationships among HR activities and programs across
functional areas.
AS YOU BUILD / DEVELOP YOUR KNOWLEDGE BASE,
YOU NEED TO KNOW
-YOUR APTITUDE
-YOUR PASSION FOR SELECTED SUBJECTS
-YOUR KEEN INTEREST AREAS
-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].
HOPE THIS IS USEFUL TO YOU
REGARDS
LEO LINGHAM
From India, Mumbai
WITH RESPECT TO YOUR SPECIFIC QUESTION ON "KM"
ON "HR" , HERE ARE SOME USEFUL GUIDELINES.
HR KNOWLEDGE MANAGEMENT
As HR management becomes more and more complex, greater demands are placed on individuals who make the HR field their career specialty. It is useful to know about the competencies required for effective HR management.
A wide variety of jobs can be performed in HR departments. As a firm
grows large enough to need someone to focus primarily on HR activities, the
role of the HR generalist emerges that is, a person who has responsibility
for performing a variety of HR activities. Further growth leads to adding
HR specialists who have in depth knowledge and expertise in a limited area.
Intensive knowledge of an activity such as. benefits, testing, training, or affirma
tive action compliance typifies the work of HR specialists.
Changes in the HR field are leading to changes in the competencies and capabilities of individuals concentrating on HR management. The development of broader competencies by HR professionals will ensure that HR management plays a strategic role in organizations. The following sets of capabilities are important for HR professionals:
* Knowledge of business and organization
* Influence and change management
* Specific HR knowledge and expertise
Knowledge of Business and Organization
HR professionals must have knowledge of the organization and its strategies if they are to contribute strategically. This knowledge also means that they must have understanding of the financial, technological, and other facets of the industry and the organization. As illustration, in some organizations the top HR executive jobs are being filled by individuals who have been successful operations managers, but have never worked in HR. The thinking behind such a move is that good strategic business managers can rely on the HR specialists reporting to them, while bringing a performance oriented, strategic view of HR management to the top of the organization. In other organizations, top HR managers have come up through HR specialties, and have demonstrated that they understand broader business and strategic realities, not just HR management functional issues.
Knowledge Base
-Strategic planning/ HRM role.
-Political changes impact
-Economic changes impact
-Social changes impact
-Technology changes impact
-Workforce availability/ Quality
-Growth in contingent workforce
-Demographic issues
-Work / family balancing
-Organizational Restructuring
-Occupational shifts
-Global competition
-Business Process reengineering
-Financial responsibility for HR results.
-Intellectual capital
ETC.
Influence and Change Management
Another key capability that HR professionals need is to be able to influence others and to guide changes in organizations. Given the many HR related changes affecting today's organizations, HR professionals must be able to influence others.
Knowledge Base
-sales ability
-persuasion skills
-presentation skills
-negotiation skills
-interpersonal relations skills
-change, change, change.
HR Specific Knowledge
The idea that "liking to work with people" is the major qualification necessary for success in HR is one of the greatest myths about the field. It ignores the technical knowledge and education needed. Depending on the job, HR professionals may need considerable knowledge about employment law, tax laws, finance, statistics, or information systems. In all cases, they need extensive knowledge about equal employment opportunity regulations and wage/hour regulations.
This outline reveals the breadth and depth of knowledge necessary for HR professionals. Additionally, those who want to succeed in the field must update their knowledge continually. Reading HR / MANAGEMENT publications / websites is one way to stay informed.
Strategic Management .Knowledge Of.
1.lawmaking and administrative regulatory processes .
2. internal and external environmental scanning techniques.
3.strategic planning process and implementation .
4.organizational social responsibility (for example, welfare to work, philanthropy, alliances with community based organizations).
5.management processes and functions , including marketing/sales/distribution etc.
6. techniques to sustain creativity and innovation.
================================================== =
Workforce planning and Employment .Knowledge of:
7.Central /state/local. employment related laws and regulations .
8.immigration law (for example, visas for overseas employees]
9. quantitative analyses required to assess past and future staffing (for example, cost benefit analysis, costs per hire, selection ratios, adverse impact).
10. recruitment methods and sources
11.staffing alternatives (for example, telecommuting, outsourcing)
12 planning techniques (for example, succession planning, HR forecasting)
13.reliability and validity of selection tests/tools/methods.
14 use and interpretation of selection tests (for example, psychological/personality, cognitive, and motor/physical assessments).
15. interviewing techniques .
16 relocation practices.
17 impact of compensation and benefits plans on recruitment and retention .
18 international HR and implications of international workforce for workforce planning and employment.
19 downsizing and outplacement .
20 internal workforce planning and employment policies, practices, and procedures.
Human Resource Development: Knowledge of.
21.applicable international, central, state, and local laws and regulations regarding copyrights and patents .
22 human resource development theories and applications (including career
development and leadership development)
23 organizational development theories and applications.
24 training methods, program, and techniques (design, objectives, methods, etc.).
25 employee involvement strategies .
26 task/process analysis .
27 performance appraisal and performance management methods.
28 applicable international issues (for example, culture, local management approaches/ practices, societal norms) .
30 techniques to assess HRD program effectiveness (for Example, satisfaction, learning and job performance of program participants, and organizational outcomes such as turnover and productivity).
Compensation and Benefits .Knowledge of.
31.Central, state, and local compensation and benefits laws.
32 accounting practices related to compensation and benefits (for example excess group term life, compensatory time)
33 job evaluation methods
34 job pricing and Pay structures
35 incentive and variable Pay methods
36 executive compensation
37.non cash compensation methods (for example, stock option plans).
38 benefits needs analysis i.e, life insurance, pension,
39 benefit plans (for example, health insurance, education, health club)
40 international compensation laws and practices (for example, expatriate compensation, socialized medicine, mandated retirement)
Employee and Labour relations . Knowledge of
41.applicable federal, state, and local laws affecting employment in union and non union environments, such as anti discrimination laws, sexual harassment, labor relations, and privacy
42 techniques for facilitating positive employee relations (for example, small group facilitation, dispute resolution, and labor/management cooperative strategies and programs)
43 employee involvement strategies(for example, alternate work schedules, work teams)
44 individual employment rights issues and practices (for example, employment at will, negligent hiring, defamation, employees' rights to bargain collectively)
45.workplace behavior issues/practices (for example, absenteeism, discipline)
46.methods for assessment of employee attitudes, opinions, and satisfaction (for example, opinion surveys, attitude surveys, focus panels)
47 unfair labor practices .
48 the collective bargaining process, strategies, and concepts (up to and after contract)
49 public sector labor relations issues and practices.
50. expatriation and repatriation issues and practices .
51.employee and labor relations for local nationals[ i.e. labour
relations in other countries).
b
Occupational health,safety,and security. Knowledge of.
52 .Central, state, and local workplace health and safety laws and
regulations (for example, OSHA, Drug Free Workplace ]
53 workplace injury and occupational illness compensation laws and programs (for example, worker's compensation)
54 investigation procedures of workplace safety, health, and security enforcement agencies (for example, OSHA)
55 workplace safety risks
56 workplace security risks (for example, theft, corporate espionage, information systems/technology, and vandalism)
57 potential violent behavior and workplace violence conditions .
58 general health and safety practices (for example, fire evacuation,
HAZMAT[hazardous materials], ergonomic evaluations)
59 incident and emergency response plans .
60 internal investigation and surveillance techniques .
61 Employee Assistance Programs .
62 employee wellness programs .
63 issues related to chemical use and dependency (for example, identification of symptoms, drug testing, discipline) .
CORE Knowledge Required by HR Professionals
64 needs assessment and analysis .
65 third party contract management, including development of requests for proposals
66 communication strategies .
67 documentation requirements .
68 adult learning processes .
69 motivation concepts and applications .
70 training methods .
71 leadership concepts and applications.
72 project management concepts and applications
73 diversity concepts and applications.
74 human relations concepts and applications (for example, interpersonal and organizational behavior) .
75 HR ethics and professional standards .
76 technology and human resource information systems (HRIS) to support
HR activities .
77 qualitative and quantitative methods and tools for analysis, interpretation, and decision making purposes .
78 change management .
79 liability and risk management .
80 job analysis and job description methods.
81 employee records management (for example, retention, disposal)
82 the interrelationships among HR activities and programs across
functional areas.
AS YOU BUILD / DEVELOP YOUR KNOWLEDGE BASE,
YOU NEED TO KNOW
-YOUR APTITUDE
-YOUR PASSION FOR SELECTED SUBJECTS
-YOUR KEEN INTEREST AREAS
-YOUR ASPIRATION [ up the ladder in the organization or expert consultant in selected areas].
HOPE THIS IS USEFUL TO YOU
REGARDS
LEO LINGHAM
From India, Mumbai
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
People make the difference….ppt
Knowledge is power-rahul verma Important sites collected till 08062008.pdf