PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM

Strategic perspective
Organisation design
Change management
Corporate Wellness management
PEOPLE ACQUISITION AND DEVELOPMENT
Staffing the organization
Training & development
Career Management
Performance Management
ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
Compensation management
Information management
Administrative management
Financial management
ROLES
The roles listed above are now described in terms of broad functions, activities and outcomes to illustrate
more or less what the descriptions will look like once the Standard Generating Groups begin to work with
each role in detail.
PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
STRATEGIC PERSPECTIVE
1. Develop Human Resource plans and strategies aligned to the organisations strategic direction. and
business strategy. Provide tools and tactics to enhance execution of these strategies
4. Manage the interface between HRM processes and systems.
5. Formulate and communicate HRM policies.
6. Act as the conscience of employer with respect to people issues.
8. Assess the long-term impact of short-term decisions on people.
9. Manage people related issues accompanying mergers, alliances and acquisitions.
ORGANISATIONAL DESIGN
1. Analyse work processes and recommend improvements where necessary.
2. Recommend options for organisational design & structure.
CHANGE MANAGEMENT
1. Advise management on implications of change for employees.
2. Co-ordinate & facilitate the change process.
3. Facilitate changed relationships.
4. Provide support structures for employees during change.
5. Deliberate and proactive management of the changing environment and its implications for work and
the organisation.
CORPORATE WELLNESS MANAGEMENT
> Develop and communicate policies and procedures with regard to the management of wellbeing
> Manage occupational health and safety
> Manage wellbeing (Employee Assistance programs & Health Promotion programs)
TRAINING & DEVELOPMENT
> Develop a training & development strategy according to the requirements of legislation and with the
improvement of productivity and delivery as outcome.
> Conduct a training needs-assessment including the assessment of prior learning and write training &
development objectives based on the outcome thereof.
> Conduct training & development.
> Evaluate training & development with regard to the return on investment.
> Promote training & development in the organisation.

CAREER MANAGEMENT
> Design and implement a career management program aimed at integrating individual aspirations and
organisational needs & realities.
> Manage career-related issues in the organisation for example women, affirmative action and
management of diversity with attention to legislation in this regard.
> Manage career-related issues surrounding organisational restructuring, downsizing & outplacement
including provision of support.