HR Development

bulletStrategic and Business Planning

bulletOrganizational Development

bulletHuman Resource Development

bulletChange Management

bulletPerformance Management

bulletPersonal Coaching

Key Benefits

bullet Compensation and Benefits Programs bullet Leadership  Development
bullet Decision Making throughout the Organization bullet Management Development
bullet Strategic HRM bullet Problem Solving Enhancement
bullet Effective Organizational Communications    


bullet Thorough Assessment of Current HR Practice bullet Training and Development of Managers and Supervisors
bullet Strategic Alignment of Policies and Procedures bullet Goal Setting for Improved Performance and Productivity

Human Resource Development

Human Resources is the most challenging and stimulating facet of organizational success being addressed today.  It is the functional area that is most likely to provide a competitive edge for the organization.  It goes without saying that behind every single business issue (or symptom) there is a human issue.  Giving rise to the often-used statement, “The employee is the organization’s greatest asset.”  For example, poor financial performance is not the problem it is a symptom of a human system that is either unable to plan for, to execute, or to measure its financial goals.  As this is realized, organizations seek HR solutions that can help with real business issues through effective people management.

Developing and implementing human resource strategies ensures that actions in managing human resources are aligned with competitive demands. While most are striving to manage with fewer employees, fewer management levels, and more flexibility in management practices, there remains a gap between strategic direction and aligned practice.

Human Resources is very much involved, sometimes in great detail, with practically every aspect of an employee’s life and service with an organization.  The department has the responsibility of dealing with and overseeing this most important, complex, and valuable commodity or resource any company has. Moreover, managers expect that policies and programs will be developed and implemented to guide and support effective management practices. Surveys repeatedly affirm that CEOs consider human resource issues to be important to their businesses and want them addressed effectively by their managers and the human resource staff.

Yet, policies and programs guiding human resources are not always current with changing business priorities. Many activities simply keep companies up with competitors and do not provide a real competitive advantage.

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HRM Requirements

bullet Corporate manpower and human capital planning;
bullet Designing and developing present and future work force effectiveness programs;
bullet Creating and maintaining a positive company image in training and counseling services for disadvantaged youths, and other local community action programs;
bullet Successful negotiation and dealings with outside agencies and vendors where applicable;
bullet Education and training of company supervisors and managers in the proper handling of discrimination and wrongful termination charges in order to protect the company against potential monumental punitive and/or compensatory damages and other awards in trials;
bullet Researching, analyzing and recommending new employee involvement programs dealing with assessment, empowerment, reengineering, and team building concepts

  Management Optimization

Human resource strategy enables management to define and address “people-related business issues” in a practical way. At Hampton Resources, we assist companies in the development of the six major functions of HRM: 
bullet  Organizational Design – involves the arrangement of work based on the interaction of people, technology, and the tasks to be performed in the context of the mission, goals, and strategic plan of the organization.  HRM activities such as HR Planning, job analysis, organizational restructuring, job design, computerization, and worker-machine interfaces are subsumed under this policy area.  This often begins with a critical analysis of how the work is performed and how jobs and work units relate to one another.
bullet  Staffing - After the organization is structured and jobs are clearly defined in terms of the necessary knowledge, skills, and abilities, positions must be staffed.  Staffing involves the flow of people into, through, and out of the organization.  Recruitment, employee orientation, personnel selection, promotion, and outplacement are among the functions that fit into this domain.  Of the six HRM activities, Staffing is probably the one most likely to be affected by litigation. 
bullet  Performance Management - includes the assessments of individual, unit, or other aggregated levels of performance to measure (and improve) work performance.  Obviously, merit pay systems require accurate measures of employee performance.
bullet  Reward Systems, Benefits, and Compliance - encompasses any type of reward or benefit which may be available to employees, such as compensation, merit pay, profit sharing, health care, leave programs, and pensions.  The activities also include the myriad of compliance requirements imposed from local, state, and federal agencies.
bullet  Communications and Public Relations - activities include the sharing of information among employees, management, customers, and outside constituents.  Information systems, personnel research, attitude surveys, and company publications are all included in this activity.
bullet  Employee and Organizational Development Programs - are concerned with fostering and maintaining employee skills based on organizational and employee needs.  Developmental activities may include training, career development plans, succession plans, and retirement programs.

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Elements Covered
We employ management strategies, developed and implemented by managing executives in alignment with the organization’s strategic goals. Whether implicitly or explicitly designed, they are considered an important aspect of implementing business strategies. We assist managers and human resource staff through an ongoing process of activities:
bullet Organizational Design bullet Management Talent Development
bullet Define and Develop Staffing Objectives bullet Enabled Optimum Performance
bullet Core Competencies Development bullet Performance Management
bullet Reward Systems    
This process is a series of activities through which managers learn to define and address human resource issues on a continuing basis. To enable the process, Hampton Resources has often been called upon to review strategic business plans, along with financial, product, marketing, and other concerns and to identify areas of enhancement which may call for new organization structure, new incentive compensation programs, alignment of staffing and/or costs, or acquisition of new skills.  In all of our engagements, we evaluate the implications of business strategies, issues emanating from changing external conditions, and issues relating to internal organization and management changes.

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