Develop Program Strategy of Human Resources

Authors: Corinna, Sergio, Emre, Philipp


Develop Program Strategy of Human Resources is the process of identifying and documenting all the necessary concepts that the project manager will have to keep in mind when developing the HR plan. With the definitions of the Program Strategy, questions like “What kind of resources consider: internal or external?”, or “What to do or how if we need external consultants with a specific knowledge?”, or “How to develop a schedule if we have to consider different holiday and overtime policies for an international and virtual team?”; questions like these, are going to be answered in the way of definitions or recommendations in this process of “Develop Program Strategy of Human Resources”.

2. Inputs

Concerning the points in the PMBook and the inputs for the development of Human Resource Plan are depicted and examined in this part of the work.

2.1. Industry standards:

→ DIN 476: international standard on paper size
· Became an ISO standard in 1975
· Simplifies processes between different countries

→ DIN 33430: guideline for efficient employee selection procedures e.g. psychological tests, assessment centers etc. are classified
· Qualifies procedures and methods for HR decisions in terms of necessity and usability
· Conduces to protect employee´s privacy
· Ensures optimal fit of occupational aptitude, employee and role

2.2. Governmental Law:

→ Labour law:
· Protection of employees and their health
· Regulations on working hours, breaks, night and shift work, no child labour
→ Holiday regulations:
· Defines minimum holidays per year, handling in case of illness etc.
→ AGG:
· Known as “Antidiscrimination law”
· Prevention of non equal treatment because of race, ethnical background, gender, religion, age, disabilities or sexual identity

2.3. Data Protection Law:

→ Data collection and use is in general forbidden
· Only allowed in specific context or if a personal agreement is given

Data Protection – European Commission:
Directive 2002/58/EC of the European Parliament and of the Council of 12 July 2002 concerning the processing of personal data and the protection of privacy in the electronic communications sector (Directive on privacy and electronic communications)

2.4. Ethical Standards:

→ RWE:
“We’re committed to providing a positive work environment and doing business responsibly. The high standards set out in our Code of Conduct are an indication of just how seriously we take this commitment.
Doing business responsibly is not just about what we do on a daily basis – more importantly, it’s about how we do business. And as part of our day-to-day activities, we all need to be aware of how the decisions we make impact on our ability to maintain high standards of ethical behavior.”
1. Understand the subject matter of business ethics
2. Know how to recognize and respond to ethical dilemmas at work
3. Ensure behavior is consistent with the RWE Code of Conduct. (Corporate behavior)
· RWE developed an e-learning program for all employees. In about 30 minutes, it describes what business ethics are and how ethical dilemmas should be resolved, offering scenarios to test the learner’s understanding of ethical dilemmas.

2.5. Availability of Staff

→Labour market conditions in general
→Depending on the qualifications required
→Image of the company (e.g. HR development philosophy, career options, payment)

2.6. Corporate Behavior:

→ Bertelsmann:
“We treat each other in a mutually respectful and trusting manner at work and seek to create a workplace environment that does not allow for discrimination, harassment, bullying or intimidation.”
“We encourage our employees to speak up freely and without fear of retaliation. We do not retaliate against employees who raise goodfaith workplace concerns.”
“We collect, retain, use and transmit personal data and information in compliance with applicable law and policy.”
“We deal with company property, products and resources responsibly and appropriately and use them only for their intended business purposes.”
“We disclose potential or actual conflicts of interest in the workplace in a timely manner for proper review and resolution.”
· More of an internal view, external view would include behavior towards stakeholders, shareholders, suppliers and competitors

2.7. Corporate Culture

“A corporate culture based on shared values.

At IKEA, we don’t just want to fill jobs; we want to partner with people. We want to recruit unique individuals who share our values. Co-workers are not restricted at IKEA; we listen and support each individual to identify his or her needs, ambitions and capabilities.
Here are a few examples of our shared values:

1. Togetherness
2. Cost-Consciousness
3. Respect
4. Simplicity ”

→ RWE:
“RWE Code of Conduct

The Code of Conduct serves two main purposes: First, it encourages every single employee to take responsibility for his or her actions, and it seeks to provide them with appropriate guidance. Second, it outlines the goals and principles which guide the business activities of RWE.
The actions taken by RWE and by its employees are founded on;
- personal responsibility
- honesty
- loyalty
- respect for others and for the environment

RWE relies on the skills, strength and dedication of its employees, a stable social, political, and regulatory environment and the opportunities offered by scientific and technological advances.

2.8. Corporate Social Responsibility (CSR)

→ Mc Donald´s:
“McDonald’s Corporate Responsibility = Values in Practice

For McDonald’s, corporate responsibility is about living our values each and every day. It’s about taking action, achieving results and always maintaining open lines of communication with our customers and other key stakeholders.
We’re determined to continuously improve our social and environmental performance. We work hard, together with our suppliers and independent restaurant franchisees, to strive toward a sustainable future – for our company and the communities in which we operate.
From the beginning, we’ve been a company committed to doing the right thing. Today, our values continue to be the foundation for who we are, what we do, and how we operate.”

→ HP:
" Global citizenship encompasses our commitment to align our business goals with our impacts on society and the planet. It is one of our seven corporate objectives, rooted in HP’s founding values and key to our success. For more than 70 years, global citizenship has influenced how we run our business, holding us to higher standards of integrity, contribution and accountability in everything we do. We focus our energies and expertise in five areas:
  • Ethics and compliance
  • Human rights and labor practices
  • Environmental sustainability
  • Privacy
  • Social investment

2.9. Mission & Vision

Organization's success and personal success depend on how well defined and live by each of mission and vision statements. In fact:
  • Companies whose employees understand the mission and goals enjoy a 29 percent greater return than other firms (Watson Wyatt Work Study).
  • U.S. workers want their work to make a difference, but 75% do not think their company's mission statement has become the way they do business (Workplace 2000 Employee Insight Survey)

→ Deutsche Post
“Our Mission
1. Passion is our character : We work with passion, fun and personal integrity.
2. Excellence is our aspiration : We deliver professional and innovative consulting services to our clients.
3. Teamwork is our conviction : We live and breathe a culture of mutual respect and openness - wherever we are.
4. Personal development is our ambition : We progress through our readiness to learn and share every day.”

A vision is a statement about what your organization wants to become. It should resonate with all members of the organization and help them feel proud, excited, and part of something much bigger than themselves.

→ Eaton Electric
“Vision: The time is now.
Living the vision.
At Eaton, we have been living this vision for a while and are ready to do anything it takes to help the country get back to work. Our industry-leading products and services are designed to deliver:
• Energy Efficiency
• Reliability
• Safety
• Cost Effectiveness”

2.10. Working Hours

→ Time management
→ Stakeholder expectations
→ Governmental law and regulations

2.11. Career Plans

→ Attitude from staff and company
→ Trends in general e.g. wish for “Work life Balance”

3. Tools and Techniques

Networking : Networking is the formal and informal interaction with others in an organization, industry, or professional environment. It is a constructive way to understand political and interpersonal factors that will impact the effectiveness of various staffing management options. Human resources networking activities include proactive correspondence, luncheon meetings, informal conversations including meetings and events, trade conferences, and symposium. Networking can be a useful technique at the beginning of a project. It can also be an effective way to enhance project management professional development during the project and after the project ends.
Checklists: A checklist is a structured tool, usually component-specific, used to verify that a set of required steps has been performed. Checklists range from simple to complex based on project requirements and practices. Many organizations have standardized checklists available to ensure consistency in frequently performed tasks. In some application areas, checklists are also available from professional associations or commercial service providers. When checklists are used, the completed checklists become part of the project´s records.
In this case, we recommend checklists for the process: Develop Program Strategy of Human Resources, and also for the Human Resource Planning Process. For the development of the strategy of HR, the checklists will be useful in ensuring that all the relevant items will be considered. And for the HR planning process, they will help the project management team in taking into account the definitions already taken in HR matters, and making sure that the resulting HR plan contains the HR strategies.

4.Outputs - Program Strategy of HR

As an output, we have the program strategy for human resource management in order to cope with staff issues of the projects in the program.