Prática de Shadowing: #03 Strategic Types of Human Resources Management - Aprenda a falar inglês com vídeo
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Hello and a warm welcome.
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I'm Armin Troost, professor at the Furtwangen University in Germany and this is my series on Human Resources Strategies,
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a real master course for advanced HR students, professionals and executives.
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This series is available on YouTube and on all podcatchers like iTunes or Spotify.
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All slides that support this series are available on my website.
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For more information, please read the description to this YouTube or podcast.
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I'd also like to refer to my book, Human Resources Strategies, available at most online bookstores.
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So, again, thanks for listening.
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Have fun and gain valuable insights into the fascinating world of HR strategies.
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Whenever I meet an HR executive, I sooner or later ask one particular question,
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which is, what type of human resource management do you have in your company?
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That's a fundamental question to me.
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So you might wonder, what are these three different types?
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And I will share this with you in this episode.
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I made the decision to make this episode about the three different types very early in the series
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because I see it as something essential. So let's start.
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When you hear this term human resource management, you find the word management.
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And this is what I'm going to talk about today.
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Management means that you do things in a very structured, in a very planned, in a very formal,
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in a very targeted way.
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So you don't leave things just to chance.
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You don't do things ad hoc.
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You don't do things somehow or randomly.
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You have a plan.
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You have an idea.
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You have concrete steps to go and you want to achieve specific outcomes.
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This is what management is all about.
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And behind management, there is the idea of institutionalization.
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Institutionalization.
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So this is the first dimension I would like to talk about.
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And this is essential because there are some companies, or let's say many companies,
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who are in the beginning of institutionalization or don't have institutionalized human resource management at all,
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especially when we think of small companies.
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They do something in HR, they do something about people, but not so much.
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When you look at very big corporations, you very often find a huge variety of different things they do.
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They do employer branding, they have specific selection tool when it comes to recruiting, They have specific processes and tools and programs for training and development.
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They have all sorts of things, you know, and these things are formally described and decided, right?
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So let's talk about this institutionalization first.
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And a simple way to look at it is to understand how companies develop from their very beginning.
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That's a good way to look at it, I guess.
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So, when a company is founded, you have a founder or a team of founders.
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And these founders are very essential, not only in the beginning, but for the remaining history of a company.
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And these founders, they typically have an attitude, an attitude about what is good management.
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They have an attitude about how to treat people well.
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I mean, let's think of different founders in history of business.
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I mean, think of Richard Branson, the great founder of Virgin, the Virgin Group.
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Or think of Steve Jobs think of Bill Gates think of Hewitt
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and Packard I mean all those founders they had a specific attitude wherever this attitude came from.
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Maybe it came from their socialization, from the social environment in which they grew up.
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Maybe they follow up on a certain religion or yeah, wherever it came from, they have an attitude.
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And this attitude of the founder or the founders,
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of course, impact the way things are done in this It's a new and young and small company.
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But once the company is getting bigger, let's assume now you have 20 people, 80 people, 100 people.
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The founders cannot be anywhere anymore, right?
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I mean, that physically is not possible.
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So what they need to do is they have to shape something that we name a culture.
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A culture is, let's say, a set of implicit rules,
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a set of implicit assumption about what is good behavior, what is not so good behavior in this particular company.
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And it's not a surprise that those implicit rules very much relate to the attitude of the founders.
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So if the founders had the attitude that you better trust people and that the customers always come first.
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This attitude will be replicated in the culture.
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And of course, the people think and behave this way.
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And that's very, very important.
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That's an important step that reduces complexity.
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Even though you still don't have rules, maybe, the people know how to behave or not to behave.
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But once a company gets even bigger, you start institutionalization.
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I mean, you have to.
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Once you have 200 people, 500 people, 1 ,000 people, culture will not be enough anymore and you need roles.
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You need clear responsibilities.
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While in earlier days things were decided spontaneously or attack.
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So when a project came up, who will take care for what?
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It was decided on the spot instantly.
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But once a company gets bigger, you have to make a decision.
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You, the company, the CEO maybe, who is responsible for what?
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And now different functions emerge.
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You have clear responsibility.
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So when it comes to purchase, okay, this is this team who does this.
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When it comes to sales, these are the people who do sales.
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You have roles and you have structures.
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Structures, not only in terms of organizational structure, but also in terms of processes.
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So when it comes to the question of, okay, how will we hire people in the future?
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Or how do we buy a machine?
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Or how do we kick off a project with a newly acquired customer?
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you might have processes you have a specific way to go
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and the people are supposed to follow up on these processes and it makes life easier you also have
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structures when it comes to very simple questions like as I will show you in more detail in a minute
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when it comes to for instance business travel when somebody does business travel on long distance?
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Is the employee supposed to use business class or still economy class or even first class? Who decides upon this?
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Is there a rule?
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And the older or bigger a company,
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then the more rules you have and think this is good because it reduces complexity.
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It's not that for every case the people have to think, oh, I have to do a business travel, hmm, am I allowed to do this, am I allowed to do that?
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No, you avoid this discussion and you say, okay, here is the rule, wherever this rule comes from,
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whether it is defined by the CEO or agreed upon based on a more democratic procedure, it does not matter, you have a rule and
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that makes life easier for sure so some companies might exist just having culture roles
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and structures I mean
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when I think of let's say a university for instance I mean we mainly have this
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or many hospitals they they mainly have this but once you once you are in a competitive environment like most companies are,
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you might not only have roles,
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structures, culture you even might have something like management systems strategic management systems
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and these are very very advanced let's think of customer relationship
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management systems supply chain management systems human resource management systems you you have management systems
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and management systems can be highly complex yeah they include a lot of processes systems,
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data, and IT, all these kind of things, okay?
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So, again, we start with an attitude, the attitude is replicated in the culture,
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and the culture then is replicated in the types of roles and structures we have, and the strategic management systems,
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again, replicate roles, structure, culture, and so the attitude of the founder.
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So from culture on, when we think about role, structure, strategic management, this is what we name institutionalization, okay?
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And this also happens in human resource management.
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Very often when we look back some decades or when we look back at the beginning of some company's development,
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in the beginning you did not have so much, But now, over the course of the time, a lot of things emerge.
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Role, structure, strategic management system, and whatsoever.
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This is the level of institutionalization.
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But now, when we think of this institutionalization, there are two different paths to go.
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And again, this is a very simplified view.
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It even might be a little bit black and white, but, you know, sometimes we have to think in terms of black and white.
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It makes things a little bit easier to understand.
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I see there are two hemispheres, so to speak, or two directions where companies might go to.
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And let me share with you a very simple example, okay?
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And this example is really not about HR, not at all.
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it's about something that I already have mentioned.
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It's about travel, business travel.
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So, when you look at business travel and how companies deal with that particular matter,
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you will find a big variety.
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Some companies have a Netflix kind of business policy which says act in Netflix best interest,
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meaning, okay, you people, you are responsible.
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So if you decide to use first class, okay, go ahead, but act in Netflix best interest.
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If you have the idea that using first class in this particular situation is the best thing you can do for Netflix, then go ahead.
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Some companies have something like internal transparency saying, okay, guys, you can travel however you like.
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You decide by your own.
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You are responsible.
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But we will publish all travel costs on an intranet website so that everybody can see how much money,
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and it's the company's money, it's our shared money, how much money you spend on your business travel.
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So better be careful, right?
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Act in a responsible way.
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And when you act like this, you trust the people, you treat the people like adults, you assume that the people make right decisions,
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and you assume that the people are capable to do so.
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So this is the idea of sharing responsibility, giving responsibility to the people, trusting the people.
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You might have rules, you might have structures, you might have processes, But it's all about supporting the people,
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it's about enabling the people to take over shared responsibility.
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While in many other companies, travel policies look completely different.
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They rather look like this.
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When you want to do a long distance flight, you can use economy class.
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Okay, this is what the policy says.
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If you, no, you can use business class, sorry.
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If you think you have to use first class, you must get the approval from the CEO.
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Okay.
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Or what you find very often is that any business travel must be approved by the supervisor above your next level supervisor.
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This is the idea that it's the management, it's the executives, it's the upper level, the upper authority who has the responsibility.
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And they make the decision upon whether you as a regular employee can do this or not.
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So here, responsibility is culminated, centralized on an upper authority level.
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You see the difference?
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It's really interesting.
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And that's a fundamental difference how roles and structures and strategic management systems are designed.
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Some management systems are more hierarchical, let's say, or more focused on stability.
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where responsibility is really centered on the top or higher level of the hierarchical pyramid.
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And in some other companies, you have more something that we name agility.
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You have networks.
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You have shared responsibility on the bottom of the organization.
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Now, this is very simplified, really.
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This is very, very simplified.
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And we will need to go much deeper into this in the future.
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And I will share with you what is the difference between the one hemisphere about hierarchy
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and stability versus the other hemisphere about agility and networks.
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We're going to talk about this intensively.
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Okay, so when we look at these two dimensions,
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one dimension was institutionalization from having nothing to having a lot of role structure processes.
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And when we, at the same time, look at this difference between hierarchy on one side and agility on the other side,
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we can reflect these two dimensions in a very simple triangle.
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And this triangle now is key, really.
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This triangle is key.
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And for those who just listen to this series via podcast,
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now that needs your, that requires your little imagination.
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Imagine an isosceles triangle.
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What is an isosceles triangle?
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An isosceles triangle is a triangle where two angles have the same grades.
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So let's imagine a pyramid.
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Yeah, a pyramid.
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When you look at a pyramid, a standing pyramid from front, you see an isosceles triangle.
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The bottom two angles have the same crates and the entire triangle is pointing to the top, to the sky, so to speak.
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And now take this isosceles triangle and turn it 90 % to the left.
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Now you have an isosceles triangle that is pointing to the left,
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and on the right side you have a vertical side where both angles are of equal grades, okay?
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Imagine this triangle.
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This is a good way to look at it.
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Also, when I ask HR executives, I always draw this triangle on a piece of paper asking, okay, what is your type of human resource management?
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And every angle, every corner of this triangle reflects a specific type of human resources management.
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So one angle of this triangle, the one that is pointing to the left,
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this is a triangle that has no institutionalization at all.
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And this reflects one type of human resource management really i name it hire
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and pay okay hire and pay what is
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that some companies have this hire and pay means that
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when you think of hr you literally have no hr really
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not the only the only thing you do is you you
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you somehow hire the people right i mean you have to You hire the people,
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but in a very ad hoc and maybe unstructured way.
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Every hiring process is somehow different, and of course you have to compensate the people.
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So that's why I name it hire and pay.
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Sometimes in some organizations you do not even pay the people.
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Let's think of them as a non -governmental organization.
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But you still have to hire the people.
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But beyond this, you do nothing.
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You really do nothing.
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No level of institutionalization.
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Really nothing.
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You don't have performance appraisal.
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You don't have an employer brand.
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You don't have a structured training and development system or something like this.
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Of course you don't have an HR information technology.
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You might not even have an HR professional or you might not even use this term.
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It's simply not there.
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And I still find more companies than I've initially expected,
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mid -sized companies, who are still on this level.
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So sometimes I meet CEOs who say that's the exact way to go, having no HR at all.
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I mean, for some HR professionals that sounds a little bit risky or weird or not so professional,
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but they share some assumptions.
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They say, well, I don't need an employer brand.
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Why should I need an employer brand?
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Just be a good employer.
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And the people will spread the word.
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So just be a good employer, that's enough.
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Or I recently met a CEO who told me,
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well, we don't have dedicated selection procedures like assessment center or tests.
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We do not even want to hire the best people.
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We hire the B players, the lower B players, because they stay and these are the people I really get.
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So why should I?
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And if it turns out that an employee is not capable enough and is not capable of learning, then okay, I will fire this guy, full stop.
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So why do I need assessment centers?
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Or some say, well, I don't need something like talent management.
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Talent management.
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Talent management is about systematically identifying most talented people in your organization
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and support them in a very systematic way so
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that on the long run they get prepared for key or senior positions in the organization.
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Some CEOs would say, no, I don't need something like this.
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And they follow the assumption, well, the good will always find their way.
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The cream always comes to the top the really talented people they will they will leverage their talent anyway
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and if they don't they are not talented yeah that's that's a that's the idea
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if you're good okay be good if you're talented
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so okay go ahead and leverage your talent who stops you so you don't need systems!
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That's the idea here, right?
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So, I mean, performance appraisal.
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Some really avoid this, say, why should I need performance appraisal?
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I mean, this is work, talking about what we want to achieve, who does what, and constantly looking, okay, where are we?
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I mean, that's a regular, natural thing we do at work.
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We don't need any system for this, right?
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Okay, we sometimes use paper and pencil.
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Sometimes we use an Excel sheet to track our objectives or whatsoever, but we don't need a performance appraisal system, okay?
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I mean, you feel it?
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This is hire and pay, a very low institutionalized way of doing HR.
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So, now let's move from this corner
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and in our imaginary triangle we are now with hire
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and pay on the left corner that is pointing to the left and now we move from left to right, okay?
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And institutionalization is growing, increasing.
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Now we have more and more and more.
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We start having responsibilities, we have rules, we start having processes, we start having a system,
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we start having a program, we start having key performance indicators, we start doing a lot of things.
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So higher end pay means we do nothing.
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And high level of institutionalization, the right end of the triangle, means we do a lot.
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We spend much time, effort and money to do a lot as part of our human resources management.
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So, when we move from higher end pay to the right side, high level of institutionalization, there are two ways to go, as we have learned.
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One way is to go, in my picture, to the top, which is about… hierarchy and stability.
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In terms of HR, I would name it central planning and control.
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That's the second type of human resource management.
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How does that look like?
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Central planning and control.
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Again, as I said, you do a lot.
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You really do a lot.
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High level of institutionalization.
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But what do you do?
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There is the idea that there must be a central authority or there must be a central instance,
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like let's say the HR department, who is responsible for all people -related things.
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So, when you look into a company that is following this type of human resource management, central planning and control, and you ask the question,
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who is responsible for learning?
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this company tends to say, well, it's HR, the HR department.
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Who is responsible for hiring new employees?
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Yeah, the HR department.
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Who is responsible for the long -term development of the most talented people?
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Yeah, the HR department.
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Who is responsible for retaining the best people?
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Yeah, the HR department right
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so you have a central authority taking care for all people related things right
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so how does that feel like from an employee side
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if you are very talented let's assume you work in such a company
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and you're very talented okay then you wait and sit until hr with the cooperation of line managers,
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of course, identifies you as the most talented person.
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So, it could happen that someday you get a message saying, hey John, congratulations, you have been identified as a high potential.
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So, if you agree, we now move on.
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We tell you exactly what to do now.
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Look, John, here is the career path you are supposed to go, and these are the different steps you're supposed to go, And here are the supportive programs,
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the trainings, the projects, and things you're supposed to do as part of your entire developmental journey.
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So HR tells you what to do and is taking you by your hand, saying, We know very well what is good for you,
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we're gonna guide you, we're gonna lead you, just follow, right?
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Just follow.
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Or when it comes to recruiting, let's say there is a department that wants to hire 12 new sales engineers.
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The first thing they do is they call their, we name it today, HR business partner.
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Say, hey HR, we want to hire 12 sales engineers.
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And then HR steps in and says, okay, you want 12 sales engineers okay good so what are you looking for
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and they have a briefing yeah briefing
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and they ask okay what are the requirements of the future employees
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and then they might talk a little bit about okay
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which channels and which channels do we want to post a job ad
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or whatsoever and then HR is taking over responsibility yeah
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and then on a weekly basis the business line will knock at the HR department's door asking, okay, how is it?
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How many applicants did we get?
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And you see, at the end, HR department is responsible for bringing in the new 12 sales engineers.
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So everything which is people related is done in the HR department.
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Okay, this is a very extreme view,
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but it's not so far away from many organizations' current reality, I suppose, okay?
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And this kind of central planning and control
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that goes very much along with companies that also think in a very hierarchical way,
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with companies that want to have stable,
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predictable and solid processes that are supposed to work until eternity, right?
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Okay, so that was the second type of human resource management
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and now let's move to the third type of human resource management and I name it people -centered enablement,
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people -centered So, in our triangle, we are now on the right -hand side but on the bottom,
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on the lower hemisphere, which is about agility and networks.
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So, how does human resource management look like in that corner, people -centered enablement?
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It feels completely different.
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It says, okay, who is responsible for learning?
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The people. Who else?
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Who is responsible for long -term development of our most talented people?
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Yeah, the most talented people.
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Who is responsible for hiring 12 new sales engineers?
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The business line, of course.
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I mean, who else?
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Who is responsible for retention?
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The teams.
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Who is responsible for health?
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The people.
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So, the assumption is that the people share
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or take over responsibility for almost all people -related things yeah
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you see this is a this is a complete different way to go really
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so and and from an employee perspective if you are
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if you're an employee in a company
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that is following up on such kind of human resource management
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if you are an employee in such an organization
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and you're very very talented yeah you're a john
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and you ask okay well i think i'm very talented and i'm also very ambitious.
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I know this, so I want to develop." And then you call the HR department saying, hey, I'm John.
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I'm talented.
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I want to develop.
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The response will instantly come saying, hey, John, okay, you want to develop?
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That's cool.
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So please go ahead.
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Develop yourself.
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Take over responsibility for your career and for your life.
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Hey, man, you are an adult, so make the best out of it.
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But we will not do nothing, John.
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We are here.
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We support you.
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We're gonna open doors, but you have to walk through this.
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And look at your career not as an elevator.
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It's not that you just step in and then we will carry you upwards.
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Our careers in our organization are more stairways, so please find your right stairway.
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If you don't know what is your right stairway we're gonna help you with coaching maybe
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so that you will find your right career for yourself
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that fits to the company's need
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but then you walk upwards you will go you are responsible you are grown -up man
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so take over responsibility or even
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when it comes to recruiting you want to hire 12 sales engineers okay good luck with
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that that's something that challenging so we from hr department, we're going to help you,
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guiding you through all the necessary steps so that you will find your 12 engineers.
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Yes, got it right, you will find them.
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It's not us.
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You're going to find them because we know the best way to hire a sales engineer is to work with sales engineers.
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Penguins hire Penguins, so.
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okay so this people center enablement please don't get it wrong is not about HR department doing nothing
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really not that's not the idea here you might do a lot and you might do things in a very institutionalized,
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structured professional, formal way
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you might really do a lot you might spend a lot
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of money a lot of effort a lot of time
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but the aim is not as an HR department to take
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over responsibility for everything the aim of the HR department is
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support the business for taking over all people related things and so
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that you don't get it wrong here we talk about strategic
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things right we talk about things like learning development talent acquisition all those things we do not talk about administrative things.
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We do not talk about payroll, for instance.
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I can't imagine a people -centered payroll.
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It will never be the case that the people are responsible for their own payroll.
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No, please not.
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We do not talk about these administrative things.
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We talk about the strategic things that really matter for business, okay?
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Just to get it right here, okay?
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So, to sum it up a bit,
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We have these three different types of human resource management.
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One time is higher -end pay doing nothing.
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And then we have the two other ways of doing other types of human resource management which are highly institutionalized.
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One is central planning and control.
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A central authority like the HR department takes control for all people -related things.
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And there is the other highly institutionalized way of human resource management
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which is the people -centered enablement which more goes along with an environment of agility
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and networks where the people share or have responsibility for all people related things
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and you know this differentiation between these three different types are essential really.
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Because what we will think of in the remaining parts of this series is,
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well, how does an HR strategy look like when it is more about central planning and control?
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And how does a human resources strategy look like
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when it is more about people -centered enablement and you will see
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that even though you might deal with the same challenges and
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if you deal with the same problems you might come up with completely different strategies yeah
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and that's a that's a really something which is absolutely fascinating so take this home now the famous HR triangle love it.
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I've invented this I don't know, 12 years ago
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and in this moment I was not aware how powerful this
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became this triangle with these three different types it's really powerful please use it,
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it helps well, it's okay now, with that in mind I'd like to finish for today
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and in the next episode i will i will show you
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a overview on how to build a human resources strategy so hey thanks for listening see you then
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WORK - HRM Lecture 08
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INTRODUCTION INTO HUMAN RESOURCES MANAGEMENT - LECTURE 01
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#01 The strategic Side of Human Resources Management
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#02 Common Pitfalls of building Human Resources Strategies
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Vocabulário e dicas de fala para esta lição
Este vídeo tem 406 frases e 4661 palavras para praticar shadowing. A fala dura 36:55. O falante mantém um ritmo estável de cerca de 126 palavras por minuto, confortável para o shadowing. 87% das palavras estão entre as 3.000 mais comuns do inglês; vale a pena estudar o restante antes de começar.
Vocabulário principal deste vídeo
15 palavras do vídeo que vale a pena aprender, com pronúncia e significado:
| Palavra | Pronúncia | Significado |
|---|---|---|
| triangle substantivo | /ˈtɹaɪˌæŋɡəl/ | triângulo |
| hire verbo | /ˈhaɪɹ/ | contratar, alugar |
| resource substantivo | /ɹɪˈzɔːs/ | recurso, expediente |
| founder substantivo | /ˈfaʊ̯n.dəː/ | fundador |
| talented adjetivo | /ˈtæləntɪd/ | talentoso |
| strategic adjetivo | /stɹəˈti.dʒɪk/ | estratégico |
| employer substantivo | /ɪmˈplɔɪə/ | empregador, empregadora |
| angle substantivo | /ˈæŋ.ɡəl/ | ângulo |
| pyramid substantivo | /ˈpɪɹ.ə.mɪd/ | pirâmide |
| assumption substantivo | /əˈsʌm(p).ʃ(ə)n/ | suposição, pressuposição |
| dimension substantivo | /daɪˈmɛn.ʃən/ | dimensão |
| hemisphere substantivo | /ˈhɛmɪsfɪə/ | hemisfério |
| replicate verbo | /ˈɹɛplɪkeɪt/ | replicar |
| reflect verbo | /ɹɪˈflɛkt/ | refletir |
| stability substantivo | /stəˈbɪlɪti/ | estabilidade |
Phrasal verbs que você vai ouvir
| Palavra | Pronúncia | Significado |
|---|---|---|
| take over verbo | tomar posse de, apoderar-se de | |
| go ahead verbo | /ˌɡoʊ əˈhɛd/ | vai em frente |
| grow up verbo | crescer | |
| come up with verbo | pensar (em), alcançar | |
| turn out verbo | terminar |
Gramática neste vídeo
As estruturas que o falante mais usa, com as palavras exatas do vídeo:
| Estrutura | No vídeo |
|---|---|
| Voz passiva be + particípio passado — o foco está no que acontece, não em quem faz | are formally described · is founded · will be replicated |
| Present perfect have/has + particípio passado — uma ação passada que ainda importa agora | have institutionalized · have mentioned · have shared |
| Orações relativas who / which + oração — informação extra sobre uma pessoa ou coisa | people who do · those who just · one that is |
Pronúncia para ficar de olho
O falante usa 51 contrações e formas reduzidas, como don't, you're, I'm. Diga-as na forma curta, do jeito que você ouve.
- Os sons de “sh” e “zh”: assumption /əˈsʌm(p).ʃ(ə)n/, dimension /daɪˈmɛn.ʃən/, congratulations /kənˌɡɹæt͡ʃəˈleɪʃ(ə)nz/, sheet /ʃit/, cooperation /koʊˌɑ.pəˈɹeɪ.ʃən/
- Palavras longas — acerte a sílaba tônica: stability /stəˈbɪlɪti/, whatsoever /ˌ(h)wʌtsoʊˈɛvɚ/, hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, administrative /ədˈmɪn.ɪ.stɹə.tɪv/, fundamental /ˌfʌn.dəˈmɛn.təl/
Como praticar com este vídeo
- Ouça o vídeo inteiro uma vez sem falar e anote as palavras que você não conhece.
- Faça shadowing frase por frase na velocidade normal, repetindo cada uma até o seu ritmo ficar igual ao do falante.
- Grave a sua voz e compare com o original, prestando atenção a palavras como triangle, hire, resource.
O que é a Técnica de Shadowing?
Shadowing é uma técnica de aprendizado de idiomas com base científica, originalmente desenvolvida para o treinamento de intérpretes profissionais. O método é simples, mas poderoso: você ouve áudio em inglês nativo e repete imediatamente em voz alta — como uma sombra seguindo o falante com 1-2 segundos de atraso. Pesquisas mostram melhora significativa na precisão da pronúncia, entonação, ritmo, sons conectados, compreensão auditiva e fluência na fala.