- Written by Jessica Houston
Human Resources or Human Capital is the knowledge individuals embody and can contribute to an organisation.
In governing human resources, three major trends are typically considered:
- Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.
- Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby-boomers" or older employees in comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation etc.
- Skills and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc.
Transtheoretical Model of Change
The Transtheoretical Model of behavioural change or TTM suggests that a person’s ‘readiness to change’ can explain when and why people change.
The Transtheoretical Model of behavioural change or TTM suggests that a person’s ‘readiness to change’ can explain when and why people change. Behavioural frameworks provide a way of understanding why people might engage in behaviour A rather than B, and enable psychologists to predict how people will behave under different conditions in different environments. An example in the retail industry might be in respect of customers’ purchasing responses to new product alternatives. The TTM posits a staged model of readiness, from ‘no readiness to change’ (Precontemplation) to maintaining changed behaviour (Maintenance).
TTM suggests that people go through five stages of change from being unaware that they are engaging in ‘high-risk’ behaviour to maintaining healthy and sustainable changed behaviour. Further, the way that people interpret events and communication from others can differ depends on the person’s readiness to change. Chairmont applied a TTM approach in respect of a financial institution wanting to better understand the drivers of its customers’ behaviours in respect to a savings product.
Click on the links below to view how this has been applied to the Federal Government's stimulus package.
- Part 1: Transtheoretical Model of Behavioural Change.
- Part 2: Worked Example.
- Part 3: Conceptual Framework.
Chairmont has an alliance with Practical Human Resources who provide the full suite of human resources services