Department of Co-operative Studies

Social Enterprise Management I Chapter VI Managing Human Resources in Social Enterprise

Department of Co-operative Studies

Managing Human Resources in Social Enterprise 6.1 The Central Components of a Human Resources Management System 6.2 Personnel Recruitment, Retention, and Development 6.3 Organizational Competencies and Individual Competencies 6.4 Conditions for Organizational Learning 6.5 Lessons on Value Generation through Human Resources Management Systems

Department of Co-operative Studies The Central Components of a Human Resources Management System human resources stresses the need to improve the alignment of the human resources

management function with organizational strategy strategy and human resources have begun to refer to this group of individuals as human capital,

 understanding that this concept implies a direct link to the strategic assets of the organization. A strategic asset is the organization’s set of resources and specialized capacities

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Cont’d

Human resources are considered a source of one type of intangible

organizational capital, The value of the knowledge, abilities, and capabilities of individuals and is utilized by the organization to fulfill its objectives.

Management of this resource entails a constant development of this knowledge and experience in the workforce To improve the productivity and effectiveness of the organization.

 Our sample organizations have begun to pay special attention to the design of human resources management strategies

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Cont’d An organization that develops this type of broad approach to the creation of

social value will be more likely to obtain sustainable advantages. three general aspects of human resources management are: Process of recruitment, retention and development

The development of skills Organizational mechanisms

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Cont’d Processes of recruitment, retention and development that  lead to the creation of a team skilled in the development of social enterprises.

The development of skills:  bringing together individuals who have management competencies with people whose competencies relate to social action.

Organizational mechanisms  promote organizational learning from social enterprise, which reinforce individual and collective awareness of the generation of social and economic

value.

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Figure 6.1

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