Human Resource Management: Unit 1

Competitiveness

refers to a company’s ability to maintain and gain market share in its industry

Job Analysis

The core of all human resource functions

Human Resource Management (HRM)

A process of acquiring, training, evaluating the employees

Refers to the policies, practices, and systems that influence employee’s behavior, attitudes, and performance

1. Analysis and Design of Work

2. HR Planning

3. Recruiting

4. Selection

5. Training and Development

6. Compensation

7. Performance Management

8. Employee Relations

Human Resource Management Practices

Lead to the Company Performance

Analysis and design of work

refers to the job analysis; we need to design and analyze the different job positions in the company; applicable for starting and existing businesses

• Job analysis, work analysis, job descriptions

HR planning

employee planning, manpower planning, staff planning; the process of determining how many employees you need and what kind of employees (qualifications

Recruiting

after determining the employees needed the companies will recruit/find the people that are qualified applicants

• Recruiting, posting job descriptions, interviewing, testing, coordinating use of temporary employees

Selection

screening of the people who are most qualified for the position

• Recruiting, posting job descriptions, interviewing, testing, coordinating use of temporary employees

Training and Development

enhancing the qualifications of the selected employees and train them according to set of standards for the company; also applicable for the existing employees to further enhance their skills

• Orientation, skills training, development programs, career development

Compensation

giving of benefits; administration of the services and benefits of the company; compensate the employees for their service in the company

• Wage and salary administration, incentive pay, insurance, vacation, retirement plans, profit sharing, health and wellness, stock plans

Performance Management

the performance appraisal and evaluation; used by the company to check if the employee is performing well

• Performance measures, preparation and administration of performance appraisals, feedback and coaching, discipline

Employee Relations

studying the relationship between the management (employers) and the union (employees); studies the working condition

• Attitude surveys, employee handbooks, labor law compliance, relocation and outplacement services

1. High-Impact HR functions

2. Outplacement

3. Labor Law Compliance

4. Record Keeping

5. Testing

6. Unemployment Compensation

7. Some aspects of benefits administration

The responsibilities and roles HR departments perform

High-impact HR functions

• More integrated with the business

• Skilled at attracting and retaining employees

• Can adapt quickly

• Identify and promote talent from within

• Identify what motivates employees

• Continuously building talent and skills

Outplacement

• A service provided by the HR department to support employees who are facing job termination or redundancy

• A process designed to help departing employee transition smoothly to new employment opportunities

• Done when the company is in bankruptcy, merging, and shutting down of business; not done when an employee has a pending case

1. Administrative Services and Transactions (ASP)

2. Business Partner Services (BPS)

3. Strategic Partner

Three Product Lines (HR)

Shared Service Model

Central place for administrative and transactional tasks o Includes centers of expertise or excellence, service centers, and business partners

Outsourcing

an organization’s use of an outside organization for a broad set of services. Most commonly outsourced activities:

• Benefits administration

• Relocation

• Payroll

(Example: ManTech partnered with SkillSoft to offer training.)

Strategic Role

• Lead efforts focused on talent management and performance management

• Use and analyze data to make a business case for ides and problem solution

Evidence-based HR

• Demonstrating that HR practices have a positive influence on the company’s bottom line or key stakeholders

• Requires use of HR or workforce analytics

Big Data

• The evidences are part of the big data

• Information merged from HR databases, corporate financial statements, employee surveys, and other data sources

• Results in evidence-based HR decisions

• Show that HR practices influence the organization’s bottom line, including profits and costs

HR Generalists

Perform a wide range of activities including recruiting, selection, training, labor relations, and benefits administration

HR Specialists

Work in one specific functional area such as training or compensation

• Four-year college student or graduate HR degree

• BS/AB Psychology, BES, Buss. Administration Major in HRM, BS HRM, MA/MS HRM

• Professional certification

Education and Experience (HR)

Society of Human Resource Management (SHRM)

Provides education, certification, and networking to its members, while lobbying Congress on issues pertinent to labor management

Onboarding

Other definition of NEO (New Employee Orientation)

Human resource technical expertise and practice

Apply the principles of human resource management to contribute to the success of the business

Ex. behaviors: remains current on relevant laws, legal rulings, and regulations; develops and utilizes best practices

Relationship management

Manage interactions with and between others with the specific goal of providing service and organizational success

Ex. behaviors: provides customer service to organizational stakeholders, insures alignment within HR when delivering services and information to the organization

Consultation

Provide guidance to stakeholders such as employees and leaders seeking expert advice on a variety of circumstances and situations

Ex. behaviors: serves as workforce and people management expert, develops consultative and coaching skills

Organizational leadership and navigation

Direct initiatives and processes within the organization and gain buy-in from stakeholders

Ex. behaviors: fosters collaboration, exhibits behaviors consistent with and conforming to the organization culture

Communications

Effectively exchange and create a free flow of information with and among various stakeholders at all levels of the organization to produce meaningful outcomes

Ex. behaviors: provides constructive feedback effectively, helps managers communicate not just on HR issues

Global and cultural effectiveness

Manage human resources both within and across boundaries

Ex. behaviors: embraces work effectively with diverse cultures and populations

Ethical practice

Integrate core values, integrity, and accountability throughout all organizational and business practices

Ex. behaviors: maintains confidentiality, acts with personal, professional, and behavioral integrity

Critical evaluation

Interpret information to determine return on investment and organizational impact in making recommendations and business decisions

Ex. behaviors: gathers critical information, makes sound decisions based on evaluation of available information

Business Acumen

Understand business functions and metrics within the organization and industry

Ex. behaviors: demonstrates a capacity for understanding the business operations and functions within the organization, understands organizational metrics and their relationship to business success

Sustainability

• Company’s ability to meet its needs without sacrificing the ability of future generations to meet their needs

• Company must meet stakeholders’ needs

Environmental, Social, and Governance (ESG)

___practices must be part of the company’s business model to gain competitive advantage and reduce legal risks

E practices

company’s use of energy, physical resources, and the wastes and pollution it generates

S practices

company’s relationship with other business and communities

G practices

company’s relationship with its stakeholders

1. Competing through Environmental, Social, and Governance (ESG) Practices

2. Deal with the Workforce and Employment Implications of the Economy

3. Labor Force and Employment Characteristics

4. Skill Requirements

5. Understand and Enhance the Value Placed on Intangible Assets and Human Capital

6. Meet the Needs of Stakeholders, Shareholders, Customers, Employees, and Community

7. Emphasize Customer Service and Quality

8. Recognize and Capitalize on the Demographics and Diversity of the Workforce

9. Consider Legal and Ethical Issues

10. Competing through Globalization

11. Competing through Technology

Competitive Challenges Influencing Human Resource Management

Deal with the Workforce and Employment Implications of the Economy

• Skill demands for jobs have changed

• Remaining competitive in global economy requires demanding work hours and changes in traditional employment patterns

• Companies give more attention to HR practices that influence their ability to attract and retain employees

Labor Force and Employment Characteristics

• Demographic changes

• Skill gaps and talent shortages

• Diversity and inclusion

• Remote and flexible work

• Changing workforce expectations

• Gig economy and contingent workers

Digital Literacy

the ability to interpret, create, and strategically use digital information

1. Upskilling

2. Reskilling

Training options

Upskilling

training employees to improve or expand current skills

Reskilling

training employees to acquire new knowledge or skills

1. Financial Assets

2. Physical Assets

3. Intangible Assets

Types of Assets

1. Human Capital

2. Social Capital

3. Customer Capital

4. Intellectual Capital

Intangible Assets

Human capital

• Tacit knowledge

• Education

• Work-related knowhow

• Work-related competence

Social capital

• Corporate culture

• Management philosophy

• Management practices

• Informal networking systems

• Coaching/mentoring relationships

Customer capital

• Customer relationships

• Brands

• Customer loyalty

• Distribution channels

Intellectual capital

• Patents

• Copyrights

• Trade secrets

• Intellectual property

Learning organization:

embraces a culture of lifelong learning, enabling all employees to continually acquire and share knowledge

Employe engagement:

refers to the degree to which employees are fully involved in their work and the strength of their commitment to their job and the company

Employee experience

refers to everything that influences employees daily life both inside and outside of the workplace

Employee Value Proposition (EVP)

a strategic statement that communicates the company values, how they affect employees, and how the employee experience reflects the values

Total quality management (TQM)

a company wide effort to continuously improve the way people, machines, and systems accomplish work

Malcolm Baldrige National Quality Award

competition that promotes quality

Internal Organization for Standardization (ISO) 9000 Standards

international standards of quality

Six Sigma

process of measuring, analyzing, improving, and controlling process

Lean Thinking and Process Improvement

do more with less efforts, equipment space, and time; improve quality of employees’ work experiences

Offshoring

the operations will move to a different

Reshoring

going back to the original operative country