Chapter 1 - Strategic HR Management

organizational goals

An organization’s short- and long-term objectives, which human resource management aims to support and enable.

human resource management

The leadership and management of people within an organization using systems, methods, processes, and procedures that enable employees to optimize their performance and in turn their contribution to the organization and its goals.

humam resource department

specialized group with a primary focus of ensuring the most effective use of human resource systems across an organization to enhance employee performance and accomplish organizational goals

strategic human resource management

Integrating the strategic needs of an organization into the organization’s choice of human resource management systems and practices to support the organization’s overall mission, strategies, and performance.

mission statement

A statement of the purpose and long-term objectives of the organization.

five environmental forces

economic, technological, demographic, sociocultural, legal

economic forces

Factors facing Canadian business, including global trade forces and the force to increase an organization's competitiveness and productivity levels.

4 fundamental economic forces

1. economic cycles

2. global trade

3. productivity and innovation improvement

4. extractive, production and service based sectors

mission statement

A statement of the purpose and long-term objectives of the organization.

• describes an organizations specific identity, culture and path of development

knowledge workers

Members of occupations generating, processing, analyzing, or synthesizing ideas and information (such as scientists and management consultants).

automation

The shift toward converting work that was traditionally done by hand to being completed by mechanical or electronic devices.

demographic changes

Changes in the makeup of the labour force (e.g., education levels, age levels, participation rates) that occur slowly and are usually known in advance.

educational attainment

The highest educational level achieved by an individual worker, employee group, or population.

Education attainment is not equal across demographics (t or f)

True

what do all

what does HRM depend on?

company size, culture and history

element that ties all of organizations together in HRM

people

Human resource management (HRM)

The leadership and management of people within an organization using systems, methods, processes, and procedures that enable employees to optimize their performance and in turn their contribution to the organization and its goals

why does HRM matter?

HRM issues impact individual business outcomes

Who does HRM?

• all managers hold HR responsibilities

• HR Department / HR Professionals

• every manager is an HR manager

strategic HRM

identifies and integrates the HR activities that are aligned with the organization’s strategy

how was HRM historically viewed?

as an administrative function, little strategic importance considerations

What is the present day view of HRM?

large player in an organizations strategy

a significant source of competitive advantage

quality of workforce (humans as resources)

putting money towards HR activities would be considered as

an investment

example of business practicing strategic HR

Starbucks

organizational strategy

Involves analyzing the competitive situation, setting goals, devising a plan of action, and allocating resources to achieve these goals

the difference of HRM and HR department

HRM is central to all organizations, but not businesses will not always have a dedicated HR department

strategic human resource management

Integrating the strategic needs of an organization into the organization’s choice of human resource management systems and practices to support the organization’s overall mission, strategies, and performance.

If a company is establishing which skills and competencies their resources possess, which step of the human resource planning are they implementing?

Assess supply of resources

challenge that HR leaders face

HR strategies need to be put in place before the corporate strategy can be successful

every HR system, process, practice or tactic should generate ___ for the organization

value

mission statement

A statement of the purpose and long-term objectives of the organization.

Steps to strategic HRM

1. mission, vision, and strategic analysis

2. environmental scan

3. analysis of organizational character and culture

4. choice and implementation of HR strategies

5. review, evaluation, and audit of HR strategies

five forces facing Canadian organizations

1. economic

2. technological

3. demographic

4. sociocultural

5. legal

four economic forces

1. economic cycles

2. global trade

3. productivity and innovation improvement

4. knowledge workers

Why must HR professionals consider economics cycles

when designing practices, policies, and the broader HR system

during recssionary periods, what challenges does HR face

layoffs, wage concessions

during booms cycles,HR must consider

how to recruit and develop talent

What are knowledge workers

Members of occupations generating, processing, analyzing, or synthesizing ideas and information

examples of knowledge workers

scientists and management consultants

productivity

A firm’s outputs (goods and services) divided by its inputs (people, capital, materials, energy).

global trade

Relates to increase in Canadians working abroad and increase in immigration to Canada

HR considerations for knowledge workers

different recruitment strategies

Demographic forces

1. gender balance

2. educational attainment of workers

3. aging population

4. generational shift

automation

The shift toward converting work that was traditionally done by hand to being completed by mechanical or electronic devices.

connectivity

influences the organizations and the way people work

technological forces

connectivity/work design, automation, data analytics

Which technological force enables remote work arrangements?

connectivity

HR challenges with remote work (connectivity)

careful planning, training and piloting must be in place beofer going ahead with these arrangements

data and analytics relate to…

both connectivity and automation.

HR considerations for data and analytics

HR professionals must be abke to support the the organizations data and analytics talent needs and also embrace the role of analytics to support the HR function

knowledge management

the process of capturing organizational knowledge and making it available for sharing and building new knowledge

HR considerations for knowledge management

• data collected from systems can give HR data analytics on. employee and more

• has opened the ability to codify both explicit and tacit information.

sociocultural forces

inclusion + social justice and ethics

educational attainment

The highest educational level achieved by an individual worker, employee group, or population.

possible consequences of an increasing aging population on HR

potential for scramble of jobs

organization structure

The product of all of an organization’s features and how they are arranged—people, objectives, technology, size, age, and policies.

• reflects the past and shapes the future

• HR specialists should be familiar with and adjust to the organizations structure.

a key element of organizational character is

organization structure

equifinality

there are usually many paths to a given objective

• HR professionals must choose the path that best fits an org

organizational culture

The core beliefs and assumptions that are widely shared by all organizational members.

strategic choice and implementation involve:

identifying, securing, organizing and directing the use of resources both within and outside the organizaion

Human resource audit

A holistic review of HR strategies with the intention of identifying and correcting deficiencies

job

A group of related activities and duties.

• may be performed by an individual or multiple

position

A collection of tasks and responsibilities performed by an individual.

phases of the job analysis process

preparing, collecting data and using data

Job analysis

The process of getting detailed information about jobs.

most common use of job analysis information is used when?

during the recruitment process, the design of performance appraisal and compensation systems and training

who should be consulted before selecting jobs for in depth analysis and why?

senior management and all key supervisors of the firm because it could impact the firm’s strategic success and overall HR policies.

three key activities performed during phase 1 of the job analysis process (preparation for job analysis)

1. become familiar with the organization and the jobs

2. determine the use of job analysis

3. identify jobs to be analyzed

why is job analysis important

it is the foundation for all HR activities

three key interrelated activities performed during phase 2 of the job analysis process (collection of data)

1. determining the source of data (human and non-human sources)

2. identifying data required

3. choosing method for data collection

What is a KSAO?

Knowledge, Skills, Abilities, and Other characteristics

required for job performance

Knowledge

• Information on a subject → fact or procedure

• Theoretical/conceptual understanding

Skills

Level of proficiency

• Depends on hands-on practice & experience (learned, not innate)

• Applying knowledge

Ability

• A general, enduring trait or capability (innate)

• Compared to skill: less likely to change over time; broader

examples of Other characteristics in KSAOs

Education, licensure, interests, values, personality

JA provides information about the __ & __and __needed for the job

duties, tasks (work), KSAOs (worker)

What is National Occupational Classification (NOC)?

Canada’s system for describing occupations

NOC provides what types of information?

• Job title

• Duties, tasks, work context

• Worker KSAOs

Common information sought in job analysis

• identification

• duties

• responsabilities

• human charcteristics

• working conditions

• performace standards

types of methods for collecting data

questionnaires, interviews, focus groups, employee log, observation, combinations, etc.

five key activities during phase of the job analysis process (using data)

job description

job specifications

job performance standards

competency models

job redesign

job description

A recognized list of functions, tasks, accountabilities, working conditions, and competencies for a particular occupation or job.

key parts of a job description

job identity, summary, duties, and working conditions

job identity

The key part of a job description, including job title, location, and status.

job code

A code that uses numbers, letters, or both to provide a quick summary of the job and its content.

job specifications

list the KSAOs needed for job performance

Selection

helps identify what tools to use to assess KSAOs

recruitment

helps identify best source of applicants who have these KSAOs

job performance standards

performance level expected from an employee

Competency Model

a list of competencies required in a particular job

working conditions

Facts about the situation in which the worker acts; includes physical environment, hours, hazards, travel requirements, and so on, associated with a job.

job specification

A written statement that explains what a job demands of jobholders and the human skills and factors required.

• KSAOs

• should include: experience, education, training, and physical + mental demands

two functions that job performance standards serve

1. they become objectives/targets for emplopyees

2. standards are criteria against which job success is measured

how are job standards obtained?

• from job analysis information

or

• alternative sources

job analysis information is usually suffiecient for jobs with the following features

performance:

• is qualified

• is easily measurable

• standards are understood by workers and supervisors

• requires little interpretation

job design

identification of job duties, characteristics, competencies, and sequences, taking into consideration technology, workforce,

organization character, and environment

key considerations of job design