11

MGMT 471: Human MGMT 471: Human Resource ManagementResource Management

Top 5 Skill Areas Demanded Top 5 Skill Areas Demanded by US Occupationsby US Occupations

1.1. Active ListeningActive Listening

2.2. Reading ComprehensionReading Comprehension

3.3. SpeakingSpeaking

4.4. Critical ThinkingCritical Thinking

5.5. Active LearningActive Learning

22

MGMT 471: Human MGMT 471: Human Resource ManagementResource Management Human Resource (HR) ManagementHuman Resource (HR) Management

– Designing management systems to ensure that Designing management systems to ensure that human talent is used effectively and efficiently human talent is used effectively and efficiently to accomplish organizational goals.to accomplish organizational goals.

Who Is an HR professional?Who Is an HR professional?– Every manager performs HR functions.Every manager performs HR functions.

– HR professionals/consultants design processes HR professionals/consultants design processes and systems that managers help implement.and systems that managers help implement.

33

Types of Types of Organizational Organizational Assets/ResourcesAssets/ResourcesPhysicalPhysicalFinancialFinancial Intangible Intangible HumanHuman

44

Human CapitalHuman Capital

Human Capital

Collective value of the capabilities,

knowledge, skills, life experiences, and motivation of an

employee or workforce.

Core Competency

A unique capability that creates high

value and differentiates an

organization from its competition.

55

HR ActivitiesHR Activities

1.1. Strategic HR Mgmt: ConsultingStrategic HR Mgmt: Consulting

2.2. Equal Employment OpportunityEqual Employment Opportunity

3.3. Planning, Recruiting and StaffingPlanning, Recruiting and Staffing

4.4. HR Development & Performance HR Development & Performance managementmanagement

5.5. Compensation and BenefitsCompensation and Benefits

6.6. Health, Safety, and SecurityHealth, Safety, and Security

7.7. Employee and Labor RelationsEmployee and Labor Relations

66

HR Activities

77

Smaller Organizations Smaller Organizations and HR Managementand HR Management Competing for qualified workersCompeting for qualified workers Relative cost of benefitsRelative cost of benefits Rising taxes, overheadRising taxes, overhead Government regulation Government regulation

compliancecompliance

88

HR Cooperation with Line HR Cooperation with Line Managers: Interviewing Managers: Interviewing ExampleExample

HR UnitHR Unit– Develops legal, effective Develops legal, effective

interviewing techniquesinterviewing techniques

– Trains managers in Trains managers in conducting selection conducting selection interviewsinterviews

– Conducts interviews and Conducts interviews and testingtesting

– Sends top three applicants Sends top three applicants to managers for final reviewto managers for final review

– Checks referencesChecks references

– Does final interviewing and Does final interviewing and hiring for certain job hiring for certain job classificationsclassifications

ManagersManagers– Advise HR of job openingsAdvise HR of job openings

– Decide whether to do own Decide whether to do own final interviewingfinal interviewing

– Receive interview training Receive interview training from HR unitfrom HR unit

– Do final interviewing and Do final interviewing and hiring where appropriatehiring where appropriate

– Review reference Review reference information information

– Provide feedback to HR Provide feedback to HR unit on hiring/rejection unit on hiring/rejection decisionsdecisions

99

FIGURE Training Example: A Typical Division of HR Responsibilities

1010

HR Management RolesHR Management Roles

AdministrativeAdministrative Operational and employee Operational and employee

advocateadvocate StrategicStrategic

1111

Changing Roles of HR Management

1212

Old vs. New Paradigm

1313

Contemporary HR Contemporary HR Management ChallengesManagement Challenges

GlobalizationGlobalization Economic conditionsEconomic conditions Technological changesTechnological changes Workforce demographics and Workforce demographics and

diversitydiversity Organizational pressures/issuesOrganizational pressures/issues

– RestructuringRestructuring– Budget constraintsBudget constraints

1414

Employee-Friendly Benefit Offerings

1515

HR and TechnologyHR and Technology

Human Resource Management System (HRMS)Human Resource Management System (HRMS)

– An integrated system providing information used by An integrated system providing information used by HR management in decision making.HR management in decision making.

– Purposes and Benefits of HRMSPurposes and Benefits of HRMS Administrative and operational efficiencyAdministrative and operational efficiency

Availability of data for HR strategic planning, etc.Availability of data for HR strategic planning, etc.

Automation of payroll / benefit activitiesAutomation of payroll / benefit activities

EEO/affirmative action tracking, DOCUMENTATIONEEO/affirmative action tracking, DOCUMENTATION

ROI data compilationROI data compilation

1616

Ethical Behavior and Ethical Behavior and Organizational CultureOrganizational Culture

Organizational CultureOrganizational Culture– The shared values and beliefs in an organizationThe shared values and beliefs in an organization

Fostering Ethical Behavior (Sarbanes-Oxley)Fostering Ethical Behavior (Sarbanes-Oxley)– Have a written code of ethics and conduct Have a written code of ethics and conduct

standardsstandards

– Provide ethical behavior training and adviceProvide ethical behavior training and advice

– Establish confidential reporting systems for ethical Establish confidential reporting systems for ethical misconductmisconduct

– Provide whistle-blower vehicle, protectionProvide whistle-blower vehicle, protection

– Support HR’s role as keeper and voice of Support HR’s role as keeper and voice of organizational ethicsorganizational ethics

1717

Examples of Ethical Misconduct related to HR Activities

Types of Misconduct

Examples of Employee, Supervisor, and Managerial Behavior

Compensation Misrepresenting hours and time worked Falsifying expense reports Personal bias in performance appraisals and pay

increases Inappropriate overtime classifications

Employee Relations

Employees lying to supervisors Executives/managers providing false information to

public, customers, and vendors Personal gains/gifts from vendors Misusing/stealing organizational assets and supplies Intentionally violating safety/health regulations

Staffing and EqualEmployment

Favoritism in hiring and promotion Sexual harassment Sex, race, and age discrimination in hiring, discipline,

and termination

1818

Assessing HR EffectivenessAssessing HR Effectiveness HR AuditHR Audit

– Formal research effort evaluating the Formal research effort evaluating the current state of HR management in an current state of HR management in an organizationorganization

– Audit areasAudit areas:: Legal compliance Legal compliance Administrative processesAdministrative processes RecordkeepingRecordkeeping Employee retentionEmployee retention BenefitsBenefits Absenteeism and turnover controlAbsenteeism and turnover control Performance management systemPerformance management system

1919

Trends related to HRTrends related to HR DiversityDiversity Unemployment rateUnemployment rate BoomersBoomers Employees, employer less committedEmployees, employer less committed Health coverage costs up 78%, workers Health coverage costs up 78%, workers

worriedworried Only 43% satisfied with current jobsOnly 43% satisfied with current jobs 31% plan to look for a new job in 200831% plan to look for a new job in 2008 Housing marketHousing market Time, flexibility highly important to 65%Time, flexibility highly important to 65% Ethics, privacyEthics, privacy TechnologyTechnology OutsourcingOutsourcing www.shrm.org/hrmagazine/07Trendbookwww.shrm.org/hrmagazine/07Trendbook

2020

HR Competencies HR Competencies and Careersand Careers CompetenciesCompetencies

– Strategic consultationStrategic consultation– Business knowledgeBusiness knowledge– HR practice developmentHR practice development– Implementation of HR practiceImplementation of HR practice– Technological expertiseTechnological expertise– Credibility, ethicalityCredibility, ethicality

2121

HR Management as a HR Management as a CareerCareer

HR Generalist HR Specialist

A person who has responsibility for performing a wide variety of HR activities.

A person who has in-depth knowledge and expertise in a limited area of HR.

2222

FIGURE 1-8

HR Specialists

Source: HR Department Benchmarks and Analysis 2007 (Washington, DC: Bureau of National Affairs, 2007), 131. To purchase this publication and find out more about BNA HR solutions, visit http://hrcenter.bna.com or call 800-372-1033. Used with permission.

2323

Median HR Salaries Median HR Salaries (2007)(2007)

HR GeneralistHR Generalist $55,900$55,900

Training SpecialistTraining Specialist $55,500$55,500

Compensation AnalystCompensation Analyst $62,400$62,400

Benefits ManagerBenefits Manager $89,200$89,200

HR ManagerHR Manager $80,700$80,700

Top HR ExecutiveTop HR Executive $170,000$170,000

2424

FIGURE 1-9 HR Certification

Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org.

The Human Resource Certification Institute (HRCI) offers three professional

certifications for HR generalists.

2525

HR OrganizationsHR Organizations

Society for Human Resource Society for Human Resource ManagementManagement (SHRM) (SHRM) www.shrm.orgwww.shrm.org

American Society for Training & American Society for Training & DevelopmentDevelopment (ASTD) www.astd.org (ASTD) www.astd.org

Academy of Human Resource Academy of Human Resource DevelopmentDevelopment (AHRD) www.ahrd.org (AHRD) www.ahrd.org

Society for Industrial and Society for Industrial and Organizational PsychologistsOrganizational Psychologists (SIOP) (SIOP) www.siop.orgwww.siop.org

2626

Local SHRM Local SHRM OpportunitiesOpportunities ISU Student Chapter of SHRMISU Student Chapter of SHRM

– www.stuorg.iastate.edu/shrm/www.stuorg.iastate.edu/shrm/ Cyclone Chapter (professional)Cyclone Chapter (professional)

– www.cycloneshrm.orgwww.cycloneshrm.org Greater Des Moines ChapterGreater Des Moines Chapter

– www.cishrm.orgwww.cishrm.org

2727

Why YOU should join Why YOU should join the ISU SHRM chapter:the ISU SHRM chapter:

HR interestHR interest Guest speakers Guest speakers Free Cyclone SHRM membershipFree Cyclone SHRM membership NetworkingNetworking Leadership opportunitiesLeadership opportunities Resume buildingResume building FoodFood

2828

Other websites of Other websites of interestinterest

www.dol.govwww.dol.gov www.bls.govwww.bls.gov www.hrci.orgwww.hrci.org www.diversityinc.comwww.diversityinc.com