Future of HR Profession ⓒ Seog K. Kwun - 1 - 권 석 균 ( 한국외대 ) 2001. 10. 25. 미국 HR 분야의 전문직화

ⓒ Seog K. Kwun- 1 -

Future of HR Profession

권 석 균( 한국외

대 )

2001. 10. 25.

미국 미국 HR HR 분야의 전문직화분야의 전문직화



1. Strategic HRM and Evolving Roles1. Strategic HRM and Evolving Roles

2. New Orientation of HRM2. New Orientation of HRM

3. Expanding Issues3. Expanding Issues in HRM in HRM

Ⅰ. 미국 HRM 의 변화 흐름

ⓒ Seog K. Kwun


Culture

Mission &

Strategy

Structure HRM

EconomicForces

PoliticalForces

CulturalForces

External Fit and Internal Fit

Source: Strategic Management and Environmental Pressures (Tichy, Fomburn, and Devanna)

1. Strategic HRM and Evolving Roles



☞ An Evolutionary View of SHRM

- Strategic HRM is fully integrated into the corporate strategic planning process. - In the overall strategic process, human system considerations are given co-equal status with economic and technical factors. (ex: 3M Co.)

- Strategic HRM is fully integrated into the corporate strategic planning process. - In the overall strategic process, human system considerations are given co-equal status with economic and technical factors. (ex: 3M Co.)

- HRM organization adopts a “strategic orientation”- HRM organization adopts a “strategic orientation”

- HR planning is established as a staff responsibility.- HRM is influenced by, but not influencing, the corporate strategic planning process.

- HR planning is established as a staff responsibility.- HRM is influenced by, but not influencing, the corporate strategic planning process.

- HR issues are treated as an afterthought in the strategic planning process

- HR issues are treated as an afterthought in the strategic planning processStage 1Stage 1

Stage 2Stage 2

Stage 3Stage 3

Stage 4Stage 4



History of Human Resource Management Practices

1910

Scientific Management - performance related to working conditions

1920-30 1940

1980 - 2000

First personnel depts.Hawthorne studies

World War II- Selection tests

1960 -70

Employee relations- comply with laws- reactive- stand alone

Integration with Business operations

2000 - Now

Performance-driven Social Fit/Alignment



The Historical Role of Human Resource Management

Personnel management as a specialized function began around 1900.

Unions and government regulations contributed to the growth of HRM

HR function primarily as a police agent that enforces government regulations and ensures the organization's compliance.

Now, an integral part of organizational strategy and planning

Three Vital Roles:

- Advisory to line management

- Service to managers and employees

- Control by reviewing and measuring performance and by developing, communicating, and implementing policies, procedures and rules.



The Evolving Roles of Human Resources

• Role as a Strategist : HR strategic planning

• Role as a Change Agent : Training, Changing the culture, Increasing employee involvement

• Role as an Integrator of HR functions (= bundling issues)



Enhancing Organizational PerformanceEnhancing Organizational Performance

Expanding Human CapitalExpanding Human Capital

Delivering Cost-Effective Compliance SystemsDelivering Cost-Effective Compliance Systems

2. New Orientation of HRM



1) Enhancing Organizational Performance

▲ Involvement in Strategic Planning

▲ Decision Making on M&A and Downsizing

▲ Redesigning Organizations and Work Processes

▲ Ensuring Financial Accountability for HR Results



2) Expanding Human Capital2) Expanding Human Capital

▲ ▲ Attracting and Retaining HRAttracting and Retaining HR

▲ ▲ Developing HR Capabilities Developing HR Capabilities (CBHRM)(CBHRM)

▲ ▲ Identifying and Rewarding Performance Identifying and Rewarding Performance (PBHRM)(PBHRM)

- Individual, Team, Organization



3) Delivering Cost-Effective Compliance Systems3) Delivering Cost-Effective Compliance Systems

Strategic(planning)

Operational(service delivery)

Administrative(record keeping and compliance)

HR CostsHR Costs HR Value AddedHR Value Added

10%

30%

60% 10%

60%

30%

Source: Lyle M. Spencer, Reengineering Human Resources, 16.



▲ ▲ Ensuring Legal ComplianceEnsuring Legal Compliance

▲ ▲ Demonstrating Administrative EfficiencyDemonstrating Administrative Efficiency

• Equal Employment• Sexual harassment prevention• Health benefit portability• Pension compliance reporting

• Family/medical leaves• Safety and health management• Union contract grievance• Disability accommodations

• Using Information System instead of manual record keeping

• Centrally processed and controlled rather than distributed info. processing

• Outsourcing of HR activities



●● HR Management in Transition(Employee Advocate + Business Contributor)

Administrative Operational Strategic

Focus Administrative processing and record keeping

Operational support Organization-wide, global

Timing Short term(less than 1 year)

Intermediate term(1-2 years)

Longer term(2-5 years)

Typical

Activities

• Administering employee benefits• Conducting new employee orientations• Interpreting HR policies and procedures• Preparing equal employment report

• Managing compensation programs• Recruiting and selecting for current openings• Conducting safety training• Resolving employees complaints

• Assessing workforce trends and issues• Engaging in community workforce development planning• Assisting in organizational restructuring and downsizing• Advising on M&A• Planning compensation strategies



Administrative Focus Strategic Focus

Reactive Proactive

People as Expense People as Investments

Functional Organization withVertical Lines of Authority

Process-Based Organization

Separate and Isolatedform Company Mission

Key Part of Organizational Mission

Production Focus Service Focus

●● Shifts in HR ManagementShifts in HR Management

Traditional HR Function Emerging HR Practice



Talent management & Retention Strategy

Internal Labor market

& Career Opportunity

External Labor Market

& Diversity Management

Alignment &

Employment Brand

IT Impacts M&A and Restructuring

Legal Compliance

CBHRM, PBHRM

Telework & Alternate Work

HR Restructuring

HR Professional Career

3. Expanding Issues in HRM



Issues Related to Competition

1. Talent management & Retention Strategy

2. Internal Labor market & Career Opportunity

: Learning & Growth

3. External Labor Market & Diversity Management

: Capitalizing New Labor Pool

4. Alignment

Strategic Alignment : Strategies for HR Executives

Cultural Alignment : Disney , SWA, Home Depot

=> Employment Branding



General Issues

5. IT Impacts

6. M&A and Restructuring

7. Legal Compliance

8. Competency & Performance Based HRM

9. Telework & Alternate Work Arrangement

10. Role Changes in HR

11. HR Professional Career



Talent Management & Retention Strategy

Talent management

is a comprehensive process that addresses the strategic needs of an organization by :

1) aligning employee performance & career goals with business goals and

2) helping individuals seek and perform satisfying work that adds value to the org.

TM = Employment Branding + Career Management



Internal Labor Market & Career Development

Why does ILM Matter?

Tight Labor Market

• Staffing & Retention Costs

Flexible Organization

• Employee Adaptation

Accelerated Technological Development

• Make-not-Buy Effectiveness

• Need for Growth and Learning• Need for High Care

Changing Employee Needs



External Labor Market & Diversity Management

What Changes Occur in ELM?

Tight Labor Market

• Restructuring & Layoffs

• Legal Constraints

Diversity Increased

• Women & Minorities

• Diversity Correlated with Competitiveness



Alignment & Employment Branding

Why Alignment ?

Tough Competition in the Product Market

• Strategic HRM• Culture-based HRM

Changing Nature of Business Environment

• Knowledge Economy• Creative Economy• Core Competency Management

• Culture-based HRM• Employment Branding

Tough Competition in the Labor Market



Employment Branding

Processes

• Define a Company Brand(Identify)

• Examine Current Employment Practices• Draw a ‘Employee Value’ Proposition• Develop Package and Message• Communicate the Employment Brand• Sustaining & Reinforcing the Employment Brand

Why Needed?

• Alignment - Company Mission & Strategy, Culture, HR Staffing and Retention

• Employee Satisfaction and Performance• Maximizing



General Issues

Issues , Still Important

IT Impacts of HR

• Require New HR Practice • Require New Skills• Need to Attend New Legal Issues

Legal Compliance

• Adapting to the Changing Legal and Social Demands

• Lead to build a new company employment brand

HR in USA



Competency-based & Performance–based HRM

• Linking to the Issues of Retention and Alignment

• Increased Demands for HR Efficiency & Effectiveness

Other Issues

• Telework : Fast Growing

• Alternate Work Arrangement : Unavoidable



1. HR Profession and Competency1. HR Profession and Competency

2. HR Restructuring2. HR Restructuring

3. Introducing PHR and SPHR3. Introducing PHR and SPHR

Ⅱ. HR as a Profession



HR as a Profession

HR Specialists versus Generalists • HRD, Compensation, Benefit Program• HR Generalists as Value Creators

Generalist Certification

• Human Resource Certification Institute (HRCI)• Professional in HR (PHR)• Senior Professional in HR (SPHR)

Professional Standards

• Mission of SHRM• Code of Ethics

1. HR Profession and Competency



SHRM : National Organization : 140,000 in 2000

Code of Ethics

Research

Defined Body of Knowledge

Credentialing : HRCI awards generalist certifications.

• Highest standards of professional and personal conduct• Strive for personal growth • Uphold all laws and regulation• Support the Society’s goals and objectives

• Maintain loyalty to employers and pursue their objectives

• Encourage employers to make the fair and equitable treatment

• Refrain from using HR’s official position

• Strive to make employers profitable

• Maintain the confidentiality

• Instill in employees and the public a sense of confidence

• Improve public understanding

The Human Resource Profession Defined by SHRM



Knowledge of Business and Organization

Influence and Change Management

Knowledge of IT and Other Technologies

Specific HR Knowledge and Expertise

▲ Professional Involvement• Society for Human Resource Management (SHRM)• International Personal Management Association (IPMA)• Human Resource Certification Institute (HRCI)• International Association for Human Resource Information

Management (IAHRIM)• American Compensation Association (ACA)• American Society for Training and Development (ASTD)

HR Competencies and Careers



Organizing HR UnitOrganizing HR Unit

A person with responsibility for

performing a variety of HR activities

HR generalist

A person with in-depth knowledge

and expertise in a limitedarea of HR

HR specialist

▲ ▲ HR Management CostsHR Management Costs

▲ ▲ Decentralizing HR Activities (except HRIS, Benefits, EEO)Decentralizing HR Activities (except HRIS, Benefits, EEO)

▲ ▲ Outsourcing HR ActivitiesOutsourcing HR Activities

2. HR Restructuring



Restructuring the HR Function

New Roles• Business Partner• Employee Championship• Change Agent - Core Competency Change - Culture Change and Cultivation - Strategy Achievements

Processes

• Identify Core Competencies• Identify Value-Added Work• Eliminate Non-Value-Added Work• Move Non-Core Competency Processes to External provider• Reorganize and realign Responsibilities with Customer Focus• Measure Degree of Value-Added



Certification

• Certified Compensation Professional(CCP)-ACACertified Compensation Professional(CCP)-ACA

• Certified Employee Benefits Specialist(CEBS)-IFEBPCertified Employee Benefits Specialist(CEBS)-IFEBP

• Certified Benefits Professional(CBP)-ACACertified Benefits Professional(CBP)-ACA

• Certified Safety Professional(CSP)-BCSPCertified Safety Professional(CSP)-BCSP

• Occupational Health and Safety Technologist(OHST)Occupational Health and Safety Technologist(OHST)



3. Introducing PHR/SPHR - 인사관리의 전문직화를 위해 1988 년부터 실시

- 미국인사관리협회 산하의 전문가 인증기관 (HRCI) 주관

구 분 세 부 영 역 PHR SPHR

관리실무전반인적자원관리의 역할 , 인적자원계획 , 조직설계 및 조직개발 , 예산 및 통제 ,

동기부여 , 리더십 , 품질 및 성과관리 ,

종업원참여 전략 , 인적자원 학술연구 , 국제인적자원관리 , 전문직윤리

15% 21%

고용실무전반 법 및 사회규제 , 직무분석 , 종업원 권리 , 업적평가 , 작업장 행동 관리 ,

종업원 태도 및 만족19% 17%

인력충원선발 고용평등법 , 모집 , 선발 , 경력계획 및 경력개발 , 인력퇴출 19% 15%

인력 개발 교육훈련일반 및 관련조직 , 교육훈련 니즈분석 , 교육훈련 프로그램 ,

교육훈련 효과분석11% 12%

보상 및 복리후생보상 영향요인 , 세법 및 회계 절차 , 보상 철학 및 전략 , 보상 프로그램 ,

직무평가 방법 , 임금구조 설계 및 관리 , 복리후생 프로그램 구성 ,

복리후생 프로그램 관리 , 보상 전략 및 효과성의 분석평가

19% 15%

고용 노사관계 노동조합 , 사용자 부당노동행위 , 노조 부당노동행위 , 단체교섭 , 노사관계 개선 및 관리 , 비노조원 관리 , 공기업 및 공공조직 노사관계

11% 14%

안전 / 사회보장 종업원 건강관리 , 종업원 안전관리 , 사회보장 6% 6%



Management Practices(15%, 21%) Contents

Role of HR in Organizations(2.78%, 3.91%)

Human Resource Planning(2.04%, 2.87%)

Human Resource Information Systems(Subset of HRIS)

Organizational Design and Development(.65%, .99%)

Budgeting, Controlling, and Measuring(1.08%, 1.56%)

Leadership and Motivation(1.56%, 2.09%)

Total Quality and Performance Management(1.82%, 2.41%)

Employee Involvement Strategies(2.11%, 2.57%)

Human Resources Research(.71%, 1.16%)

International Human Resource Management(1.49%, 2.48)

Human Resource Ethical Issues(.77%, .96%)

General Employment Practices(19%, 17%)

Contents

Legal and Regulatory Factors(6.38%, 5.29%)

Individual Employment Rights(1.72%, 1.67%)

Job Analysis and Documentation(2.14%, 1.78%)

Performance Appraisals(5.1%, 4.6%)

Workplace Behavior Problems(1.9%, 1.55%)

Employee Attitudes, Opinions, and Satisfaction

(2.01%, 2.11%)

Staffing(19%, 15%) Contents

Equal Employment Opportunity/Affirmative Action

(2.78%, 3.91%)

Recruitment(2.84%, 2.22%)

Selection(5.94%, 4.39%)

Career Planning and Development(2.06%, 1.84%)

Organizational Exit(4.6%, 3.56%)

Human Resource Development(11%, 12%)

Contents HR Training and the Organization(3.06%, 3.72%)

Training Needs Analysis(1.52%, 1.52%)

Training and Development Programs: Part 1(4.42%, 4.5%-

1&2)

Training and Development Programs: Part 2(4.42%, 4.5%-

1&2)

Evaluating Training Effectiveness(2%, 2.26%)



Compensation and Benefit(19%, 15%) Contents

Tax, accounting, and Economic Factors Affecting Compensation(2.66%, 2.3%)

Compensation Philosophy and Strategy(1.81%, 1.55%)

Job Evaluation Methods(2.2%, 1.6%)

Job Pricing and Pay Structure(2.14%, 1.49%)

Compensation Programs(1.71%, 1.2%)

Employee Benefit Programs(3.42%, 2.17%)

Managing Benefit Programs(3.75%, 3.43%)

Evaluating the Effectiveness of Total Compensation Programs(1.32%, 1.26%)

Employee and Labor Relations(15%, 21%) Contents

Union Representation of Employees(1.52%, 1.98%)

Employer Unfair Labor Practices(1.68%, 1.91%)

Union Unfair Labor Practices, Strikes, and Boycotts(1.96%, 2.6%)

Collective Bargaining(2.94%, 4.06%)

Managing Organization-Union Relations(.88%, 1.16%)

Maintaining Nonunion Status(.79%, .91%)

Public-Sector Labor Relations(1.12%, 1.38%)

Health, Safety, and Security(15%, 21%) Contents

Health(2.41%, 2.22%)

Safety(2.05%, 2.04%)

Security(1.54%, 1.74%)

Documents

Future of HR Profession ⓒ Seog K. Kwun - 1 - 권 석 균 ( 한국외대 ) 2001. 10. 25. 미국 HR 분야의 전문직화