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MGT 430 – Spring, 2016Class 1 – Chapter 1
Introduction to Human Capital Management
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MGT 430 – Prof. Ken Moore518-374-1050
Dates:January 20, 2016 – May 4, 2016
Time & location:Call #5237 Mon – Wed 10:15 am – 11:35 am, BB 205Call #2896 Mon – Wed 11:45 am – 1:05 pm, BB 205
Course website: http://www.albany.edu/faculty/vanness/Moore.pdf Textbook: HUMAN RESOURCES MANAGEMENT: Managing Employees for
Competitive Advantage, 2nd edition; Lepak & Gowan, ISBN: 978-0-9833324-3-5
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MGT 430 - Major Subject Areas
1. Strategic Human Resources Management & Competitive Advantage
2. Employment Law & Recruiting3. HRM Planning, Recruiting, Selection & Placement4. Performance Management5. Employee Benefits6. Compensation7. Collective Bargaining & Labor Relations8. Global HRM9. Practical exercises
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MGT 430Graded Activities
• 500 points Exam #1• 500 points Exam #2• 500 points Final exam • 500 points Group presentation• 250 points Executive Briefing paper #1• 250 points Executive Briefing paper #2• 100 points Peer evaluationTotal points: 2600
Extra credit 100 points Perfect attendance
50 points Team President• 1 25 points Team Vice President
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The Many Strategic Purposes of Human Resources(Pick your favorites)
• Advance the objectives of the organization• Help gain and sustain competitive advantages• Help ensure and promote the financial health of the organization• Help ensure and promote sound business policies and practices• Find, attract, retain and develop good people• Keep the company in compliance with employment laws• Help ensure that you and your colleagues will have a job next
Monday when you show up for work
Organizational Structure
HR FinanceAccounting MarketingSales ProductionLogistics PurchasingTransportation LegalMaintenance AdministrationM.I.S. Public Relations
Top Management Team
Business Plan
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HRM SUPPORTS THE ACHIEVEMENT OF THE OBJECTIVES OF:
Purchasing MarketingAccounting SalesFinance M.I.S.Logistics R & DMaintenance LegalTransportation AdministrationOthers______________________________________________________
Human Resources Management
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CREATING THE PERFECT H.R. WORLD
SUPERIOR PROFITABLE & TRANSACTIONAL PRODUCTIVESKILLS BUSINESS
PARTNERSHIP
£
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Charge to HRM:Linking HRM Contributions To:
PROFITABILITYFactors
PRODUCTIVITYFactors
LEGALFactors
COMPETITIVE ADVANTAGEFactors
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Being a Profitable and Productive Business Partner Requires:
1. Transactional mastery of HR (Mktg, Fin, Acct, IT, R&D, Logistics etc.) areas of expertise
2. Finely developed level of business intelligence3. Financial literacy4. Ability to create internal and external value by what HR does –
as viewed by the consumers of HR services5. Focus on what HR achieves, not what HR does
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STRATEGY
• Examining Competitiveness – It is a company’s ability to maintain and gain
market share in its line of business
• Human Resource Management –The policies, practices, and systems that
influence employees’ behavior, attitudes, and performance – leading to above average returns and sustained competitive advantages
.
1-11
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HRM Challenge 1Meeting Organizational demands
• Strategy• Company Characteristics• Organizational culture• Employee concerns
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HRM Challenge 2Labor Force Trends
• Technology (e.g. online recruiting, virtual management)• Economics (focus on value-adding deliverables)• Ethics & social responsibility• Cross-functional and business literacy• Generational issues• Multi-discipline team settings• Weaknesses in STEM skills
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HRM Challenge 3Regulatory Issues
• Labor laws• Tax laws• Compliance• Differing global perspectives
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THE PRIMARY ROLE OF HUMAN RESOURCES IS TO:
ADVANCE THE OBJECTIVES OF THE ORGANIZATION
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The Primary Roll Of:
Marketing Finance AccountingSales R&D ProductionLogistics Maintenance PurchasingAdministration MIS Credit
IS TO ADVANCE THE OBJECTIVES
OF THE ORGANIZATION
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KSAs Common to HRM
• Analysis, design & description of work• Recruitment & Selection• Training & Development• Compensation & Benefits• Employment law• HRIS (data support)• Performance Management• Policies & procedures• Employee/labor relations
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Challenges to HRM Value-adding Work
Previous slides describe what HR does (i.e.transactional activities).
What does HR achieve by doingthese activities (Strategic)?
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Skills of HRM Professionals
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Challenges for HR Management: Measurement of Our Worth
Can we show the linkage between measures of humancapital and financial returns?
How do we tell our value-creation story?
How can we use these data to create competitive
advantage?
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What is the relationship between
Human Resources and MarketingAccounting and Human Resources
M.I.S. and Human ResourcesHuman Resources and R&D
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Potential HRM Responses Re-Active & Pro-active
• Reduce organizational exposure to legal liabilities• Operational and transactional efficiencies • Compliance with all state, federal & international
employment laws• Advocate for employee concerns• Describe & justify value adding deliverables• Adequate & appropriate staffing according to our
business plan
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Human CapitalPro-Active
• Human Capital strategies that advance the business objectives of the organization• Effective and appropriate assignment of employees• Selection, development and retention of high quality employees• Strategic human capital plan + strategic business plan alignment
RESULT: Right people…right KSAs…right place…right time
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END OF CLASS 1
