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SEMINAR IN STRATEGIC SEMINAR IN STRATEGIC HUMAN CAPITAL MANAGEMENTHUMAN CAPITAL MANAGEMENT
AN OVERVIEW OF THE GOALS, AN OVERVIEW OF THE GOALS, ROLES, FIELD AND FUNCTIONS ROLES, FIELD AND FUNCTIONS
GEORGE L. WHALEY Ph.D. GEORGE L. WHALEY Ph.D.
OCTOBER 27, 2008OCTOBER 27, 2008
BUSINESS 251BUSINESS 251
OCTOBER 27, 2008 AGENDAOCTOBER 27, 2008 AGENDA
GREENSHEET REVIEWGREENSHEET REVIEW
HUMAN CAPITAL MANAGEMENT OVERVIEWHUMAN CAPITAL MANAGEMENT OVERVIEW
DEVELOPMENT OF HCM FIELDDEVELOPMENT OF HCM FIELD
STRATEGIC HRMSTRATEGIC HRM
CLASS EXERCISECLASS EXERCISE
NEXT CLASS ASSIGNMENTNEXT CLASS ASSIGNMENT
BUS. 251 GREENSHEETBUS. 251 GREENSHEET INSTRUCTOR CONTACT INFORMATIONINSTRUCTOR CONTACT INFORMATION OFFICE HOURSOFFICE HOURS COURSE DESCRIPTIONCOURSE DESCRIPTION COURSE OBJECTIVESCOURSE OBJECTIVES COURSE METHODOLOGYCOURSE METHODOLOGY EVALUATION CRITERIAEVALUATION CRITERIA EXAMSEXAMS TEXTBOOKSTEXTBOOKS WEEKLY/SEMESTER ASSIGNMENTSWEEKLY/SEMESTER ASSIGNMENTS STUDENT CONTACT INFORMATIONSTUDENT CONTACT INFORMATION
THE POLICIES, PRACTICES AND SYSTEMS THAT INFLUENCE THE WORKFORCE
WHAT IS PEOPLE MANAGEMENT?WHAT IS PEOPLE MANAGEMENT?
HR MANAGEMENT IS COMPOSED OF SEVERAL GROUPS HR MANAGEMENT IS COMPOSED OF SEVERAL GROUPS OF INTERLINKED ACTIVITIES (TEXTBOOK EXAMPLES)OF INTERLINKED ACTIVITIES (TEXTBOOK EXAMPLES)
ORGANIZATIONAL DESIGNORGANIZATIONAL DESIGN STAFFINGSTAFFING PERFORMANCE MANAGEMENT AND APPRAISALPERFORMANCE MANAGEMENT AND APPRAISAL EMPLOYEE TRAINING AND ORGANIZATIONAL EMPLOYEE TRAINING AND ORGANIZATIONAL
DEVELOPMENTDEVELOPMENT REWARD SYSTEMS, BENEFITS AND COMPLIANCEREWARD SYSTEMS, BENEFITS AND COMPLIANCE
HUMAN CAPITAL MANAGEMENT HUMAN CAPITAL MANAGEMENT ACTIVITIESACTIVITIES
HUMAN CAPITAL MANAGEMENT HUMAN CAPITAL MANAGEMENT SUBSYSTEMSSUBSYSTEMS
rewards
maintenance
selectiondevelopment
rewards
organizationdevelopment
evaluation
HCM OVERLAPPING CIRCLES MODELHCM OVERLAPPING CIRCLES MODEL
CONCLUSIONS?CONCLUSIONS?
COMPARISON OF HR APPROACHESCOMPARISON OF HR APPROACHES
TEXTBOOKTEXTBOOK CIRCLES MODELCIRCLES MODEL
ORGANIZATIONAL DESIGNORGANIZATIONAL DESIGN ORGANIZATIONORGANIZATION
STAFFINGSTAFFING SELECTIONSELECTION
PERFORMANCE PERFORMANCE MANAGEMENT AND MANAGEMENT AND APPRAISALAPPRAISAL
EVALUATIONEVALUATION
REWARD SYSTEMS, BENEFITS REWARD SYSTEMS, BENEFITS AND COMPLIANCEAND COMPLIANCE
REWARDSREWARDS
EMPLOYEE TRAINING AND EMPLOYEE TRAINING AND ORGANIZATIONAL ORGANIZATIONAL DEVELOPMENTDEVELOPMENT
DEVELOPMENTDEVELOPMENT
REWARD SYSTEMS, BENEFITS REWARD SYSTEMS, BENEFITS
AND COMPLIANCEAND COMPLIANCE MAINTENANCEMAINTENANCE
COMPARISON OF HR APPROACHESCOMPARISON OF HR APPROACHES
IF HR FUNCTIONS CAN BE COMPARED TO IF HR FUNCTIONS CAN BE COMPARED TO DOTS, WHAT IS MOST IMPORTANT?DOTS, WHAT IS MOST IMPORTANT?
1.1. COUNTING THE NUMBER OF DOTS?COUNTING THE NUMBER OF DOTS?
2.2. KNOW THE CONTENT OF THE DOTS?KNOW THE CONTENT OF THE DOTS?
3.3. KNOW VALUE OF THE CONTENT OF THE DOTSKNOW VALUE OF THE CONTENT OF THE DOTS
4.4. PACKAGING THE DOTS?PACKAGING THE DOTS?
5.5. MEASURING THE DOTS?MEASURING THE DOTS?
6.6. CONNECTING THE DOTS?CONNECTING THE DOTS?
7.7. ______________________?______________________?
MAJOR TRENDS MAJOR TRENDS AFFECTING HRM/HCMAFFECTING HRM/HCM
INCREASED GLOBALIZATION TECHNOLOGICAL CHANGES CHANGING BUSINESS ENVIRONMENT INCREASED LITIGATION RELATED
TO HRM CHANGING CHARACTERISTICS OF
THE WORKFORCE
MAJOR HCM CHALLENGESMAJOR HCM CHALLENGESPERSPECTIVE CHALLENGE
METRICS CHALLENGE
EXECUTION CHALLENGE
WORKFORCE SCORECARDWORKFORCE SCORECARD1.1. IDENTIFY AND DEFINE OUTCOME MEASURES IDENTIFY AND DEFINE OUTCOME MEASURES
RELATED TO STRATEGYRELATED TO STRATEGY
2.2. TRANSLATE OUTCOME MEASURES INTO ACTION TRANSLATE OUTCOME MEASURES INTO ACTION AND ACCOUNTABILITYAND ACCOUNTABILITY
3.3. DEVELOP DESCRIPTION OF IMPROVEMENTSDEVELOP DESCRIPTION OF IMPROVEMENTS
4.4. IDENTIFY LOW AND HIGH PERFORMING IDENTIFY LOW AND HIGH PERFORMING EMPLOYEES AND INCENTIVE PROGRAM TIED TO EMPLOYEES AND INCENTIVE PROGRAM TIED TO PERFORMANCEPERFORMANCE
5.5. DEVELOP SUPPORTING MANAGEMENT AND DEVELOP SUPPORTING MANAGEMENT AND MEASUREMENT SYSTEMSMEASUREMENT SYSTEMS
6.6. SPECIFY LEADERSHIP ROLES AND LINK TO SPECIFY LEADERSHIP ROLES AND LINK TO STRATEGY EXECUTION STRATEGY EXECUTION
SCANNING THE EXTERNAL ENVIRONMENTSCANNING THE EXTERNAL ENVIRONMENT Government influencesGovernment influences Economic conditionsEconomic conditions Geographic and competitive concernsGeographic and competitive concerns Technological changesTechnological changes Social valuesSocial values
INTERNAL ASSESSMENT OF ORGANIZATIONAL WORKFORCEINTERNAL ASSESSMENT OF ORGANIZATIONAL WORKFORCE Organizational cultureOrganizational culture Auditing jobs and skills Auditing jobs and skills Organizational capabilities inventory Organizational capabilities inventory
ComponentsComponents Using dataUsing data
INTERNAL AND EXTERNAL HR INTERNAL AND EXTERNAL HR IMPLICATIONS OF TRENDSIMPLICATIONS OF TRENDS
EXTERNAL FORCES ON HUMAN EXTERNAL FORCES ON HUMAN CAPITAL MANAGEMENTCAPITAL MANAGEMENT
rewards
maintenance
selectiondevelopment
rewards
organizationdevelopment
evaluation
TECHNOLOGYTECHNOLOGYCOMPETITIONCOMPETITION
VALUE VALUE
SHIFTSSHIFTS
LAWS AND REGULATIONLAWS AND REGULATIONECONOMICSECONOMICS
IMPACT OF LEGAL AND IMPACT OF LEGAL AND REGULATORY FORCES ON HRCREGULATORY FORCES ON HRC
rewards
maintenance
selectiondevelopment
rewards
organizationdevelopment
evaluation
WARNWARN
NLRANLRA
AGE ACTAGE ACT
PRIVACPRIVACYY
EO#11246EO#11246
VEVRAVEVRA
WRONGFUL WRONGFUL TERMINATIONTERMINATION
ADAADA
TITLE VII CRATITLE VII CRA
REHAB ACTREHAB ACT
FEHAFEHA
FLSAFLSA
EXAMPLE : MANAGING A HUMAN CAPITAL SURPLUSEXAMPLE : MANAGING A HUMAN CAPITAL SURPLUS
LEGAL IMPLICATIONLEGAL IMPLICATION ((WORKER ADJUSTMENT AND RETRAINING NOTIFICATION ACTWORKER ADJUSTMENT AND RETRAINING NOTIFICATION ACT))
HR SYSTEMS IMPLICATIONSHR SYSTEMS IMPLICATIONS IMPACT ON DIFFERENT FUNCTIONS OF HR INTERRELATIONSHIP OF IMPACTS ON DIFFERENT FUNCTIONS OF HR INFORMATION FLOWS
DOWNSIZING IMPACTDOWNSIZING IMPACT
CAUSES CONSEQUENCES MANAGING SURVIVORS OTHER LAWS AND LEGAL ISSUES INVOLVED
DOWNSIZING APPROACHESDOWNSIZING APPROACHES ATTRITION AND HIRING FREEZES EARLY RETIREMENT BUYOUTS PAY IN LIEU OF NOTICE LAYOFFS OUTPLACEMENT SERVICES
A SEA OF CHANGEA SEA OF CHANGE
Accelerated Accelerated technological changetechnological change
Very competitiveVery competitiveservice environment - service environment - “do more for less”“do more for less”
Global work placeGlobal work place Changing social & Changing social &
work / life valueswork / life values Changing employment Changing employment
contractcontract
HUMAN CAPITAL TRENDS IN NEW ECONOMYHUMAN CAPITAL TRENDS IN NEW ECONOMY Demographic ChangesDemographic Changes Diversity dynamicsDiversity dynamics Educated but not Educated but not
necessarily skilled necessarily skilled workforce - skill gapsworkforce - skill gaps
Continuous learning Continuous learning neededneeded
Regulation/DeregulationRegulation/Deregulation Changing composition of Changing composition of
“the family”“the family”
HISTORICALHISTORICAL DEVELOPMENT DEVELOPMENT OF THE FIELD OF THE FIELD
•PERSONNELPERSONNEL
•INDUSTRIAL RELATIONSINDUSTRIAL RELATIONS
•HUMAN RELATIONSHUMAN RELATIONS
•EMPLOYEE RELATIONSEMPLOYEE RELATIONS
•MANPOWER MANAGEMENTMANPOWER MANAGEMENT
•HUMAN RESOURCE ADMINISTRATIONHUMAN RESOURCE ADMINISTRATION
•HUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT
• HUMAN CAPITAL MANAGEMENTHUMAN CAPITAL MANAGEMENT
•________________________________?________________________________?
KEY COMPARISONS IN KEY COMPARISONS IN EVOLUTION OF FIELDEVOLUTION OF FIELD
PEOPLE MANAGEMENTPEOPLE MANAGEMENT
HUMAN HUMAN RESOURCE RESOURCE
MANAGEMENTMANAGEMENT
HUMAN CAPITAL HUMAN CAPITAL MANAGEMENTMANAGEMENT
WHAT ARE THE KEY DIFFERENCES ?WHAT ARE THE KEY DIFFERENCES ?
PERSONNEL PERSONNEL MANAGEMENTMANAGEMENT
COMPARISON OF HR APPROACHESCOMPARISON OF HR APPROACHESCRITERIACRITERIA PERSONNELPERSONNEL HRMHRM HCMHCM
FOCUSFOCUS TACTICALTACTICAL
EXPENSEEXPENSE
EFFECIENCYEFFECIENCY
ADD VALUEADD VALUE
REVENUEREVENUE
EFFECTIVENESEFFECTIVENES
STRATEGIC VISIONSTRATEGIC VISION
ASSET INVESTMENTASSET INVESTMENT
METRICSMETRICS
CHANGECHANGE EVOLUTIONARYEVOLUTIONARY TRANSITORYTRANSITORY TRANSFORMATIONTRANSFORMATION
COMPETENCIESCOMPETENCIES ADMINISTRATIVEADMINISTRATIVE USE OF TOOLS USE OF TOOLS AND AND TECHNIQUESTECHNIQUES
COLLABORATIONCOLLABORATION
ROLEROLE EMPLOYEE EMPLOYEE CHAMPIONCHAMPION
FUNCTIONAL FUNCTIONAL EXPERTEXPERT
BUSINESS BUSINESS
PARTNERPARTNER
CORECORE COMPETENCIESCOMPETENCIES
Credibility Metrics Orientation Aligned With
Organizational Goals HR Competency Service Orientation Risk-taking Utilization of Technology
Planning Paradigm Systems Orientation Environmental
Sensitivity Principle Centered Consultation Creative/Innovative Body of Knowledge
HUMAN RESOURCES AND HUMAN CAPITAL MANAGEMENT
OVERLAPPING OVERLAPPING ROLESROLES
EMPLOYEECOMPANY
MANAGERHR DEPARTMENT
BALANCING AUTHORITYBALANCING AUTHORITY
TOP MANAGEMENT
LINE STAFF
WHAT ARE THEY? APPLY TO HRM/HRIS ?WHAT ARE THEY? APPLY TO HRM/HRIS ?
STAFF AUTHORITYSTAFF AUTHORITY•PURE ADVISORYPURE ADVISORY
•AUDITINGAUDITING
•COMPULSORYCOMPULSORY
•CONCURRING/VETOCONCURRING/VETO
•FUNCTIONALFUNCTIONAL
CHANGES IN HRM ROLESCHANGES IN HRM ROLES
•SERVANTSERVANT
•SERVICESERVICE
•TACTICALTACTICAL
•STRATEGIC STRATEGIC
•VISIONARY VISIONARY
CHANGES IN HRM ROLESCHANGES IN HRM ROLESSTRATEGIC FOCUSSTRATEGIC FOCUS
OPERATIONAL FOCUSOPERATIONAL FOCUS
PEOPLEPEOPLESYSTEMSSYSTEMS
CHANGE AGENTCHANGE AGENT
EMPLOYEE CHAMPIONEMPLOYEE CHAMPION
STRATEGIC PARTNERSTRATEGIC PARTNER
ADMINISTRATIVE EXPERTADMINISTRATIVE EXPERT
ULRICH, 1998
HIERARCHY OF PLANNINGHIERARCHY OF PLANNING
VISIONVISION = GENERAL PURPOSE OF COMPANYGENERAL PURPOSE OF COMPANY
MISSIONMISSION= CURRENT/FUTURE DIRECTIONCURRENT/FUTURE DIRECTION
OBJECTIVESOBJECTIVES= FUNCTIONAL GOALSFUNCTIONAL GOALS
STRATEGYSTRATEGY= INTEGRATED GOALS/ACTIONSINTEGRATED GOALS/ACTIONS
POLICIESPOLICIES= GOALS TO SUPPORT STRATEGYGOALS TO SUPPORT STRATEGY
PROGRAMSPROGRAMS=CAPITALS SUPPORT POLICYCAPITALS SUPPORT POLICY
PROCEDURESPROCEDURES= STEPS SUPPORT POLICIESSTEPS SUPPORT POLICIES
RULESRULES = TASKS TO SUPPORT PROCEDURESTASKS TO SUPPORT PROCEDURES
TYPICAL HR ROLES IN TYPICAL HR ROLES IN
PLANNING HIERARCHYPLANNING HIERARCHY VISIONVISION = CHCOCHCO
MISSIONMISSION= VP OF HRVP OF HR
OBJECTIVESOBJECTIVES= VP OF HR AND DIRECTORSVP OF HR AND DIRECTORS
STRATEGYSTRATEGY= HR MANAGERS AND DIRECTORSHR MANAGERS AND DIRECTORS
POLICIESPOLICIES= HR MANAGERS AND ANALYSTSHR MANAGERS AND ANALYSTS
PROGRAMSPROGRAMS=HR ADMINISTRATORSHR ADMINISTRATORS
PROCEDURESPROCEDURES= HR CLERKHR CLERK
RULESRULES = HR ASSISTANTHR ASSISTANT
STRATEGIC HIERARCHY AND STRATEGIC HIERARCHY AND COMPETITIVE ADVANTAGE COMPETITIVE ADVANTAGE
CORPORATE STRATEGY
BUSINESS LEVEL STRATEGYBUSINESS LEVEL STRATEGY BUSINESS LEVEL STRATEGYBUSINESS LEVEL STRATEGY
FUNCTIONAL/DEPT. LEVEL FUNCTIONAL/DEPT. LEVEL
HRMHRM
DEPARTMENT/AREA LEVEL DEPARTMENT/AREA LEVEL
HRISHRIS
COMPETITIVE ADVANTAGECOMPETITIVE ADVANTAGE
COMPETITIVE ADVANTAGE
CUSTOMER VALUE SOURCE UNIQUENESS
WHAT ARE THEY? APPLY TO HRM/HRIS ?WHAT ARE THEY? APPLY TO HRM/HRIS ?
VALUE-ADDED ELEMENTSVALUE-ADDED ELEMENTS
VISION/MISSION DRIVENVISION/MISSION DRIVENBOTTOM-LINE ORIENTEDBOTTOM-LINE ORIENTEDBALANCEDBALANCEDMEASUREABLEMEASUREABLE
SWOTSWOT STRATEGIC STRATEGIC PLANNING MODELPLANNING MODEL
ENTERPRISEENTERPRISE
HR FUNCTIONHR FUNCTION
ALIGNMENT?ALIGNMENT?ss
ss ww
ww
TT
TT
OO
OO
CAN YOU PROVIDE EXAMPLES?CAN YOU PROVIDE EXAMPLES?
INTERNALINTERNAL
EXTERNALEXTERNAL
STRATEGIC FIT MATRIXSTRATEGIC FIT MATRIX
STAGE/FACTORSTAGE/FACTOR INTRODUCTION GROWTH MATURITY DECLINE
FUNCTIONAL FOCUS
RESEARCH AND RESEARCH AND DEVELOPMENTDEVELOPMENT
SALES AND SALES AND MARKETINGMARKETING
FINANCE AND FINANCE AND PRODUCTIONPRODUCTION
FINANCE AND FINANCE AND HRMHRM
STRATEGIC FOCUS
DIFFERENTIATIONDIFFERENTIATION DIFFERENTIATIONDIFFERENTIATION FOCUS COST FOCUS COST LEADERSHIPLEADERSHIP
GENERAL COST GENERAL COST LEADERSHIPLEADERSHIP
HR FOCUS/ MANAGEMENT STYLE?
?? ?? ?? ??
HR ALIGNMENT WITH LIFE CYCLE?HR ALIGNMENT WITH LIFE CYCLE?
WOULD LIFE CYCLE MODELS HELP?WOULD LIFE CYCLE MODELS HELP?
BUS. 251 CLASS EXERCISEBUS. 251 CLASS EXERCISE
3XTECH ORGANIZATIONAL STRUCTURE 3XTECH ORGANIZATIONAL STRUCTURE AND HUMAN CAPITAL MANAGEMENTAND HUMAN CAPITAL MANAGEMENT
DEVELOP IDEAL STRUCTURE DEVELOP IDEAL STRUCTURE PRIORITY/PLACEMENT OF HRMPRIORITY/PLACEMENT OF HRM ROLE OF METRICS ROLE OF METRICS FUTURE ROLE OF HRM IN STRATEGY FUTURE ROLE OF HRM IN STRATEGY WHICH EMPLOYMENT LAWS COVER 3XTECHWHICH EMPLOYMENT LAWS COVER 3XTECH BEST PERSON TO LEAD 3XTECHBEST PERSON TO LEAD 3XTECH RESPOND TO QUESTIONSRESPOND TO QUESTIONS
CASE ANALYSIS FORMATCASE ANALYSIS FORMAT