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?? HR ??? ????
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2001. 10. 25.
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?. ?? HRM? ?? ??
1. Strategic HRM and Evolving Roles 2. New
Orientation of HRM 3. Expanding Issues in HRM
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1. Strategic HRM and Evolving Roles
External Fit and Internal Fit
Source Strategic Management and Environmental
Pressures (Tichy, Fomburn, and Devanna)
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? An Evolutionary View of SHRM
- HR issues are treated as an afterthought in the
strategic planning process
Stage 1
- HR planning is established as a staff
responsibility.- HRM is influenced by, but not
influencing, the corporate strategic planning
process.
Stage 2
- HRM organization adopts a strategic
orientation
Stage 3
- 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.)
Stage 4
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History of Human Resource Management Practices
1920-30
1910
1940
Scientific Management - performance related
to working conditions
First personnel depts. Hawthorne studies
World War II - Selection tests
1980 - 2000
1960 -70
2000 - Now
Employee relations - comply with laws -
reactive - stand alone
Integration with Business operations
Performance-driven Social Fit/Alignment
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• 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.

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• 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)

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2. New Orientation of HRM

• Enhancing Organizational Performance
• Expanding Human Capital
• Delivering Cost-Effective Compliance Systems

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1) Enhancing Organizational Performance ?
Involvement in Strategic Planning ? Decision
Making on MA and Downsizing ? Redesigning
Organizations and Work Processes ? Ensuring
Financial Accountability for HR Results
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2) Expanding Human Capital ? Attracting and
Retaining HR ? Developing HR Capabilities
(CBHRM) ? Identifying and Rewarding Performance
(PBHRM) - Individual, Team, Organization
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3) Delivering Cost-Effective Compliance Systems
Strategic(planning)Operational(service
delivery)Administrative(record keeping and
compliance)
HR Costs
HR Value Added
10
60
30
30
60
10
Source Lyle M. Spencer, Reengineering Human
Resources, 16.
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? Ensuring Legal Compliance ? Demonstrating
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

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? 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 MA Planning compensation strategies
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? Shifts in HR Management
Traditional HR Function
Emerging HR Practice
Strategic Focus
Administrative Focus
Proactive
Reactive
Key Part of Organizational Mission
Separate and Isolatedform Company Mission
Service Focus
Production Focus
Process-Based Organization
Functional Organization withVertical Lines of
Authority
People as Investments
People as Expense
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3. Expanding Issues in HRM
MA and Restructuring
Talent management Retention Strategy
IT Impacts

CBHRM, PBHRM Telework Alternate Work
Internal Labor market Career Opportunity
External Labor Market Diversity Management
HR Restructuring HR Professional Career
Alignment Employment Brand
Legal Compliance
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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 gt Employment Branding

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General Issues
5. IT Impacts 6. MA and Restructuring 7.
Legal Compliance 8. Competency Performance
Based HRM 9. Telework Alternate Work
Arrangement 10. Role Changes in HR 11. HR
Professional Career
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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
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Internal Labor Market Career Development
Why does ILM Matter?
Tight Labor Market

• Staffing Retention Costs

Accelerated Technological Development

• Make-not-Buy Effectiveness

Flexible Organization

• Employee Adaptation

Changing Employee Needs

• Need for Growth and Learning
• Need for High Care

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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

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Alignment Employment Branding
Why Alignment ?
Changing Nature of Business Environment

• Knowledge Economy
• Creative Economy
• Core Competency Management

Tough Competition in the Product Market

• Strategic HRM
• Culture-based HRM

Tough Competition in the Labor Market

• Culture-based HRM
• Employment Branding

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Employment Branding
Why Needed?

• Alignment
• - Company Mission Strategy, Culture, HR
  Staffing and Retention
• Employee Satisfaction and Performance
• Maximizing

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

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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

HR in USA

• Lead to build a new company employment brand

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Competency-based Performancebased HRM

• Linking to the Issues of Retention and
  Alignment
• Increased Demands for HR Efficiency
  Effectiveness

Other Issues

• Telework Fast Growing
• Alternate Work Arrangement Unavoidable

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?. HR as a Profession
1. HR Profession and Competency 2. HR
Restructuring 3. Introducing PHR and SPHR
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1. HR Profession and Competency
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

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The Human Resource Profession Defined by SHRM
? 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 Highest standards of professional and personal conduct
Strive for personal growth Uphold all laws and regulation
Support the Societys goals and objectives Maintain loyalty to employers and pursue their objectives
Encourage employers to make the fair and equitable treatment Refrain from using HRs official position
Strive to make employers profitable Maintain the confidentiality
Instill in employees and the public a sense of confidence Improve public understanding
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HR Competencies and Careers

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

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2. HR Restructuring
Organizing HR Unit
? HR Management Costs ?
Decentralizing HR Activities (except HRIS,
Benefits, EEO) ? Outsourcing HR Activities
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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

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Certification

• Certified Compensation Professional(CCP)-ACA
• Certified Employee Benefits Specialist(CEBS)-IFEB
  P
• Certified Benefits Professional(CBP)-ACA
• Certified Safety Professional(CSP)-BCSP
• Occupational Health and Safety Technologist(OHST)

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• 3. Introducing PHR/SPHR
• - ????? ????? ?? 1988??? ??
• - ???????? ??? ??? ????(HRCI)??

? ? ? ? ? ? PHR SPHR
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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- 12) ? Training and Development
Programs Part 2(4.42, 4.5- 12) ?
Evaluating Training Effectiveness(2, 2.26)
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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)
Health, Safety, and Security(15, 21) Contents
? Health(2.41, 2.22) ? Safety(2.05, 2.04)
? Security(1.54, 1.74)
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)