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How to Succeed in HR Without Really Trying: A Roadmap for HR Development in the Coming Decade

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Presentation to the Evansville-Area Human Resource Association. Dane M. Partridge, Ph.D. ... To great extent, both degree programs and certification are indicators of ... – PowerPoint PPT presentation

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Title: How to Succeed in HR Without Really Trying: A Roadmap for HR Development in the Coming Decade


1
How to Succeed in HR Without Really Trying A
Roadmap for HR Development in the Coming Decade
  • Presentation to the Evansville-Area Human
    Resource Association
  • Dane M. Partridge, Ph.D.
  • Associate Professor of Management
  • University of Southern Indiana
  • March 27, 2003

2
Is HR Playing a Strategic Role in Your
Organization?
  • Whats the best change my organization can make
    to prepare for the future?
  • What makes an Ee want to stay with my
    organization?
  • How are we going to invest in HR so that my
    organization has a better HR dept than our
    competition?
  • Source Halcrow (1988), reported in Noe et al.
    (2003)

3
Staffing the HR Function
  • What are the KSAs of HR staff?
  • What coursework?
  • Many MBA programs have no required HR course
  • What certification?
  • Bernardin (2003) indicates that only eleven
    percent of SHRM members have HR certification via
    HRCI
  • DMP not sure this figure is accurate Bates
    (2002) reports 56,000 HR professionals have
    passed a certification exam 54 of PHR
    candidates are SHRM members, 72 of SPHR
    candidates (HRCI State of the Institute Report
    2002).

4
Staffing the HR Function
  • Inherent exaggeration of abilities re people
    skills?
  • Survey of HS seniors
  • 70 believed they were above average in
    leadership ability 2 believed they were below
    average
  • 100 believed they were above average in ability
    to get along with others, 60 believed they were
    in top 10, 25 believed they were in top 1
  • Source Ruggiero (2001)
  • Should we even be teaching people skills at
    undergraduate level?
  • Research indicates UG students have less interest
    in and perceive less relevance of OB course than
    other required business courses
  • Mintzberg (1989), Burke and Moore (2003)

5
Staffing the HR Function
  • More generalizable phenomenon, re self-ratings?
  • Survey of 92 engineers (Meyer, 1980)
  • Asked to self-rate relative to peer group, 0-100
    (percentile)
  • Mean 78th percentile
  • Only two of 92 rated themselves below 50th
    percentile (45)

6
Some Discrepancies Between Research Findings and
HR Practices
  • Recruitment
  • Research indicates that quantitative analysis of
    recruitment sources using yield ratios can
    facilitate efficiencies in recruitment
  • In practice, less than 5 of surveyed companies
    calculate yield ratios less than 20 know how
  • Source Bernardin (2002)

7
Some Discrepancies Between Research Findings and
HR Practices
  • Staffing
  • Research indicates that
  • Realistic job previews can reduce turnover
  • Weighted application blanks reduce turnover
  • Structured, behavioral, or situational interviews
    are more valid
  • Graphology is invalid and should not be used
  • In practice
  • Less than 20 of companies use RJPs in
    high-turnover jobs
  • Less than 10 know what a WAB is less than 1
    use
  • Less than 30 of companies use structured
    interviews
  • Graphologys use is increasing in U.S.

8
Some Discrepancies Between Research Findings and
HR Practices
  • Performance Appraisal
  • Research indicates that
  • Traits should not be used on rating forms
  • Raters should be trained
  • The appraisal process should be an important
    element of managers jobs
  • In practice
  • More than 75 of companies still use traits
  • Less than 30 train raters
  • Less than 30 of managers are evaluated on
    performance appraisals

9
Some Discrepancies Between Research Findings and
HR Practices
  • Compensation
  • Research indicates that
  • Merit-based systems should not be tied into base
    salary
  • Because size of bonus that can be offered is
    greater, cost to org in long run is much less
  • Gainsharing is an effective pay-for-performance
    system
  • In practice
  • More than 75 of companies tie merit pay to base
    pay
  • Less than 5 of companies use gainsharing where
    they could

10
Quiz!!!
  • Think back to your first day in HR…
  • What were you most confident about, in terms of
    your preparation for your responsibilities?
  • What were you least confident about?
  • What, in terms of your preparation, contributed
    to your confidence or lack thereof?
  • How could your development have better addressed
    your deficiencies?

11
TRWs HRM Core Competencies
  • Leadership and Managing Change
  • Business Skills
  • HR Functional Leadership
  • HR Technical Skills
  • Source Milkovich and Newman (1999)
  • Core Competencies The skills and abilities in
    value creation activities that allow a company to
    achieve superior efficiency, quality, innovation,
    or customer responsiveness.
  • Source Jones (2001)

12
TRWs HRM Core Competencies
  • Leadership and Managing Change
  • Integrity
  • Efficiency
  • Performing in cost-effective manner
  • Objectivity
  • Clear perception of org and political reality
  • Proactivity
  • Risk taking
  • Taking action under conditions of uncertainty

13
TRWs HRM Core Competencies
  • Leadership and Managing Change (cont.)
  • Decisiveness
  • Professionalism
  • Consciousness of ones professional image
  • Negotiation Skills
  • Facilitating win-win
  • Communication Skills
  • Written, Oral, Non-verbal(!)
  • Brockbank (2003) found interpersonal competencies
    more important than verbal and written
    communication skills
  • Team Management Skills

14
TRWs HRM Core Competencies
  • Business Skills
  • Industry Knowledge
  • Value chain, suppliers, competitors, how org
    satisfies customer needs
  • Knowledge of value chain has significant impact
    on business performance (Brockbank, 2003)
  • Strategic Management
  • Understanding and planning for environmental
    changes
  • Organizational Awareness
  • Understanding business operations, how business
    competes, cultural/value systems impacting org
    performance

15
TRWs HRM Core Competencies
  • Business Skills (cont.)
  • Total Quality Management
  • Continuous Improvement
  • General Management Skills
  • Understanding of finance, marketing, law, IT
  • Partnership w/mngt team
  • Note knowledge itself is insufficient to
    contribute to high-performing organization must
    put knowledge into practice….Achieving results
    more important to personal credibility than
    getting along well w/mngt team.
  • Source Brockbank (2003)

16
TRWs HRM Core Competencies
  • HR Functional Leadership
  • Network Building
  • Working effectively w/others, both inside and
    outside org
  • Setting the Vision for HR
  • Selecting and Developing Staff
  • Identifying and implementing org and individual
    developments plans
  • Value-added perspective of HR
  • Communicating to mngt how HR can contribute to org

17
TRWs HRM Core Competencies
  • HR Technical Skills
  • HR Planning
  • Competencies in org design now fundamental,
    including org and job restructuring (Brockbank,
    2003)
  • Communications
  • Fostering understanding of key business and HR
    issues
  • Work Force Diversity
  • Selection and Placement
  • Including effective performance mngt system
  • Training Development

18
TRWs HRM Core Competencies
  • HR Technical Skills (cont.)
  • HR Information Systems
  • Compensation and Benefits
  • Performance-based, linked to performance mngt
  • Health, Safety, and Security
  • Org Effectiveness
  • Managing cultural change within org to impact org
    effectiveness
  • Note that culture management makes strategic
    contribution (Brockbank, 2003) focusing internal
    culture on meeting needs of external customer,
    aligning HR w/ desired culture, facilitating
    quick change
  • Ee and Labor Relations

19
Additional Competencies
  • International
  • Infusing org culture w/local talent worldwide
  • Integrating foreign Ees into U.S.-based
    businesses
  • Balancing differentiated pay scales/benefits
    levels to achieve internal equity
  • Restructuring recruiting practices to ensure org
    is capturing best talent globally
  • Source Patel (2002) SHRM Workplace Forecast A
    Strategic Outlook

20
Top Ten Workplace Trends as seen by HR
professionals
  • Use of technology to communicate with Ees
  • Rising health care costs
  • Increased vulnerability of intellectual property
  • Managing talent
  • Greater demand for high-skilled workers than for
    low-skilled

21
Top Ten Workplace Trends as seen by HR
professionals
  • Labor shortage
  • Change from manufacturing to information/service
    economy
  • Increase in employment-related government
    regulations
  • Focus on domestic safety and security
  • Ability to use technology to more closely monitor
    Ees
  • Source Patel (2002)

22
Implications
  • Given these trends in organizational
    environments, what are the implications for HR
    function?
  • How do we get from where we are to where we need
    to be?
  • What organizational and individual development
    needs to be provided to facilitate change?
  • Are there additional competencies that need to be
    developed so as to effectively manage these
    trends?

23
Evolving HR Function
  • Some traditional roles, e.g., HR generalist,
    benefit specialist, likely to become less common
    and less important
  • Will be increasingly important to be able to
    illustrate cost effectiveness, value-added
    contribution of HR practices
  • And will need to manage relationship w/providers
    of outsourced activities (transactional
    functions)
  • Know finance!
  • Will business degree be a requirement in the
    future?
  • What would be the implications?
  • Human capital strategist?
  • Source Bates (2002), Glister (2000)

24
Challenges (Potholes?)
  • David Ulrich (U of Michigan) We have to shift
    the focus of HR away from training and process to
    the outcomes, away from a people function to an
    organization function. Im not optimistic about
    all HR people making that transition.
  • Source Bates (2002)

25
Staffing the HR Function (revisited)
  • KSAs for HR?
  • Preparation (Education and Experience)?
  • Certifications value and nature
  • Specialist certifications (e.g., ACAs Certified
    Compensation Professional and Certified Benefits
    Professional, IFEBPs Certified Employee Benefits
    Specialist)

26
Staffing the HR Function (revisited)
  • HR Competencies Build or Buy?
  • Re HRIS, most HR certifications attest to
    non-technological body of knowledge. PHR, SPHR
    not intended to address individual systems or
    software (Glister, 2000)
  • Software-specific training (e.g., PeopleSoft)
  • New International Association for Human Resource
    Information Management (IHRIM) certification
    (purported to be both technical and functional)
  • Knowledge relevant to choosing right vendor
  • HRCI due to include more technology emphasis in
    revised curriculum
  • MBA w/ HR concentration? (Note that USI has moved
    in opposite direction…)

27
HRCI Core Knowledge Areas
  • Knowledge of needs assessment and analysis
  • Knowledge of third-party contract management,
    including development of requests for proposals
    (RFPs)
  • Knowledge of communication strategies
  • Knowledge of adult learning processes
  • Knowledge of motivation concepts and applications
  • Knowledge of training methods
  • Knowledge of leadership concepts and applications
  • Knowledge of project management concepts and
    applications
  • Knowledge of diversity concepts and applications

28
HRCI Core Knowledge Areas
  • Knowledge of human relations concepts and
    applications (for example, interpersonal and
    organizational behavior)
  • Knowledge of HR ethics and professional standards
  • Knowledge of technology and human resource
    information systems (HRIS) to support HR
    activities
  • Knowledge of qualitative and quantitative methods
    and tools for analysis, interpretation, and
    decision-making purposes
  • Knowledge of change management
  • Knowledge of liability and risk management
  • Knowledge of job analysis and job description
    methods
  • Knowledge of employee records management (for
    example, retention, disposal)
  • Knowledge of the interrelationships among HR
    activities and programs across functional areas
  • Source http//www.hrci.org/certification/spec-cor
    e.html

29
Conclusions and Challenges
  • As business organizations and the business
    environment continue to evolve, the competencies
    required of HR professionals are also evolving.
  • Knowledge is necessary but not sufficient
    prerequisite for success skills and abilities
    are critical (i.e., the ability to put theory
    into practice).
  • Key org and individual development question
    pertains to those skills and abilities build or
    buy?
  • To great extent, both degree programs and
    certification are indicators of knowledge, not
    necessarily competencies.
  • Hmmm…
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