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Title: Human Resource Management Gaining a Competitive Advantage 2014 Chapter 1


1
Human Resource Management Gaining a Competitive
Advantage
  • Chapter 01
  • Human Resource Management Gaining a Competitive
    Advantage

Copyright 2013 by The McGraw-Hill
Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
2
Learning Objectives
  • Discuss roles and activities of HRM function
  • Discuss implications of the economy, makeup of
    the labor force and ethics for company
    sustainability
  • Discuss how HRM affects a balanced scorecard
  • Discuss what companies should do to compete in
    global marketplace
  • Identify how technology such as social networking
    is influencing HRM
  • Discuss HRM practices that support
    high-performance work systems
  • Provide a brief description of HRM practices

1-2
3
Introduction
  • Competitiveness a companys ability to maintain
    and gain market share.
  • Human resource management (HRM) the policies,
    practices, and systems that influence employees
    behavior, attitudes and performance.

1-3
4
HRM Practices
1-4
5
Responsibilities of HR Departments
  1. Employment and Recruiting
  2. Training and Development
  3. Compensation
  4. Benefits
  5. Employee Services
  6. Employee and Community Relations
  7. Personnel Records
  8. Health and Safety
  9. Strategic Planning

1-5
6
HR as a Business with 3 Product Lines
Business Partner Services
Strategic Partner
Administrative Services and Transactions
Human Resources
1-6
7
6 HR Competencies
1-7
8
Strategic Role of the HRM Function
  • Time spent on administrative tasks is decreasing.
  • HR roles as a strategic business partner, change
    agent and employee advocate are increasing.
  • HR is challenged to shift focus from current
    operations to future strategies and prepare
    non-HR managers to develop and implement HR
    practices.
  • This shift presents two challenges
  • Self-service
  • Outsourcing

1-8
9
Shared Service Model
  • Shared Service Model is a way to organize the HR
    function that includes centers of expertise or
    excellence, service centers and business partners
    to help control costs and improve
    business-relevance and timeliness of HR practices.

1-9
10
HR Playing a Strategic Role in the Business?
  1. What is HR doing to provide value-added services
    to internal clients?
  2. What can HR add to the bottom line?
  3. How are you measuring HR effectiveness?
  4. How can we reinvest in employees?

1-10
11
Questions, cont.
  • 5. What HR strategy will get the business from
    point A to point B?
  • 6. What makes an employee want to stay?
  • 7. How will we invest in HR for a better HR
    department than competitors have?
  • 8. What should we be doing to improve our
    marketplace position?
  • 9. Whats the best change to prepare for the
    future?

1-11
12
How is the HRM Function Changing?
  • As part of its strategic role, HR can engage in
    evidence-based HR.
  • Evidence-based HR demonstrating that HR
    practices have a positive influence on the
    companys bottom line or key stakeholders.

1-12
13
The HRM Profession
  • HR salaries vary according to position,
    experience, education, training, location and
    firm size.
  • The primary professional organization for HRM is
    the Society for Human Resource Management (SHRM)
    (www.shrm.org)

1-13
14
3 Competitive Challenges Influencing HRM
Technology
Sustainability
Globalization
1-14
15
The Sustainability Challenge
  • Sustainability is the ability of a company to
    survive and succeed in a dynamic competitive
    environment.
  • Stakeholders include shareholders, the community,
    customers and all other parties that have an
    interest in seeing that the company succeeds.

1-15
16
The Sustainability Challenge
  • Sustainability includes the ability to
  • deliver a return to shareholders
  • provide high-quality products, services and work
    experiences for employees
  • increase value placed on intangible assets, human
    capital and social responsibility
  • adapt to changing characteristics and
    expectations
  • of the labor force
  • address legal and ethical issues
  • effectively use new work arrangements

1-16
17
Economy- Implications for HR
  • Structure of the economy
  • Development and speed of social media
  • Growth in professional and service occupations
  • Skill demands for jobs are changing
  • Knowledge is becoming more valuable
  • Intangible assets
  • Knowledge workers
  • Empowerment
  • Learning organization
  • Social collaboration and social networking
    technology

1-17
18
The Sustainability Challenge
1-18
19
Common Themes of Employee Engagement
  • Pride and satisfaction with employer and job
  • Opportunity to perform challenging work
  • Recognition and positive feedback from
    contributions
  • Personal support from manager
  • Effort above and beyond the minimum
  • Understanding link between ones job and
    companys mission
  • Prospects for future growth with the company
  • Intention to stay with the company

1-19
20
Talent Management
  • Talent management is the systematic planned
    strategic effort by a company to use bundles of
    HRM practices including acquiring and assessing
    employees, learning and development, performance
    management , and compensation to attract, retain,
    develop, and motivate highly skilled employees
    and managers.
  • Growth of contingent workers and part-time
    employees

1-20
21
The Balanced Scorecard
  • The balanced scorecard provides a view of the
    company from the perspective of internal and
    external customers, employees and shareholders.
  • The balanced scorecard should be used to
  • Link HRM activities to the companys business
    strategy.
  • Evaluate the extent to which HR is helping meet
    the companys strategic objectives.

1-21
22
The Balanced Scorecard
  • How do customers see us?
  • What must we excel at?
  • Can we continuously improve and create value?
  • How do we look to shareholders?

1-22
23
Customer Service and Quality
  • Total Quality Management (TQM) Core Values
  • Methods and processes are designed to meet
    internal and external customers needs.
  • Every employee receives training in quality.
  • Promote cooperation with vendors, suppliers and
    customers.
  • Managers measure progress with feedback based on
    data.
  • Quality is designed into a product or service so
    that errors are prevented rather than being
    detected and corrected.

1-23
24
Customer Service and Quality
  • Malcolm Baldrige National Quality Award
  • ISO 90002000
  • Six Sigma Process
  • Lean Thinking

1-24
25
Changing Demographics Workforce Diversity
  • Internal labor force - current employees
  • External labor market - persons outside the firm
    actively seeking employment
  • U.S. workforce is aging rapidly
  • Increased workforce diversity
  • Influence of immigration

1-25
26
Managing a Diverse Workforce
  • To manage a diverse workforce, managers must
    develop new skills to
  • Communicate, coach and develop employees from a
    variety of cultural and educational backgrounds,
    ethnicity, age, ability and race.
  • Provide performance feedback based on objective
    outcomes.
  • Create a work environment that makes it
    comfortable for employees of all backgrounds to
    be creative and innovative.
  • Recognize and respond to generational issues.

1-26
27
Legal and Ethical Issues
  • 5 legal areas that influenced HRM
  • Equal employment opportunity legislation
  • Employee safety and health
  • Employee pay and benefits
  • Employee privacy
  • Job security
  • Women and minorities still face the glass
    ceiling
  • Sarbanes-Oxley Act of 2002
  • Federal health care legislation
  • Companies which employ unlawful immigrants or
    abuse laborers
  • Data-security practices and protecting
    intellectual property

1-27
28
Legal and Ethical Issues
  • Ethics - the fundamental principles by which
    employees and companies interact
  • Ethical HR practices
  • HRM practices must result in the greatest good
    for the largest number of people
  • Employment practices must respect basic human
    rights of privacy, due process, consent, and free
    speech
  • Managers must treat employees and customers
    equitably and fairly
  • Managers must develop and distribute a Code of
    Ethics, policies, processes and procedures, audit
    and train employees

1-28
29
4 Principles of Ethical Companies
  1. Successful companies, in relationships with
    customers, vendors and clients, emphasize mutual
    benefits.
  2. Employees assume responsibility for the actions
    of the company.
  3. Companies have a sense of purpose or vision the
    employees value and use in their day-to-day work.
  4. They emphasize fairness another persons
    interests count as much as their own.

1-29
30
The Global Challenge
  • To survive companies must deal with the global
    economy, compete in and develop global markets
    and prepare employees for global assignments.
  • Offshoring exporting jobs from developed
    countries to less developed countries
  • Onshoring exporting jobs to rural parts of the
    United States

1-30
31
Technology Challenge
  • The overall impact of the Internet
  • The Internet has created a new business model
    e-commerce for conducting business transactions
    and relationships electronically.
  • Social networking

1-31
32
The Technology Challenge
  • Advances in technology have
  • changed how and where we work
  • resulted in high-performance work systems
  • increased the use of teams to improve customer
    service and product quality
  • changed skill requirements
  • increased working partnerships
  • led to changes in company structure and reporting
    relationships

1-32
33
The Technology Challenge
  • Advances in technology have increased
  • use and availability of Human Resource
    Information Systems (HRIS)
  • use and availability of e-HRM
  • competitiveness in high-performance work systems
  • HR Dashboard Metrics

1-33
34
High-Performance Work Systems
  • Work in teams, virtual teams and partnerships
  • Changes in skill requirements
  • Changes in company structure and reporting
    relationships
  • Increased use and availability of e-HRM and Human
    Resource Information Systems (HRIS)
  • HRM practices support high-performance work
    systems through staffing, work design, training,
    compensation and performance management.

1-34
35
Meeting 4 Competitive Challenges Through HRM
Practices
  • HRM practices that help companies deal with the
    four competitive challenges can be grouped into
    four dimensions
  • The HR environment
  • Acquiring and preparing HR
  • Assessment and development of HR
  • Compensating HR

1-35
36
Meeting Competitive Challenges Through HRM
Practices
  • Managing internal and external environmental
    factors allows employees to make the greatest
    possible contribution to company productivity and
    competitiveness.
  • Customer needs for new products or services
    influence the number and type of employees
    businesses need to be successful.

1-36
37
Meeting Competitive Challenges Through HRM
Practices
  • Managers need to ensure that employees have the
    necessary skills to perform current and future
    jobs.
  • Besides interesting work, pay and benefits are
    the most important incentives that companies can
    offer employees in exchange for contributing to
    productivity, quality, and customer service.
  • Create pay systems, reward employee contributions
    and provide benefits

1-37
38
Summary
  • HR has three product lines administrative
    services, business partner services, and
    strategic services.
  • To successfully manage HR, individuals need
    personal credibility, business and technology
    knowledge, understanding of business strategy,
    and ability to deliver HR services.
  • HR management practices should be evidence-based.
  • HR practices are important for helping companies
    deal with sustainability, globalization, and
    technology challenges.
  • HR managers must address global and technology
    challenges.

1-38
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