Transcript Working in the HRM Field

Chapter 15
Working in the HRM Field
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Chapter Outline
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15-1 Employment in the HRM Field
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15-2 Major Challenges Facing Today’s HR
Professional
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-1a Career Options in HRM
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HRM generalist
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Perform virtually all facets of HRM.
Most often found in small to mid-sized organizations
that employ few HR professionals.
Neither have time nor resources to conduct in-depth
studies or projects.
Salary depends on the size of organization.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-1b Career Entry and Growth
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Career entry
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Most of today’s HR professionals enter the field
through self-directed career changes.
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One-third enter from other parts of the company.
The remainder enter from fields such as education,
social services, accounting, sales, administrative
secretarial positions.
Other entrants come directly from college.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-1b Career Entry and Growth (cont.)
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Skills HRM candidates should possess:
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Leadership and management skills
Cross-functional HRM expertise (for generalist
position)
Technological skills
Knowledge of international HRM issues
Knowledge of business basics
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-1b Career Entry and Growth (cont.)
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Career progression
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Begin as specialists and eventually become managers
of those specialty units.
Begin as an assistant HRM generalist at a small plant
or unit and advance into an HRM managerial role at
successively larger plants or units.
Criteria to become a VP of human resources
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Job performance
Credibility with senior management
Interpersonal skills
Ability to manage people
Skill in specialty area
Ability to “play politics”
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-1b Career Entry and Growth (cont.)
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Professional associations
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Society for Human Resource Management (SHRM)
American Society for Training and Development
International Personnel Management Association
American Compensation Association
Personnel Testing Council
Society for Industrial and Organizational Psychology
Academy of Management
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-1b Career Entry and Growth (cont.)
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Professional certification
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Recognition that an individual has demonstrated a
mastery of a defined body of knowledge required for
success in the field.
Primary certification designations issued by the
Human Resource Certification Institute include:
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Professional in Human Resources (PHR)
Senior Professional in Human Resources (SPHR)
Global Professional in Human Resources (GPHR)
The PHR and SPHR exams cover six areas: strategic
management, workforce planning and employment,
human resource development, total rewards,
employee and labor relations, and risk management.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-1b Career Entry and Growth (cont.)
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Continuing education
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HR professionals must continually update and expand
their knowledge of HRM.
This can be done in several ways:
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Attending conferences.
Attending seminars and training courses.
Obtaining advanced academic degrees.
Reading practitioner oriented or research oriented
professional journals.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-2 Major Challenges Facing Today’s HR
Professional
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HR professionals are primarily responsible for
developing HRM practices that enhance competitive
advantage.
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Additional responsibilities include:
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Ensuring that employees are treated ethically.
Ensuring that their own talents are appropriately
utilized by their companies.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-2a Organizational Ethics Related
to HRM
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Most serious ethical problems involve managerial
decisions regarding employment, promotion, pay,
and discipline.
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These decisions are based on favoritism rather than
ability or job performance.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-2a Organizational Ethics Related
to HRM (cont.)
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Workplace ethics and the HR professional’s job
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Monitoring: Observe the actions of organizational
members to ensure that all individuals are treated
fairly and legally.
Investigate complaints: Concerning ethical issues such
as sexual harassment or violations of employees’
privacy rights.
Serve as company spokesperson: Defend the
company’s actions when confronted by a regulatory
agency or media.
Ethics training: Help employees understand how to
behave properly in ethically unclear situations.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-2a Organizational Ethics Related
to HRM (cont.)
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Code of ethics for HR professionals
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Maintain the highest standards of professional and
personal conduct.
Encourage employers to make fair and equitable
treatment of all employees a primary concern.
Maintain loyalty to employers and pursue company
objectives in ways consistent with the public interest.
Uphold all laws and regulations relating to employer
activities.
Maintain the confidentiality of privileged information.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-2b Organizational Utilization of HR
Professionals
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Gaining support for HRM best practices
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Monitor the effectiveness of its various recruiting
sources.
Validate its selection practices.
Conduct structured, rather than unstructured,
employment interviews.
Use cognitive ability tests and biographical inventories
when selecting candidates for most jobs.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-2b Organizational Utilization of HR
Professionals (cont.)
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The failure to universally adopt HRM best practices
Is attributed to the following three factors:
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Resistance to change.
Ignorance on the part of decision makers.
Political considerations.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
15-2b Organizational Utilization of HR
Professionals (cont.)
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HR professionals can gain support for best practices
by demonstrating
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Bottom-line implications of each HRM practice; this is
achieved by linking traditional practices such as
training, compensation, and selection to tangible
business goals.
Return on investment that can be attributed to various
HRM practices.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.
© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.