MGMT 471: Human Resource Management Top 5 Skill Areas Demanded by US Occupations 1.
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Transcript MGMT 471: Human Resource Management Top 5 Skill Areas Demanded by US Occupations 1.
MGMT 471: Human
Resource Management
Top 5 Skill Areas Demanded by
US Occupations
1. Active Listening
2. Reading Comprehension
3. Speaking
4. Critical Thinking
5. Active Learning
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MGMT 471: Human
Resource Management
Human Resource (HR) Management
– Designing management systems to ensure that
human talent is used effectively and efficiently to
accomplish organizational goals.
Who Is an HR professional?
– Every manager performs HR functions.
– HR professionals/consultants design processes
and systems that managers help implement.
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Types of Organizational
Assets/Resources
Physical
Financial
Intangible
Human
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Human Capital
Human Capital
Core Competency
Collective value of the
capabilities, knowledge,
skills, life experiences,
and motivation of an
employee or workforce.
A unique capability that
creates high value and
differentiates an
organization from its
competition.
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HR Activities
1.
2.
3.
4.
5.
6.
7.
Strategic HR Mgmt: Consulting
Equal Employment Opportunity
Planning, Recruiting and Staffing
HR Development & Performance
management
Compensation and Benefits
Health, Safety, and Security
Employee and Labor Relations
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HR
Activities
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Smaller Organizations
and HR Management
Competing for qualified workers
Relative cost of benefits
Rising taxes, overhead
Government regulation compliance
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HR Cooperation with Line
Managers: Interviewing Example
HR Unit
– Develops legal, effective
interviewing techniques
– Trains managers in
conducting selection
interviews
– Conducts interviews and
testing
– Sends top three applicants
to managers for final review
– Checks references
– Does final interviewing and
hiring for certain job
classifications
Managers
– Advise HR of job openings
– Decide whether to do own
final interviewing
– Receive interview training
from HR unit
– Do final interviewing and
hiring where appropriate
– Review reference
information
– Provide feedback to HR unit
on hiring/rejection decisions
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FIGURE
Training Example: A Typical
Division of HR Responsibilities
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HR Management Roles
Administrative
Operational
advocate
Strategic
and employee
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Changing Roles of HR Management
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Old vs.
New
Paradigm
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Contemporary HR
Management Challenges
Globalization
Economic conditions
Technological changes
Workforce demographics and diversity
Organizational pressures/issues
– Restructuring
– Budget constraints
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Employee-Friendly Benefit Offerings
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HR and Technology
Human Resource Management System (HRMS)
– An integrated system providing information used by
HR management in decision making.
– Purposes and Benefits of HRMS
Administrative and operational efficiency
Availability of data for HR strategic planning, etc.
Automation of payroll / benefit activities
EEO/affirmative action tracking,
DOCUMENTATION
ROI data compilation
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Ethical Behavior and
Organizational Culture
Organizational Culture
– The shared values and beliefs in an organization
Fostering Ethical Behavior (Sarbanes-Oxley)
– Have a written code of ethics and conduct standards
– Provide ethical behavior training and advice
– Establish confidential reporting systems for ethical
misconduct
– Provide whistle-blower vehicle, protection
– Support HR’s role as keeper and voice of
organizational ethics
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Examples of Ethical Misconduct related to
HR Activities
Types of Misconduct
Examples of Employee, Supervisor, and Managerial
Behavior
Compensation
Employee Relations
Staffing and Equal
Employment
Misrepresenting hours and time worked
Falsifying expense reports
Personal bias in performance appraisals and pay increases
Inappropriate overtime classifications
Employees lying to supervisors
Executives/managers providing false information to public,
customers, and vendors
Personal gains/gifts from vendors
Misusing/stealing organizational assets and supplies
Intentionally violating safety/health regulations
Favoritism in hiring and promotion
Sexual harassment
Sex, race, and age discrimination in hiring, discipline, and
termination
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Assessing HR Effectiveness
HR Audit
– Formal research effort evaluating the
current state of HR management in an
organization
– Audit areas:
Legal compliance
Administrative processes
Recordkeeping
Employee retention
Benefits
Absenteeism and turnover control
Performance management system
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Trends related to HR
Diversity
Unemployment rate
Boomers
Employees, employer less committed
Health coverage costs up 78%, workers worried
Only 43% satisfied with current jobs
31% plan to look for a new job in 2008
Housing market
Time, flexibility highly important to 65%
Ethics, privacy
Technology
Outsourcing
www.shrm.org/hrmagazine/07Trendbook
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HR Competencies
and Careers
Competencies
– Strategic consultation
– Business knowledge
– HR practice development
– Implementation of HR practice
– Technological expertise
– Credibility, ethicality
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HR Management as a
Career
HR Generalist
A person who has
responsibility for
performing a wide
variety of HR
activities.
HR Specialist
A person who has
in-depth knowledge
and expertise in a
limited area of HR.
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FIGURE 1-8
HR Specialists
Source: HR Department Benchmarks and Analysis 2007
(Washington, DC: Bureau of National Affairs, 2007), 131.
To purchase this publication and find out more about BNA
HR solutions, visit http://hrcenter.bna.com or call 800-3721033. Used with permission.
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Median HR Salaries (2007)
HR Generalist
$55,900
Training Specialist
$55,500
Compensation Analyst
$62,400
Benefits Manager
$89,200
HR Manager
$80,700
Top HR Executive
$170,000
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FIGURE 1-9
HR Certification
The Human Resource Certification Institute
(HRCI) offers three professional certifications
for HR generalists.
Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org.
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HR Organizations
Society for Human Resource Management
(SHRM) www.shrm.org
American Society for Training &
Development (ASTD) www.astd.org
Academy of Human Resource Development
(AHRD) www.ahrd.org
Society for Industrial and Organizational
Psychologists (SIOP) www.siop.org
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Local SHRM Opportunities
ISU Student Chapter of SHRM
– www.stuorg.iastate.edu/shrm/
Cyclone Chapter (professional)
– www.cycloneshrm.org
Greater Des Moines Chapter
– www.cishrm.org
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Why YOU should join the
ISU SHRM chapter:
HR interest
Guest speakers
Free Cyclone SHRM membership
Networking
Leadership opportunities
Resume building
Food
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Other websites of interest
www.dol.gov
www.bls.gov
www.hrci.org
www.diversityinc.com
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