Transcript Chapter 1 - Strategies, Trends, and Challenges in HRM

Chapter
Training Employees
6
1.
What Do I Need to Know?
Discuss how to link training programs to
organizational needs.
Explain how to assess the need for training.
Explain how to assess employees’ readiness for
training.
Describe how to plan an effective training
program.
Compare widely used training methods.
Summarize how to implement a successful
training program.
Evaluate the success of a training program.
Describe training methods for employee
orientation and diversity management.
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C H A P T E R
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6.
Strategies, Trends, and
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Challenges
in
HRM
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Canada’s Most Respected - RBC
For the second consecutive
year, RBC Financial Group
received the highest ranking
in Ipsos-Reid’s “Canada’s
Most Respected
Corporations” survey.
Criteria for selection
includes Human Resource
Management practices. In
full page newspaper ads,
RBC attributed this success
to its 69,873 employees
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Introduction
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Human resource management (HRM) is
defined as the policies, practices, and
systems that influence employees’
behaviour, attitudes, and performance
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HR and Company Performance
HRM has traditionally been viewed as a expense,
rather than a source of value to the organization
 Human capital
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An organization’s employees described in terms of
characteristics that add economic value e.g.
training, experience, insight, etc.
Human resources:
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Valuable
Rare
Cannot be imitated
Have no good substitutes
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Impact of Human Resource
Management
All other businesses
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Responsibilities of HR Departments
Analyzing &
Designing Jobs
Legal
Compliance
HR Policies
HR Departments
Employee &
Labour Relations
Recruiting &
Hiring
Training &
Developing
Managing
Performance
Total Rewards
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HR as a Strategic Partner
Productivity
Improvement
Outsourcing
Human
Resource
Management
Expanding into
Global
Markets
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HR Professional Capabilities Profile
Strategic
Contributions
Business
Acumen
Professionalism
Managing Client
Relationships
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HR Responsibilities of Supervisors
Many HR activities are carried out by
supervisors:
 Help define jobs
 Forecast HR needs
 Interview and select candidates
 Train, coach and develop employees
 Appraise performance
 Recommend pay increases and promotions
 Communicate policies & comply with laws
 Provide motivational environment
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Careers in HRM
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Environmental Trends Impacting
HRM
Change in the Labour Force
• Aging workforce
• Diverse workforce
• Skill deficiencies
Technological Change
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HRIS
Connectedness
E-HRM applications
Self-service
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High-Performance Work
Systems
Knowledge workers
Employee engagement
Teamwork
Increasing education
Change in the Employment
Relationship
• New psychological contract
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Change in the Labour Force
 Labour
force: All the people willing
and able to work
 Internal
labour force: the organization’s
workers
 External labour market: Individuals who
are actively seeking employment
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An Aging Workforce
 Canada’s
population and labour force are
aging
 Impending shortage of workers as the
labour forces in many developed
countries will be shrinking
 Concerns related to retirement planning,
retraining older workers, motivating
plateaued employees, controlling healthrelated costs
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Age Distribution of Canadian
Population, 2006 & 2016
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A Diverse Workforce
The Canadian labour force is growing more
diverse:
 Employment Equity designated groups:
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Visible minorities and immigrants provide
competitive knowledge
More women in the workforce
Growth of aboriginal population
Persons with disabilities provide a productive
source of employees
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High-Performance Work Systems
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Knowledge workers
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Employee engagement
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Employees whose main contribution is
specialized knowledge
The extent that employees are satisfied,
committed to, and prepared to support
what is important to the organization
Teamwork
Increasing levels of education
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Technological Change in HRM
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Human resource information system
(HRIS)
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Connectedness: A changing economy
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A computer system used to acquire, store,
manipulate, analyze, retrieve, and
distribute information related to an
organization’s human resources
Growing use of e-business
E-HRM
Self-service
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Change in the Employment
Relationship
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A new psychological contract
 Companies demand:
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Excellent customer service, high
productivity, employees to take
responsibility for their careers
Employees want:
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Flexible work schedules, effective work
environment, more control, training and
development, financial incentives
© 2005 McGraw-Hill Ryerson Ltd.