BTEC Higher National Diploma Human Resource Management. Jeeshan Mirza. Lecture 1.1 INTRODUCTION TO HRM

Transcription

1 BTEC Higher National Diploma Human Resource Management Jeeshan Mirza Lecture 1.1 INTRODUCTION TO HRM

2 Topic Overview 1. HRM Strategy & Analysis 2. Job Analysis 3. Personal Planning & Recruiting 4. Selecting Employees 5. Training & Developing Employees 6. Performance Management & Appraisal 7. Managing Employee Retention, Engagement, and Careers 8. Developing Compensation Plans 9. Pay For Performance & Employee Benefits 10. Ethics, Employee Relations, Fair Treatment At Work 11. Working With Unions/Improving Occupational Safety, Health, and Risk Management

3 Lecture Overview What Is HRM Evolution of HRM HRMs Contributing Role HRM Functions Current & Future HRM Challenges The New HR Managers HRM as Career Field

4 What is Human Resource Management Definition, Key Concepts

5 Hire Problems Train Policies Strategy Sugar Bakery By: Jane Hire Train Policies Employee Relations Compensation Rewards Job Analysis Strategy

6 Definition Human resource (HR) management is designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals -Mathis Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns -Dessler

7 Definition Human resource management can be defined as a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations -Armstrong HRM are the policies, practices, and systems that influence employees behavior, attitudes, and performance -Raymond Noe

8 Common Elements Management System Policies, procedures, recruiting, training, compensation, labor relations, health, safety Strategic Organizational goals, integrated Performance Efficiency, effectiveness, behaviour, attitude

9 Sugar Bakery By: Jane Class Discussion What would happen to Sugar Bakery if Jane, kept on expanding the business but didn t hire an HR person, or implement HR program?

10 Related Disciplines

11 HR as Core Competency Core competency- Unique capability that creates high value, differentiates organization from competition Organizations have identified- human resources can be core competencies differentiating them from competitors and key determinant of competitive advantage

12 Herb Kelleher, Chairman & CEO South West Airlines Our competitors can buy all the physical things, copy our strategy, our routes. But they cannot buy or imitate the dedication, devotion, loyalty and spirit of our people. That is the most powerful thing of all, people are our core reason for success 1

13 The Starbucks Effect People and service constitute Starbucks s competitive advantage

14 Human Capital Not solely people in organizations What people bring and contribute to organizational success Collective value of the capabilities, knowledge, skills, life experiences, and motivation of workforce Intellectual capital reflects thinking, knowledge, creativity, and decision making of people in organizations

15 Human Capital Source: Raymond Noe

16 Evolution Of HRM The Emergence & Development of the HRM Discipline

17 Evolution of HRM Source: HR Dictionary

18 2 Source: HR Dictionary

19 HRM s Contributing Role Impact in Organizations

20 HRM s Contributing Role Support the organization in achieving its objectives by developing and implementing human resource (HR) strategies that are integrated with the business strategy Contribute to the development of a highperformance culture Ensure that the organization has the talented, skilled and engaged people it needs

21 HRM s Contributing Role Create a positive employment relationship between management and employees and a climate of mutual trust Encourage the application of an ethical approach to people management

22 HRM s Contributing Role

23 HRM s Contributing Role Negative Perceptions Bureaucratic and administrative focused Too detail oriented Too costly Does not understand the main business HR managers seen more concerned about activities than results, and hard to link HR efforts to employee, managerial, and business performance organizational metrics 3

24 HRM Functions Role of HRM Function In An Organization

25 HR Management Functions-Mathis

26 Responsibilities Of HR Department- Raymond Noe

27 Responsibilities Of HR Department- Raymond Noe

28 HRM Functions This Course 1. HRM Strategy & Analysis 2. Job Analysis 3. Personal Planning & Recruiting 4. Selecting Employees 5. Training & Developing Employees 6. Performance Management & Appraisal

29 HRM Functions This Course 7. Managing Employee Retention, Engagement, and Careers 8. Developing Compensation Plans 9. Pay For Performance & Employee Benefits 10. Ethics, Employee Relations, Fair Treatment At Work 11. Working With Unions/Improving Occupational Safety, Health, and Risk Management

30 HRM Function All managers are human resource managers- they are involved recruiting, interviewing, selecting, training Manager Line Manager Staff Manager A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization s tasks-production and sales A manager who assists and advises line managers. Human resource managers are staff managers. They assist and advise line managers in areas like recruiting, hiring, and compensation

31 HRM Function

32 HRM Function All supervisors spend much of their time on personnel-type tasks Direct handling of people integral part of every line manager s responsibility, from president to first-line supervisor Small organizations-line managers may carry out all personnel duties unassisted. As organization grows, line managers need assistance, specialized knowledge, advice of HR

33 HRM Function Organizational Chart Of Smaller Company

34 HRM Function Organizational Chart Of HR Department in Large Company

35 HRM Function Organizational Chart Shared Services

36 Current & Future HRM Challenges Trends influencing human resource management

37 Current & Future HRM Challenges Organizational cost pressures and restructuring Mergers & Acquisitions Economics and job changes Occupational shifts Service industry growth Contingent workforce/flexibility Globalization of organizations and HR Expatriates Global economic factors Global legal and economic factors Ethics

38 Current & Future HRM Challenges Workforce demographics and diversity Racial and ethnic diversity Women in workforce Aging workforce HR Technology HRMIS Social Media 4

39 The New HR Managers How 21 st Century HR Managers are dealing with contemporary business challenges

40 The New HR Managers They focus more on strategic big picture issues They use new ways to provide HR service, eg. Social Media They take a talent management approach to managing human resources They manage employee engagement They manage ethics

41 The New HR Managers They measure HR performance and results They use evidence based HRM They add value by boosting profit and performance They understand their HR philosophy They have new competencies 5

42 HRM as Career Field Career choices for HR professionals, and competencies required

43 HRM as Career Field HR Generalist-a person who has responsibility for performing a variety of HR activities HR Specialists- individuals who have in-depth knowledge and expertise in limited areas of HR

44 HRM as Career Field Competencies HR professionals at all levels need the following Strategic knowledge and impact means Legal, administrative, and operational capabilities Technology knowledge and usage abilities ethical behavior Results orientation/performance Change champion

45 HRM as Career Field Why Study HRM? Beyond the fact it is a core course In essence, everyone at some point has to perform HRM activities whether CEO, CFO, entrepreneur or a manager People can truly contribute competitive advantage Can be an interesting subject!

46 Thanks! Any questions? You can find me