BUS 381 Class 1 Introduction to HRM and Course.pdf

BUS 381 – D100 Week 1 - Introduction to HRM Melissa McCrae, EdD LAND ACKNOWLEDGEMENT Simon Fraser University respectfully acknowledges the xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh Úxwumixw (Squamish), səl̓ilw̓ətaʔɬ (Tsleil-Waututh), q̓íc̓əy̓ (Katzie), kʷikʷəƛ̓əm (Kwikwetlem), Qayqayt, Kwantlen, Semia...

BUS 381 – D100 Week 1 - Introduction to HRM Melissa McCrae, EdD LAND ACKNOWLEDGEMENT Simon Fraser University respectfully acknowledges the xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh Úxwumixw (Squamish), səl̓ilw̓ətaʔɬ (Tsleil-Waututh), q̓íc̓əy̓ (Katzie), kʷikʷəƛ̓əm (Kwikwetlem), Qayqayt, Kwantlen, Semiahmoo and Tsawwassen peoples on whose unceded traditional territories our three campuses reside. As an Instructor… Education – Science, Business, Education Organizations – Tech boom/bust, start-up, academia Roles - Instructor, Director, Student Teaching – 17 years, undergrad, grad, online Speaking & Consulting – Leadership, career, network/relationship management, strengths-based management Research – Organizational Change, EDI, Leadership, Gender, HR Practices –> Performance 3 Philosophy for Learning Learning is active not passive Learning applications – cases analysis, critical thinking Skills for long-term career success = Learning Critical thinking Analysis Synthesis Thinking on your feet Working with others Taking feedback and improving 4 Activate your Brain! Sprint 52, Off 17 1 hour of focused time = 4 hours distracted Students who write outperform those who type – active reflection Importance of journaling and reflection Brain grows from change… even your seat 5 Grades - Overview 2 Exams (25% + 35% = 60%) Individual 2 Cases (10%) Peer Evaluation (5%) Team Group Paper (25%) Overall Lecture timings (start, breaks, end) Lecture Etiquette + importance - Be present, be respectful, be prepared Contact info: email me via Canvas, indicate course, team, all info needed (I am teaching 4 courses, 380 students this term) Office Hours via Zoom will be posted Course Canvas Page Missed Lectures Team Guidelines Academic Honesty Academic honesty is very important Use your brain, not AI, not other people’s brains Submit to canvas AND Turnitin.com Grading Guidelines Grading Guidelines – 300 Level required = B 3.0 Average A+, A, A- B+, B, B- C+, C, C- D, F, N 25 42 23 10 (15-30) (35-47) (14-28) (0-15) On time (or medical or other documentation) or 20/100 off for each day late 9 2 Exams Midterm – Chapters 1,2,4,5,6,7,8,9 – week 6 Final Exam – Cumulative – TBD Date Multiple Choice (50 marks) Short-answer (no choice) 1-3 marks each Medium-answer (with choice) 4-5 marks each Long-answer (with choice) 6 marks each Anything from textbook or lecture, emphasis on material covered in lecture I will not ask you to memorize facts about company examples given in the textbook or specific numbers Case Analysis Application of course content, analysis, critical thinking, compelling argument (showing your rationale) Due in Week 10 – based on material up to week 9 Submit in canvas Individual work, your brain (not AI) Class content that is not covered in textbook Group Paper Extension or depth of a course concept, research, analyze, synthesize, writing, thinking on your feet, group work skills Something you are interested in Max 10 pages + executive summary + references (APA), double- spaced, Arial 12-pt, 1” margins Submit to canvas AND turnitin.com Your collective brains (not AI) Use academic sources Splitting up work is fine but someone needs to ensure flow and one voice Group Paper Week 3 – teams chosen (random) You will receive feedback Week 4 – Topic due (Sunday) from me within 4 days IF I Week 6 – Outline due (Sunday) have feedback. If you don’t, please proceed. Week 9 – Draft due (Sunday) Week 10 – Feedback on draft from me Week 11 – Final Paper due with feedback incorporated (Sunday) Week 11 - Peer Evaluation due (Sunday) Week 13 – Oral Defense (in class time, specific timeslot given) Week 13 – Peer Evaluations released by me Peer Evaluation Self- and each team member Reliability: This team member was reliable and met deadlines for work in progress. Contribution: This team member contributed valuable information to the group, and provided a fair share of the research information. Collaboration: This team member gave input for work-in-progress promptly and in a respectful tone. Quality: This team member produced work that could be incorporated without the need for major revisions. What could this group member start, continue, or stop doing in future team work to facilitate group performance? What might this group member stop doing in future team work because it seems to hinder group performance? Peer Evaluation If a team member is not contributing or being difficult, try to deal with it, but then loop me in right away if it doesn’t work If you don’t submit = 0, regardless of what team gave you Provide comments Be fair, be honest, be kind, be constructive Don’t just give everyone top marks if they don’t deserve it Anonymous Strategic HRM Linking of Human Resources Management with strategic goals and objectives in order to improve business performance Link organizational strategy with employees’ sense of identity and purpose, community, and intrinsic values HR isn’t just for HR HRM Finding and hiring the best individuals available Developing their talent Creating a productive work environment Continually building and monitoring the human assets What happens when you don’t do it well? Bad hire costs A LOT in time, money, demotivation Unfair compensation can cost A LOT in money, time, demotivation – remember equity theory from 272? Turnover of high performers really hurts Showing up does not = performance (actively disengaged, not engaged, presenteeism, not able/trained) Lawsuits, bad press + social media Lack of training of managers has a HUGE impact on engagement, performance, turnover Loss of competitive advantage if you can’t execute effectively, efficiently  Your people ARE your competitive advantage. A great strategy isn’t worth anything if your people aren’t willing or able to execute it. Well-Being: The 5 Essential Elements Interaction of: Career Wellbeing Social Wellbeing Financial Wellbeing Physical Wellbeing Community Wellbeing Aspects of HRM Legal Environment Job Analysis & Design, HR Planning Recruitment & Selection Onboarding, Training, Career & Management Development Performance Management Compensation, Employee Benefits & Services Employee Relations Occupational Health & Safety Labour Relations The Transition of HRM Personnel Human Human Administration Relations Resources manager employee anger employee Laws EE contract support unions concern Outsourcing motivation competition Early 1900s 1920s – 1930s 1940s – 1950s 1970s – 1980s Present Benefits Policies Orientation Equality Retention Payroll Procedures Appraisals Recruitment Culture Hiring Union ER T&D Engage Firing avoidance WLB Subservient IR EHS Support Compliance HRM Responsibilities Formulating aligned policies and procedures Measurement to determine what works and tweak Serving as consultant and change agent Offering advice, acting as a strategic business partner Management development Redesigning organizational structures Employer branding Employee integration and inclusion Advising on and implementing hybrid arrangements HRM Challenges Policing and policies and practices that are not aligned Don’t know the business Don’t understand business broadly ‘Get in the way’ Not up to speed on technology tools Hard balance between details and strategic considerations Creating policies and practices around the 10% HRM Measurement Importance of measurement Cause and effect Difficulty in determining causation People measures: Engagement, satisfaction Turnover, absenteeism, presenteeism Program and practice satisfaction Qualified candidates applying for roles Organizational measures: Productivity, performance, revenue, profitability Customer satisfaction Ethics and Conduct Clear policies and guidelines in place Deal with misconduct Be careful of misaligned people practices (e.g. compensation) Reporting and ethics/integrity audits The Changing Environment Technology (as an HR tool, impact of complexity) Government (policies, variety) Globalization (competition, competitive advantage, multinational corps and implications for all aspects of HR) Equity, Diversity, Inclusion Economic conditions Organizational Culture, Climate Equality vs Equity DEI Change JEDI Definitions JUSTICE The act of addressing harm and restoring dignity and power back to individuals who experience injustices. EQUITY Fair systems that strive to create flourishing outcomes for all individuals and communities. DIVERSITY A group of people who, together, possess a myriad of lived experiences and perspectives often shaped by their race, gender identity, ability, sexual orientation, religion, socioeconomic class, and more. INCLUSION The act of ensuring that individuals feel respected, accepted, valued, and supported. The Business Case for Diversity Diversity is not enough Business case demotivating for those with diverse identities Societal imperative + moral objective + business case Diversity without inclusion will have the opposite impact Diversity as a measure without the consideration of level, power, impact, inclusion is flawed Economic Conditions & HR Tertiary or service sector = 79% of jobs Motivation and engagement Fluctuations in market impact hiring, retaining, and downsizing Organizational Culture Core values, beliefs, and assumptions that are widely shared by members of an organization Conveyed through mission statement, stories, symbols and ceremonies. Communicates what organization believes in and stands for Provides sense of direction and expected behaviour Creates a sense of identity and consistency Fosters employee loyalty and commitment “Culture is the soul of the organization – the beliefs and values, and how they are manifested. I think of structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force” Mintzberg, 1997 Organizational Climate Organizational climate is the atmosphere or “internal weather”, and its impact on employee motivation, job satisfaction, performance, productivity, and loyalty Examples: friendly or unfriendly, open or secretive, rigid of flexible, innovative or stagnant Next Week Chapter 2 – The Legal Environment 35