Managing Human Resources Today PDF

Main Topic 1: Managing Human Resources Tasks of Manager Today  Conducting job analyses (determining the nature of each employee’s job). Organization...

Main Topic 1: Managing Human Resources Tasks of Manager Today  Conducting job analyses (determining the nature of each employee’s job). Organization  What are the functions of the employee  A group consisting of people with formally  Duties and responsibilities assigned roles who work together to achieve  Planning labor needs and recruiting job the organization’s goals. candidates.  Highest position to lower position in a company  Selecting job candidates.  Orienting and training new employees. Manager  Managing wages and salaries (compensating  Someone who is responsible for accomplishing employees). the organization’s goals, and who does so by  Providing incentives and benefits. managing the efforts of the organization’s  Appraising performance. people.  Communicating (interviewing, counseling, disciplining). Managing  Training employees and developing managers.  To perform five basic functions: planning,  Building employee relations and engagement. organizing, staffing, leading, and controlling. What every manager should know about: Management process  Equal opportunity and affirmative action.  The five basic functions of planning,  Employee health and safety. organizing, staffing, leading, and controlling.  Handling grievances and labor relations.  Planning. Establishing goals and standards; HRM is Important to Managers: developing rules and procedures; developing  AVOID PERSONNEL MISTAKES – having plans and forecasts this knowledge will help you avoid the o Setting up mission and vision personnel mistakes you don’t want to make o Develop rules and procedures while managing.  Organizing. Giving each subordinate a  To have your employees not doing their specific task; establishing departments; best. delegating authority to subordinates; o Chill employees establishing channels of authority and  To hire the wrong person for the job. communication; coordinating the work of  To experience high turnover. subordinates o Maraming umaalis sa company  Staffing. Determining what type of people because of poor management should be hired; recruiting prospective  To have your company in court due to your employees; selecting employees; setting discriminatory actions. performance standards; compensating  To have an employee hurt due to unsafe employees; evaluating performance; practices. counseling employees; training and  To let a lack of training undermine your developing employees department’s effectiveness.  Leading. Getting others to get the job done;  To commit any unfair labor practices. maintaining morale; motivating subordinates  Controlling. Setting standards such as  IMPROVING PROFITS AND sales quotas, quality standards, or PERFORMANCE production levels; checking to see how actual performance compares with these  It can help ensure that you get results— standards; taking corrective action as through people. Many managers have needed been successful even without adequate plans, organizations, or controls. They Human resource management (HRM) were successful because they had the knack for hiring the right people for the  The process of acquiring, training, appraising, right jobs and then motivating, and compensating employees, and attending appraising, and developing them. to their labor relations, health and safety, and fairness concerns.   YOU MAY SPEND SOME TIME AS AN HR 2. Starting new employees in the organization MANAGER (orientation) (do’s and don’ts)  About a third of large U.S. businesses 3. Training employees for jobs that are new to surveyed appointed non-HR managers to them be their top human resource executives. 4. Improving the job performance of each person Some think these people may be better 5. Gaining creative cooperation and developing equipped to integrate the firm’s human smooth working relationships resource activities (such as pay policies) 6. Interpreting the company’s policies and with the company’s strategic needs (such procedures (Budget allocations) as by tying executives’ incentives to 7. Controlling labor costs (transparent in report) corporate goals). 8. Developing the abilities of each person  HR FOR SMALL BUSINESSES 9. Creating and maintaining departmental morale  You may well end up as your own human 10. Protecting employees’ health and physical resource manager. conditions  The owner and his or her other managers handle tasks like signing employees on. Human Resource Department The techniques can help you to manage  Recruiters: Use various methods including a small firm’s human resources more contacts within the community and print and effectively. online media to search for qualified job applicants. Authority - The right to make decisions, direct  Equal employment opportunity (EEO) others’ work, and give orders. representatives or affirmative action  University President coordinators: Investigate and resolve EEO grievances, examine organizational practices Line Authority - Traditionally gives managers the for potential violations, and compile and submit right to issue orders to other managers or EEO reports. employees.  Job analysts: Collect and examine detailed  Creates a superior (order giver), subordinate information about job duties to prepare job (order receiver) relationship. descriptions.  Vice President to other deans  Compensation managers: Develop compensation plans and handle the employee Staff Authority - Gives a manager the right to benefits program. advise other managers or employees.  Training specialists: Plan, organize, and  Deans direct training activities.  Creates an advisory relationship  Labor relations specialists: Advise  When the human resource manager suggests management on all aspects of union- that the plant manager use a particular management relations. selection test  HR and line managers share responsibility for most human resource activities. Staff Manager - A manager who assists and advises  Supervisor - might describe what training she line managers. thinks the new employee needs; might then  Department Chairs provide on-the-job training  Generally run departments that are advisory or  HR - might design the training supportive, like purchasing and human resource management NEW APPROACHES TO ORGANIZING HR  HR managers - assist and advise line  One survey found that 55% of firms surveyed managers in areas like recruiting, hiring, and were actively “reengineering” their human compensation resource management processes, (for example, by moving recruiting from in-house Line Manager - A manager who is authorized to recruiters to online and social media direct the work of subordinates and is responsible for platforms). accomplishing the organization’s tasks.  Many are using technology to institute more  Program Chair “shared services” arrangements. These create centralized HR units whose 1. Placing the right person in the right job employees are shared by all the companies’  departments to assist the departments’ line Trends in Jobs People Do managers in human resource matters.  There are three big trends in the jobs people  Service – intranets (private network) or do. centralized call centers; they aim to provide  First, work has shifted from managers and employees with specialized manufacturing to service. Today over two- support in day-to-day HR activities (such as thirds of the U.S. workforce is employed in discipline problems). producing and delivering services, not  Corporate HR teams - assist top products. management in top-level issues such as  On-Demand Workers. Today in companies developing the personnel aspects of the like Uber and Upwork, most workers aren’t company’s long-term strategic plan. employees at all: They’re freelancers and  Embedded HR teams have HR generalists independent contractors–gig workers, who (also known as “relationship managers” or work when they can, on what they want to “HR business partners”) assigned to work on, when they’re needed. functional departments like sales and  Human Capital - technology is useless production. They provide the employee without skilled workers. Adjusting how you selection and other assistance the select, train, and engage these employees departments need.  Centers of expertise are basically Globalization Trends specialized HR consulting firms within the  Globalization refers to companies extending company. Provide specialized advice in their sales, ownership, and/or manufacturing areas such as organizational change to all to new markets abroad. Thus, Toyota builds the company’s various units Camrys in Kentucky, while Apple assembles iPhones in China. The Trends Shaping Human Resource  Free trade areas—agreements that reduce Management tariffs and barriers among trading partners— 1. Workforce Demographics and Diversity further encourage international trade. The Trends North American Free Trade Agreement 2. Trends in Jobs People Do (NAFTA) and the European Union (EU) are 3. Globalization Trends examples. 4. Economic Trends  Governments dropped cross-border taxes or 5. Technology Trends tariffs, formed economic free trade areas, and took other steps to encourage the free flow of Workforce Demographics and Diversity Trends trade among countries  The composition of the workforce will  More globalization meant more competition, continue to become more diverse with more and more competition meant more pressure women, minority group members, and older to be “world-class”—to lower costs, to make workers in the workforce. employees more productive, and to do things  The problem is that there aren’t enough better and less expensively younger workers to replace the projected number of baby boom–era older workers Economic Trends (born roughly 1946–1964) retiring.  Great Depression - 1929-1939  Many employers are bringing retirees back  The worst economic crisis in modern (or just trying to keep them from leaving). history  Many are hiring foreign workers for U.S. jobs.  Production had already declined and unemployment had risen, leaving stock prices much higher than their actual value were low, consumer debt was proliferating, the agricultural sector of the economy was struggling due to drought  Before WW2  Great Recession - 2008-2009  The worst economic downturn in the U.S. since the Great Depression  Domestic product declined 4.3%, the unemployment rate doubled to more than  10%, home prices fell roughly 30% and at features into training, performance its worst point appraisal, and recruiting.  Although globalization supported a growing  Cloud computing–based tools enable global economy, the period from roughly employers to monitor things like a team’s 2007–2015 was difficult economically. goal attainment and to provide real-time  gross domestic product (GDP)—a measure direct evaluative feedback of the United States of America’s total o track employee engagement in real- output—boomed between 2001 and 2007. time via quick surveys. During this period, home prices leaped as  Data analytics basically means using much as 20% per year. statistical techniques, algorithms, and  Around 2007–2008, all these measures fell problem-solving to identify relationships off a cliff. GDP fell. Home prices dropped by among data for the purpose of solving 10% or more (depending on city). particular problems Unemployment nationwide soon rose to o data analytics is called talent more than 10%. analytics when applied to human  Labor Force Trends - the labor force in resource management America is growing more slowly o Retrospective Talent analytics -  if employers can’t get enough workers, their résumés were grammatically they can’t expand correct, they didn’t quit school until  the percent of the population (particularly obtaining some degree, and they 25- to 54-year olds) that wants to work its were able to succeed with vague way down instructions.  The Unbalanced Labor Force -  Artificial intelligence (AI) basically unemployment rates are low, while in others means using computers to do tasks in unemployment rates are still relatively high; human-like ways.  recruiters in many companies can’t find o scanning and transferring customer candidates, while in others there’s a address changes from e-mails to the wealth of candidates; company’s data records  and many people working today are in (“automation”); and to “learn” and jobs “below” their expertise predict which job applicants will  Company A: Madami nag apply pero succeed, and which are most likely hindi qualified; Company B: Madami pero to leave (“analysis”) lahat qualified  Augmented reality (AR) transforms huge amounts of data and superimposes Technology Trends digital summaries and images on the  Technological change is affecting the physical world. nature of jobs. o If your car shows the car’s speed and  When someone thinks of “tech jobs,” jobs direction directly on the windshield, at Google come to mind, but technology you're experiencing AR. affects all sorts of jobs. Employees type o Boeing uses AR to help trainees their commands into computerized learn the 50 steps required to  machines that create precision parts. assemble an aircraft wing section  Technology is changing how employers get human resource management tasks A Brief History of Personnel/Human Resource done. Management  Employers use social media tools such  Ancient armies and organized efforts always as Twitter, Facebook, and LinkedIn required attracting, selecting, training, and (rather than, say, employment agencies) motivating workers. But personnel tasks like to recruit new employees. these were mostly just part of every  Employers use mobile applications, for manager’s job, something that lasted in most instance, to monitor employee location countries until the late 1800s. and to provide digital photos at the facility  By 1900, employers set up the first “hiring clock-in location to identify workers offices,” training programs, and factory  Web sites such as Knack, Gild, and True schools. Personnel management had begun. Office enable employers to inject gaming  Personnel managers took over hiring and firing from supervisors, ran the payroll  departments, and administered benefits company needs to achieve its strategic goals plans. (L.L. Beans)  New union laws in the 1930s added “Helping the employer deal with unions” to HR and Performance Measurement personnel’s tasks.  Human resource managers use performance  New equal employment laws in the 1960s measures (or “metrics”) to validate claims like made employers more reliant on personnel these. For example, the average number of management to avoid discrimination claims. HR employees per 100 total employees is  By the 1970s globalization made gaining a 2.57. competitive edge through engaged employees—and therefore personnel HR and Evidence-Based Management management—increasingly important.  use of data, facts, analytics, scientific rigor, critical evaluation, and critically evaluated Strategic Human Resource Management research/case studies to support human  A second pillar of HR today is that today’s resource management proposals, decisions, human resource management is more practices, and conclusions involved in longer-term, strategic “big  means using the best-available evidence in picture” issues. making decisions about the human resource  Strategic human resource management management practices you are focusing on. means formulating and executing human  The evidence may come from actual resource policies and practices that produce measurements (such as, how did the the employee competencies and behaviors trainees like this program?). the company needs to achieve its strategic  It may come from existing data (such as, aims. what happened to company profits after we  L.L. Bean - special employees, “innovative installed this training program?). professionals with a love for the outdoors, a  It may come from published research commitment to service and a shared studies (such as, what does the research excitement for the future literature conclude about the best way to  multiple interviews to screen out ensure that trainees remember what they applicants learn?).  outdoors-oriented work environment and competitive pay, and benefits that include HR and Adding Value outdoor clubs, sporting equipment to  They say human resource management’s borrow, and outdoor courses and tours aim is to add value. Adding value means  supportive environment - the company helping the firm and its employees improve keeps its jobs close to the town in a measurable way as a result of the human resource manager’s actions. Performance and Human Resource Management  Entails improving the company’s processes, Employee performance-improvement efforts aligning HR’s activities with the company’s  HR department lever – HR manager strategy, and fostering employee ensures that the human resource engagement. management function is delivering services efficiently Sustainability and Human Resource  outsourcing certain activities such as Management benefits management  Companies’ efforts should be “sustainable,”  use of technology to deliver its services by which they mean judged not just on more cost-effectively (AI, payroll profits, but also on their environmental and software) social performance as well.  Employee cost lever - HR manger advise  Deliver financial performance while also top management about the company’s achieving human sustainability, staffing levels, and in setting and controlling environmental sustainability (proper the firm’s compensation, incentives, and tulugan), and talent sustainability (incentives, benefits policies promotions).  Strategic results lever - HR manager puts in place the policies and practices that produce the employee competencies and skills the Employee Engagement and Human Resource 7. Global and Cultural Effectiveness The Management ability to value and consider the perspectives  Employee engagement refers to being and backgrounds of all parties psychologically involved in, connected to, 8. Communication The ability to effectively and committed to getting one’s jobs done. exchange information with stakeholders  Engaged employees “experience a high level of connectivity with their work tasks,” and SHRM also says human resource managers must therefore work hard to accomplish their task- have command of the basic knowledge related goals. in the functional areas of HR, such as talent  A survey by consultants Watson Wyatt acquisition. Worldwide concluded that companies with highly engaged employees have 26% higher 1. Functional Area #1: HR Strategic Planning revenue per employee. 2. Functional Area #2: Talent Acquisition 3. Functional Area #3: Employee Engagement Ethics and Human Resource Management & Retention Ethics - The principles of conduct governing an 4. Functional Area #4: Learning & Development individual or a group; specifically, the standards you 5. Functional Area #5: Total Rewards use to decide what your conduct should be. 6. Functional Area #6: Structure of the HR Function The New Human Resource Manager 7. Functional Area #7: Organizational  Must understand strategic planning, Effectiveness & Development marketing, production, and finance 8. Functional Area #8: Workforce Management  Must understand strategic planning, 9. Functional Area #9: Employee & Labor marketing, production, and finance Relations  Drive employee engagement 10. Functional Area #10: Technology  Redesign organizational structures and work Management processes 11. Functional Area #11: HR in the Global Context What Does it Take to be a HRM today? 12. Functional Area #12: Diversity & Inclusion The Society for Human Resource Management 13. Functional Area #13: Risk Management (SHRM) introduced a “competency model” (called 14. Functional Area #14: Corporate Social the SHRM Body of Competency and Responsibility KnowledgeTM); it itemizes the competencies, skills, 15. Functional Area #15: U.S. Employment Law knowledge, and expertise human resource & Regulations managers need. HR Manager Certification 1. Leadership and Navigation The ability to  Many human resource managers use direct and contribute to initiatives and certification to demonstrate their mastery of processes within the organization contemporary human resource management 2. Ethical Practice The ability to integrate core knowledge and competencies. Managers values, integrity, and accountability have, at this writing, at least two testing throughout all organizational and business processes to achieve certification. practices  The oldest is administered by the HR 3. Business Acumen The ability to understand Certification Institute (HRCI), an independent and apply information with which to certifying organization for human resource contribute to the organization’s strategic plan professionals. 4. Consultation The ability to provide guidance  Through testing, HRCI awards several to organizational stakeholders credentials, including Professional in 5. Relationship Management The ability to Human Resources (PHR), and Senior manage interactions to provide service and Professional in Human Resources support the organization (SPHR). 6. Critical Evaluation The ability to interpret information with which to make business decisions and recommendations