managing strategic human resources today

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Managing Strategic Human Resources Today Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 1-1 1

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Managing Strategic Human Resources Today

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Page 1: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Managing Strategic Human Resources Today

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Page 2: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Learning Objectives (1)

When you finish studying, you should be able to:

1. Answer the question, “What is human resource management?”

2. Discuss the trends affecting human resource management.

3. Describe important competencies human resource managers need today.

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Page 3: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Learning Objectives (2)

4. Explain and give examples of strategic human resource management.

5. Discuss three strategic management tools managers use.

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Page 4: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

What is Human Resource Management?

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Page 5: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

What is Human Resource Management?

• Job analyses• Planning labor needs/recruiting• Selecting• Orienting and training• Performance appraisal• Compensation• Incentives and benefits• Employee relations

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Page 6: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Why is HR Management Important to All Managers?

• Avoid personnel mistakes such as:– Employees not performing– Wrong person– High turnover– Not doing their best– Legal issues– Lack of training undermining effectiveness– Unfair labor practices

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Page 7: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Why is HR Management Important to All Managers?

• Improve Profits and Performance

• You May Spend Some Time as an HR Manager

• HR for Entrepreneurs

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Page 8: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Line Versus Staff Authority

• Authority–The right to make decisions–To direct the work of others–To give orders

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Page 9: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Line and Staff Aspects of HRM

• Line managers involved in:–Recruiting–Interviewing–Selecting–Training

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Page 10: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Line-Staff HR Cooperation

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Shared Responsibility

Page 11: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Line Managers’ HR Management Responsibilities

• Placement• Orientation• Training• Job performance• Cooperation• Policies and

procedures

• Controlling labor costs

• Employee development

• Morale• Health and safety

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Page 12: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Organizing the HR Department’s Responsibilities

• Recruiters• Equal Employment

Opportunity• Job analysts • Compensation managers• Training specialists

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Page 13: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

New Ways to Organize the HR Function

• New types of HR groups:–Transactional–Corporate –Embedded–Centers of expertise

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Page 14: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Trends Influencing HR Management

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Page 15: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Trends Influencing HR Management (1)

• Globalization• Technological

advances • The nature of work • Service jobs • Human capital • Offshoring

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Page 16: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Trends Influencing HR Management (2)

• Demographic Trends– “Generation Y” –Retirees–Nontraditional Workers–Workers from Abroad

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Page 17: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Economic Challenges and Trends

• Economic turmoil• Deregulation• Leveraging• Economic

globalization

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Page 18: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

The New HR Managers

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Page 19: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

The New HR Managers

• HR management yesterday and today• Strategic, big picture issues• New ways to provide transactional

services• Integrated, talent management approach

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Page 20: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

What is Talent Management? (1)

• Employee engagement• Measure HR performance and results• Add value• Build high-performance work

systems

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Page 21: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

What is Talent Management? (2)

• Evidence-based HR management• Manage ethics• New proficiencies• HR certification

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Page 22: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Strategic HR Management

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Page 23: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Strategic HR Management

• Strengths• Weaknesses• Opportunities• Threats

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(SWOT)

Page 24: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Strategic Planning Basics

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Page 25: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

What is Strategic HR Management?

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Page 26: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

HR as a Profit Center

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Page 27: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Strategic Human Resource Management Tools

• Strategy map• HR scorecard• Digital dashboards

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Page 28: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

The Plan of the Book

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Page 29: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

The Plan of the Book (1)

Ch. 2: Managing equal opportunity and diversityCh. 3: Personnel planning, recruiting and talent managementCh. 4: Testing and selecting employeesCh. 5: Training and developing employeesCh. 6: Performance management, appraisals, and careers

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Page 30: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

The Plan of the Book (1)

Ch. 7: Compensating employees Ch. 8: Managing employee ethics, engagement, retention, and fair treatmentCh. 9: Managing labor relations and collective bargaining Ch. 10: Protecting safety and health Appendix: Practical HR tools for managers

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Page 31: Managing Strategic Human Resources Today

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Copyright

1-31

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.