Trưởng Phòng Nhân Sự Chương Mẫu_edited (1)

Human Resource Management in Organizations

Human

Resource

Management

Human Resource Management in Organizations

CHAPTER 1

Learning Objectives

 Define human capital

 Identify where employees can be used as a core competency

 Show the seven categories of HR functions

 Provide an overview of four challenges

facing HR today

Human Resource (HR) Management

Design of formal systems in an

organization to manage human talent for accomplishing

organizational goals

Figure 1.1 - Typical Division of HR

Responsibilities: Selection Interviewing

Types of Organizational Assets

Human Capital

 Collective value of the capabilities,

knowledge, skills, life experiences, and

motivation of an organizational workforce

 Called intellectual capital to reflect following contributions of employees

 Thinking

 Knowledge

 Creativity

 Decision making

Smaller Organizations and HR

Management

• Protects corporate assets

against the many legal

issues

Negative

• Too bureaucratic, oriented, and costly and are comprised of

Figure 1.2 - Where Employees Can be

a Core Competency

Organizational Productivity

Figure 1.3 - HR Approaches to

Improving Productivity

Customer Service and Quality Linked

to HR

Human Resource Management

Customer

 Affects organizational effectiveness

Organizational Culture

 Shared values and beliefs in an organization

 Evolves over a period of time

 Provides employees with rules for behavior

 Is constant and enduring

 Constitutes organizational climate

 Affects service and quality, organizational productivity, and financial results

 Political, social, and legal

HR Management Functions

 HR strategy and planning

 Equal employment opportunity

 Staffing

 Talent management

 Rewards

 Risk management and worker protection

 Employee and labor relations

Figure 1.5 - Mix of Roles for HR

Departments

Roles of HR Management

Administrative

• Clerical administration, recordkeeping, legal paperwork and policy implementation

• Major shifts - Use of technology and outsourcing

Operational and Employee Advocate

• Cooperate with managers and supervisors

• Identify and implement needed programs and policies in the organization

Strategic

• Address business realities

• Focus on future business needs

• Fit between human capital and business plans and needs

Current HR Management Challenges

Competition, Cost Pressures, and

Restructuring

• Caused to reduce the number of existing

employees attract and retain employees

with different capabilities

Job Shifts

• Inadequate supply of workers with the skills needed to perform the emerging new jobs Skill Shortages

Integration of global operations,

management, and strategic alliances

Expatriate: Citizen of one country working in a

second country and employed by an organization

headquartered in the first country

Host-country national: Citizen of one country

working in that country and employed by an

organization headquartered in a second country

Third-country national: Citizen of one country

working in a second country and employed by an

organization headquartered in a third country

Types of global workers

Globalization - Legal and Political

Globalization - Challenges For

Global Human Resource

Strategy

People

Complexity

Risk

Advantages of Technology

 Improves the efficiency of the administrative

HR functions and reduces costs

 Helps in strategic HR planning

 Supports recruitment, selection and training

 Contributes to organizational performance through collection and analysis of HR-related data

Figure 1.8 - HR and Organizational Ethics

Ethical Behavior and Organizational Culture

Ethics and Global Differences

 Differences in legal, political, and cultural values and practices in different countries

 Global employers must comply with both their home-country laws and the laws of

other countries

HR’s Role in Organizational Ethics

Figure 1.9 - Examples of HR-Related Ethical Misconduct

Sarbanes-Oxley (SOX)Act

 Reduces likelihood of illegal and unethical

behaviors

 HR issues - Major concerns are linked to

executive compensation and benefits

 Requires companies to:

 Establish ethics codes

 Develop employee complaint systems

 Have antiretaliation policies for employees who act

as whistle blowers to identify wrongful actions

HR Management Competencies

and Careers

HR Management as a Career Field

Human Resource Professionalism and Certification

 HR professionals need knowledge in following areas

Figure 1.10 - HR Certifications at a Glance

Human

Resource

Management

Strategic HR Management and Planning

CHAPTER 2

Learning Objectives

 Summarize the organization’s strategic

planning process

 Explain the key differences between good

and bad strategy and suggest a way to force strategic asset reallocation

 Outline how HR’s Strategies are merged with organizational strategies and give two

examples

Learning Objectives

 Discuss how one forecasts for supply and

demand of Human Resources

 List options for handling a shortage and

surplus of employees

 Identify how organizations can measure and analyze the effectiveness of HR management practices

Strategy and Strategic Planning

Figure 2.1- Strategic Planning

Process

Organizational Mission

The guiding force and core reason for

existence of the organization and what makes it unique

Strategic HR Management

Entails providing input into organizational

strategic planning and developing specific HR

initiatives to help achieve the organizational

goals

Develops processes that help align individual

employee performance with the

organizational strategic objectives

Operationalizing HR Management Strategies

Figure 2.2 - Areas Where HR Can

Develop Strategies

H R Strategies for Global

• Reliability - Ability of the offshore vendor to deliver

• Responsiveness - Offshore vendor’s ability to make changes when necessary

Figure 2.3 - Strategic HR Approaches

to International Staffing

Human Resource Planning

 Analyzes and identifies the need for and

availability of people so that the organization can meet its strategic objectives

 Ensures right number of human resources with the right capabilities, at the right times, and in the right places

Figure 2.4 – HR Planning Process

Environmental Scanning

Assessment of internal and external

environmental conditions affecting organization

• External environment - Economic, political and

competitive forces

• Internal environment

• Quality and quantity of talent

• Organizational culture

• Talent pipeline and leadership bench strength

Helps identify strengths, weaknesses,

opportunities, and threats

Figure 2.5 - HR Factors in the SWOT Analysis

Succession Planning

Process of identifying a plan for the

orderly replacement of key employees

Factors Affecting External Pool of Employees

Economic and Governmental Factors - Impact HR Planning

•Government regulations affect labor supply

•Tax legislation at local, state, and federal levels

Geographic/Competitive Evaluations

•Net migration

•Direct competitors

•International competition

Changing Workforce Considerations

• Aging of the workforce

•Growing diversity of workers

•Female workers and work-life balancing concerns

•Availability of contingent workers

•Outsourcing possibilities

Planning for Internal Workforce Audit Current and Future Job Audits

•Existing jobs

•Number of individuals performing each job

•Reporting relationships

•Vital KSAs (knowledge, skills, abilities)

•Jobs needed to implement future organizational strategies

•Characteristics of anticipated jobs

Employee and Organizational Capabilities

Inventory

•Employee demographics

•Career progression

•Performance data

Forecasting

Using information from the past and

the present to identify expected future conditions

HR Forecasting Methods

•Estimates

•The rule of thumb

•The Delphi technique

HR Forecasting Planning Periods

Short-range plans - Forecast for the

immediate HR needs of an

organization

Intermediate-range plans - Project one

to three years into the future

Long-range plans - Extend beyond

three years

Forecasting External Supply of

Employees

Net migration into and out of the area

Individuals entering and leaving the workforce

Individuals graduating from schools and colleges

Changing workforce composition and patterns

Economic forecasts for the next few years

Technological developments and shifts

Actions of competing employers

Government regulations and pressures

Figure 2.7 - Estimating Internal Labor Supply for a Given Unit

Figure 2.8 - Managing Talent Supply Imbalance

Best Practices to Carry Out Layoffs

Identify the work that is core to sustaining a profitable

business

Identify the knowledge, skills, and competencies

needed to execute the business strategy

Protect the bottom line and the corporate brand

Constantly communicate with employees

Pay attention to the survivors

Severance Benefits and

Outplacement Services

 Temporary payments made to laid-off

employees to ease the financial burden of unemployment

 Outplacement services - Give displaced

employees support and assistance

 Personal career counselling

 Interviewing workshops

 Referral assistance

Legal Considerations for Workforce Reductions

Selection Criteria for Laying Off

•Title VII of the Civil Rights Act

•Age Discrimination in Employment Act

•Americans with Disabilities Act

Other Regulations

•Consolidated Omnibus Budget Reconciliation Act

(COBRA)

•Older Workers Benefit Protection Act (OWBPA)

•Worker Adjustment and Retraining Notification (WARN)

Managing a Talent Shortage

Figure 2.9 - Ways to Manage a Talent Shortage

Figure 2.10 - HR Activities During

Mergers and Acquisitions

 Labor contract obligations

 Is complex when merger and acquisition

involves companies in different countries

Changing the Organizational

Culture

Measuring Effectiveness of Human Resources and Human Capital

Effectiveness: Ability to produce a

specific desired effect or result that can

be measured

Efficiency: Degree to which operations

are done in an economical manner

HR Metrics and Analytics

HR Metrics: Specific measures tied to HR

performance indicators

HR analytics: An evidence-based

approach to making HR decisions on the

basis of quantitative tools and models

Figure 2.11- Key HR Metrics

Characteristics of HR metrics and

Analytics

Accurate data

Measures linked to strategic and operational

objectives

Clearly understood calculations

Measures provide information valued by executives Results can be compared both internally and

externally

Measurement data drive HR management efforts

HR Benchmarking and Balanced

Score Card

Figure 2.12 - Balanced Scorecard Framework

Human Capital Effectiveness

Measures

Return on investment (ROI): Shows the value of investments

in HR activities

Human capital value added (HCVA): Shows the operating

profit per full-time employee

Human capital return on investment (HCROI): Shows the

operating profit derived from investments in human capital

Human economic value added (HEVA): Wealth created

per employee

Human Capital Effectiveness

Measures

B A

C





ROI

A = Operating costs for a new or enhance system for the time period

B = One-time cost of acquisition and implementation

C = Value of gains from productivity improvements for the time period

Human Capital Effectiveness

Human Resources Audit

 Formal research effort to assess the current state of HR practices

 Audit areas

 Staffing and compensation

 Health and safety

 Legal compliance

 Administrative processes and recordkeeping

 Employee retention and benefits

HR Audit Levels

Compliance Audit

• Checks record keeping on state and federal paperwork requirements

Benefit Program Audit

• Reviews regulatory compliance, benefits administration and reporting

1-9 Audit

• Reviews compliance with immigration regulation and the 1-9 form requirement

Specific Program Audit

• Reviews specific HR subareas such as compensation, EEO, or training

Full HR Audit

• Reviews all of the above plus any and all other HR functions