managing strategic human resources today
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Strategic Human Resources Today
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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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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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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
What is Human Resource Management?
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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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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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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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Line Versus Staff Authority
• Authority–The right to make decisions–To direct the work of others–To give orders
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Line and Staff Aspects of HRM
• Line managers involved in:–Recruiting–Interviewing–Selecting–Training
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Line-Staff HR Cooperation
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Shared Responsibility
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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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Organizing the HR Department’s Responsibilities
• Recruiters• Equal Employment
Opportunity• Job analysts • Compensation managers• Training specialists
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New Ways to Organize the HR Function
• New types of HR groups:–Transactional–Corporate –Embedded–Centers of expertise
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Trends Influencing HR Management
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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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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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Economic Challenges and Trends
• Economic turmoil• Deregulation• Leveraging• Economic
globalization
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The New HR Managers
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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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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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What is Talent Management? (2)
• Evidence-based HR management• Manage ethics• New proficiencies• HR certification
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Strategic HR Management
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Strategic HR Management
• Strengths• Weaknesses• Opportunities• Threats
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(SWOT)
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Strategic Planning Basics
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What is Strategic HR Management?
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
HR as a Profit Center
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Strategic Human Resource Management Tools
• Strategy map• HR scorecard• Digital dashboards
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Plan of the Book
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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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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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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Copyright
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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.
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