Human Resource Management Trends and Competenciesby

Dr. James J. Kirk

adapted from David Forman’s Human Resources Today and Tomorrow

What You Will Learn HRM Historical Developments Current Focus of HRM Professionals Future Focus of HRM Professionals Emerging HRM Trends Changing HRM Roles SHRM Competency Initiative Senior Level HRM Competencies

HRM’s PastEarly Stages: 1925-1950

Unions/Depression & Recovery/Job Creation/WWII

1926– Railway Labor Act enacted. Among other

things, this law established the rights of covered employees.

1931– Davis Bacon Act is passed. This law deals with

wage rates on public contraction projects.

Unions/Depression & Recovery/Job Creation/WWII

1932– Norris-LaGuardia Act is passed. This law

restricted the use of injunctions against labor organizations and outlawed yellow-dog contracts. It prohibited the use of condition-of-employment contracts that required job applications not to become union members nor to remain a union member.

Unions/Depression & Recovery/Job Creation/WWII

1935– The National Labor Relations Act (Wagner

Act) passed. This comprehensive law provided workers and union broadly protected rights to form and join labor union.

1935– The Social Security Act is passed to provide for

the general welfare by establishing a system of Federal old-age, survivor and disability benefits.

Unions/Depression & Recovery/Job Creation/WWII

1938– The Fair Labor Standards Act (often called the

Wage-Hour Law) is passed. It provided a minimum wage.

1947– The Labor Management Relations Act (Taft

Hartley) passed. This law was a major amendment to the Wagner Act of 1935. Major changes to the Wagner Act included provisions to cite unions for unfair labor practices and prohibit the closed shop.

Civil Rights Stage

1950-1980 Equal Rights Equal Opportunity/Benefits/Safety

Civil Rights Stage

1959– The Labor Management Reporting and

Disclosure Act (Landrum-Griffin) passed. 1962

– President Kennedy, through executive order 10988, permits federal employees to unionize.

Civil Rights Stage 1963

– The Equal Pay Act is passed. 1964

– The Civil Rights Act is passed. 1965

– President Johnson, through executive order 11246, establishes the Office of Federal Contract Compliance.

Civil Rights Stage 1967

– Age Discrimination in Employment Act is passed.

1970– Occupational Safety and Health Act (OSHA) is

passed.

Civil Rights Stage

1974– Employee Retirement Income Security Act

(ERISA) is passed. 1978

– Pregnancy Act of 1978 is passed.

Government As Policy Maker Stage

1980-1993 Changing Workforce/Disabled Workers Families/Privacy/Benefits/Substance Abuse Quality Of Worklife

Government As Policy Maker Stage

1982– Job Partnership Training Act is Passed.

1985– COBRA (Consolidated Omnibus Budget

Reconciliation Act) is passed. Among other things, deals with employee health plans.

1986– Tax Reform Act of 1986 is passed.

Government As Policy Maker Stage

1987– Immigration Control and Reform Act is passed.

1988– WARN Act - Workers Adjustment and

Retraining Act is passed. 1988

– Drug Free Work Place Act is passed.

Government As Policy Maker Stage

1990– Americans with Disabilities Act (ADA) is

passed. 1990

– Older Workers Benefit Protection Act is passed.

Government As Policy Maker Stage

1991– Civil Rights Amendments Act is passed.

1992– Family and Medical Leave Act (FMLA) is

passed.

In Our Lifetime

1970'S 1980'S 1990'Toffler predicts“Future Shock”

Reagon elected Generation X

Women’s movement Recession S & L Crisis

Honda cars to U.S. IBM PC War with Iraq

Nixon resigns AIDS Collapse Of USSR

Fall of Saigon Walkman and CDs NAFTA

Stagflation Black Monday Generation X

Apple II computer Honda Accord #1 inU.S.

Information SuperHighway

Hostages in Iran End of Coal War “Future Stock” here

The Future

“The Problem with the future is that it keeps getting closer and closer.”

“The Future arrived when we weren’t looking, so we’re still dealing with issues, ideas and programs that don’t fit the world’s new realities.”

The Paradigm Graveyard

Quality Circles Management by Objectives (MBO) Total Quality Management (TQM) Transactional Analysis

QuestionDo you and your boss share the same vision of what your job ought to be?

??

Current Focus Of HR Professionals: Ranked by HR Professionals

1. Benefits

2. Recruitment

3. Healthcare

4. EEO/Sexual Harassment

5. Selection

Current Focus Of HR Professionals: Ranked by Senior Managers

1. Healthcare

2. Benefits

3. Wages and Salaries

4. EEO/Sexual Harassment

5. Recruitment

Future Focus Of HR Professionals

Five Years into the Future

Future Focus Of HR Professionals: Ranked By HR Professionals

1. Strategic Planning

2. Team Building

3. Quality Improvement

4. Diversity Management

5. Training

Future Focus Of HR Professionals: Ranked by Senior Managers

1. Training

2. Healthcare

3. Performance Management

4. Benefits

5. Team Building

Emerging Trends In The Workplace

Diversity in the workplace The shamrock

organization Work/life relationships Changing organization

structures

Workforce

CoreWorkers

FlexibleLaborForce

ContractWorkers

HR Transformation

Human resources is being transformed from a specialized, stand-alone function to a broad corporate competency in which HR and line managers build partnerships to gain competitive advantage and achieve overall business goals.

General Agreement On

That line and HR partnerships are essential to fulfill the changing mission of HR and to support broad business strategy.

What CEO’s Want From TheirHuman Resource Professionals

Operational LevelStrategic Level

At The Operational Level

An in-depth knowledge of human resources.

Technical expertise. Short term focus.

At The Strategic Level

Being visionary, proactive, innovative, and aggressive in their approach.

Functional Specialists ToBusiness Partner

FunctionalSpecialist

Business Partner

Nature of HR programsand function

* Responsive* Operational* Internal

* Proactive* Strategic* Societal

Creation of HR strategyand policy

* HR Department hasfull responsibility

* HR and linemanagement share responsibility

Organization of HRfunction

* Employee advocate* Functional Structure* Reporting to Staff

* Business Partner* Flexible Structure Reporting to Line

Profile of HRProfessionals

* Career in HR* Specialist* Lack of financialskills* Current focus* Monolingual* National perspective

* Rotation* Generalist* Financial expertise* Focus on future* Multilingual* Global perspective

The SHRMCompetency Initiative

Standards of Excellence for Human Resource Executives

Competency

Ability

Capability

Proficiency

Skills

Expertness

Mastery

Know-How

Interpretation

The goods

What it takes

The right stuff

SHRM Competency Initiative

1. Purpose– To clarify and quantify the competencies of

effective HR leaders.

SHRM Competency Initiative

2. Goals– Assist HR leaders by helping them--

Develop those competencies critical to their successes.

Build an HR function that is visionary, proactive, and imaginative

SHRM Competency Initiative

3. Questions– What are the current and emerging trends in

business?– What are the competencies critical to success?

SHRM Competency Initiative

4. Methodology– Interview C.E.O.s - (their views and

expectations)– Focus Groups of senior HR leaders– Interviews and questionnaires– Study of trends, literature, and other data

Four PressuresFor Change

Increasing global market Shifting work force

demographics A bottom line orientation Fast-paced technological change

Human Resources Body Of Knowledge

Function Areas WeightingPhr Sphr

Management Practices 22% 29%

Selection and Placement 20% 15%

Training and Development 12% 12%

Compensation And Benefits 21% !8%

Employee and Labor Relations 18% 19%

Health, Safety and Security 7% 7%

1.0 Senior Level Goal and Action Management Skills

1.1 Efficiency Orientation

1.2 Proactivity

1.3 Concern With Impact

1.4 Decisiveness

2.0 Senior Level Functional and Organizational Leadership Skills 2.1 Developing Others

2.2 Group Management Skills

2.3 Functional Marketing

2.4 Leading Through Vision

2.5 Integrity

3.0 Senior Level Influence Management Skills

3.1 Perceptual Objectivity

3.2 Coalition/Network Building

3.3 Communication Process Skills

3.4 Negotiation Skills

4.0 Senior Level Business Knowledge

4.1 Strategic Focus

4.2 Organizational Awareness

4.3 Industry Knowledge

4.4 Value-added Perspective

4.5 General Management Skills

5.0 Senior Level HR Technical Proficiency

5.1 Human Resource Planning, Selection and Placement

5.2 Training and Development

5.3 Employee and Labor Relations

5.4 Compensation and Benefits

5.0 Senior Level HR Technical Proficiency (Continued)

5.5 Health, Safety, and Security

5.6 Personal Research

5.7 Organizational Development

5.8 Human Resource Information Systems

To Be The Best

The best HR function offers four things to the company– Help line managers execute their business

strategy– Make the organization more efficient– Increase employee commitment to the company– Increase the company’s capacity for change

The HRM Executive Is A

Human Resource Expert Management Expert Industry Expert Platform Speaker Organizational Development Consultant Strategic Planning Consultant Futurist Business Partner

What You Have Learned

HRM Historical Developments Current Focus of HRM Professionals Future Focus of HRM Professionals Emerging HRM Trends Changing HRM Roles SHRM Competency Initiative Senior Level HRM Competencies