MGMT 471: Human Resource Management

1. MGMT 471: Human Resource Management Top 5 Skill Areas Demanded by US Occupations • Active Listening • Reading Comprehension • Speaking • Critical Thinking • Active Learning

2. MGMT 471: Human Resource Management • Human Resource (HR) Management • Designing management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals. • Who Is an HR professional? • Every manager performs HR functions. • HR professionals/consultants design processes and systems that managers help implement.

3. Types of Organizational Assets/Resources • Physical • Financial • Intangible • Human

4. Core Competency Human Capital Collective value of the capabilities, knowledge, skills, life experiences, and motivation of an employee or workforce. A unique capability that creates high value and differentiates an organization from its competition. Human Capital

5. HR Activities • Strategic HR Mgmt: Consulting • Equal Employment Opportunity • Planning, Recruiting and Staffing • HR Development & Performance management • Compensation and Benefits • Health, Safety, and Security • Employee and Labor Relations

6. HR Activities

7. Smaller Organizations and HR Management • Competing for qualified workers • Relative cost of benefits • Rising taxes, overhead • Government regulation compliance

8. HR Unit Develops legal, effective interviewing techniques Trains managers in conducting selection interviews Conducts interviews and testing Sends top three applicants to managers for final review Checks references Does final interviewing and hiring for certain job classifications Managers Advise HR of job openings Decide whether to do own final interviewing Receive interview training from HR unit Do final interviewing and hiring where appropriate Review reference information Provide feedback to HR unit on hiring/rejection decisions HR Cooperation with Line Managers: Interviewing Example

9. FIGURE Training Example: A Typical Division of HR Responsibilities

10. HR Management Roles • Administrative • Operational and employee advocate • Strategic

11. Changing Roles of HR Management

12. Old vs. New Paradigm

13. Contemporary HR Management Challenges • Globalization • Economic conditions • Technological changes • Workforce demographics and diversity • Organizational pressures/issues • Restructuring • Budget constraints

14. Employee-Friendly Benefit Offerings

15. HR and Technology • Human Resource Management System (HRMS) • An integrated system providing information used by HR management in decision making. • Purposes and Benefits of HRMS • Administrative and operational efficiency • Availability of data for HR strategic planning, etc. • Automation of payroll / benefit activities • EEO/affirmative action tracking, DOCUMENTATION • ROI data compilation

16. Ethical Behavior and Organizational Culture • Organizational Culture • The shared values and beliefs in an organization • Fostering Ethical Behavior (Sarbanes-Oxley) • Have a written code of ethics and conduct standards • Provide ethical behavior training and advice • Establish confidential reporting systems for ethical misconduct • Provide whistle-blower vehicle, protection • Support HR’s role as keeper and voice of organizational ethics

17. Examples of Ethical Misconduct related to HR Activities

18. Assessing HR Effectiveness • HR Audit • Formal research effort evaluating the current state of HR management in an organization • Audit areas: • Legal compliance • Administrative processes • Recordkeeping • Employee retention • Benefits • Absenteeism and turnover control • Performance management system

19. Trends related to HR • Diversity • Unemployment rate • Boomers • Employees, employer less committed • Health coverage costs up 78%, workers worried • Only 43% satisfied with current jobs • 31% plan to look for a new job in 2008 • Housing market • Time, flexibility highly important to 65% • Ethics, privacy • Technology • Outsourcing www.shrm.org/hrmagazine/07Trendbook

20. HR Competencies and Careers • Competencies • Strategic consultation • Business knowledge • HR practice development • Implementation of HR practice • Technological expertise • Credibility, ethicality

21. HR Generalist HR Specialist A person who has responsibility for performing a wide variety of HR activities. A person who has in-depth knowledge and expertise in a limited area of HR. HR Management as a Career

22. FIGURE 1-8HR Specialists Source: HR Department Benchmarks and Analysis 2007 (Washington, DC: Bureau of National Affairs, 2007), 131. To purchase this publication and find out more about BNA HR solutions, visit http://hrcenter.bna.com or call 800-372-1033. Used with permission.

23. Median HR Salaries (2007)

24. FIGURE 1-9HR Certification The Human Resource Certification Institute (HRCI) offers three professional certifications for HR generalists. Details on these certifications are available from the Human Resources Certification Institute, www.hrci.org.

25. HR Organizations • Society for Human Resource Management (SHRM) www.shrm.org • American Society for Training & Development (ASTD) www.astd.org • Academy of Human Resource Development (AHRD) www.ahrd.org • Society for Industrial and Organizational Psychologists (SIOP) www.siop.org

26. Local SHRM Opportunities • ISU Student Chapter of SHRM • www.stuorg.iastate.edu/shrm/ • Cyclone Chapter (professional) • www.cycloneshrm.org • Greater Des Moines Chapter • www.cishrm.org

27. Why YOU should join the ISU SHRM chapter: • HR interest • Guest speakers • Free Cyclone SHRM membership • Networking • Leadership opportunities • Resume building • Food

28. Other websites of interest • www.dol.gov • www.bls.gov • www.hrci.org • www.diversityinc.com