Human Resources Management OBHR – E100

1. Human Resources ManagementOBHR – E100 • Welcome! • The OBHR E100 Web Site http://isites.harvard.edu/icb/icb.do?keyword=k19834 • The web site will be our primary way of communicating • Currently contains • Fall 2007 Syllabus – the questions for each case study • Fall 2007 Schedule – specific assignments and due dates • Case Analysis Primer • Writing Resources • Announcements

2. Human Resources ManagementOBHR – E100 • Introducing: Dr. James P. Honan Bill Murphy, J.D. Ellen Mahoney, J.D. • Assignments and Grading Sally Robinson Last names Ahs – Fox srobinson@hbs.edu Polly Scannell Last names Grygiel – Mermer Susannah_Scannell@harvard.edu Dr. Michael Thomas Last names Morris – Zhang thomasmi@mail.com

3. Human Resources ManagementOBHR – E100 • Cases • 1 due by 10/30/07 and 1 more due by 12/18/07 • Due by 5:00 US EST on the Tuesday the case is taught. Must be in your TA’s email inbox by then. • No cases will be accepted after that time. • Final Exam • Take home exam due in your TA’s email in-box by 5:00 US EST on Tuesday, 1/15/08.

4. Human Resources ManagementOBHR – E100 Other housekeeping • Video waivers • Available for signature. As the class is discussion based, it is extremely helpful to get these signed as soon as possible. • In class exercises • Will be made available on the web site so distance learners can take them. • Case Discussions • A TA will be present in class to take questions and comments from distance learners participating in simul-cast. Specific info will be posted on the web site prior to each case. • Bulletin Board – http://ubb.dce.harvard.edu • This site will be available only to members of the class effective 9/25/07. Please use a high standard of respect and professionalism in your communications on the site.

5. Human Resources ManagementOBHR – E100 Course Goals • Help students understand the current thinking in the field of human resources, • Understand how this thinking has been reached, • Show how areas of human resources management should continue to be subject to on-going inquiry.

6. Human Resources ManagementOBHR – E100 Successful Employment Experience Organizational Interests People Interests Outside Influences: Legal Environment, Economy, Globalization, Company Norms

7. Human Resources ManagementOBHR – E100 Creating the Living BrandBendapudi, N., Bendapudi, V., HBR, May 2005 • Name the 6 lessons for creating a living brand • Let’s revisit our model and discuss how they integrated organizational and individual interests.

8. Human Resources ManagementOBHR – E100 Balanced Scorecard • Bob Kaplan • “Indicators of how to create new value through investments in customers, suppliers, employees, technology and innovation.”* • Measurements: financial and beyond • Financial – growth, profitability and risk • Customer – creating value and differentiation from their perspective • Internal business processes – priorities for processes such as HR, production, legal, marketing, etc. • Learning & growing – creating a climate that supports change and innovation *Creating the Strategy-Focused Organization; Kaplan, Robert, HBS Publishing, 2001 pgs 22-23

9. Human Resources ManagementOBHR – E100 • Course Overview Human Resources – a developing field Employment Law and Discrimination – doing the right thing Staffing – finding the right people with the right talents Performance Management – getting the right work done Compensation & Benefits – the right rewards Training and Development – assuring the right skills at the right time Strategic Human Resources – going in the right direction Collective Bargaining & Labor Relations – the right relationships Global Human Resources Management – what’s right in other countries or cultures?

10. Human Resources Management • You just learned the production factory of your organization will re-tool and upgrade two machines. • Fifty employees, all skilled and productive, will be impacted. Only ten will be needed after the installation. • When and what will you communicate? How?

11. Human Resources Management • A new Executive Director of a 100-person unit wants to shift the focus of the organization, re-align reporting relationships, and motivate staff to prioritize differently. • How can you help?

12. Human Resources Management • An employee proudly displays his National Rifle Association (NRA) card and spends his lunch hour cruising internet sites about automatic weapons (how to build or buy). • Colleagues describe him as ‘creepy’ but admit he is a hard worker, knows his stuff and is productive. • The manager calls for advice. What do you recommend?

13. Human Resources Management Three Key Functions of Human Resources Management Strategic: provide a long-term, global, pro-active perspective Ex: key member of team planning expansion to new territory Operational: transactions needed to run organization – including the two listed under Personnel: advisory and service Ex: forecasting staffing needs and recruiting Administrative: Human Resources Information Systems (HRIS), which now handle most of the control function Ex: maintaining accurate employee records Credit: 2004 Society for Human Resource Management

14. Human Resources Management Company Norms Strategy – envisioning, designing and implementing plans of action that bring together all functions to achieve the organization’s goals Vision Statement – guiding image of success. A vivid verbal picture of what success would mean for the entire organization. Ex: Tom's of Maine will become the trusted partner in natural care among consumers with whom we share common values. (Tom’s calls this their Destiny) Mission Statement – Specifies how an organization will achieve the vision. Ex: Vanguard's mission is to help clients reach their financial goals by being the world's highest-value provider of investment products and services. Values – what is important to the organization. Guides decision making. Ex: Fidelity – Employee Respect; Quality & Excellence; Individual Responsibility & Teamwork; Private Ownership; Honesty & Integrity; Customer Focus; Change, Innovation, & Commitment to Technology; Civic Responsibility

15. Human Resources Management Human Resources Structures • In-house with full services • Partially in-house with some services outsourced • Headquarters with specialists – field offices with generalists • Headquarters driving strategy and policy – field offices with full services • Completely outsourced with small in-house office overseeing vendors • No formal HR unit – part of payroll and other admin staff roles

16. Human Resources Management Careers in Human Resources Benefits Communications Training and Development Organizational Behaviorist or Designer Employee and/or Labor Relations HRIS Recruiter Strategic Planner Compensation Generalist

17. Human Resources Management Current Trends in HR • HR as a business partner – deep understanding of the industry and shifting transactions to line managers • Strategic perspective • Supporting organizational change • Anticipating impact of technological advances • Focus on diversity and work/life • Increases outsourcing and creation of HR service centers • Need to quantify and measure contribution • Community outreach and/or social responsibility role • Key player in mergers and acquisitions