HRM 600 – Seminar in HRM

1. HRM 600 – Seminar in HRM Dr. Dana (McDaniel) Sumpter

2. Human Resources •  An overview of the people-related and human resource organizational practices • The HR function/department vs. the actual human resources of an organization

3. About HR “HR? They are like the rats of the organization” -- A family friend’s reaction when hearing of my career in HR

4. Why HR Matters: The Triple Bottom Line • The “Old” Bottom Line • The “Triple” Bottom Line Ethical people practices and “CSR”

5. Why Does HR Matter? • Starbucks example (text p. 3) Treat your people right, and they will treat your customers right!

6. Intro to Our CourseHRM 600

7. HRM 600 - Syllabus • Goals and objectives of the course • Using BB • Required text • Additional readings • Grades • Plagiarism

8. HRM 600 – Seminar in HRM • Course structure • Interactive, cases, discussions, exercises • Thus, no laptops • I will not cover all of the assigned readings in class, but all assigned reading is fair game for the exams • Class Norms • An open space of non-judgment • If you disagree, that’s okay- do so respectfully • Always, always, always participate! Stories, examples, etc. are always welcome. Bring your experiences into the classroom.

9. Communication Norms Elements of a professionally written email: • Informative subject line • Appropriate greeting • Full sentences • Capitalization • Punctuation • Signature

10. Intro to HRM

11. Human Resource Management • HRM = the policies, practices, and systems that influence employees’ behavior, attitudes, and performance • Talent is a key competitive advantage • Organizations can copy technology, systems, product design, etc…. • Organizations cannot copy people • Every company may someday have a CPO! • The purpose of this class – as an employee and as a manager

12. Responsibilities of HR Departments (Functional Areas) • Strategic HR planning • Analysis and design of jobs • Talent management (staffing, recruitment, selection) • Training and development • Performance management • Compensation and benefits • EE relations (including grievances, labor relations, unions) • EE services • Personnel records • Health, safety, and well-being

13. Working in HR • HR professionals (primarily generalists) play multiple roles with clients, including • Per the text: credible activist, business ally, talent manager, strategic architect, culture/change steward, op executor • I say: Consultant, coach, counselor, therapist, parent, advisor, leader, and tour guide • For most HR jobs, you have to enjoy working with people • You may be more of a “gardener” than a “flower”

14. Ethical HR • This course takes an ETHICAL approach • Studying ethical, moral, and values-based implications of HR decisions • My ethical quandary when working in HR… • Justice at work (process vs. outcome) • Ethics in context • E.g. international, global differences • E.g., industry differences • Ethical conflict at work (task, process, personal) • An “undercurrent” throughout all HR functional topics

15. “Quick Chat” • Find a partner • Share any experience you have had with an ethical dilemmaat work. Discuss: • What was the situation/context? • What were your options for action? • What decision did you make? • What was the outcome?

16. Global HR • This course takes a GLOBAL approach… • Effect of globalization on HR practices • Cross-cultural and comparative HR functions • Expatriates and international work assignments • … Focusing on benefits and costs of DIVERSITY • Different age, gender, social class, ethnicity, physical ability, race, sexual orientation, etc. of EEs • New ways ERs are expected to accommodate diverse groups (e.g., LGBT, age) • Communicating, coaching, developing, giving feedback to culturally different others • Goal = a comfortable work environment for all EEs to be productive, creative, satisfied

17. “Quick Chat” • Find a partner • Share any experience you have had with an global work experience you have had. Discuss: • What were the home and host countries? • What were 1-2 good things or benefits of this experience? • What were 1-2 challenges or issues faced during this experience? • Do you have the desire to work internationally again? (short or long term) Why or why not?

18. How HRM is Evolving

19. The HRM Profession • HR salaries vary depending on education and experience, industry, and company’s “use” of HR • Primary professional organization: Society for Human Resource Management (SHRM) • Specialists vs. Generalists • Very different jobs! • Generalist = “conductors of the orchestra” • Certifications • PHR http://www.hrci.org/HRCertification.aspx?id=65 • SPHR http://www.hrci.org/HRCertification.aspx?id=66 • GPHR http://www.hrci.org/HRCertification.aspx?id=67

20. Potential Relationships between HR and Top Management Top Management Top Management Human Resources Top Management Human Resources Human Resources File Maintenance  Organization  Strategic Accountability Partnership

21. The HRM Function is Changing • Less time on administrative tasks • Self-service – online access to HR information • Outsourcing – another company provides services • More of a strategic business partner, change agent, and employee advocate • Evidence-based HR (e.g. p. 24) • Demonstrating that HR practices have a positive influence on the company’s bottom line or key stakeholders • HR is a cost center! • Via analytics (e.g. balanced scorecard…)

22. The Sustainability Challenge *Sustainability = the ability of a company to survive and succeed in a dynamic competitive environment, without sacrificing key resources *Changes in employment expectations: • Changes in function/occupation (more to come!) • Psychological contract • Alternative work arrangements *Goal is employee engagement

23. Legal and Ethical Issues: The Need to Stay Current • Primary areas of the legal environment have influenced HRM over the past 25 years • Equal employment opportunity (EEO) legislation • Safety and health • Pay and benefits • Privacy • Job security • New changes (especially in CA!) • Social media • Wage and hour issues, breaks • Affordable care act