Professional Documents
Culture Documents
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HR Branding
Firms corporate image or culture Embodies values and standards that guide peoples behavior People know what company stands for, people it hires, fit between jobs and people, and results it recognizes and rewards Important in getting highest quality applicants to join firm
2008 by Prentice Hall 1-2
Staffing
Job Analysis Human Resource Planning Recruitment Selection
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Staffing (Cont.)
Staffing - Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization
2008 by Prentice Hall 1-6
Staffing (Cont.)
Human resource planning - Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time . Recruitment - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization
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Staffing (Cont.)
Selection - Process of choosing from a group of applicants the individual best suited for a particular position and the organization
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Compensation
Compensation All rewards that individuals receive as a result of their employment
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Compensation
Direct Financial Compensation - Pay that person receives in form of wages, salaries, bonuses, and commissions. Indirect Financial Compensation (Benefits) - All financial rewards not included in direct compensation such as paid vacations, sick leave, holidays, and medical insurance. Nonfinancial Compensation - Satisfaction that person receives from job itself or from psychological and/or physical environment in which person works.
2008 by Prentice Hall 1-14
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Society
Technology
Marketing
Economy
Finance
Customers
Competition
Labor Market
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Shareholders
Labor Market
Potential employees located within geographic area from which employees are recruited Always changing
2008 by Prentice Hall 1-22
Legal Considerations
Federal, state and local legislation Court decisions Presidential executive orders
2008 by Prentice Hall 1-23
Society
No longer content to accept, without question, the actions of business Ethics - Discipline dealing with what is good and bad, or right and wrong, or with moral duty and obligation Social responsibility - Implied, enforced or felt obligation of managers to serve or protect interests of groups other than themselves
2008 by Prentice Hall 1-24
Unions
Group of employees who have joined together for purpose of dealing collectively with their employer Become a third party when dealing with the company
2008 by Prentice Hall 1-25
Shareholders
Owners of corporation Because they have invested money in firm, they may at times challenge programs considered by management to be beneficial to organization
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Competition
Firms may face intense competition in both their product or service and labor markets Must maintain a supply of competent employees Bidding war often results
2008 by Prentice Hall 1-27
Customers
People who actually use firms goods and services Management has task of ensuring its employment practices do not antagonize members of market it serves Workforce should be capable of providing top-quality goods and services
2008 by Prentice Hall 1-28
Technology
The world has never before seen technological changes occur as rapidly as they are today. Created new roles for HR professionals Additional pressures on them to keep abreast of technology
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Economy
In general, when economy is booming, it is often more difficult to recruit qualified workers. When a downturn is experienced, more applicants are typically available.
2008 by Prentice Hall 1-30
Unanticipated Events
Occurrences in the external environment that could not be foreseen Every disaster, whether manmade or by nature, requires a tremendous amount of adjustment with regard to human resource management
2008 by Prentice Hall 1-31
Cyberwork
Possibility of never-ending workday BlackBerrys, cell phones, text messaging, and e-mail create endless possibilities for communication Some workers believe their employer wants them available 24/7
2008 by Prentice Hall 1-32
HR Outsourcing
Transfers responsibility to an external provider Market for HR outsourcing is growing dramatically
2008 by Prentice Hall 1-36
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Discrete Services
One element of business process or single set of high-volume repetitive functions is outsourced to a thirdparty Large majority of companies outsource transactional HR activities, such as 401(k) administration
2008 by Prentice Hall 1-38
Multi-process Services
Complete outsourcing of one or more human resource processes Example: Procter & Gamble outsourced entire training operations
2008 by Prentice Hall 1-39
Total HR Outsourcing
Transfer majority of HR services to third party Example: Whirlpool Corporation signed 10-year deal to outsource HR business processes for 68,000 employees to Convergys Corporation
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Involved with human resources by nature of their jobs Line managers are now performing some duties typically done by HR
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HR as a Strategic Partner
HR executives must understand complex organizational design Sharp deviation from what has traditionally been an administrative type role for HR
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Measures of HR performance
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Examples of HR Metrics
Time to fill open positions HR headcount ratios Administrative cost per employee Turnover cost Training return on investment Cost per employee for HR administration ranges from $1,200 - $1,600
2008 by Prentice Hall 1-48
HR Scorecard
Report card of effectiveness of specific person Metrics that will best suit each company depends on variety of factors
2008 by Prentice Hall 1-49
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Manager, Compensation
Manager, Staffing
Benefits Analyst
Characteristics of an HR Executive
Performs one or more HR functions
A top-level manager
Reports directly to CEO or head of major division
2008 by Prentice Hall 1-52
Characteristics of an HR Generalist
Often an executive Performs tasks in various HR related areas Involved in several, or all, of the five HRM functions
2008 by Prentice Hall 1-53
Characteristics of an HR Specialist
May be an HR executive, manager, or
non-manager
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Manager, Compensation
Manager, Staffing
Staffing (Line Managers, Use of Applicant Tracking 2008 by Prentice Hall Systems)
1-59
PART III. STAFFING Chapter 4: Job Analysis, Strategic Planning, and Human Resource Planning Chapter 5: Recruitment Chapter 6: Selection
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PART IV. HUMAN RESOURCE DEVELOPMENT Chapter 7: Training and Development Appendix Chapter 7: Career Planning and Development Chapter 8: Performance Management and Appraisal
2008 by Prentice Hall 1-63
PART V. COMPENSATION AND BENEFITS Chapter 9: Compensation Chapter 10: Benefits, Nonfinancial Rewards, and Other Compensation I ssues PART VI. SAFETY AND HEALTH Chapter 11: A Safe and Healthy Work Environment
2008 by Prentice Hall 1-64
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