1 Human Resources Management OBHR – E100 Welcome! The OBHR E100 Web Site 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 Management OBHR – E100 Introducing: Dr. James P. Honan Bill Murphy, J.D. Ellen Mahoney, J.D. Assignments and Grading Sally Robinson Last names Ahs – Fox Polly ScannellLast names Grygiel – Mermer Dr. Michael ThomasLast names Morris – Zhang

3 Human Resources Management OBHR – 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 inbox by then. No cases will be accepted after that time. Final Exam Take home exam due in your TA’s in-box by 5:00 US EST on Tuesday, 1/15/08.

4 Human Resources Management OBHR – 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 – 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 Management OBHR – 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 Management OBHR – E100 Successful Employment Experience People Interests Organizational Interests Outside Influences: Legal Environment, Economy, Globalization, Company Norms

7 Human Resources Management OBHR – E100 Creating the Living Brand Bendapudi, 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 Management OBHR – 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 Management OBHR – 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