© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. Chapter 15 Working in the HRM Field

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. Chapter Outline 15-1 Employment in the HRM Field 15-2 Major Challenges Facing Today’s HR Professional

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-1a Career Options in HRM HRM generalist  Perform virtually all facets of HRM.  Most often found in small to mid-sized organizations that employ few HR professionals.  Neither have time nor resources to conduct in-depth studies or projects.  Salary depends on the size of organization.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.

15-1b Career Entry and Growth Career entry  Most of today’s HR professionals enter the field through self-directed career changes. -One-third enter from other parts of the company. -The remainder enter from fields such as education, social services, accounting, sales, administrative secretarial positions.  Other entrants come directly from college.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-1b Career Entry and Growth (cont.) Skills HRM candidates should possess:  Leadership and management skills  Cross-functional HRM expertise (for generalist position)  Technological skills  Knowledge of international HRM issues  Knowledge of business basics

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-1b Career Entry and Growth (cont.) Career progression  Begin as specialists and eventually become managers of those specialty units.  Begin as an assistant HRM generalist at a small plant or unit and advance into an HRM managerial role at successively larger plants or units.  Criteria to become a VP of human resources -Job performance -Credibility with senior management -Interpersonal skills -Ability to manage people -Skill in specialty area -Ability to “play politics”

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-1b Career Entry and Growth (cont.) Professional associations  Society for Human Resource Management (SHRM)  American Society for Training and Development  International Personnel Management Association  American Compensation Association  Personnel Testing Council  Society for Industrial and Organizational Psychology  Academy of Management

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-1b Career Entry and Growth (cont.) Professional certification  Recognition that an individual has demonstrated a mastery of a defined body of knowledge required for success in the field.  Primary certification designations issued by the Human Resource Certification Institute include: -Professional in Human Resources (PHR) -Senior Professional in Human Resources (SPHR) -Global Professional in Human Resources (GPHR)  The PHR and SPHR exams cover six areas: strategic management, workforce planning and employment, human resource development, total rewards, employee and labor relations, and risk management.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-1b Career Entry and Growth (cont.) Continuing education  HR professionals must continually update and expand their knowledge of HRM.  This can be done in several ways: -Attending conferences. -Attending seminars and training courses. -Obtaining advanced academic degrees. -Reading practitioner oriented or research oriented professional journals.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved Major Challenges Facing Today’s HR Professional HR professionals are primarily responsible for developing HRM practices that enhance competitive advantage. Additional responsibilities include:  Ensuring that employees are treated ethically.  Ensuring that their own talents are appropriately utilized by their companies.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-2a Organizational Ethics Related to HRM Most serious ethical problems involve managerial decisions regarding employment, promotion, pay, and discipline. These decisions are based on favoritism rather than ability or job performance.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-2a Organizational Ethics Related to HRM (cont.) Workplace ethics and the HR professional’s job  Monitoring: Observe the actions of organizational members to ensure that all individuals are treated fairly and legally.  Investigate complaints: Concerning ethical issues such as sexual harassment or violations of employees’ privacy rights.  Serve as company spokesperson: Defend the company’s actions when confronted by a regulatory agency or media.  Ethics training: Help employees understand how to behave properly in ethically unclear situations.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-2a Organizational Ethics Related to HRM (cont.) Code of ethics for HR professionals  Maintain the highest standards of professional and personal conduct.  Encourage employers to make fair and equitable treatment of all employees a primary concern.  Maintain loyalty to employers and pursue company objectives in ways consistent with the public interest.  Uphold all laws and regulations relating to employer activities.  Maintain the confidentiality of privileged information.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-2b Organizational Utilization of HR Professionals Gaining support for HRM best practices  Monitor the effectiveness of its various recruiting sources.  Validate its selection practices.  Conduct structured, rather than unstructured, employment interviews.  Use cognitive ability tests and biographical inventories when selecting candidates for most jobs.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-2b Organizational Utilization of HR Professionals (cont.) The failure to universally adopt HRM best practices Is attributed to the following three factors:  Resistance to change.  Ignorance on the part of decision makers.  Political considerations.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved. 15-2b Organizational Utilization of HR Professionals (cont.) HR professionals can gain support for best practices by demonstrating  Bottom-line implications of each HRM practice; this is achieved by linking traditional practices such as training, compensation, and selection to tangible business goals.  Return on investment that can be attributed to various HRM practices.

© 2010 Cengage Learning. Atomic Dog is a trademark used herein under license. All rights reserved.