Human Resources

“ The way management treats the employees is the way employees will treat the customers.”

100 Best Companies to Work for 100 Best Companies to Work for 100 Best Companies to Work for 100 Best Companies to Work for Best Small and Medium Best Small and Medium Best Small and Medium Best Small and Medium

Great workplaces financially outperform their peers approach/what-are-the-benefits-great- workplaces approach/what-are-the-benefits-great- workplaces approach/what-are-the-benefits-great- workplaces approach/what-are-the-benefits-great- workplaces

Human Resources is… Function of an organization dedicated to managing employees (the human element) to help achieve organizational goals Function of an organization dedicated to managing employees (the human element) to help achieve organizational goals

Roles Planning Planning Recruitment and Staffing Recruitment and Staffing Job Design Job Design Training and Development Training and Development Performance Appraisal Performance Appraisal Compensation and Benefits Management Compensation and Benefits Management Labor Relations Labor Relations Safety Safety

History Function began as “personnel” Function began as “personnel” Dedicated to employee discipline and record keeping Dedicated to employee discipline and record keeping

Now called “Human Resources” to reflect changing function Now called “Human Resources” to reflect changing function 5 years ago, HR spent about 25% of time on employee data. Today HR spends about 16%, and spends 20% of their time on strategic business partner functions 5 years ago, HR spent about 25% of time on employee data. Today HR spends about 16%, and spends 20% of their time on strategic business partner functions Source: Iowa Human Resource Department Management Report 2009 Yearbook

Human Resource Managers Give Advice and Counsel Give Advice and Counsel Provide services such as testing, selection, and training Provide services such as testing, selection, and training Formulate and Implement policies Formulate and Implement policies Advocate for employees Advocate for employees

HR functions are performed by everyone who supervises/manages employees. Some companies have a dedicated person or department. HR functions are performed by everyone who supervises/manages employees. Some companies have a dedicated person or department. Companies tend to need a specialist/department as they approach 100 employees Companies tend to need a specialist/department as they approach 100 employees Average is 1.1 HR employee for every 100 workers (Source: BNA 2011 HR Department Benchmarks & Analysis Report) Average is 1.1 HR employee for every 100 workers (Source: BNA 2011 HR Department Benchmarks & Analysis Report) Outsourcing is common with seven out of ten companies outsourcing at least one HR function Outsourcing is common with seven out of ten companies outsourcing at least one HR function

Functional structures Specialists in the HR functions Specialists in the HR functions  Supervisor of Staffing  Director of Compensation  Labor Relations Manager In 2010, specialists in benefits, employment/ recruitment, and training are most common. In 2010, specialists in benefits, employment/ recruitment, and training are most common.

Generalist structures HR Supervisor/Manager/Director who serves a department, division or company HR Supervisor/Manager/Director who serves a department, division or company  HR Supervisor for Marketing  HR Manager for the Consumer Products Division Biggest reason for outsourcing is to access specialty skills Biggest reason for outsourcing is to access specialty skills

Structure of Human Resources How does Human Resources work in a local organization ? How does Human Resources work in a local organization ?

Baldrige Quality Award The Baldrige Program is the nation's public-private partnership dedicated to performance excellence. The Baldrige Program is the nation's public-private partnership dedicated to performance excellence.performance excellenceperformance excellence The Baldrige Program Raises awareness about the importance of performance excellence in driving the U.S. and global economy The Baldrige Program Raises awareness about the importance of performance excellence in driving the U.S. and global economy Provides organizational assessment tools and criteria Provides organizational assessment tools and criteria Educates leaders in businesses, schools, health care organizations, and government and nonprofit agencies about the practices of best-in-class organizations Educates leaders in businesses, schools, health care organizations, and government and nonprofit agencies about the practices of best-in-class organizations Recognizes national role models and honors them with the only Presidential Award for performance excellence Recognizes national role models and honors them with the only Presidential Award for performance excellence

Malcolm Baldrige National Quality Award Malcolm Baldrige National Quality Award  551 U.S. organizations applied between  95 Baldrige Award winners Criteria include workforce focus Criteria include workforce focus ness_nonprofit_criteria.cfm ness_nonprofit_criteria.cfm ness_nonprofit_criteria.cfm ness_nonprofit_criteria.cfm

Estimated 31% of employers worldwide find it difficult to fill positions because of talent shortages in their markets, reports the 2010 Talent Shortage Survey from Manpower Estimated 31% of employers worldwide find it difficult to fill positions because of talent shortages in their markets, reports the 2010 Talent Shortage Survey from Manpower The leading US advocacy group for retired people, the AARP, believes that 80% of baby boomers will keep working full- or part-time past their current retirement age. The leading US advocacy group for retired people, the AARP, believes that 80% of baby boomers will keep working full- or part-time past their current retirement age. world---Demographic-shifts-transform-the-global-workforce world---Demographic-shifts-transform-the-global-workforce