1. CHALLENGES IN STAFFING HUMAN RESOURCE MANAGEMENT
CHAPTER 2:
CHALLENGES IN STAFFING HUMAN RESOURCE MANAGEMENT
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2. Major Factors Affecting HRM
Technological Advancement
Demographics and Diversity
Strategic HRM
Globalization
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3. Exhibit 2-1 Issues for Integrating New Technologies
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4. Exhibit 2-2 Impact of Technology on Organizations
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5. Technology Challenges for HRM
Telecommuting
Employee surveillance & monitoring
e-HR
Ethical behavior
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6. Telecommuting Dramatic growth in number of Americans working from home
3.4 million in 1990
19.6 million by beginning of 2000
Issues affecting success of telecommuting programs
Clear performance measurement system is key
Deciding which employees will be offered participation
Equipment expense
Some managers uncomfortable having direct reports away from office
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7. Employee Surveillance and Monitoring
More than 80% of large employers utilize monitoring technology
Internet usage s
Computer files
Voic
Telephone usage
Under Electronic Communications Privacy Act (ECPA) employees have only limited privacy rights
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8. Opportunity to deliver transactional types of services online
E-HR
Opportunity to deliver transactional types of services online
Payroll
Employee benefits
Scheduling
Recruiting
Training
Career development
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9. Ethical Behavior Majority of jobs are considered to be “at-will”
Movement toward greater protection for employees in regard to off-duty behavior
Ownership of work
Fairness of noncompete clauses
Sarbanes-Oxley Act of 2002
Eliminates deception in accounting & management practices by increasing government oversight
Holds senior executives more directly responsible for violations
Protects “whistle-blowers”
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10. Workforce Demographic Changes: “Graying” of Workforce
Negative aspects of older workers
Perceived resistance to change by older workers.
Increased health-care costs for senior workers
Blocking advancement opportunities for younger workers
Higher wage & salary costs for senior workers
Positive aspects of older workers
As productive or more productive than younger workers
Have more organizational loyalty than younger workers
Possess broader industry knowledge & professional networks
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11. Workforce Demographic Changes
Baby Boomers (1945–1962)
In excess supply in middle management ranks
HR challenge is to manage “plateaued” workers
Baby Busters (1963–mid-1970s)
Are career bottlenecked by Boomers
Who have skills in high demand are doing & will do well
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12. Workforce Demographic Changes
Generation “X”ers (late 1970s–early 1980s)
Have life-long exposure to technology & constant change
Seek self-control, independence, personal growth, creativity
Not focused on job security or long-term employment
Generation “Y”: “Baby Boom Echo” (after 1979)
High comfort level with technology
Global & tolerant outlook on life
Highly entrepreneurial
Shorter attention span
Opting for more transient & variable project work
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13. Workforce Demographic Changes
Sexual orientation
More than 200 Fortune 500 employers offer full benefits for domestic partners
Sexual orientation issues can impact bottom line
Disabilities
54 million Americans with disabilities
Often not included in diversity initiatives
Many supervisors do not understand needs of employees with disabilities
Stereotypes
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14. New Employee/Workplace Dynamics
Emphasis on management of professionals
Establishment of separate career tracks
Technical/Professional, Managerial /Administrative
Use of project teams
Less employee loyalty, more loyal to self
Staying with employers for shorter periods; demanding more meaningful work & involvement in organizational decisions
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15. New Employee/Workplace Dynamics
Increased personal & family dynamic effects
More single-parent families, dual-career couples, & domestic partners
Increased nontraditional work relationships
Part-time, consulting, & temporary employment flexibility
Outsourcing & entrepreneurial opportunities
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16. Ethnicity
By 2050
Close to 50% of US population will be non-Caucasian
By 2005
Ethnic minority share of workforce will be 28%
Up from 22% in 1990 & 18% in 1980
By 2025
African-Americans will represent 14% of population
Up from 12% in 1994
Hispanics will represent 17% of population
Up from 10% in 1994
Asians & Pacific Islanders will represent 8% of population
More than double from 1994
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17. Managing Workplace Diversity
Understanding & appreciating diversity
Critical to effectively marketing to ethnic & minority groups
Promoted by having diverse workforce at all levels
Helps ensure hiring & promotion decisions are unbiased by person differences
Diversity management programs or initiatives
Must be integrated with organization’s mission & objectives
Help key decision makers identify diversity’s benefits to organization
Make critical decisions about implementing optimal program/initiative contingent on organization & its people, mission & culture.
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18. Exhibit 2-6 Individual Dimensions of Diversity
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19. Strategic Management of Diversity
Determine why diversity is important
Articulate how diversity relates to mission & strategic objectives
Define diversity & determine how inclusive its efforts will be
Make a decision as to whether special efforts should be extended to attract diverse workforce
Assess how existing employees, customers, & other constituencies feel about diversity
Determine specific types of diversity initiatives that will be undertaken
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20. Reading 2.1 Five Challenges to Virtual Team Success
Groups of people who work interdependently with shared purpose across space, time, & organization boundaries using technology to communicate & collaborate
Types of virtual teams
Global virtual teams
Teams assigned to accomplish specific projects
Cross-functional teams
Challenge: Recognize obstacles confronting teams that are both cross-functional & virtual
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21. Reading 2.1 Five Challenges to Virtual Team Success
Building trust within virtual teams
Maximizing process gains & minimizing process losses on virtual teams
Overcoming feelings of isolation & detachment associated with virtual teamwork
Balancing technical & interpersonal skills among virtual team members
Assessment & recognition of virtual team performance
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22. Reading 2.2 Impact of the Sarbanes-Oxley Act
New whistleblower protections
No public company may discriminate against employee because of any lawful act
Retaliation against employee because of any lawful act done to assist a proceeding relating to alleged violation is prohibited
If DOL determines that violation has occurred, employer may be ordered to reinstate employee & provide compensatory damages
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23. Reading 2.2 Impact of the Sarbanes-Oxley Act
The Act dramatically affects officer compensation programs
Executive bonuses subject to forfeiture under Act
Personal loans to executives are regulated by Act
SEC can remove or temporarily freeze payments to executives & directors
Public accounting firms are precluded from auditing company if highly placed executive was employed by auditing firm & participated in company’s prior year’s audit
Attorneys have new rules of professional responsibility
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24. Reading 2.2 Impact of the Sarbanes-Oxley Act
The Act requires new employment policies & procedures
Procedures for receiving & handling complaints of corporate fraud have to be established
Compensation program bonus policies & stock option plans have to take account of new forfeiture provisions
Hiring & recruitment strategies & background checks will have to be revamped to avoid hiring executives whose employment is precluded by the Act
Training required to properly implement all Act’s mandates
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25. Reading 2.3 Employee Satisfaction
Potential impact of demographic changes
Aging population increases emphasis on health care benefits, retirement planning, & job security
Women are attaining higher proportion of professional qualifications
Future skills shortages may cause industrialized countries to compete for skilled immigrant labor
Industrial base shifting to service & health care sectors
Wider political & economic trends affecting job satisfaction
Health care costs
Job security
Pensions
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26. Reading 2.3 Employee Satisfaction
Two groups of issues
Those depending on financial position of company
Benefits
Wages
Job security
Those less costly to implement through changing practices, processes, & culture
Communication with management
Work/life balance
Employee’s relationship with immediate supervisor
Career development
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