1. Essentials of Managing Human Resources 5ce
Prepared By: Eileen Stewart
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CHAPTER 1
The Challenges of HRM
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LEARNING OUTCOMES
Define human resources management (HRM)
Identify the processes and practices of HRM
Explain the importance of HRM to the line manager
Discuss the relationship between the line manager and the HR practitioner
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4. LEARNING OUTCOMES (continued)
Describe current business issues facing organizations and the impact on people in organizations
Outline the key demographic and employee concerns
Illustrate the link between business strategy and HRM strategy
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5. DEFINITION: HUMAN RESOURCES MANAGEMENT
An integrated set of processes, programs, and systems in an organization that focus on the effective deployment and development of its employees
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6. OVERALL FRAMEWORK FOR HRM
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WHY STUDY HRM?
Line manager is key link between employee and organization
Line manager needs knowledge and understanding of HRM and how practices influence the success of the organization
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8. PARTNERSHIP BETWEEN MANAGER AND HR PROFESSIONAL
Line Manager is responsible for:
Determining work and job design
Making hiring decisions
Coaching and developing employees
Promoting health and safety
Reviewing performance
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9. PARTNERSHIP BETWEEN MANAGER AND HR PROFESSIONAL (continued)
HR Professional is responsible for:
Aligning HR strategies with business strategies
Delivering services (i.e., recruitment)
Strengthening employee contributions
Managing change
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10. RELATIONSHIP OF HR TO OTHER BUSINESS UNITS
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BUSINESS ISSUES
1: Global economy
Impact—trade agreements and global markets
Effect on HRM—balancing a complicated set of issues related to different geographies, cultures, laws, and business practices
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12. BUSINESS ISSUES (continued)
2: Evolution of Firms and Business Sectors
Continuing slow economy
Consolidation and amalgamation of businesses
Increased competition
Struggles for tech “darlings” such as RIM
Questions by government of non-Canadian ownership
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13. BUSINESS ISSUES (continued)
3: Technology and Quality
Technology has enabled companies to improve processes
Focus on customer satisfaction
Influence of social networking
Cloud computing
Quality initiatives key to customer retention
Six Sigma
Benchmarking
Lean
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INNOVATION SKILLS
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15. BUSINESS ISSUES (continued)
4: Sustainability
More attention is being paid to the health of our planet
While old industries may be losing employment opportunities, new businesses are emerging with new careers
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16. BUSINESS ISSUES (continued)
5: Developing Human Capital and Talent Management
Individual’s knowledge, skills, and capabilities have an economic value to organizations
Managers need to ensure that employees have developmental opportunities to increase their capabilities
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17. BUSINESS ISSUES (continued)
6: Demographic and Employee Concerns
Diverse backgrounds
Different generations at work
Skills and labour shortage
Gender
Rising levels of education
Changing nature of job and cultural changes
Employee rights, ethics, and privacy
Changing attitudes toward work
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GENERATIONS AT WORK
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19. BUSINESS STRATEGY AND HUMAN RESOURCES MANAGEMENT STRATEGY
Corporate strategies answer “what business should we be in?”
Business strategies focus on “how do we do our business better?”
Being competitive
Ensuring people processes in organization provide competitive edge
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20. BUSINESS STRATEGY AND HUMAN RESOURCES MANAGEMENT STRATEGY (continued)
HRM strategy identifies the key HR processes and practices
HR processes and practices are then linked to overall business strategy
Is a framework for action
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