1. HRM 600 – Seminar in HRM Dr. Dana (McDaniel) Sumpter
Department of Human Resource Management
California State University, Long Beach

2. Human Resources
 An overview of the people-related and human resource organizational practices
The HR function/department
vs. the actual human resources
of an organization
Human resources vs. other types of resources (e.g. financial, land/geographical, intellectual, technology, political, etc.)
I WILL GO THROUGH SOME EXAMPLES OF WHAT HR IS ALL ABOUT, GO DEEP ON SOME EXAMPLES

3. About HR “HR? They are like the rats of the organization”
-- A family friend’s reaction when hearing of my career in HR
Discuss and elicit HR ‘horror stories’
Here, we will learn to do it RIGHT!

4. Why HR Matters: The Triple Bottom Line
The “Old” Bottom Line
The “Triple” Bottom Line
Ethical people practices and “CSR”
Translation: It used to be “all about the money” Now, it is about “the money”, and also treating people ethically, and making decisions inconsideration of sustainability and corporate social responsibility
ORGANIZATIONS HAVE REALIZED THAT THE ‘OLD’ WAYS OF DOING BUSINESS AREN’T VIABLE IN TODAY’S GLOBAL ECONOMY. YOU HAVE TO CARE ABOUT THE PLANET (ENVIRONMENT, SUSTAINABILITY, COMMUNITIES), AND YOU HAVE TO CARE ABOUT PEOPLE AND TALENT (CRUCIAL AND NON-INIMITABLE ORGANIZATIONAL RESOURCES)

5. Treat your people right, and they will treat your customers right!
Why Does HR Matter?
Starbucks example (text p. 3)
Treat your people right, and they will treat your customers right!
*What makes Starbucks so popular? Why do they do such good business, why are they such a strong company? (name things)
*Their employees make or break their business
*Breakdowns in HR Processes- hiring, firing, training, compensation, etc.-  breakdown of their service  decrease profit
*Workforce expenditures typically represent 60-70% of operating costs
*What does starbucks DO? Training; health benefits; perks/free stuff; clear role and service expectations ; an investment in their human resources (employees) pays off in tangible business and brand results.

6. Intro to Our Course HRM 600

7. HRM 600 - Syllabus Goals and objectives of the course Using BB
Required text
Additional readings
Grades
Plagiarism

8. HRM 600 – Seminar in HRM Course structure
Interactive, cases, discussions, exercises
Thus, no laptops
I will not cover all of the assigned readings in class, but all assigned reading is fair game for the exams
Class Norms
An open space of non-judgment
If you disagree, that’s okay- do so respectfully
Always, always, always participate! Stories, examples, etc. are always welcome. Bring your experiences into the classroom.
BOTTOM ONE- TALK ABOUT SYLLABUS CONTENT THAT REFERS TO THIS
You are expected to be adults, and complete your readings and homework. I may have pop quizzes. I will cold and warm call on you. In-class work is intended to supplement the readings. You are in an MBA program- this takes work! You have to do the work.

9. Communication Norms Elements of a professionally written email:
Informative subject line
Appropriate greeting
Full sentences
Capitalization
Punctuation
Signature
I won’t respond to s that aren’t professional. I will just respond that they need to revise the .

10. Intro to HRM

11. Human Resource Management
HRM = the policies, practices, and systems that influence employees’ behavior, attitudes, and performance
Talent is a key competitive advantage
Organizations can copy technology, systems, product design, etc….
Organizations cannot copy people
Every company may someday have a CPO!
The purpose of this class – as an employee and as a manager

12. Responsibilities of HR Departments (Functional Areas)
Strategic HR planning
Analysis and design of jobs
Talent management (staffing, recruitment, selection)
Training and development
Performance management
Compensation and benefits
EE relations (including grievances, labor relations, unions)
EE services
Personnel records
Health, safety, and well- being

13. Working in HR
HR professionals (primarily generalists) play multiple roles with clients, including
Per the text: credible activist, business ally, talent manager, strategic architect, culture/change steward, op executor
I say: Consultant, coach, counselor, therapist, parent, advisor, leader, and tour guide
For most HR jobs, you have to enjoy working with people
You may be more of a “gardener” than a “flower”
TURN TO PAGE 62: DO YOU HAVE WHAT IT TAKES TO WORK IN HR?? LET’S TAKE THIS TOGETHER!

14. Ethical HR An “undercurrent” throughout all HR functional topics
This course takes an ETHICAL approach
Studying ethical, moral, and values-based implications of HR decisions
My ethical quandary when working in HR…
Justice at work (process vs. outcome)
Ethics in context
E.g. international, global differences
E.g., industry differences
Ethical conflict at work (task, process, personal)
An “undercurrent” throughout all HR functional topics
How I had to make decisions often enough that were good for the organization, but NOT good for the person/people involved…
Other typical ethical decisions that one must make as an HR official or as a people manager?
We will discuss ethics and ethical implications in each HR functional area, through the topics themselves and/or as a part of case analyses

15. “Quick Chat” Find a partner
Share any experience you have had with an ethical dilemma at work. Discuss:
What was the situation/context?
What were your options for action?
What decision did you make?
What was the outcome?
15-20 minutes to discuss
As a class, discuss 2-3 of them. Identify and discuss the ethical dimensions.

16. Global HR This course takes a GLOBAL approach…
Effect of globalization on HR practices
Cross-cultural and comparative HR functions
Expatriates and international work assignments
… Focusing on benefits and costs of DIVERSITY
Different age, gender, social class, ethnicity, physical ability, race, sexual orientation, etc. of EEs
New ways ERs are expected to accommodate diverse groups (e.g., LGBT, age)
Communicating, coaching, developing, giving feedback to culturally different others
Goal = a comfortable work environment for all EEs to be productive, creative, satisfied
Size of year old labor force is shrinking; size of older labor force 55+ is growing
Generational differences in the workplace- p. 38
Religion- recent change of religious dress and grooming
LBGT- give example of 2001 presentation and today’s current unknowns regarding transgenders

17. “Quick Chat” Find a partner
Share any experience you have had with an global work experience you have had. Discuss:
What were the home and host countries?
What were 1-2 good things or benefits of this experience?
What were 1-2 challenges or issues faced during this experience?
Do you have the desire to work internationally again? (short or long term) Why or why not?
15-20 minutes to discuss
As a class, discuss 2-3 of them. Identify and discuss the global and international people practice and people management dimensions.

18. How HRM is Evolving

19. The HRM Profession
HR salaries vary depending on education and experience, industry, and company’s “use” of HR
Primary professional organization: Society for Human Resource Management (SHRM)
Specialists vs. Generalists
Very different jobs!
Generalist = “conductors of the orchestra”
Certifications
PHR
SPHR
GPHR

20. Potential Relationships between HR and Top Management
Human
Resources
Top
Management
Human
Resources
Human
Resources
Depending on which business type yours is  VERY different HR experiences!!
File Maintenance  Organization  Strategic
Accountability Partnership

21. The HRM Function is Changing
Less time on administrative tasks
Self-service – online access to HR information
Outsourcing – another company provides services
More of a strategic business partner, change agent, and employee advocate
Evidence-based HR (e.g. p. 24)
Demonstrating that HR practices have a positive influence on the company’s bottom line or key stakeholders
HR is a cost center!
Via analytics (e.g. balanced scorecard…)
Self service: e.g. creating HRIS to do things e.g. performance management, comp, personnel info
Outsourcing: e.g. benefits, recruiting agencies
Evidence: you constantly need to prove yourself, demonstrate why you are worth your salary! ;)

22. The Sustainability Challenge
*Sustainability = the ability of a company to survive and succeed in a dynamic competitive environment, without sacrificing key resources
*Changes in employment expectations:
Changes in function/occupation (more to come!)
Psychological contract
Alternative work arrangements
*Goal is employee engagement
Key to sustainability is the long term. Through recessions, through political changes, through market shifts, through everything.

23. Legal and Ethical Issues: The Need to Stay Current
Primary areas of the legal environment have influenced HRM over the past 25 years
Equal employment opportunity (EEO) legislation
Safety and health
Pay and benefits
Privacy
Job security
New changes (especially in CA!)
Social media
Wage and hour issues, breaks
Affordable care act
It’s hard to stay current, because they change all the time, and new cases appear all the time that set new precedent!