1. HR Introduction, Strategy, Philosophy

2. I. History 1. Societal Demands 2. Organized Labor 3. Education Levels 4. Size and Complexity of Organizations

3. 5. Changing Social Values 6. Changing Technology 7. Changing Government Regulations 8. Changing Economic Conditions 9. Changing Management Thought

4. II. Function of HR 1. Organizational Effectiveness=f(C+RM+L) 2. CFOs “increasingly recognizing human capital as a business asset: one that must be MEASURED and managed as much as other assets.” - DATAR quote……

5. 3. What are some of the goals/outcomes you are striving for in HR (not programs)? - Attract qualified people - Productivity- Fit - Attendance- Turnover - Retention- Succession - Satisfaction- Well Being

6. 4. How do we achieve these outcomes? - By getting a good match between the individual/employee (Abilities and Motivation) and the organization/job (Requirements and Rewards). - HR activities->Match->Company/HR Objectives->Organizational Effectiveness

7. III. Strategic HR 1. Gain Competitive Advantage Through Human Capital! 2. Use SWOT – e.g. S=comp program W= weak skills O= outsource T = tight labor market 3. “Competitive Advantage Through People” by Jeffrey Pfeffer. 16 characteristics of successful companies:

8. 1. Employment Security 2. Selective Recruiting 3. High Wages 4. Incentive Pay 5. Employee Ownership 6. Information Sharing 7. Participation and Empowerment 8. Teams and Job Redesign

9. 9. Training and Development 10. Cross utilization/Cross training 11. Symbolic Egalitarianism 12. Wage Compression 13. Promotion from Within 14. Long Term Perspective 15. Measurement of the Practices (what gets measured gets done) 16. Overarching Philosophy (need to know where you’re going)

10. 4. Recent survey of 200 HR and Board folks: 4/5 company strategic priorities relate to workforce - attract and retain skilled staff - improve workforce performance - change leadership and mgt. behaviors - change org culture and emp attitudes

11. IV. HR Philosophy 1. Remember Theory X and Y? - not all practice theory y - challenge your assumptions 2. Top Mgt Philosophy and Commitment & Your Assumptions  HR Philosophy  Translated into action by HR Practice  Committed Employees  Competitive Advantage 3. Know what you want so you can talk the talk and then walk the walk. What if you don’t walk?

12. 4. Chief Norm Stamper HR Strategy/Phil  Culture  Behavior LA Militaristic  Controlling/Pecking Order  Public at Bottom Seattle Participation  Empowerment  Hiring etc. 5. THERE’S A CRITICAL LINK BETWEEN YOUR PHILOSOPHY (OR TOP MGMT’S PHILOSOPHY) AND HOW IT TRANSLATES INTO AN HR PHILOSOPHY AND THEN INTO HR PRACTICE

13. V. What are some major issues confronting HR now and in future? 1. globalization 2. diversity 3. changing skill requirements 4. retrenchment 5. outsourcing 6. nature of work 7. focus on human capital etc.