1. Human Resources

2. 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

3. Roles Recruitment and Selection (Staffing) Recruitment and Selection (Staffing) Training and Development Training and Development Performance Appraisal Performance Appraisal Compensation and Benefits Management Compensation and Benefits Management Labor Relations Labor Relations Safety Safety

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

5. 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 2001 Yearbook

6. 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

7. 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 In 2000-2001 the average is one HR employee for every 100 workers (Source: BNA Bulletin to Management, Vol. 52, Number 26, 6/28/2001) In 2000-2001 the average is one HR employee for every 100 workers (Source: BNA Bulletin to Management, Vol. 52, Number 26, 6/28/2001) Schools, city governments, and healthcare companies tend to have lower staffs than manufacturing, association and social service agencies Schools, city governments, and healthcare companies tend to have lower staffs than manufacturing, association and social service agencies

8. Functional structures Specialists in the HR functions Specialists in the HR functions  Supervisor of Staffing  Director of Compensation  Labor Relations Manager In 2001, specialists in benefits, employment/ recruitment, and training are most common. In 2001, specialists in benefits, employment/ recruitment, and training are most common.

9. 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

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

11. Current Challenges Going global Going global Embracing new technologies Embracing new technologies Managing change Managing change Developing human capital Developing human capital Responding to the market Responding to the market Containing costs Containing costs

12. Going Global

13. Technology

14. Managing Change Change is inevitable - except from a vending machine. ~Robert C. Gallagher Change is inevitable - except from a vending machine. ~Robert C. Gallagher It is not necessary to change. Survival is not mandatory. ~W. Edwards Denning It is not necessary to change. Survival is not mandatory. ~W. Edwards Denning

15. Developing Human Capital I’m rare, I’m organized, I’m valuable and I’m one of a kind!!!

16. Responding to Market T Q M Six Sigma

17. Total Quality Management (TQM) Management approach that aims for long- term success by focusing on customer satisfaction. Management approach that aims for long- term success by focusing on customer satisfaction. Requires participation of all members of an organization in improving processes, products, services, and culture Requires participation of all members of an organization in improving processes, products, services, and culture

18. Six Sigma management philosophy management philosophy setting extremely high objectives, collecting data, and analyzing results to reduce defects in products and services setting extremely high objectives, collecting data, and analyzing results to reduce defects in products and services sigma denotes variation from a standard sigma denotes variation from a standard

19. Measureerrors eliminate errors Measureerrors eliminate errors Six Sigma required less than 3.4 defects per million opportunities (an opportunity is defined as a chance for nonconformance) Six Sigma required less than 3.4 defects per million opportunities (an opportunity is defined as a chance for nonconformance)

20. Containing Costs

21. Employee Issues Demographic Changes Demographic Changes  Age issues  Diversity Cultural Changes Cultural Changes  Employee rights  Attitudes toward work