1. HRM AS A COMPETITIVE BUSINESS MODEL The Competition Edge: Comes from HR Value of Talent Rare Talent (hire, train, motivate best) Not Easy to Duplicate (Teams/Individuals) Organized Workforce

2. COMPETITIVE CHALLENGES CHANGE PROFESSION What are the “Competitive Challenges?” Globalization Technology Change Human Capital Market Forces Worldwide Demographics Workforce Partnerships

3. GLOBALIZATION IMPACT Differences/Issues Geographies Cultures Laws Business Practices Rewards

4. TECHNOLOGY IMPACT Labor vs. Knowledge Education Levels Systems –HRIS –ERP –Database –E-Commerce –PC Revolution Websites for Info “ Changes the Enterprise Work Processes”

5. HRM WEBSITES www.ilr.cornell.edu www.shrm.org www.tcm.com/trdev www.monster.com www.dol.gov bpo.indiana.edu

6. IMPACT OF CHANGE No Status Quo Always on Cutting Edge Staff Talents Must Adjust Very High People Resistance Creates Stress/Pressure/Adoption

7. IMPACT ON HUMAN CAPITAL (Not just Financial Capital) Competition Through People Balance Sheet Item? People Investment –High Rewards for Performance –Use Talents Wisely –Enhance Talents –Organization Skill Sets

8. IMPACT ON GLOBAL COMPETITVE MARKETPLACES Talent is Global Quality Products are Essential Business Process Management Creates Competitiveness Cost Constantly Removed Speed to Market is Essential

9. IMPACT FROM ENHANCING GLOBAL COST CONTROL Creates Downsizing Creates Mergers/Acquisitions Creates Reorganization for Efficiency Forces Outsourcing Encourages Temporary Workforce –Temporary Workers –Contract Employees/Leasing

10. GLOBAL DEMOGRAPHIC CHANGES Diversity Age Distribution Gender Distribution Rising Levels of Education Employee Rights – Legal Employee Privacy Attitudes Toward Work Balancing Life Goals with Work Goals