2. Management 571 Professor Werbel

3. Goals and objectives for week n Meet each other n Course expectations n Form teams for class n Three content issues. Overview of HR, The HR Triad, The importance of HR to the organizational success and competitive advantage.

4. Introductions n Meet in groups of 2-3. n Introduce self-work and personal background. Current job? Past job? What do you hope to learn from this class. n Someone else from group will introduce you to the rest of the class. One minute summary.

5. Syllabus n Short--Information is available. Highlight some issues n My web page--use it every week.

6. n Grading

7. WSJ sign up. n Some hot stuff

8. Pick benchmarking

9. Privately --Write down Responses n What is your image of someone in human resources in your company. n How does HR influence managers in selection, compensation, performance appraisal?

10. What does an HR manager do?

11. Dilbert and the evil HR Director Catbert

12. What did you write down?

13. Old model

14. Newer Model n Attraction Assimilation and attrition n Entry issues--Forecasting, recruiting, selection and Placement n Motivation--orientation and training. Performance appraisal and compensation. n Separations--layoffs, retirements quits.

15. I would personally add n RISK MANAGEMENT n EMPLOYEE LAW

16. Roles of HR n P. 45 hand out.

17. Read HR function of Harrison Brothers.

18. What are the Tensions between the triad. n Centralization/decentralization. Need for both n Support vs bureaucracy. Need for both.

19. Line HRM vs Staff HRM n Delicate issue. n Business History-- To what extent can supervisors be trusted to pursue corporate goals especially in selection and promotions? n Has this changed. Examples?

20. How do you influence and give autonomy n Command and control. Example with Affirmative action. n Reward managers for compliance with HR goals. n Establish forms and procedures. n Build a culture

21. example n Nepotism. Supervisor hires own son for summer employment. You are getting complaints from other employees that son is a shirker. n Currently nothing to encourage or discourage? n How do you address to avoid repeats? n How do supervisors comply?

22. Legal/governmental n Compensation (examples with overtime) n Safety (not always in HR) n EEO

23. n Strategic HRM

24. New Directions n Labor costs. 60-80% of production costs are labor. Upper end in the service sector. Lower end in heavy capitalization industries. US is mostly service now and HR is more important than in the past.

25. HR as cost management tool n Ponder wages and benefits. n But more than just these dimensions. n Size of labor force.

26. Strategic HRM n Strategy is about building an alignment of organizational activities to build a competitive advantage.

27. Human Resource/organizational culture are seen as key to Competitive advantage. n Have a competitive advantage n Have value n Rare (others do not have it) n Difficult to copy. More than just buying talent. Embedded in the culture. Someone leaves then Knowledge housed in the culture.

28. Look at Harrison Case n First page. n This is strategy, but is it seeking a competitive advantage. Look at list.

29. Organizational Competencies. n What does the organization do better than other others in the industry. n Wells Fargo n 3M n Southwest Airlines.

30. How do people create that competency n Different types related to HR n Specialized Knowledge (product better than others). n Corporate image to the customer. n Flexibility. n Examples.

31. Highlight later in the course n Need to align HR practices to support those organizational competencies.

32. How you go about creating n Specialized knowledge is different than customer image or flexibility.

33. Summary n The Job of an HR Director from a stakeholder perspective. n Partnership between line manager and HR staff n Strategic Human Resource Planning-- link to Person Organization fit.

34. Next class n Case Was it about race. E reserve n Write answer. Committee overseeing situation. Was it about race or not? What actions if any should be taken by individuals or the organization (policies)? n Religion—E reserve Interesting read— more optional.