Chapter 12 Human Resource Management. The Strategic Role of HRM HR: design &application of formal...

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Chapter 12Human Resource Management

The Strategic Role of HRM

HR: design &application of formal systems in an orgz to ensure effective &efficient use of human talent to achieve orgz goals

HRM & HR strategies aligned with orgz strategic direction-Positive Performance

Matching process

• Integrate strategy

• HR builds culture

The right people: To become more competitive on a global basis

For improving quality, innovation, and customer service

To retain during mergers and acquisitions

12.1 Strategic Human Resource Management

Building Human Capital to Drive Performance

• Strategic decisions are related to human decisions

• More companies rely on information, creativity, and knowledge

Human Capital is the economic value of the combined knowledge, experience, skills, and

The Changing Nature of Careers

Employees operate under a new social contract

Downsizing, outsourcing, rightsizing, and restructuring have left little stability

Subsidized benefits are decreasing

Employees are expected to be self-motivated

Organizations must be creative with training and development

Innovations in HRM

• Becoming an Employer of Choice

– Organizations that are highly attractive to potential employees because of HR practices

• Using Temporary and Part-Time Employees

– Contingent workers are not permanent, maintain flexibility, and keep costs low

• Promoting Work/Life Balance

– Critical retention strategies

Promoting Work-Life Balance

Helping workers lead a balanced life

Part-time work and telecommuting

Flexible scheduling

Gen Y/Millennials demand more work-life balance

12.5 Attracting an Effective Workforce

Human Resource Planning

• What new technologies are emerging?• What is the volume of the business likely to be in the

next 5 to 10 years?• What is the turnover rate?

• What types of engineers will we need?• How many administrative personnel will we need to

support additional engineers?• Can we use temporary, part-time, or virtual workers?

Recruiting (talent acquisition)

• Activities that define characteristics of applicants to whom selection procedures will be applied

Internal recruitingExternal recruiting

• Assessing Organizational Needs:– Job Analysis-gather & interpret info about duties, task & responsibilities of

jobs (ask work flow, activities etc)

– Job Description-summary of specific task/duties/responsibilities

– Job Specification-outlines characteristics needed to perform job (skills, education etc.)

• Realistic Job Previews – provide pertinent information; positive and negative-about job &orgz to applicants

• Legal Considerations – recruiting practices must be legal

• Innovations in Recruiting:– E-Recruiting

– Twitter, LinkedIn, and other social media

Recruiting

Application Form• Avoid irrelevant questions • Avoid questions w/

adverse impact

Interview; Structured interviewsNon directive InterviewsPanel Interviews

Selecting

Employment Tests• Cognitive ability tests• Physical ability tests• Personality tests• Brainteasers

Assessment Center• Work sample tests

Online Checks

Select desired employees from pool of recruited applicants-Employers assess applicants for a “fit”

HR professionals us a combination of devices:

Structured interviews• Biographical interviews-life &work Experiences• Behavioral interviews-describe the task/problem

performed• Situational Interviews-how handle hypothetical

situationNon-directive interviewsAllow freedom , broad and open ended questions,Panel Interviews-several interviewers

Interviews

Managing Talent

• Training and Development-develop employees into effective workers– On-the-Job Training– Corporate Universities– Promotion from Within– Mentoring and Coaching

• Development involves teaching broader skills

• Performance Appraisal– Evaluating performance, recording assessment,

Chapter 12 Human Resource Management. The Strategic Role of HRM HR: design &application of formal...

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