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HUMAN RESOURCES

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HUMAN RESOURCESHUMAN RESOURCES

Human Resources Role in Evolving Human Resources Role in Evolving Organizational FormsOrganizational Forms

Changing Needs and CompetenciesChanging Needs and Competencies

Employment Relationship FormsEmployment Relationship Forms

Key Legal ObligationsKey Legal Obligations

Other ResponsibilitiesOther Responsibilities

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HUMAN RESOURCESHUMAN RESOURCES

One does not “manage” people. The task One does not “manage” people. The task is to lead people. And the goal is to is to lead people. And the goal is to make productive the specific strengths make productive the specific strengths and knowledge of each individual.and knowledge of each individual.

– Peter Drucker (1999), Management Challenges of the 21st Century

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HUMAN RESOURCES

Challenges and OpportunitiesChallenges and OpportunitiesTransition to 21st Century Age of Knowledge and Transition to 21st Century Age of Knowledge and

Globalization from 20th Century Age of IndustryGlobalization from 20th Century Age of Industry Shift from Financial Capital to Human CapitalShift from Financial Capital to Human Capital How to Build Value with Intangible AssetsHow to Build Value with Intangible Assets

MISSION:MISSION: Attract, Retain and Reward an Attract, Retain and Reward an Increasingly Educated and Mobile Work ForceIncreasingly Educated and Mobile Work Force

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HUMAN RESOURCES

"You the temp?""You the temp?"Cartoon by Mark Anderson Copyright 2002, Harvard Business Review

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HUMAN RESOURCES21st CENTURY TASK21st CENTURY TASK

Create Sustainable Competitive Advantage with Create Sustainable Competitive Advantage with Knowledge Workers/Intangible AssetsKnowledge Workers/Intangible Assets

Intangible Assets/ Intangible Assets/ “Flatter Form”“Flatter Form”

Organizationally-focused Knowledge

and Orientation

Intangible Assets/ Intangible Assets/ “Flatter Form”“Flatter Form”

Organizationally-focused Knowledge

and Orientation

Tangible Assets/ Tangible Assets/ Vertically IntegratedVertically Integrated

Job-Related Tasks, Responsibilities, Skills

and Behaviors

Tangible Assets/ Tangible Assets/ Vertically IntegratedVertically Integrated

Job-Related Tasks, Responsibilities, Skills

and Behaviors

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HUMAN RESOURCES

EMERGING NEEDS - CORE COMPETENCIESEMERGING NEEDS - CORE COMPETENCIES

Succession Planning Essential for Knowledge-based Organizations; Evaluate Firm’s Life-Cycle Needs vis-à-vis Filling Positions

Recruitment Identify Tactical and Strategic Needs; Team Roles

Training and Development Changing Definition and Role of a “Firm;” Supplier/Customer Interdependency

Work Design Traditional Job Descriptions being replaced by Organizational Knowledge Needs

Performance Management Synergy of Expectations, Accomplishments and Incentives

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HUMAN RESOURCES

SOME RULES FOR THE SOME RULES FOR THE ROADROADA “Stop-Doing” List is More Important than A “Stop-Doing” List is More Important than a a “To-Do” List“To-Do” List

Skills can be Learned; Core Values cannotSkills can be Learned; Core Values cannot

People are NOT your Most Important People are NOT your Most Important Asset: Asset: The RIGHT People are: Give The RIGHT People are: Give People People Responsibilities, Not JobsResponsibilities, Not Jobs

Do Not Confuse Celebrity with LeadershipDo Not Confuse Celebrity with LeadershipSwanson, William (2005). Swanson’s Unwritten Rules of Management

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HUMAN RESOURCES

KEY RESPONSIBILITIES: Distinguish Between

At-Will Employee: “Hired” to Perform Assigned Work for Firm May have Employment-related Protections and

Benefits Dischargeable without Notice

Independent Contractor: “Contracted” to Furnish Goods and Services to Firm Contract’s Beneficiary not obliged to provide

Protections and Benefits; “Primary” Employer’s duty unchanged

Relationship subject to Contractual Rights and Remedies

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HUMAN RESOURCES

Ensure Non-Discriminatory Employment PracticesEnsure Non-Discriminatory Employment Practices

Federally-Protected Classes: Race, Color, Sex, Religion, Federally-Protected Classes: Race, Color, Sex, Religion, National Origin, Physical Disability or AgeNational Origin, Physical Disability or AgeLocally-Protected Classes: Benefits must be extended to Locally-Protected Classes: Benefits must be extended to Domestic Partners in Multnomah County; Gender Domestic Partners in Multnomah County; Gender Preference or Sexual Orientation in many JurisdictionsPreference or Sexual Orientation in many Jurisdictions

Examples of Unlawful Employment Practice (Patterns and Examples of Unlawful Employment Practice (Patterns and Actions) include:Actions) include:Hiring Bias, Promotion, Job Assignment, Hiring Bias, Promotion, Job Assignment, Termination, Termination, Compensation and Sexual and Other Compensation and Sexual and Other Forms of HarassmentForms of Harassment

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HUMAN RESOURCES

FEDERAL EQUAL EMPLOYMENT FEDERAL EQUAL EMPLOYMENT OPPORTUNITY STATUTEOPPORTUNITY STATUTE

Unlawful Employment Practices occur Unlawful Employment Practices occur when Employerswhen Employers “…fail or refuse to hire “…fail or refuse to hire or to discharge, or limit, segregate, or or to discharge, or limit, segregate, or classify employees or applicants for classify employees or applicants for employment in any way which would employment in any way which would deprive or tend to deprive any individual of deprive or tend to deprive any individual of employment opportunities or otherwise employment opportunities or otherwise adversely affect [their] status as an adversely affect [their] status as an employee…” employee…”

§ 703, PL 88-352§ 703, PL 88-352

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HUMAN RESOURCESOther Human Resources Responsibilities

Whistleblower Protections

Health Care and Retirement Benefits

Privacy Rights and Needs

Drug Testing: Hiring and Tenure

Plant Closings and Mass Layoffs

Union Organizing and Negotiations; Grievance Resolution; Contract Administration

Uniformed Service Members

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HUMAN RESOURCES

Do the right things right.

Ken ThrasherKen ThrasherChairman & CEOChairman & CEO PPrior to joining Compli, Ken served 18 years in executive positions with Fred rior to joining Compli, Ken served 18 years in executive positions with Fred Meyer Stores including CFO and Executive Vice President with oversight of HR, Meyer Stores including CFO and Executive Vice President with oversight of HR, financial and corporate compliance. He rose to become President and CEO financial and corporate compliance. He rose to become President and CEO after Fred Meyer merged with The Kroger Company (at $50 billion, the nation's after Fred Meyer merged with The Kroger Company (at $50 billion, the nation's largest grocery store chain). Currently, Ken serves on the boards of numerous largest grocery store chain). Currently, Ken serves on the boards of numerous organizations including Albertina Kerr Centers, the Oregon Mentoring Initiative organizations including Albertina Kerr Centers, the Oregon Mentoring Initiative and the Portland Art Museum. He was also appointed by the Governor as and the Portland Art Museum. He was also appointed by the Governor as Chairperson of the Quality Education Commission for Oregon in 2001 and co-Chairperson of the Quality Education Commission for Oregon in 2001 and co-chairs Portland State University's Capital/Endowment Campaign.chairs Portland State University's Capital/Endowment Campaign.

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HUMAN RESOURCES

Do the right things right.Do the right things right.

Monitor, track and report on compliance issues across your organization. Spot problems before they occur.

Compli handles matters of employment law AND corporate governance. Issues such as sexual harassment, workers' comp, anti-discrimination and wage & hour are taken into account, as are governance areas such as SarBox, code of ethics and insider trading.

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HUMAN RESOURCES

Concluding ThoughtsIf 21st Century Businesses are to be Knowledge-based: Rely on Intangible Assets

and Human Capital; and… Externally-oriented: Acting and Responding,

at an increasing rate, to the Changing Nexus of Supplier and Consumer

Shouldn’t Human Resources be at the Core of the necessary Strategic Leadership?