*MGMT 471: Human Resource ManagementTop 5 Skill Areas Demanded by US OccupationsActive ListeningReading ComprehensionSpeakingCritical ThinkingActive Learning

*MGMT 471: Human Resource ManagementHuman Resource (HR) ManagementDesigning management systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals.Who Is an HR professional?Every manager performs HR functions.HR professionals/consultants design processes and systems that managers help implement.

*Types of Organizational Assets/ResourcesPhysicalFinancialIntangible Human

*Human Capital

*HR ActivitiesStrategic HR Mgmt: ConsultingEqual Employment OpportunityPlanning, Recruiting and StaffingHR Development & Performance managementCompensation and BenefitsHealth, Safety, and SecurityEmployee and Labor Relations

*HR Activities

*Smaller Organizations and HR ManagementCompeting for qualified workersRelative cost of benefitsRising taxes, overheadGovernment regulation compliance

*HR Cooperation with Line Managers: Interviewing ExampleHR UnitDevelops legal, effective interviewing techniquesTrains managers in conducting selection interviewsConducts interviews and testingSends top three applicants to managers for final reviewChecks referencesDoes final interviewing and hiring for certain job classificationsManagersAdvise HR of job openingsDecide whether to do own final interviewingReceive interview training from HR unitDo final interviewing and hiring where appropriateReview reference information Provide feedback to HR unit on hiring/rejection decisions

*FIGURE Training Example: A Typical Division of HR Responsibilities

*HR Management RolesAdministrativeOperational and employee advocateStrategic

*Changing Roles of HR Management

*Old vs. New Paradigm

*Contemporary HR Management ChallengesGlobalizationEconomic conditionsTechnological changesWorkforce demographics and diversityOrganizational pressures/issuesRestructuringBudget constraints

*Employee-Friendly Benefit Offerings

*HR and TechnologyHuman Resource Management System (HRMS)An integrated system providing information used by HR management in decision making.Purposes and Benefits of HRMSAdministrative and operational efficiencyAvailability of data for HR strategic planning, etc.Automation of payroll / benefit activitiesEEO/affirmative action tracking, DOCUMENTATIONROI data compilation

*Ethical Behavior and Organizational CultureOrganizational CultureThe shared values and beliefs in an organizationFostering Ethical Behavior (Sarbanes-Oxley)Have a written code of ethics and conduct standardsProvide ethical behavior training and adviceEstablish confidential reporting systems for ethical misconductProvide whistle-blower vehicle, protectionSupport HRs role as keeper and voice of organizational ethics

* Examples of Ethical Misconduct related to HR Activities

Types of MisconductExamples of Employee, Supervisor, and Managerial BehaviorCompensationMisrepresenting hours and time workedFalsifying expense reportsPersonal bias in performance appraisals and pay increasesInappropriate overtime classificationsEmployee RelationsEmployees lying to supervisorsExecutives/managers providing false information to public, customers, and vendorsPersonal gains/gifts from vendorsMisusing/stealing organizational assets and suppliesIntentionally violating safety/health regulationsStaffing and EqualEmploymentFavoritism in hiring and promotionSexual harassmentSex, race, and age discrimination in hiring, discipline, and termination

*Assessing HR EffectivenessHR AuditFormal research effort evaluating the current state of HR management in an organizationAudit areas:Legal compliance Administrative processesRecordkeepingEmployee retentionBenefitsAbsenteeism and turnover controlPerformance management system

*Trends related to HRDiversityUnemployment rateBoomersEmployees, employer less committedHealth coverage costs up 78%, workers worriedOnly 43% satisfied with current jobs31% plan to look for a new job in 2008Housing marketTime, flexibility highly important to 65%Ethics, privacyTechnologyOutsourcingwww.shrm.org/hrmagazine/07Trendbook

*HR Competencies and CareersCompetenciesStrategic consultationBusiness knowledgeHR practice developmentImplementation of HR practiceTechnological expertiseCredibility, ethicality

*HR Management as a Career

*FIGURE 1-8

HR SpecialistsSource: HR Department Benchmarks and Analysis 2007 (Washington, DC: Bureau of National Affairs, 2007), 131. To purchase this publication and find out more about BNA HR solutions, visit http://hrcenter.bna.com or call 800-372-1033. Used with permission.

*Median HR Salaries (2007)

HR Generalist $55,900Training Specialist $55,500Compensation Analyst $62,400Benefits Manager $89,200HR Manager $80,700Top HR Executive$170,000

*FIGURE 1-9HR CertificationDetails on these certifications are available from the Human Resources Certification Institute, www.hrci.org.The Human Resource Certification Institute (HRCI) offers three professional certifications for HR generalists.

*HR OrganizationsSociety for Human Resource Management (SHRM) www.shrm.orgAmerican Society for Training & Development (ASTD) www.astd.orgAcademy of Human Resource Development (AHRD) www.ahrd.orgSociety for Industrial and Organizational Psychologists (SIOP) www.siop.org

*Local SHRM OpportunitiesISU Student Chapter of SHRMwww.stuorg.iastate.edu/shrm/Cyclone Chapter (professional)www.cycloneshrm.orgGreater Des Moines Chapterwww.cishrm.org

*Why YOU should join the ISU SHRM chapter:HR interestGuest speakers Free Cyclone SHRM membershipNetworkingLeadership opportunitiesResume buildingFood

*Other websites of interestwww.dol.govwww.bls.govwww.hrci.orgwww.diversityinc.com

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