STRATEGIES, TRENDS, AND

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STRATEGIES, TRENDS, AND

OPPORTUNITIES FOR HRM

CHAPTER LEARNING OBJ ECTIVES

What Do I Need to Know? After reading this chapter, you should be able to:

• Define human resource management and explain how HRM contributes to and

supports an organization’s strategies and performance.

• Summarize competencies, careers, professional accreditation, and ethics in human

resource management.

• Explain the role of supervisors and managers in human resource management.
• Describe trends in the composition and expectations of the labour force.
• Discuss how technology is impacting HRM

POWERPOINT ® SLIDES

Human Resource Management, Fifth Canadian Edition includes a complete set of Microsoft PowerPoint® files for each chapter. In the lecture outline that follows, a thumbnail illustration of each slide for this chapter is placed beside the corresponding lecture material. The slide number helps you to see your location in the slide show sequence and to skip slides that you don’t want to show to the class. (To jump ahead or back to a particular slide, just type the slide number and hit the Enter or Return key.) 1 (Human Resource Management, 5th Canadian Edition By Sandra Steen, Raymond Noe, John Hollenbeck, Barry Gerhart, Patrick Wright) (Instructor Manual) 1 / 4

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LECTURE OUTLINE (with PowerPoint ® slides)

Prepared by: Sandra Steen, University of Regina

Strategies, Trends, and Opportunities for HRM Slide 1

Learning Objectives Slide 2

Earning a Reputation as a

Great Employer: Shopify

Slide 3

HRM Practices Slide 4

STRATEGIES, TRENDS, AND OPPORTUNITIES FOR HUMAN

RESOURCE MANAGEMENT

LEARNING OBJECTIVES

LO1: Define human resource management and explain how HRM contributes to

and supports an organization’s strategy and performance.

LO2: Summarize competencies, careers, professional accreditation, and ethics in

human resource management.

LO3: Explain the role of supervisors and managers in human resource

management.

LO4: Describe trends in the composition and expectations of the labour force.

LO5: Discuss how technology is impacting HRM.

EARNING A REPUTATION AS A GREAT EMPLOYER: SHOPIFY

Organizations strive to create an employment brand that attracts top talent and earns a reputation as a great place to work • Headquartered in Ottawa, e-commerce software solutions and web builder Shopify has been rated as the best place to work in Canada by Glassdoor and was recently ranked third of global tech employers by Hired.com • The ‘trust battery’ is central to our culture.” Trust battery is a metaphor key to the high-performance culture and employee experience at Shopify. CEO Tobi Lütke explains, “It’s charged at 50 percent when people are first hired.And then every time you work with someone at the company, the trust battery between the two of you is either charged or discharged, based on things like whether you deliver on what you promise.”

HRM PRACTICES

Human resource management (HRM) centres on the policies, practices, and systems that influence employees’ behaviour, attitudes, and performance

• Important HR (people) practices include:

-- Analysis and design of work -- Workforce planning (determining how many employees with specific knowledge and skills are needed) -- Recruiting (attracting candidates) and Selection (choosing employees) -- Training, learning, and development (preparing employees how to perform their jobs and for the future) -- Performance management (supporting performance) -- Total rewards (rewarding employees) -- Employee and labour relations (creating a positive work environment) 2 / 4

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Why are People So Valuable?Slide 5

Impact of HRM Slide 6

What are the Responsibilities of HR Departments?Slide 7

What are the Responsibilities of HR Departments? (cont’d) Slide 8

What are the Responsibilities of HR Departments? (cont’d) Slide 9

WHY ARE PEOPLE SO VALUABLE?

Managers and economists traditionally have seen HRM as a necessary expense, rather than a source of value to their organizations • Human capital—an organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight • Organizations need resources that provide competitive advantage

and human resources have these qualities:

-- Valuable, rare, cannot be imitated, and have no good substitutes • Employee engagement refers to the degree to which employees are fully involved in their work and the strength of their commitment to their job and the organization.

IMPACT OF HRM

HRM contributes to measures of an organization’s success such as quality, profitability and customer experience

WHAT ARE THE RESPONSIBILITIES OF HR DEPARTMENTS?

HR as a business within the organization with 3 product lines:

• Administrative services and transactions

• Handling administrative tasks e.g. processing tuition reimbursement applications and employee queries • Requires efficiency and commitment to quality • Requires expertise in the particular tasks

• Business partner services

• Developing effective HR systems to meet organizational goals • HR people must understand the business to understand what the business needs

• Strategic partner

• Contributing to the company’s strategy • HR professionals must understand the business, industry, and competitors

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Employee Experience Slide 10

Responsibilities of HR Departments Slide 11

EMPLOYEE EXPERIENCE

• Perceptions that employees have about their experiences at work in response to their interactions with the organization • Providing a positive employee experience is critical for keeping employees engaged and committed to the organization • Encompasses all of the elements that influence an employee’s perception of the work environment and becomes an important focus for the employee’s entire journey—from first contact with a potential employer to retirement (and even beyond)

RESPONSIBILITIES OF HUMAN RESOURCE DEPARTMENTS

• Analyzing and Designing Jobs

• Job analysis is the process of getting detailed information about jobs • Job design is the process of defining the way work will be performed and the tasks that a given job requires

• Workforce Planning

• Identifying the number and types of employees the organization needs

• Recruiting and Hiring Employees

• Recruitment is the process through which the organization seeks applicants for potential employment • Selection is the process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals

• Training, Learning, and Development

• Training is a planned effort to enable employees to learn job-related knowledge, skills, and behaviour • Development involves acquiring knowledge, skills, and behaviours that improve employees’ ability to meet the challenges of new or existing jobs

• Performance Management

• Performance management is the process of ensuring that employees’ activities and outputs match the organization’s goals

• Total Rewards

• Planning pay and benefits involves many decisions including understanding legal requirements; administering pay and benefits requires systems and extensive record- keeping and reporting; and ensuring compliance with laws

• Maintaining Positive Employee and Labour Relations

• Provide for satisfying and engaging work environments and maintaining positive relations with employees and positive labour relations

• Establishing and Administering Human Resource Policies

• HR helps establish policies to provide for fair and consistent decisions

• Managing and Using Human Resource Data

• People (human capital) analytics—use of quantitative tools and scientific methods to analyze data from human resource databases and other sources to make evidence-based decisions that support business goals

• Ensuring Compliance with Federal/Provincial/Territorial Legislation
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