Evolution of HRM Function

• Personnel Administration
• Scientific Management
• Human Relations movement
• Government regulation
• Human Resources movement
• Strategic human resource management
 HRM Practices
• Human Resource Planning
• Job analysis

• Recruitment and selection

• Compensation and benefits
• Training and development
• Performance appraisal and management


 In a regulatory environment

 HRM Responsibility
• Company Leadership
– CEO/ Executive leve
– Front-line management
• Human Resources Professionals
– Executives
– Generalists
– Specialists
 Competitive Advantage

• Cost strategy
• Product differentiation
• Link to HR practices
 Resource Based View
• Rare
• Valuable
• Imperfectly imitable
• Non-substitutable
Competitive Challenges to HRM
• Global challenge
• Satisfying stakeholders
• Economy
• Legal environment
• Technology advances
• Changing demographics
 Human Resource Planning
• Organizational Planning
– Organizational Mission
– Scan environment
– Set strategic goals
– Formulate strategic plans
 Sample Mission Statement
 Southwest Airlines:


 The mission of Southwest Airlines is

dedication to the highest quality of
Customer Service delivered with a sense of
warmth, friendliness, individual pride, and
Company Spirit.
 Human Resource Planning
• Strategic Plans include:
– Technological forecasts
– Economic forecasts
– Organizational planning
– Investment planning
– Annual operating plans
–
HR Planning- Demand Forecasting
 Statistical Analysis
– Business factors
– Trend analysis
– Ration Analysis
 Judgmental Analysis
– Brainstorming
– Delphi Technique
– Sales force estimates
 Other- Unit-demand
HR Planning- Supply Forecasting
• Internal
– Assess current workforce
– Skills inventory
– Succession planning
 HR Planning- Actions
• When labor demand exceeds labor supply
(tight)
– training or retraining
– succession planning
– promotion from within
– subcontracting
– use of part-time/ temporary workers
– use of overtime

 HR Planning- Actions
• When labor supply exceeds labor demand
(loose)
– pay cuts
– reduced hours
– work-sharing
– voluntary early retirements
– inducements to quit (eg. Severance pay)
– layoffs

 Environmental Scanning

• Economic, social, political factors

• Government and legislation
• Population, workforce demographics
• Competition, markets
• Technology
 Exercise- Trend Analysis
• Aging of the labor force
• Shift from manufacturing economy to
service economy
• Increasing number of dual career families
• Increasing diversity of workforce (more
women and minorities)
Human Resource Information Systems

• Created for administrative purposes

• Used also to support decision-making
• Typically a relational database
• Often managed by an HR group
 Data Collected by an HRIS
Employee Data

Organization/Job Data


• Name • Pre-employment test scores

• Social security number • Job title
• Date of birth • Job grade
• Gender • Salary
• Race • Benefit selections
• Marital Status • Performance appraisal ratings
• Address • Promotional history
• Telephone Number • Corrective action records
• Emergency Contact • Attendance history
• Dependent Information • Training records
 Functional Use of Data
Functions Using Data
 Regularly Generated/Ad


• Compensation and hoc Reports

Benefits • Payroll runs
• Health and Safety • Benefit costs
• Performance Appraisal • Recruiting effectiveness
• Training and • Supply/demand
Development forecasting
• EEO/AA • Transaction histories
• Recruiting and Placement • Training completed
• Labor Relations • Adverse impact analysis
 Who can access/use the HRIS
• HR Staff
• Managers
• Strategic planners
• Employees
 Important Considerations in
HRIS Implementation
• Return on investment
• Off-the shelf vs. customization
• Confidentiality
• Legal considerations
 Intranets- HR Uses
• Job posting
• On-line training and scheduling
• Employee manual
• Employee communications and messages
• Self-service file maintenance
• Benefit enrollment
•
 Intranets and Competitive
Advantage

Strategic Uses:


• Improve communication
effectiveness
• Knowledge management
• Support innovation
 Intranets must have:

• Effective management
• Culture that supports information sharing
• User training
• Employee empowerment to use
• Organized content
 Analyzing HRIS Data

• Data-mining
• Other Statistical Analysis
• Data-warehousing
 Examples of Relationships in HRIS
• What are some characteristics of applicants that are
eventually successful in the organization?
• Is there a relationship between merit increases and improved
performance?
• Do benefit selections affect turnover?
• Are there common career paths in the organization?
• Is there a relationship between promotional history and length
of service?
• Are there any attributes that make an employee a productive
telecommuter?
• Is there a relationship between absenteeism and performance?
• Is there a profile of a typically successful employee?
•
 Outline of Legal Considerations
• Regulatory Model
• Equal Employment Opportunity
• Workplace Justice Laws
• Pay and Benefit Legislation
• Labor Unions
• Health and Safety
 EEO Legislation
• 1964: Title Vll Civil Rights Act
• 1967: Age Discrimination in Employment Act
• 1978: Pregnancy Discrimination Act
• 1986: Immigration Reform & Control Act
• 1990: Americans with Disabilities Act
• 1991: Civil Rights Act
•
 Regulatory Model

Regulator Managemen
Concern Agencie
Laws y t
s s
Action Responses
•Fairness issues •Passed by congress •Federal agencies • •
•Economic disparity •Passed by state •State agencies •Rulings •
•Changing material legislature •Independent •Written regulations •Planning compliance
values •Presidential executive •commissions •Complaint strategies
•Interest group agendas orders investigations •Formulating
•Political party mandates • •Technical assistance appropriate HR policies
•Loop-holes in current •Lawsuits •Briefing and training
legislation
•
Challenges to Laws • employees and
managers
•Defending lawsuits
•Working with
government agencies
State Court Federal Court Opinions and lobbying for policy
System System Decisions changes
 Types of Discrimination
• Disparate Treatment
 Differential treatment of protected class
individuals
• Disparate Impact
 Identical treatment of protected class
individuals, but differential outcomes

Defenses Against Discrimination
• Job relatedness
• Business necessity
• Bona Fide Occupational Qualification
• Bona Fide Seniority System
• Voluntary Affirmative Action Program
• Demonstrate no adverse impact
 Proving Adverse Impact
• 4/5 Rule - comparison of
minority/majority selection ratio
• If selection ratio is below 4/5 or
80%- then there is adverse impact
 Adverse Impact- Examples
 #hired/ #applied- compute for each group
 Female: 30/100= 30%;
 Male: 60/100= 60%
 minority % / majority % (compare with 4/5)
 30% / 60% = .30/.60 = 0.5 (5/10 or 50%)


 #hired/ #applied- compute for each group

 Female: 50/100= 50%;
 Male: 60/100= 60%
 minority % / majority % (compare with 4/5)
 50% / 60% = .50/.60 = 0.83 (5/6 or 83%)



 Affirmative Action Plans
• Required for Federal Contractors by
Executive Order 11246
• Can also be voluntary
• Never use quota system- unless directed by
courts
• Components:
– Utilization analysis
– Written plan
Employment-at-Will Exceptions
• Violates a law
• Public policy
• Implied contract
• Good faith and fair dealing
Avoiding Wrongful Termination
• Employment-at-Will statement in:
– applications
– offer letters
– employee handbook
• Train managers:
– avoid making commitments or promises
– avoid certain terminology
 Employee Handbook
• Employment policies or procedures
• Orientation information for new
employees
• Legal obligations of employer and
employee
• Responsibilities of employer and
employee to each other
 Sexual Harassment
• Quid pro quo
• Hostile environment


Tips to avoid:


• Have a written policy

• Provide training
• Formal investigation process
• Be aware
•
 Family Medical Leave Act
• Companies with 50 or more employees
• 12 weeks of unpaid leave for
– birth or adoption
– own illness or family member illness
• Continued health coverage
• Can be intermittent
• Reinstated to same or similar position
 Surveillance and Monitoring
• Business reasons
• Have a written policy
• Use in moderation
• Treat all employees equally
 The Process of Job Analysis
Sources of Job
Data Description

Human
Job Data Resources
Functions

Methods of
Collecting
Data Job
Specification
 Sources of Data
• Job Analyst
• Employee
• Supervisor
• Customer
 Methods of Collection
• Interviews
• Questionnaires
• Observations
• Records or Critical Incidents
 Data Collected
• Job Content
• Job Context
• Worker Requirements:
–Knowledge
–Skills
–Abilities
 Results of Job Analysis
• Job Description
– Tasks
– Duties
– Responsibilities
– Job Specifications
• Knowledge requirements
• Skill requirements
• Abilities needed (including physical
demands)
–
 Using Job Analysis Results
• Recruiting and Selection
• Training and Development
• Performance Appraisal
• Compensation
• Productivity improvement
• Employee discipline
• Safety
• Organizational Efficiency
 Problems with Job Descriptions
• Not useful if not well-written
• Often not updated
• Could violate law
• Can limit scope of job holder
 Recruiting
• Purpose- create pool
• Specifically:
– Minimize cost
– Increase success
– Improve retention
– EEO issues
– Public image
 Strategic Issues
• Large number or highly qualified?
• Quick or quality?
• Cost?
• Fill vacancy or start career?
• Public relations?
 Steps in Recruiting Process
• Identify opening
• How to fill opening
• Identify targeted population
• Source candidates
• Selection process
 Internal Recruitment
• Advantages
– Capitalize on investment
– Increase moral
– Improve retention
• Disadvantages
– Insufficient supply
– “Ripple effect”
– Lack new ideas
 Internal Recruiting Process
• Skills database
• Supervisor recommendations
• Career progression system
• Job posting
– Available to all
– Timeliness
– Can de-moralize if not done well
– Confidentiality
 External Recruiting
• Employee referrals
• “Walk-ins”
• Recruitment advertising
• Direct recruiting
• Search research
• Contingency search (include temp-to-perm)
• Retained search
• College recruiting
• Non-fee agencies
 External Recruiting
• Job Fairs
• Professional Associations
• Internet
– Company website
– Online boards
– Banner advertising
– Using e-mail
 Choosing the Right Method
• Depends on:
– Type of job
– Timeframe
– Geographic area
– Cost
– Mix of candidates
• Need to look at:
– Define target market
– What’s worked before?
 Doing it Well
• Realistic Job Preview
• Train organizational recruiters
• Convey organizational information
• Timing of process
• Offer flexibility
• Evaluate your efforts
 Evaluate your Efforts
• Operating Costs
• Cost per hire
• Yield ratios
– Number of resumes to interviews
– Interviews to offers
– Offers to hires
– Overall
• Retention rates
• Performance rating
Importance of Effective Selection
• Retention
• Productivity
• Reduce training costs
• Legal compliance
 Steps in Selection
• Understand organization and job
• Select evaluation process
• Implement selection process
• Make decision
• Background check
• Offer
 Legal Considerations
• Equal Employment Opportunity
Commission (EEOC)
– Uniform Guidelines on Employee Selection
Procedures
– National Origin
– Pregnancy discrimination
– Age discrimination
– Religious discrimination
– Disability
 Legal Considerations
• Constitutional
– Privacy
• Tort law
– Negligent hiring
– Defamation
• Other
– Fair Credit Reporting Act
 Selection Strategy
• Decide what selection devices to use for
each position. (Utility Analysis)
• What order?
• Multiple hurdle or same treatment?
– Example- everyone must pass cognitive
ability test to get to interview OR
– Everyone takes cognitive ability test and
gets interview
 Selection Strategy
•Compensatory: all •Multiple Hurdle: weed out
applicants get all “tests” applicants at each step of
(*costly!) the hiring process based
(1) applications 200 on whether pass/fail each
(2) paper & pencil tests 200 “test” (*greater potential
(3) work sample test 200 for adverse impact!)
(4) interview 200 (1) applications 200
(5) offers 10 (2) paper & pencil tests 120
(3) work sample test 40
(4) interview 20
*Note: courts don’t accept “bottom (5) offers 10
line” defense- look for adverse
impact at each step of the process
 Reliability
• Consistent/stable
• Over time
• Across different samples
• Across different judges
 Validity
• Face validity
• Content validity
• Construct validity
• Criterion related validity
• Validation approaches
– Predictive validation study
– Concurrent validation study
– Validity generalization
 Utility Analysis Considerations
• Validity coefficient
• Selection ratio
• Job performance differential
• Cost of test
•
 Utility Analysis Example

Expected gain ($) =
(# applicants selected) x (validity) x




(standard deviation of performance) x


(average standardized test score) -
 (# applicants tested)(cost of test)
 Selection Methods
• Application
• Biodata inventory
• Background investigation
– Drug test
– Reference checks
• Written or Computer-based Tests
• Interviews
 Examples of Written or
Computer-based Tests
• Job sample performance tests
– Assessment centers
• Cognitive ability tests
• Psychomotor ability tests
• Personality inventories
• Polygraph or honesty tests
 Interview Process
• Phone screening
• Human resources- organization fit
• Hiring manager
• Peers/customers
• “round robin” style
• Lunch, dinner or reception
 Types of Interviews
• Pre-screening
• Resume-based
• Structured
• Patterned
• Stress
• Case
• Behavioral
 Interviewers Should:
• Be prepared
• Listen
• Take notes
• Avoid common errors:
– similar-to-me
– halo/horn effect
– recency effect
 Selection Process-other
• Candidate communications
– Standard/timely
– One person responsible
• Extending offers
– Contingent
– Salary negotiable
– Verbal followed by written
–
 Compensation- Why important?
• Cost efficiency
• Legal compliance
• Enhance recruiting
• Improve retention
 Equity Theory
• Inputs vs. Outputs
• Variance?
– Decrease inputs
– Request raise
– Change mindset
– Different comparison point
– Escape
• Internal consistency vs. external
competitiveness
Developing a Compensation System
• Job analysis
• Job evaluation
• Market pricing
• Choose compensation method
• Develop pay structure
• Individual adjustments
 Job Evaluation- Methods
• Job ranking system
• Job classification system
• Point system
• Factor comparison system
• Hay profile method
 Market Pricing
• Focus on external
• Salary surveys
• Pay policy
– Lead
– Match
– Lag
 Final steps
• Choose compensation method
– Flat-rate
– Skill-based
– Incentive pay
• Develop pay structure
– Job grades
– Market point
• Individual adjustments
 Legal Constraints
• Fair Labor Standards Act
– Exempt vs. non-exempt
• Administrative
• Executive
• Professional
• Sales
– Minimum wage
– Overtime
• Equal Pay Act
– Comparable worth
 Designing Benefit Plans
Need to Consider:


• Long-term strategic plans

• Characteristics of workforce
• Legal requirements
• Competitiveness
• Cost-effectiveness
 Mandatory Benefits
• Worker’s Compensation
– On the job (includes stress)
– Medical expenses/lost wages
– Avoid injuries
• Unemployment Compensation- may be denied:
– Quit for no good reason
– Discharged for misconduct
– Refusing suitable work
• Social Security
 Retirement Benefits
• Defined benefit pension plan
• Defined contribution pension plan
• 401(k) plans
• Employee Retirement Income
Security Act (ERISA)
 Other Benefits
• Insurance
– Health/dental
– Life, death or dismemberment
– Disability
• Paid time-off
– Vacation
– Personal days
– Holidays
– Sick days
 Other Benefits
• Employee service or “perqs”
– Day/elder care
– Tuition reimbursement
– Company car/other equipment
– Service/other rewards
– Stock purchase plans
– Fitness/wellness programs
– Employee Assistance Program
– Discounted services
– Social activities/holiday bonus
 Benefit Administration

• “Vanilla” packages
• Flexible or Cafeteria plans
• Communication
 Legal Issues
• Consolidated Omnibus Budget
Reconciliation Act (COBRA)
– continuation of benefits
• Health Insurance Portability
Protection Act (HIPPA)
– eliminates “pre-existing
condition”
 New Hire Orientation
• Retain/motivate
• Increase productivity
• Reduce anxiety
• Set expectations
 Orientation “Do’s”
• Provide materials in advance
• Provide information on:
– Company
– Social
– Technical
– Physical
• Be efficient
• Spread out
 Orientation “Don’ts”
• Emphasize paperwork
• Cause information overload
• Consider “HR’s job”
• Hold hostage
 Training Department
• Faculty Model
• Customer Model
• Corporate University
• Virtual Training
 Instructional Design Model


1. Conduct needs assessment

2. Design training

3. Select training methods

5. Ensure transfer of training

6. Evaluate training programs


 Needs Assessment
Levels of analysis:


• Organizational
• Task
• Competency
• Person
 Designing the Program
• Instructional objectives
• Assess readiness and motivation
• Select appropriate instructors
• Understand adult learners
– meaningful examples
– individual differences
– practice
– whole vs. parts
– distributive vs. massed
– feedback and reinforcement
–
 Select Training Method
• On-the-job
• Job instruction method
• Apprenticeship training
• Lecture
• Case studies
• Role playing
• Behavior modeling
• Computer-based instruction
• Interactive video
 Transfer of Training
• Over-learning
• Action plan
• Tie to job
• Follow-up
 Evaluating Training
• Employee reactions- “happy sheets”
• Testing
• Performance appraisal
• Organizational performance
• Return on investment
 Management Development
• Succession planning
• Development opportunities
• Specific training
 Career Stages
• Exploration/establishment
• Advancement
• Maintenance
• Strategic planning or
Disengagement
•


•
 Career Development Initiatives
• Career pathing
• Career Planning Workbooks
• Career counseling or workshops
• Mentoring
• Self-selected training opportunities
 Performance Appraisal- Goals
• Improve performance
• Support employment decisions
• Ensure legal compliance
• Increase employee satisfaction
 Types of Rating Instruments
• Individual performance against common standards
– Graphic Rating Scales
– Behaviorally Anchored Rating Scale
(BARS)
– Behavior Observation Scale (BOS)
• Individual performance against individual standards
– Management by Objectives (MBO)
• Compare employees to one another
– Ranking
– Paired Comparison
– Forced Distribution
 Who should evaluate?
• Immediate supervisor
• Peers
• Subordinates
• Self-appraisal
• Customers served
• Multi-rater or 360 degree feedback
 Appraisal Meeting
• Ask for self-assessment
• Express appreciation/share
developmental opportunities
• Focus on behavior- not the person
• Be supportive
 Effective PA Systems
• Good standards
• Train raters
• Timely- follow policy
• Well documented performance
• Opportunity to respond
• Action plan
 Rater Errors
• Recency effect
• First impression error
• Similar-to-me effect
• Halo/horn effect
• Central tendency

 The Difficult Employee
• Unsatisfactory quality or quantity of work
– Lack of skills or motivation
– May need to identify and offer correction
– Examine environment
– Disciplinary action
• Personal problems affect job
– Drug or alcohol?
– EAP
– Disciplinary action
 The Difficult Employee
• Violate laws
– Investigative process
– Pursue with authorities
– Disciplinary action
• Violate policies
– Educate employees
– Disciplinary action
 Disciplinary Process
• Warning system
• Act promptly
• Consistency
• Handle professionally
 Progressive Discipline
• Stepped process
– Verbal warning
– Written warning
– Final written warning or suspension
– Termination
• Identify behavior and why it is a problem
• Clear warning and explain consequences
• Document!
 Positive Discipline
• Stepped process
• Counseling & motivation replace
threats & punishment
• Collaborative problem solving
• Must train supervisors
 Disciplinary Meetings
• Keep private
• Criticize selectively
• Opportunity to respond
• Attack problem, not person
 Alternative Dispute Resolution
• Advantages:
– Less time consuming
– Less expensive
– Private
• Components
– Mandatory
– Not binding on employee
– Binding on company
 Disputes
• Covered
– Involuntary terminations
– Claims of harassment or discrimination
– Constructive discharge
– Additional disputes
• Not covered
– Benefit or pension claims
– Worker’s compensation
– Unemployment
– Establishment or modification of a policy
 ADR Format
• Mediation
• Arbitration
• Summary jury trial
• Mini-trial
• Peer review process
 Successful ADR
• Procedures in place
• Arbitrators with expertise
• Employees right to representation
and discovery
• Written opinion
 Productivity Improvement
Programs
• Types of rewards
–Extrinsic-Pay for Performance
–Intrinsic- Employee
Empowerment
 Expectancy Theory
Effort
Expectancy
Performance X

Instrumentality MOTIVATION
Rewards X

Valence
 Pay for Performance must have:
• Effort-performance link
• Performance-reward link
• Valued rewards
• Timeliness of rewards
• Performance- organizational goals link
• Cost-efficient

 Types of Plans
• Merit pay
• Gainsharing plans
• Profit sharing plans
• Employee Stock Ownership Plans (ESOP)
• Variable pay plans
 Variable Pay Plans
• Piece rate
• Standard hour
• Bonus
• Sales incentives
– Straight commission
– Combined salary/commission
– Draw
 Employee Empowerment Plans
• Informal participative decision-making
• Job enrichment
– Skill variety, task identity, task significance,
autonomy, feedback
• Quality circles
• Continuous improvement programs
• Self-managed work-teams
 Employee Relations
• Must base initiatives on:
–Organizational size
–Company culture
–Strategic goals
 Responsibilities of Employee
Relations Function

• Policies
• Employee retention
• Work/family balance
• EEO Compliance
• Diversity
 Policy Development
• Monitor, develop and implement
• Manage performance appraisal
system
• Manage disciplinary action system
 Employee Retention Strategy
• Benchmarking
• Attitude surveys
• Union-avoidance
• Wellness programs
• Employee Assistance Program
• Performance counseling
• Service/recognition programs
• Exit interviews
 Work/Family Balance
• Flexible work schedules
• Telecommuting
– Who
– Financial support
– Communication
– Social issues
• Day/elder care
 EEO Compliance
• Reporting
• Affirmative action plans
• Responds to employees
• Management training
• Legal issues
 Diversity Initiatives
• Develops awareness
• Culture building
• Management training
• Employee training
 Labor Relations History
• 1700’s craft guilds
• American Federation of Labor (AFL) 1886
• Congress of Industrial Organizations (CIO)
1936 - 1935 35% of workforce
• World War II- growth, AFL-CIO merger
• Drop to currently 14% 1997
 Why join a union?
• Economic needs
• Dissatisfaction with management
• Social and status concerns
 Structure of Unions
• Local Union
• National Union
• AFL-CIO
 Labor Law
• Railway Labor Act 1926
• Norris-Laguardia Act 1932
– No arbitrary court injunctions
– No “yellow dog” contracts
• National Labor Relations Act (Wagner Act) 1932
– Employee’s right to bargain collectively
– Certification/de-certification process
– Right to strike, define ULP’s
– Establish National Labor Relations Board (NLRB)
–
 Labor Law, Cont.
• Labor Management Relations Act (Taft-Hartley
Act) 1947
– Employers right to free speech
– No “closed shop”
– President right to seek injunction
– Established Federal Mediation and Conciliation
Service
• Labor-Management Reporting and Disclosure Act
(Landrum-Griffin Act) 1959
– Bill of rights for union members
– Unions cannot discriminate
– Financial reporting requirement
 How Unions Organize
• Employer Recognition
–Petition phase
–Election phase
–Union Certification
–Collective bargaining
agreement
Collective Bargaining Agreement

• Preparing for bargaining

• Establishing an agenda
– Illegal items
– Mandatory items
– Voluntary items
• Good faith bargaining
 Collective Bargaining, Cont.
• Union’s power:
– Strike
– Boycott
• Employer’s power:
– Lockout
– Continue operating
• Resolving deadlocks:
– Mediation
– Arbitration
 Unfair Labor Practices
• Employer
– interfere, restrain or coerce
– dominate/unlawfully support
union
– discriminate against those who
participate
– retaliation
– refuse to bargain
 Unfair Labor Practices
• Union
– coercive behavior
– threats of economic reprisals
– third-party strike/boycott
– featherbedding
– unfairly represent employees
 Labor Relations, cont.
• Administering a contract
– Grievance process
• Cooperation efforts
• Union de-certification
– Petition for de-certification
– Petition for a different union
– Employers may petition
 Health and Safety Facts
• Over 85,000 work related deaths in
past 15 yrs.
• About 75 million lost work days.
• Cost to employers- 1.75 billion per
year
 Occupational Safety and
Health Act 1970
• Established Occupational Health and Safety
Administration
• Covers all employers except government
• Developed and set guidelines
 How OSHA is enforced:
• Workplace inspections
• Citations and penalties
• On-site consultations
• Voluntary Protection Programs
 Responsibilities and Rights
• Provide hazard-free workplace
• Keep employees informed
• Keep records and report incidents
• “Right to know” requirements
– Material Safety Data Sheets (MSDS)
 Creating a Safe Environment
• Safety awareness
• Safety training
• Incentives for safety
• Accident prevention
• Safety committee
 Health Hazards
• Chemical hazards
– Teratogens
• Indoor air quality
• Video display terminals
• Repetitive motion injuries
– carpal tunnel syndrome
– ergonomics
• Substance abuse
 Employee Wellness
• Wellness programs
• Stress management
• Employee Assistance Programs
 Workplace Violence
• Employment process
• Management training
• Communicated policy
• Security
 International Human Resource
Management
• Cultural differences
• Recruiting and selection
• Training
• Compensation
• Legal issues
• Returning home
 Managing in a Cross-cultural
Organization
•Cultural sensitivity
•Motivation
•Ethics
•Negotiations
•Leadership
•Perception
•Communication
 International Employees
• Expatriate or home-country
nationals
• Host-country national
• Third-country nationals
 Selection
• Stress tolerance
• Relationship development
• Perceptual skills
• Family support
• Testing
 Training
• Language
• Cultural
• Family/personal life
 Compensation
• Incentive to take position
• Maintain standard of living
• Children education
• Maintain relationships


–Balance Sheet Approach

 Legal Issues
• Local laws
• employment discrimination
• Human rights
 Repatriation
• Planning
• Career Management
• Transitional Support
 Careers in HRM
• Generalist vs. Specialist
• Large vs. small organization
• Outsourced functions
• Strategic vs. administrative
 Specialist Functions
• Compensation
• Benefits
• Training
• Employee Relations
• Recruiting
• HRIS
 Management Career Paths
• Senior Generalist
• Team leader
• Manager
• Director
• Executive
 Human Resource Service
Providers
• Independent or with company
• Organizational effectiveness consulting
• Staffing
• Benefits
• General HR
 What is needed?
• HR Expertise- Law
• Business Operations expertise
• Strong leadership ability
• Oral and written communication skills
• Ability to develop relationships
• Creative
• Strong sense of ethics
• Persuasive
 Career Preparation
• Undergraduate degree
• Graduate degree- MBA or HR
• Certification: PHR, SPHR
• Conferences