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10-Oct-10 1
MGT 453GLOBAL HUMAN RESOURCE
MANAGEMENT
Dr. JOSEPH F. HADDADManaging Director – PartnerMRI WORLDWIDE LEBANON w.l.l.GGF Center – Bloc C – 3rd. FloorSin El Fil – LebanonTel: (01) 497479 – (71) [email protected]
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1. HR BUSINESSEVOLUTION & CHANGE
1.ROLES & CONCERNS2.NEW ROAD MAP
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1.1 HRM WORK FLOW
ANALYSIS AND DESIGN OF WORK
HR PLANNING
RECRUITING
SELECTION
TRAINING AND DEVELOPMENT
COMPENSATION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS
COMPANY PERFORMANCE
STRATEGIC HRM
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1.2 HR RESPONSIBILITIESEMPLOYEMENT & RECRUITING
INTERVIEWING, RECRUITING, TESTING,TEMPORARY LABOR COORDINATION
TRAINING AND DEVELOPMENT
ORIENTATION, PERFORMANCE MANAGEMENT SKILLS TRAINING, PRODUCTIVITY ENHANCEMENT
COMPENSATION WAGE AND SALARY ADMINISTRATION, JOB DESCRIPTIONS, EXECUTIVE COMPENSATION, INCENTICE PAY, JOB EVALUATION
BENEFITSINSURANCE, VACATION LEAVE ADMINISTRATION,RETIREMENT PLANS, PROFIT SHARING, STOCK PLANS
EMPLOYEE SERVICES
EMPLOYEE ASSISTANCE PROGRAMS, RELOCATION SERVICES, OUTPLACEMENT SERVICES
EMPLOYEE & COMMUNITY RELATIONS
ATTITUDE SURVEYS, LABOR RELATIONS, PUBLICATIONS,LABOR LAW COMPLIANCE, DISCIPLINE
PERSONNEL RECORDS INFORMATION SYSTEMS, RECORDS
HEALTH AND SAFETY SAFETY INSPECTION, DRUG TESTING, HEALTH, WELLNESS
STRATEGIC PLANNING
INTERNATIONAL HR,DIVERSITY, FORECASTING, PLANNING, MERGERS AND ACQUISITIONS
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1.3 HRM PRACTICES (1/2)CHARACTERISTICS TRADITIONAL MODEL MODERN MODEL
COMMUNICATIONS TOP-DOWN TOP-DOWN HORIZONTALLATERAL MULTIDIRECTIONAL
VOICE & INVOLVEMENT
EMPLOYMENT AT WILL SUGGESTION SYSTEMS
DUE PROCESSQUALITY CIRCLESATTITUDE SURVEYS
JOB DESIGN EFFICIENCY, PRODUCTIVITY STANDARD PROCEDURESNARROW SPAN OF CONTROLSPECIFIC JOB DESCRIPTIONS
QUALITYCUSTOMIZATIONINNOVATIONWIDE SPAN OF CONTROLAUTONOMOUS WORK TEAMSEMPOWERMENT
TRAINING JOB-RELATED SKILLSFUNCTIONALTECHNICAL
BROAD RANGE OF SKILLSCROSS-FUNCTIONAL DIAGNOSTICPROBLEM SOLVING
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1.3 HRM PRACTICES (2/2)CHARACTERISTICS TRADITIONAL MODEL MODERN MODEL
PERFORMANCE MEASUREMENT &
EVALUATION
PRODUCTIVITY INDIVIDUAL GOALSSUPERVISORY REVIEW EMPHASIZE FINANCIAL PERFORMANCE
PRODUCTIVITYQUALITYTEAM GOALSCUSTOMER REVIEWPEER AND SUPERVISORY REVIEWEMPHASIZE QUALITY AND SERVICES
REWARDS COMPETITION INDIVIDUAL MERIT INCREASESFINANCIAL BENEFITS
TEAM AND GROUP BASED REWARDSFINANCIAL & NONFINANCIAL REWARDS RECOGNITION
HEALTH & SAFETY TREAT PROBLEMS PREVENT PROBLEMSSAFETY AND WELLNESS PROGRAMSEMPLOYEE ASSISTANCE PROGRAMS
SELECTION & PROMOTION
SELECTION BY MANAGERPROMOTION BASED ON INDIVIDUAL ACCOMPLISHMENT
SELECTION BY PEERS PROMOTION BASED ON GROUP FACILITATION
CAREER DEVELOPMENT
NARROW JOB SKILLSLINEAR CAREER PATH
PROBLEM-SOLVING SKILLSHORIZONTAL CAREER PATH
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1.4 HR ROLES IN BUILDINGA COMPETITIVE ORGANIZATION
MANAGEMENT OF TRANSFORMATION
AND CHANGE
MANAGEMENT OF STRATEGIC HUMAN
RESOURCES
MANAGEMENT OF FIRM
INFRASTRUCTURE
MANAGEMENT OF EMPLOYEE
CONTRIBUTION
DAY-TO-DAY / OPERATIONAL FOCUS
PROCESSES
FUTURE / STRATEGIC FOCUS
PEOPLE
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1.5 HR ROLES AND COMPETENCIES
NEGOTIATIONS COMMUNICATIONS
OVERCOMING RESISTANCE TO
CHANGE
DATA-BASED DECISION-MAKING
LEGAL COMPLIANCE CONTRACT
ADMINISTRATION E-HRM HRIS
COUNSELING DEVELOPING TEAMS
CHANGEAGENT
ADMINISTRATIVEEXPERT
STRATEGICPARTNER
EMPLOYEEADVOCATE
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1.6 THE BALANCED SCORECARD
PERSPECTIVE QUESTIONS TO BE ANSWERED EXAMPLES OF CRITICAL INDICATORS
CUSTOMER HOW DO CUSTOMERS SEE US? TIME, QUALITY, PERFORMANCE, SERVICE, COST.
INTERNAL WHAT MUST WE EXCEL AT?
PROCESSES THAT INFLUENCE CUSTOMER SATISFACTION, AVAILABILITY OF INFORMATION ON SERVICE AND/OR MANUFACTURING PROCESSES.
INNOVATION& LEARNING
CAN WE CONTINUE TO IMPROVE AND CREATE VALUE?
IMPROVE OPERATING EFFIENCY, LAUNCH NEW PRODUCTS, CONTINUOUS IMPROVEMENT, EMPOWERING OF WORKFORCE, EMPLOYEE SATISFACTION.
FINANCIAL HOW DO WE LOOK TO SHAREHOLDERS? PROFITABILITY, GOWTH, SHAREHOLDER VALUE.
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1.7 HR CONCERNS
DIVERSITY MANAGEMENT LEGAL ASPECTS ETHICAL CONSIDERATIONS HIGH PERFORMANCE WORK SYSTEMS HUMAN RESOURCE INFORMATION SYSTEMS (HRIS) ELECTRONIC HUMAN RESOURCE MANAGEMENT
(E-HRM)
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MAJOR DIMENSIONS OF HRM PRACTICES CONTRIBUTING TO COMPANY COMPETITIVENESS
COMPETITIVENESSMANAGINGTHE HUMANRESOURCE
ENVIRONMENT
ACQUIRING AND
PREPARINGHUMAN
RESOURCES
ASSESSMENT AND
DEVELOPMENTOF HUMAN
RESOURCES
COMPENSATING HUMAN
RESOURCES
DIMENSIONS OF HRM PRACTICES
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HR CHALLENGES
HRM STRATEGY IS MATCHED TO BUSINESS STRATEGY
CONTINUOUS LEARNING ENVIRONMENT IS CREATED
KNOWLEDGE IS SHARED DISCIPLINE SYSTEM IS PROGRESSIVE
WORK IS PERFORMED BY TEAMS. PAY SYSTEMS REWARD SKILLS AND ACCOMPLISHMENTS.
CUSTOMER SATISFACTION AND QUALITY ARE EVALUATED IN THE PERFORMANCE MANAGEMENT SYSTEM.
SELECTION SYSTEM IS JOB-RELATED AND LEGAL.
SKILLS AND VALUES OF A DIVERSE WORFORCE ARE VALUED AND USED.
FLEXIBILITY IS WHERE AND WHEN WORK ID PERFORMED. WORK ATTITUDES OF EMPLOYEES ARE MONITORED.
TECHNOLOGY IS USED TO REDUCE THE TIME FOR ADMINISTRATIVE TASKS AND TO IMPROVE HR EFFICIENCY AND EFFECTIVENESS.
NEW ECONOMY H P W S
GLOBAL STAKEHOLDERS
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HOW HRM PRACTICES SUPPORTHIGH PERFORMANCE WORK SYSTEMS
TEAMS PERFORM WORK EMPLOYEES PARTICIPATE IN SELECTION EMPLOYEES RECEIVE FORMAL PERFORMANCE FEEDBACK AND
ARE ACTIVELY INVOLVED IN THE PERFORMANCE IMPROVEMENT PROCESS.
ONGOING TRAINING IS EMPHASIZED AND REWARDED EMPLOYEES’ REWARDS AND COMPENSATION RELATE TO THE
COMPANY’S FINANCIAL PERFORMANCE. EQUIPMENT AND WORK PROCESSES ARE STRUCURED AND
TECHNOLOGY IS USED TO ENCOURAGE MAXIMUM FLEXIBILITY AND INTERACTION AMONG EMPLOYEES.
EMPLOYEES PARTICIPATE IN PLANNING CHANGES IN EQUIPMENT, LAYOUT, AND WORK METHODS.
WORK DESIGN ALLOWS EMPLOYEES TO USE A VARIETY OF SKILLS.
EMPLOYEES UNDERSTAND HOW THEIR JOB CONTRIBUTE TO THE FINISHED PRODUCT OR SERVICE.
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MANAGING HR ENVIRONMENT LINKING HRM PRACTICES TO THE COMPANY’S OBJECTIVES – THAT IS
STRATEGIC HRM ENSURING THAT HRM PRACTICES COMPLY WITH LOCAL LAWS AND
REGULATIONS DESIGNING WORK THAT MOTIVATES AND SATISFIES THE EMPLOYEES AS
WELL AS MAXIMIZING CUSTOMER SERVICE, QUALITY, AND PRODUCTIVITY (SATISFACTION)
IDENTIFYING HUMAN RESOURCES REQUIREMENTS – THAT IS, HUMAN RESOURCE PLANNING, RECRUITING AND SELECTING EMPLOYEES
TRAINING EMPLOYEES TO HAVE THE SKILLS NEEDED TO PERFORM THEIR JOBS
MEASURING EMPLOYEES’PERFORMANCE PREPARING EMPLOYEES FOR FUTURE WORK ROLES IDENTIFYING EMPLOYEES’ WORK INTERESTS, GOALS, VALUES, AND OTHER
CAREER ISSUES CREATING AN EMPLOYEMENT RELATIONSHIP AND WORK ENVIRONMENT
THAT BENEFITS BOTH THE COMPANY AND THE EMPLOYEE CREATING PAY SYSTEMS. REWARDING EMPLOYEE CONTRIBUTIONS,
PROVIDING EMPLOYEES WITH BENEFITS
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IMPACT OF NEW TRENDS
E - BUSINESS SECURITY COMMUNICATION
MORE VALUE TO STAKEHOLDERS
EXAMIN&
RE – EXAMIN PRIORITIES
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CHANGES ARE DIRECTED TOWARD:
* PROFITNEW * EMPLOYEE GROWTH
* CUSTOMER SATISFACTION VALUES * ENVIRONMENT
* OPTIMISE OPERATIONS* CONTRIBUTION TO THE
COMMUNITY PROGRAM * ETC…
CHANGING PRIORITIESSTRATEGIES WERE RELATED TO
ACCOUNTING & FINANCIAL RESULTS.
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1. NEW ECONOMY2. GLOBAL3. STAKEHOLDERS4. HIGH
PERFORMANCE WORK SYSTEMS
CHALLENGES
ALL FUNCTIONS ARE OF EQUAL IMPORTANCE
ALL SHOULD WORK & CONTRIBUTE TOGETHER
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1. DEVELOPMENT OF E-BUSINESS 2. MERGERS & ACQUISITIONS 3. GROWTH & DOWNSIZING ADJUSTMENT 4. CREATIVITY / INNOVATION /PRODUCTIVITY
1. NEW ECONOMY
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1. SURVIVALS CONCERNS 2. GLOBAL COMPETITION 3. DOMESTIC MARKETS DEFENDS 4. GLOBAL MARKETS ENCOMPANSATION
2. GLOBAL
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1. CONCRETIZE INVESTORS’ DREAMS2. IMPROVE CUSTOMERS’ SATISFACTION 3. MEET EMPLOYEES’ NEEDS 4. PARTICIPATE IN COMMUNITY’S EVOLUTION
3. STAKEHOLDERS
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1. ADOPT LATEST TECHNOLOGIES 2. REENGINEER PROCESSES 3. ADAPT WORKING ENVIRONMENT4. IMPLEMENT WORK STRUCTURES & POLICIES
4. H P W S
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DIFFERENTIATE OURSELVESBUILD COMMITED & PRODUCTIVE WORKFORCE PLAN FINANCIAL SUCCESSIMPLEMENT MODERN TOOLS
MUST
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ACCEPT MORE FLEXIBLE WORK SYSTEMSBUILD LEAN ORGANIZATION GUARANTEE INCENTIVE–BASED COMPENSATION
PLANS PROVIDE HIGH QUALITY PRODUCTS & SERVICES
ACTION
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OWNERSHIP OF EMPLOYMENT RELATIONSHIP GROWING OPPORTUNITIESREVISIT OUR VISION / MISSIONACTIVITIES ADJUSTMENT
HOW
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HRM QUESTIONS1. WHAT IS HR DOING TO PROVIDE VALUE-ADDED SERVICES TO
INTERNAL CLIENTS?2. WHAT CAN THE HR DEPARTMENT ADD TO THE BOTTOM LINE?3. HOW ARE WE MEASURING THE EFFECTIVENESS OF HR?4. HOW CAN WE REINVEST IN EMPLOYEES?5. WHAT HR STRATEGY WILL WE USE TO GET THE BUSINESS
FROM POINT “A” TO POINT “B”?6. WHAT MAKES AN EMPLOYEE WANT TO STAY AT OUR
COMPANY?7. HOW ARE WE GOING TO INVEST IN HR SO THAT WE HAVE A
BETTER HR DEPARTMENT THAN OUR COMPETITORS?8. FROM AN HR PERSPECTIVE, WHAT SHOULD WE BE DOING TO
IMOPROVE OUR MARKETPLACE POSITION?9. WHAT’S THE BEST CHANGE WE CAN MAKE TO PREPARE FOR
THE FUTURE?
