Dessler HrmC10e Ppt 01sp

HUMAN RESOURCE MANAGEMENT

200

UNIVERSITY OF WATERLOO

HUMAN RESOURCE MANAGEMENT

200

UNIVERSITY OF WATERLOO

WELCOME

Introductions Course overview Course expectations Workplace Trends Current HR Challenges

Introductions Course overview Course expectations Workplace Trends Current HR Challenges

Tonight’s Class

Introductions Instructor - Katrina Di Gravio Teaching Assistants

Carolyn Daniels Zhenhua Wang Jeff Spence

HRM 200 Overview of HR in today’s organizations Introduction to the various disciplines of HR HR function – very important role in organizations We will all need to deal with people issues We will all be involved in an organization

Introductions Instructor - Katrina Di Gravio Teaching Assistants

Carolyn Daniels Zhenhua Wang Jeff Spence

HRM 200 Overview of HR in today’s organizations Introduction to the various disciplines of HR HR function – very important role in organizations We will all need to deal with people issues We will all be involved in an organization

Introductions

Text:Human Resources Management in Canada (Canadian Tenth Edition)

Gary Dessler, Nina D. Cole

Pearson Prentice Hall Publishing

Course Web Page: uwace.uwaterloo.ca

Course Outline: on the uwace.uwaterloo.ca page under Resources

Course Times: Wednesday evening 7:00 p.m. – 9:50 p.m.

Text:Human Resources Management in Canada (Canadian Tenth Edition)

Gary Dessler, Nina D. Cole

Pearson Prentice Hall Publishing

Course Web Page: uwace.uwaterloo.ca

Course Outline: on the uwace.uwaterloo.ca page under Resources

Course Times: Wednesday evening 7:00 p.m. – 9:50 p.m.

Outline continue . . .

Large Class – Participation is extremely important

Attendance – important Lectures will follow the chapters in terms of

order Exams based on text content and total lecture

including videos and articles Lectures reflect text content, research and

practice and personal opinion of Lecturer

Large Class – Participation is extremely important

Attendance – important Lectures will follow the chapters in terms of

order Exams based on text content and total lecture

including videos and articles Lectures reflect text content, research and

practice and personal opinion of Lecturer

The Class

In class test 30% of final mark Two in-class team assignments 15%

each, 30% of final mark Final exam (during exam schedule) 40%

of final mark Test and final exam will include, m/c, true

and false, fill in the blank and short answer.

In class test 30% of final mark Two in-class team assignments 15%

each, 30% of final mark Final exam (during exam schedule) 40%

of final mark Test and final exam will include, m/c, true

and false, fill in the blank and short answer.

Appraising Student Performance

Refer to course outline (posted on UWACE)

Review important dates

May 26- In-Class Team Assignment #1

June 9 - Midterm Test – Chapters 1-9

July 14- In-Class Team Assignment #2

Final Exam will occur during exam schedule (cumulative of full course)

Refer to course outline (posted on UWACE)

Review important dates

May 26- In-Class Team Assignment #1

June 9 - Midterm Test – Chapters 1-9

July 14- In-Class Team Assignment #2

Final Exam will occur during exam schedule (cumulative of full course)

HRM 200 Timetable

Students interested in employment in the field of Human Resources may wish to pursue one of the Human Resources Management Academic Plans at Waterloo, as well as the Certified Human Resource Professional (CHRP) designation offered by the Canadian Council of Human Resources Associations (http://www.hrpao.org/HRPAO/Certification/AboutCertification/)

Further information regarding course and average requirements for the various HRM plans, as well as program application information and procedures are available on the HRM website: http://www.psychology.uwaterloo.ca/hrm/index.html.

Students interested in employment in the field of Human Resources may wish to pursue one of the Human Resources Management Academic Plans at Waterloo, as well as the Certified Human Resource Professional (CHRP) designation offered by the Canadian Council of Human Resources Associations (http://www.hrpao.org/HRPAO/Certification/AboutCertification/)

Further information regarding course and average requirements for the various HRM plans, as well as program application information and procedures are available on the HRM website: http://www.psychology.uwaterloo.ca/hrm/index.html.

Considering a HR Career

Spring Timetable – HRM 200

Copyright © 2008 Pearson Education Canada 1-9

May 5 Course Introduction

1) The Strategic Role of Human Resources Management

May 12 2) The Changing Legal Emphasis: From Compliance to Valuing Diversity

3) Human Resource Management and Technology

May 19 4) Designing and Analyzing Jobs

5) Human Resources Planning

May 26 6) Recruitment

7) Selection

In-Class Team Assignment #1 (15 marks)

June 2 8) Orientation & Training

9) Career Development

June 9 In-Class TEST (30 marks)

May 5 Course Introduction

1) The Strategic Role of Human Resources Management

May 12 2) The Changing Legal Emphasis: From Compliance to Valuing Diversity

3) Human Resource Management and Technology

May 19 4) Designing and Analyzing Jobs

5) Human Resources Planning

May 26 6) Recruitment

7) Selection


June 2 8) Orientation & Training

9) Career Development

June 9 In-Class TEST (30 marks)


June 16 10) Performance Appraisal: The Key to Effective Performance Management

June 23 11) Establishing Strategic Pay Plans

12) Pay for Performance and Financial Incentives

June 30th 13) Employee Benefits and Services

14) Occupational Health and Health

July 7th 15) Fair Treatment: The Foundation of Effective Employee Relations

July 14 16) Labour Relations


July 21 17) Managing Human Resources In a Global Business

Plus Overall Course Questions & Answers

June 16 10) Performance Appraisal: The Key to Effective Performance Management

June 23 11) Establishing Strategic Pay Plans

12) Pay for Performance and Financial Incentives

June 30th 13) Employee Benefits and Services

14) Occupational Health and Health

July 7th 15) Fair Treatment: The Foundation of Effective Employee Relations

July 14 16) Labour Relations


July 21 17) Managing Human Resources In a Global Business

Plus Overall Course Questions & Answers

What are you hoping to learn?

What are you hoping to get out of this course?

What are you hoping to learn?

What are you hoping to get out of this course?

Expectations

1. Work/life conflict2. Increase in stress related illnesses/stressors3. Workplace environment (loyalty, change, toxic people,

unrealistic demands, lack of control, lack of career satisfaction)

4. Increase workplace conflict (gossip, violence, toxic) 5. New generation of workers6. Technology7. Government policies8. Leadership

1. Work/life conflict2. Increase in stress related illnesses/stressors3. Workplace environment (loyalty, change, toxic people,

unrealistic demands, lack of control, lack of career satisfaction)

4. Increase workplace conflict (gossip, violence, toxic) 5. New generation of workers6. Technology7. Government policies8. Leadership

Workplace Trends

1) Search for Talent:

Knowledge/commitment

VS

Skills/Abilities

1) Search for Talent:

Knowledge/commitment

VS

Skills/Abilities

Current HR Challenges

2) Policy Overload

When is enough . . . Enough? Trying to change undesirable behaviours

by creating policies Easy to hide behind policies

2) Policy Overload

When is enough . . . Enough? Trying to change undesirable behaviours

by creating policies Easy to hide behind policies

HR Challenges . . . Continue

3) Leadership Development

4) Stress

5) Understanding your workforce

- paradigm shift

- no more assumptions, generalizations

6) Are staff # 1 – do organizations really make staff a priority

3) Leadership Development

4) Stress

5) Understanding your workforce

- paradigm shift

- no more assumptions, generalizations

6) Are staff # 1 – do organizations really make staff a priority

HR Challenges . . . Continue

Strong CULTUREPositive ATTITUDEPARTNERSHIP(S) within

Hr Needs To Be:

Reliable InnovativeResponsive Have economic valueUnderstanding Have integrityKnowledgeable Tangible

Strong CULTUREPositive ATTITUDEPARTNERSHIP(S) within

Hr Needs To Be:

Reliable InnovativeResponsive Have economic valueUnderstanding Have integrityKnowledgeable Tangible

Successful Businesses Share:

Questions

Copyright © 2008 Pearson Education Canada

Dessler & Cole

Human Resources Management in Canada Canadian Tenth Edition

The Strategic Role of Human Resources Management


Introduction to HRM

Human Resources Management (HRM) managing people in organizations to

produce the workforce competencies and behaviours required to achieve the operation’s strategic goals

managing human capital: knowledge, education, training, skills, expertise

Human Resources Management (HRM) managing people in organizations to

produce the workforce competencies and behaviours required to achieve the operation’s strategic goals

managing human capital: knowledge, education, training, skills, expertise


Measuring the Value of HRM

Effective HR practices are related to better organizational performance

Balanced scorecard measurement system translates organizational strategy into a comprehensive set of performance measures

Human Capital Index based on recruiting excellence clear rewards and accountability collegial and flexible workplaces communications integrity prudent use of resources

Effective HR practices are related to better organizational performance

Balanced scorecard measurement system translates organizational strategy into a comprehensive set of performance measures

Human Capital Index based on recruiting excellence clear rewards and accountability collegial and flexible workplaces communications integrity prudent use of resources


HRM Responsibilities: Operational/Administrative

(may be outsourced) serving as administrative experts and

employee champions managing human capital lifecycle consulting and offering advice formulating policies and procedures providing services

(may be outsourced) serving as administrative experts and

employee champions managing human capital lifecycle consulting and offering advice formulating policies and procedures providing services


HRM Responsibilities: Strategic

serving as strategic partners and change agents strategy formulation: environmental scanning strategy execution: leading change, customer

service, lowering labour costs, building employee engagement (emotional and intellectual involvement of employees in their work)

serving as strategic partners and change agents strategy formulation: environmental scanning strategy execution: leading change, customer

service, lowering labour costs, building employee engagement (emotional and intellectual involvement of employees in their work)



Internal Environmental Influences

Organizational Culture core values, beliefs and assumptions shared by members of an organization

Organizational Climate prevailing atmosphere its impact on employees

Management Practices empowerment boundaryless organizations

Organizational Culture core values, beliefs and assumptions shared by members of an organization

Organizational Climate prevailing atmosphere its impact on employees

Management Practices empowerment boundaryless organizations


External Environmental Influences: Economic Conditions

unemployment levels productivity levels growth of the service sector

unemployment levels productivity levels growth of the service sector


External Environmental Influences: Labour Market Issues

labour union movement use of contingent and part-time employees

for non-standard jobs

labour union movement use of contingent and part-time employees

for non-standard jobs


External Environmental Influences: Demographic Trends

population growth (impact of immigration) age (baby boomers, Sandwich Generation,

Generation X, Generation Y) educational level (differences in literacy levels) increasing workforce diversity: visible and ethnic

minorities, women, aboriginal peoples, persons with disabilities

population growth (impact of immigration) age (baby boomers, Sandwich Generation,

Generation X, Generation Y) educational level (differences in literacy levels) increasing workforce diversity: visible and ethnic

minorities, women, aboriginal peoples, persons with disabilities


External Environmental Influences: Technology

increase in technical/professional jobs decrease in traditional blue-collar jobs labour force training has not kept pace concern about job displacement and health

hazards right to privacy and ethical issues

increase in technical/professional jobs decrease in traditional blue-collar jobs labour force training has not kept pace concern about job displacement and health

hazards right to privacy and ethical issues


External Environmental Influences: Government

ensure policies and practices comply with new and changing laws covering: human rightspay equity and employment equityoccupational health and safetyemployment standardsgovernment-sponsored benefit plansmultiple jurisdictions across Canada

ensure policies and practices comply with new and changing laws covering: human rightspay equity and employment equityoccupational health and safetyemployment standardsgovernment-sponsored benefit plansmultiple jurisdictions across Canada


External Environmental Influences: Globalization

tendency of firms to extend business operations abroad

emergence of one world economy increased international competition multinational corporations:

conduct business around the worldseek cheap, skilled labour

tendency of firms to extend business operations abroad

emergence of one world economy increased international competition multinational corporations:

conduct business around the worldseek cheap, skilled labour


History of HRM

Human Resources Movement: Concern for People and Productivity

Human Relations Movement: Concern for People

Scientific Management: Concern for Production


Growing Professionalism in HRM

common body of knowledge certification of members (CHRP) self-regulation code of ethics, social responsibility

common body of knowledge certification of members (CHRP) self-regulation code of ethics, social responsibility



Ethical Dilemma

How much responsibility does a firm have toward employees whose skills will soon become obsolete because of changing technology?

How much responsibility does a firm have toward employees whose skills will soon become obsolete because of changing technology?


Application Exercise

To help you see how HR is applied in an every day business I suggest you review the running case: - LearninMotion.com

Page. 22 and consider the questions.

To help you see how HR is applied in an every day business I suggest you review the running case: - LearninMotion.com

Page. 22 and consider the questions.


Next Week We Will

Review of Chapter 1 highlights Chapter 2 and Chapter 3

Review of Chapter 1 highlights Chapter 2 and Chapter 3

Documents

Dessler HrmC10e Ppt 01sp