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Session1-LECTURE-StrategicHRMCh1Part1intro.pptxHuman Resource Management, MBA 552
Session1
Dr. Joan Deeks
Welcome
1
Session 1 – SYNCHRONOUS - ALL TOGETHER ON ZOOM (7:00 p.m. to 9:30 p.m.)
Introduction
Netiquette
Teaching versus Learning
Brief Syllabus Review (Learning Log)
Foundational Concepts
Lecture: Strategic Human Resources Management, Part 1
Session 2 – ASYNCHRONOUS - IN YOUR GROUP (9:30 p.m. to 10:00 p.m.)
TOMORROW…..MEET YOUR PROFESSOR
Day 1 – Day at a Glance See your syllabus for details
Extra reading… is “optional”.
Introductions
What is your name?
What is your Chinese name?
Education, Work
What motivates you at work?
Group to listen and record if the motivation is internal (knowledge) or external (better career)
Poll will be taken after the introductions
Netiquette
Breakout Rooms versus WeChat Group
Raise Hand (see Participants)
Chat
Annotate
Share Screen
E-mail [email protected]
Polling
Marks for participation (webcams on)
Teaching and Learning (Learning is hard work!)
Small Group Discussions
Class Participation - cameras on; chat; respond to questions
Learning Log
Syllabus
Assignment 1 – Introduction / Mercer Report (20%)
Assignment 2 – Topic Review Questions (end of each day) (20%)
Assignment 3 – Participation and Learning Logs (20%)
Assignment 4 – Case analysis & Team Presentation (15%)
Assignment 5 – Research Paper (25%)
Foundational Concepts of Strategic Human Resource Management
© 2010 by Nelson Education Ltd.
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Company | Mission | Vision | Strategy | Goals
Competitive Advantage
People (human resources)
HUMAN RESOURCE MANAGEMENT
(attract, select, develop, dispense)
HUMAN RESOURCE FUNCTIONS
Workforce Planning
Job Analysis
Compensation
Recruitment & Selection
Performance Management
Employee Relations
Training and Development
Employment Legislation
Ethics
Diversity Management
Resources (work plans, equipment, structures)
External Environment
COVID 19
Technology
Laws
Economy
STRATEGIC HUMAN RESOURCE MANAGEMENT
Linking HRM practices to the
Strategic objectives of an enterprise
and aiming to provide the enterprise
with an effective workforce
to reach a competitive advantage.
© 2010 by Nelson Education Ltd.
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Enterprise | Mission | Vision | Strategy | Goals
Competitive Advantage
Mission: Why company exists
Vision: Long term goal (5 – 10 years)
Strategy: How you are going to get there
Goals: What you want to accomplish
© 2010 by Nelson Education Ltd.
9
Enterprise | Mission | Vision | Strategy | Goals
Competitive Advantage
People (human resources)
HUMAN RESOURCE MANAGEMENT
(attract, select, develop, retains staff to carry out work tasks)
HUMAN RESOURCE FUNCTIONS
Workforce Planning
Organizational Structure
Rewards and Compensation
Recruitment & Selection
Performance Management
Employee Relations
Training and Development
Resources & Processes (work plans, equipment, structures)
STRATEGIC
HUMAN RESOURCES FOUNDATIONS
Employment Legislation….. Diversity Management….. Employee Engagement….High/Low Commitment
© 2010 by Nelson Education Ltd.
10
Enterprise | Mission | Vision | Strategy | Goals
Competitive Advantage
People (human resources)
HUMAN RESOURCE MANAGEMENT
(attract, select, develop, retains staff to carry out work tasks)
HUMAN RESOURCE FUNCTIONS
Workforce Planning
Organizational Structure
Rewards and Compensation
Recruitment & Selection
Performance Management
Employee Relations
Training and Development
Resources & Processes (work plans, equipment, structures)
STRATEGIC
HUMAN RESOURCES FOUNDATIONS
Employment Legislation….. Diversity Management….. Employee Engagement….High/Low Commitment
© 2012 by Nelson Education Ltd.
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Waves (stages) of Human Resources
“Are we there Yet?”
by David Ulrich
Reminder…..
© 2012 by Nelson Education Ltd.
Perspective:
International (Global)
HR Best Practices (strive for)
Manager (not HR professional)
Enterprises (Companies):
Small sized company
Medium sized company
Large sized company
Enterprise (Change Agent) versus State owned (Traditional)
Therefore:
“One size does not fit all”
Some concepts may not be appropriate for your workplace
Parts may be appropriate
Some ideas/concepts for future generations.
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Chapter 1
Organizations, strategies and human resourcing (pages 6 – 33)
Read Intro to Part 1 (pages 3 – 5)
Case Study 1.1a – Meet the Aynshents
Case Study 1.1b – An Aynshent dispute
Required Reading
Understand the importance of the Mission of an enterprise
Know the greatest resource in gaining a competitive advantage
Recognize that human resources is best understood as the capabilities that human beings bring to work situations
Understand the complexities of human resources at a workplace and the value of each person
Identify the role human resource management plays within an organization
See how human resource strategies strive for high commitment within an organization
Learning outcomes
What do you see?
How do you know if:
the company and employees are headed in the right direction?
the right people are in the right jobs?
people and resources are working
together toward a common goal?
Mission Statement: it tells the reason the company exist. (Why we exist?)
1. Mission, Vision and Strategy
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Gaining Competitive Advantage
Mission and Vision
Strategic Plan
Financial Strategic Plan
Managing Forecasting Revenue Generating
Technology Strategic Plan
Maintaining Creating Adapting
Human Resource Strategic Plan
Attracting Retaining Developing
Technology
Finances
People
Service and/or manufacturing
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Technology? Finances? People?
2. Which one is the greatest resource?
Human Resources
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3. Definition
of human resources:
“…are the efforts, knowledge, capabilities and committed behaviours which people contribute to a work organization
as part of an employment exchange
and are used to perform tasks and
enables the enterprise to continue in existence.” (Ibid, p. 9)
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Information Technology (IT)
Human Resources
Value of Human Resources
Hardware
Carry out tasks for organization to continue
Software
Human
Effort, knowledge, capabilities &
committed behaviours
Human
Value
Respect
Appreciate
Communicate
Listen
Resources
Enhance the capabilities of people in order for them to carry out tasks for the enterprise to continue to exist
Human resources are the “capabilities and the potential that people bring to work situations - capabilities that are strategically necessary for the continuation of the work enterprise in which those resources are deployed.” (Leopard, p. 3)
Resistance to Change
“…integrating human resourcing with broader strategies is a highly complex and iterative process, much dependent on the interplay and resources of different stakeholder”
(Textbook, Leopold & Harris, p. 16)
4. Human resources is complex!
*human resources are “the capabilities and the potential that people bring to work situations – capabilities that are strategically necessary for the continuation of the work enterprises in which those resources are deployed” (Leopold & Harris, p. 3)
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“Negotiation and bargaining are at the heart of all managerial work and strategic human resourcing.” (Leopold, p. 14)
Quote:
The family group is wanting to grow bigger crops.
The family needs more people to work the land.
One brother is a hopeless hunter.
He should develop farming skills.
The oldest brother should get
a mate, so there will be extra help.
The Aynshents – Case 1.1a, (p. 7)
What is the mission of the Aynshents?
What is the Anyshents’ greatest asset?
What are the human resources that are available to the Aynshents?
People and skillset (capabilities)
“Human resources are the “capabilities and the potential that people bring to work situations - capabilities that are strategically necessary for the continuation of the work enterprise in which those resources are deployed.”
How can these human resources be utilized to achieve the Aynshent’s goals?
Questions: (Parallels between Aynshents and Human Resource Management)
Sister asks brother to consider gardening
rather than hunting. He turns his back on her.
Sister assumes he is hurt, but the issue is deeper.
Why can she question his abilities?
The sister feels that she is simply trying to make things better.
Brother wants to do what he wants to do…hunt!
He looks for someone to agree with him.
The Aynshents – Case 1.1b (p. 13)
Tonight:
Complete Assignment 2A in group.
Submit one answer sheet with names of Group to MOODLE
Dropbox Assignment 2A before 12 midnight.
Tomorrow – 8:00 a.m., Session 2 (SYNCHRONOUS)
Review: Assignment 2A
Lecture: Strategic Human Resource Planning, Part 2
To Do….
Key Concepts of Strategic Human Resource Management
H Human resources are the capabilities and potentials that people bring to a workplace.
U Uniting people and resources (systems, processes, equipment) with a strategic intent to accomplish the mission
M Managers and HR professionals making daily CHOICES on how to respond to human resourcing matters within the confines that they find themselves in socially, economically and politically. Managers making choices to follow the best practices of HRM which is considered “high commitment” or choose “low commitment” strategies in the key HR functions of:
Workforce (HR) planning Rewards and Compensation
Recruitment and selection Training & Development Performance Management Employee Engagement
A An analytical approach in which you see strategic direction as very much evolving moving toward high commitment, whenever possible
N Navigating toward high commitment human resourcing in conjunction with the strategic planning of the enterprise
Wave 3
Connection of the HR practices to business success through strategic HR
Wave 2
Innovative HR practices in sourcing, compensation or rewards, learning, communication, etc.
Wave 1
HR is administrative & focused on the Terms and conditions of work, delivering HR services and working on regulatory
compliance.
Wave 4
Emerging…..using HR practices to respond to and create value based on external business conditions
