Human Resource

Sunny Liu

Week1IntroductiontoHRM.pptx

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Introduction to HRM – HOSF2064

Learning Objectives

Course Outline

What is HRM?

HRM Practices

Impact of HRM

Responsibilities of HR

Trends impacting HRM

Employment Relationship

Ethics

Some great companies

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What is every company’s most valuable resource?

HUMANS: the foundation of all high-performance work systems!

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Human capital is defined as an organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight. That’s right, the human resource is the most valuable resource of any company. People supply ideas, skill, effort, information, expertise and energy. Without the human resource no company, as we know it today, could succeed.

Human resources are valuable, rare, cannot be imitated, and have no good substitutes

People are the foundation of any high-performance work system and the best organizations knows this resource needs to be managed effectively.

Human resources are considered valuable and are the foundation of a high-performance work system.

Human Resources Management

Human Resource Management (HRM): the practices, policies and systems that aim to influence employee behavior, attitudes and performance in a productive way

A productive human resources department supports an organization in meeting its goals through managing the company's most valuable resources -- its employees.

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Key Responsibilities of HR Department

Analysis and Design of Work

Recruitment and Selection

Training and Development

Performance Management

Compensation and Rewards

Employee Relations

Strategy

Compliance with Employment Laws

Company Culture and ethics

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How does a company know who needs to be hired for what job at any given time? An HR department plays a big part in job design and workforce planning, as well as recruitment, hiring, training and development of all employees. Human resources play a key role in employee relations by ensuring that the entire team knows how to bring the organization’s vision to life and allow strategic goals to be met. The HR department must stay up-to-date with employment law to ensure that company culture and ethics reflect these laws.

Determining what kinds of work need to be done (job analysis and design) and in what quantities (workforce planning)

Interview job candidates and participate in hiring decisions

Train, coach, and develop employees

Conduct performance appraisals and recommend pay increases

Key role in employee relations

The Impact of HRM

HRM maximizes all types of human capital by keeping the workforce motivated, giving optimal effort which results in:

A high-performance work system

productivity

high quality

profitability

customer satisfaction.

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What is a high-performance work system?

A set of ethical management practices that create an organizational environment where the employee has greater engagement and responsibility where employee knowledge, skill, and commitment are maximized leading to high performance.

A high-performance work system is key to organizational success.

HRM aims at hiring and maintaining a committed, productive and engaged workforce to produce organizational success.

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Barnes, W. F. (2001). The challenge of implementing and sustaining high performance work systems in the United States: An evolutionary analysis of I/N Tek and Kote. Doctoral dissertation : University of Notre Dame.

Bohlander, G., & Snell, S. (2004). Managing human resources (13th ed.). Mason, OH: Thomson/South-Western.

Evidence of Employee Engagement

Pride and satisfaction with employer and job

Seeks opportunity to perform challenging work

Recognition and positive feedback from contributions

Personal support from managers

Effort above and beyond the minimum

Understanding link between one’s job and company vision

Prospects for future growth with the company

Intention to stay with the company

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Earning a Reputation as a Great Employer

Criteria for Ranking as Top Employer:

Comfortable physical workplace

Positive work atmosphere – social

Health, financial & family benefits

Vacation & time off

High ethical standards

Communication/openness

Performance management

Training & Development – career planning

Employee engagement – employees are motivated and speak positively of employer

Community involvement

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http://www.canadastop100.com/national/

Top Employers for Young Canadians (2019)

Cactus Restaurants Ltd.

JOEY Restaurant Group

Keurig Canada Inc.

Marriott International

Egg Farmers of Canada

Labatt Brewery Company Ltd.

PepsiCo Canada

Baycrest Health Sciences

Corus Entertainment Limited

Bell Canada

Health Canada/Santé Canada

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https://www.canadastop100.com/young_people/

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4 Principles of Ethical Companies

While businesses must meet economic expectations, they also have ethical responsibilities. Everyone, from the bottom to the top of the organizational chart, must take care to meet these responsibilities.

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Standards or rules describing the kind of behavior an ethical person should and should not engage in, are ethical principles. The following list of principles incorporate the characteristics and values associated with an ethical company that will be upheld by the Human Resource department:

1. HONESTY. Ethical companies are honest and truthful in all their dealings and they do not deliberately mislead or deceive others.

2. INTEGRITY. Ethical companies demonstrate the courage of their convictions by doing what they think is right even when there is great pressure to do otherwise.

3. PROMISE-KEEPING & TRUSTWORTHINESS. Ethical companies are candid and forthcoming in supplying relevant information and correcting misapprehensions of fact, and they make every reasonable effort to fulfill the letter and spirit of their promises and commitments.

4. LOYALTY. Ethical companies are worthy of trust, demonstrate fidelity and loyalty to persons and institutions by friendship in adversity, support and devotion to duty. They are loyal to their companies and colleagues and if they decide to accept other employment, they provide reasonable notice, and respect the proprietary information of their former employer.

5. FAIRNESS. Ethical companies are fair and just in all dealings; they do not exercise power arbitrarily, and do not use overreaching nor indecent means to gain or maintain any advantage nor take undue advantage of another’s mistakes or difficulties. Fair persons manifest a commitment to justice, the equal treatment of individuals, tolerance for and acceptance of diversity, the they are open-minded; they are willing to admit they are wrong and, where appropriate, change their positions and beliefs.

6. CONCERN FOR OTHERS. Ethical leaders care about their employees. They are compassionate, benevolent and kind.

7. RESPECT FOR OTHERS. Ethical companies demonstrate respect for the human dignity, autonomy, privacy, rights, and interests of all those who have a stake in their decisions; they are courteous and treat all people with equal respect and dignity regardless of sex, race or national origin.

8. LAW ABIDING. Ethical companies abide by laws, rules and regulations relating to their business activities.

9. COMMITMENT TO EXCELLENCE. Ethical companies pursue excellence in performing their duties, are well informed and prepared, and constantly endeavor to increase their proficiency in all areas of responsibility.

10. LEADERSHIP. Ethical companies are conscious of the responsibilities and opportunities of their position of leadership and seek to be positive ethical role models by their own conduct and by helping to create an environment in which principled reasoning and ethical decision making are highly prized.

11. REPUTATION AND MORALE. Ethical leaders seek to protect and build the company’s good reputation and the morale of its employees by engaging in no conduct that might undermine respect and by taking whatever actions are necessary to correct or prevent inappropriate conduct of others.

12. ACCOUNTABILITY. Ethical executives acknowledge and accept personal accountability for the ethical quality of their decisions and omissions to themselves, their colleagues, their companies, and their communities.

Emphasize mutual benefits in customer, supplier, client and community relationships.

Employees are accountable for the actions of the company.

Sense of purpose or vision the employees value and use.

Emphasize fairness; respect and concern for others while seeking excellence.

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Trends impacting HRM

Employment Relationship

Work/life balance

Temp and contract work

Flexibility

Change in the Labour Force

An aging workforce

A diverse workforce

Shortage of skilled labour

High-Performance Work

Systems

• Employee engagement

Teamwork

Increasing education

Technological Changes

• The Internet economy

Globalization trend

LO6

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HRM must stay on top of trends that are impacting their industry but also on top of trends and needs of their human resources. Currently, people want different things from their employer, things like greater work/life balance and flexibility. Diversity and an aging workforce has brought about changes for organizations as well. The largest sector of the population, the age group of 55+ is also the largest part of the workforce in Canada. With so many people getting ready to retire, HR managers are tasked with finding ways to carry on the expertise they will be losing during a time where there has also been a shortage of skilled labour in many sectors. Some creative ways around this has been to have people of retirement age agree to continue to work part time while they mentor and train new employees. HRM must always be looking forward as changes and high impact trends are coming at businesses quickly and can literally make or break them if not dealt with properly.

Technology and HRM

Technology has altered the way we work; how information is created, used, shared and stored.

HRIS - Human Resources Information System – storage, retrieval of data about human resources enables better decisions about productivity, record keeping and employee management.

Recruiting

Employee selection

Training and development

Communication

Decentralized work

Ethics

Motivating employees

Compensation

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An Aging Workforce

Canada’s population and labour force are aging

Fastest growing age group is 55+ years

25-54 and 15-24 years will decrease

HR professionals will deal with:

Needs of a multi-generational workforce

Planning retirement and re-skilling workers

Controlling cost of health-related benefits

Sharing valuable knowledge and expertise gained over many years

Finding ways to attract, retain, and prepare younger and older generations

LO6

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Workforce Diversity

Canada’s population and labour force is increasingly diverse

Diversity helps companies meet the needs of diverse customers. As communities change so does its need for goods, entertainment, services and products.

Successful organizations establish diversity awareness and promote the hiring, inclusion, and career advancement of diverse employees as well as ensuring differences are accepted and respected

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How is the employment relationship changing?

What companies expect from employees:

Excellent customer service

High productivity

Willingness to take on more responsibility

Use of alternative work arrangements e.g. independent contractors, on-call workers, temporary workers, and contract workers

What employees want companies to provide:

Flexible work schedules – used to attract and retain employees and increase employees’ satisfaction and productivity

Effective work environments & more autonomy

Training + Development opportunities

Financial incentives

LO8

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Autonomy = independence, empowerment; ability to make decisions on one’s own.

Putting the Human Back in HR

Watch the video

Mary Schaefer TED x Wilmington (9 min. 36 sec.): https://www.youtube.com/watch?v=0Mq2TiJmqCI

Mary’s interest in the dynamics of humans at work started while working on her family’s farm in southern Indiana. As the principal of her own business, Artemis Path, Inc., Mary is a coach, trainer, and consultant specializing in talent development, change management, and workplace interactions. Mary has a Master's degree in HR and is certified as a Professional in Human Resources (PHR). Previously, she was a corporate employee at DuPont as an HR Manager where she worked for 20 years. While at DuPont Mary was the recipient of The Crystal Award, designed to recognize “champions of people.” Mary applies her fierce idealism to create work cultures where organizations and human beings can both thrive.

What Ramsay’s HR Team Looks For

Ramsay’s Rules for Success (15 min 51 sec.): https://www.youtube.com/watch?v=3vK2AY3MDv0