Human Resources


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As an introduction to the broad topic of Human Resources, this summary may provide a useful study aid and general overview.

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Human Resources

  1. 1. Human Resources<br />By Stacey L. Vernooy<br />24-Jan-11<br />
  2. 2. Strategic HR Management Model<br />1/24/2011<br />S VERNOOY<br />2<br />
  3. 3. Challenges facing Organizations<br />Economic<br />Technological<br />Demographic<br />Cultural<br />Legal<br />1/24/2011<br />S VERNOOY<br />3<br />
  4. 4. Economic challenges…<br />Global Trade – NAFTA and competition for cost-effective labour and ‘brain drain’<br />Productivity – the ratio of a firms outputs : inputs<br /> goods and services : people, capital, materials, energy<br />Outsourcing – contracting tasks to outside agencies or persons<br />Outplacement – assisting employees to find job with other employers<br />1/24/2011<br />S VERNOOY<br />4<br />
  5. 5. Technological – the way we work<br />Computerization – a major technological change allowing the processing of vast amounts of data at great speeds enabling organizations to improve efficiency and responsiveness & flexibility in operations<br />Telecommuting – paid labour performed at the employees home, full time or part time with assistance of PC’s modems, fax machines etc.<br />Automation – the automatically controlled operation of a process, system or equipment by mechanical or electronic devices<br />1/24/2011<br />S VERNOOY<br />5<br />
  6. 6. Demographic…<br />the education, age, geography, % participation levels that occur slowly and are usually known in advance<br />1/24/2011<br />S VERNOOY<br />6<br />
  7. 7. Demographic …<br />Trends – factors that impact the climate of the workforce<br />Increased # of Women in the Workforce<br />Shift to knowledge workers<br />Education Level<br />Employment of Older Workers<br />More Part-time, Casual, Contract and Contingent Workers<br />1/24/2011<br />S VERNOOY<br />7<br />
  8. 8. The division of Information workers …<br />Data workers – members of mostly clerical occupations that use, transmit or manipulate symbolic info by knowledge workers<br />Knowledge workers - Members of occupations that generate, process, analyze or synthesize ideas and information (scientists, engineers, management consultants)<br />1/24/2011<br />S VERNOOY<br />8<br />
  9. 9. Cultural <br /> Changes in core cultural or social values<br />Work Related Attitudes<br />Boomers – respect authority, team oriented<br />Gen ‘X’ – prioritize life balance, self reliant<br />Gen ‘Y’ – fear boredom, continue education<br />1/24/2011<br />S VERNOOY<br />9<br /><ul><li>Attitudes toward Government
  10. 10. Basic assumptions of the role of government in business and society, intervention, welfare</li></li></ul><li>Cultural …<br />Ethnic Diversity<br />Cultural mosaic – Canadian ideal of encouraging each ethnic, racial and social group to maintain its own cultural heritage<br />MoralValues - principles that guide behaviour<br />Universal<br />Situational<br />Subjective<br />1/24/2011<br />S VERNOOY<br />10<br />
  11. 11. Human Resources Objectives<br />Organizational<br />Short and long term goals that HR aims to achieve<br />Societal<br />Societal priorities (i.e.. lower pollution levels) that HR targets while settling its own objectives<br />Employee<br />Goals set by HR department to assist employees to achieve personal goals that will enhance their contribution to organization<br />1/24/2011<br />S VERNOOY<br />11<br />
  12. 12. Strategic HR Management<br />Integrating HR management strategies and systems to achieve overall mission, strategies and success while meeting ‘needs’ of employees and other shareholders<br />1/24/2011<br />S VERNOOY<br />12<br />
  13. 13. Strategic HR Management<br />1/24/2011<br />S VERNOOY<br />13<br />
  14. 14. Organizational Strategies …<br />Cost Leadership – lower production costs and operating budget<br />Differentiation – distinct product or unique service<br />Focus – needs of a specific segment of the total market<br />1/24/2011<br />S VERNOOY<br />14<br />
  15. 15. The ‘future’ of business …<br />1/24/2011<br />S VERNOOY<br />15<br />
  16. 16. Thank You<br />Questions & Comments<br />Introduction and Overview <br />1/24/2011<br />S VERNOOY<br />16<br />
  17. 17. Human Resource Planning Job Analysis & Design<br />Job analysis – systematic study of a job to discover specifications and skill requirements. Useful for wage setting, recruitment, training job simplification purposes.<br /> job group of related activities or duties<br /> position collection of tasks & responsibilities performed by an individual<br />1/24/2011<br />S VERNOOY<br />17<br />
  18. 18. Steps in the Job Analysis Process<br />Preparation for Job Analysis<br />Familiarize with the organization and the jobs<br />Determine uses of job analysis<br />Identify jobs to be analyzed<br />Collection of Job Analysis Information<br />Determine Sources of Job Data<br />Data Collection instrument design<br />Choice of Method for Data Collection<br />Use of Job Analysis Information<br />Job Description<br />Job Specification<br />Job Performance Standards<br />Job Redesign<br />Design HRIS<br />Changing HR Systems i.e.. payroll<br />Organizational change & Redesign Work flow<br />1/24/2011<br />S VERNOOY<br />18<br />
  19. 19. Human Resource Planning<br />Systematically forecasts an organizations future demand <br />for, and supply of employees and matches supply with <br />demand.<br />1/24/2011<br />S VERNOOY<br />19<br />
  20. 20. Causes of Demand<br />External Challenges<br />Economical Developments – new factories<br />Social, Political & Legal Challenges<br />Technological Changes – computer automation<br />Competitors<br />Organizational Challenges<br />Strategic Plans – identification of a firms mission and objectives and its proposals for achieving<br />Budgets<br />Sales, Production Forecasts<br />New Ventures<br />Organization and job designs<br />Workforce Challenges<br />Employee actions – Retirement, resignations, terminations, deaths and leaves of absence<br />1/24/2011<br />S VERNOOY<br />20<br />
  21. 21. Forecasting Techniques<br />1/24/2011<br />S VERNOOY<br />21<br />Expert vs.Trend vs.Other<br />(Asking) vs.(Data) vs.(Predictions)<br />
  22. 22. Human Resources Information Systems (HRIS)<br />1. Relational vs. Non-Relational<br />Corresponding updates, interdependent variables<br />2. Referential Integrity<br /> Verification / qualification = error checking<br />3. Breadth and Size of HRIS<br />Ability to evolve, capture and correspond efficiently<br />4. Types of Outputs<br />Predictive modeling – benefit -- anticipated costs<br /> Compensation / union increases<br />5. Internal software<br />Consistency among industries<br />6. Access to HRIS information<br />Privacy vs. Delayed Decisions<br />7. Security<br />1/24/2011<br />S VERNOOY<br />22<br />
  23. 23. Human Resource Accounting<br />The process of identifying, measuring, accounting and forecasting the value of Human Resources in order to facilitate effective management.<br />1/24/2011<br />S VERNOOY<br />23<br />
  24. 24. Identifying the goals of the organizationCoordinating the objectives with the employees to gather commitment and dedication toward success<br />1/24/2011<br />S VERNOOY<br />24<br />
  25. 25. Please continue with Human Resources Step by Step<br />By Stacey L. Vernooy<br />1/24/2011<br />S VERNOOY<br />25<br />
  26. 26. Thank you<br />Questions, Comments & Concerns<br />1/24/2011<br />S VERNOOY<br />26<br />