HRM Chapter1 Strategies, Trends, and Challenges in HRM

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style, 2005 McGraw-Hill Ryerson Ltd.,Chapter,6,Training Employees,1.Discuss how to link training programs to organizational needs.,2.Explain how to assess the need for training.,3. Explain how to assess employees readiness for training.,Describe how to plan an effective training program.,Compare widely used training methods.,Summarize how to implement a successful training program.,Evaluate the success of a training program.,8. Describe training methods for employee orientation and diversity management.,What Do I Need to Know?,1,Strategies, Trends, and Challenges in HRM,C H A P T E R, 2005 McGraw-Hill Ryerson Ltd.,Canadas Most Respected - RBC,For the second consecutive year, RBC Financial Group received the highest ranking in,Ipsos,-Reids “Canadas Most Respected Corporations” survey. Criteria for selection includes Human Resource Management practices. In full page newspaper ads, RBC attributed this success to its 69,873 employees,2 of 18, 2005 McGraw-Hill Ryerson Ltd.,Introduction,Human resource management (HRM) is defined as the policies, practices, and systems that influence employees,behaviour, attitudes, and performance,3 of 18, 2005 McGraw-Hill Ryerson Ltd.,HR and Company Performance,HRM has traditionally been viewed as a expense, rather than a source of value to the organization,Human capital,An organizations employees described in terms of characteristics that add economic value e.g. training, experience, insight, etc.,Human resources:,Valuable,Rare,Cannot be imitated,Have no good substitutes,4 of 18, 2005 McGraw-Hill Ryerson Ltd.,Impact of Human Resource Management,.,5 of 18,All other businesses, 2005 McGraw-Hill Ryerson Ltd.,Responsibilities of HR Departments,6 of 18,HR Departments,Legal,Compliance,Recruiting &,Hiring,HR Policies,Employee &,Labour Relations,Training &,Developing,Managing,Performance,Total Rewards,Analyzing,&,Designing Jobs, 2005 McGraw-Hill Ryerson Ltd.,HR as a Strategic Partner,7 of 18,Human,Resource,Management,Productivity,Improvement,Expanding into,Global,Markets,Outsourcing, 2005 McGraw-Hill Ryerson Ltd.,HR Professional Capabilities Profile,8 of 18,Managing Client,Relationships,Strategic,Contributions,Professionalism,Business,Acumen, 2005 McGraw-Hill Ryerson Ltd.,HR Responsibilities of Supervisors,Many HR activities are carried out by supervisors:,Help define jobs,Forecast HR needs,Interview and select candidates,Train, coach and develop employees,Appraise performance,Recommend pay increases and promotions,Communicate policies & comply with laws,Provide motivational environment,9 of 18, 2005 McGraw-Hill Ryerson Ltd.,Careers in HRM,10 of 18, 2005 McGraw-Hill Ryerson Ltd.,Environmental Trends Impacting HRM,11 of 18,Change in the Employment,Relationship,New psychological contract,Change in the Labour Force,Aging workforce,Diverse workforce,Skill deficiencies,High-Performance Work,Systems,Knowledge workers,Employee engagement,Teamwork,Increasing education,Technological Change,HRIS,Connectedness,E-HRM applications,Self-service, 2005 McGraw-Hill Ryerson Ltd.,Change in the,Labour,Force,Labour,force:,All the people willing and able to work,Internal,labour,force,: the organizations workers,External,labour,market,: Individuals who are actively seeking employment,12 of 18,., 2005 McGraw-Hill Ryerson Ltd.,An Aging Workforce,Canadas population and,labour,force are aging,Impending shortage of workers as the,labour,forces in many developed countries will be shrinking,Concerns related to retirement planning, retraining older workers, motivating,plateaued,employees, controlling health-related costs,13 of 18, 2005 McGraw-Hill Ryerson Ltd.,Age Distribution of Canadian Population, 2006 & 2016,14 of 18, 2005 McGraw-Hill Ryerson Ltd.,A Diverse Workforce,The Canadian,labour,force is growing more diverse:,Employment Equity designated groups:,Visible minorities and immigrants provide competitive knowledge,More women in the workforce,Growth of aboriginal population,Persons with disabilities provide a productive source of employees,15 of 18, 2005 McGraw-Hill Ryerson Ltd.,High-Performance Work Systems,Knowledge workers,Employees whose main contribution is specialized knowledge,Employee engagement,The extent that employees are satisfied, committed to, and prepared to support what is important to the organization,Teamwork,Increasing levels of education,16 of 18, 2005 McGraw-Hill Ryerson Ltd.,Technological Change in HRM,Human resource information system (HRIS),A computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organizations human resources,Connectedness: A changing economy,Growing use of e-business,E-HRM,Self-service,17 of 18, 2005 McGraw-Hill Ryerson Ltd.,Change in the Employment Relationship,A new psychological contract,Companies demand:,Excellent customer service, high productivity, employees to take responsibility for their careers,Employees want:,Flexible work schedules, effective work environment, more control, training and development, financial incentives,18 of 18, 2005 McGraw-Hill Ryerson Ltd.,