COMMERCE 2BC3 Midterm: Introduction to HRM
25 Jun 2018
School
Department
Course
Professor
What is HRM?
“Is a set of interrelated policies, practices, and programs whose goal is to attract, socialize,
motivate, maintain, and retain an organization’s employees”(Belcourt et al., 2005)
•
Functional "What it does"
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“Aims to improve the productive contribution of individuals while simultaneously attempting
to attain other societal and individual employee objectives”(Schwind et al., 2007)
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Goal-based "What it tries to achieve"
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“The policies, practices, and systems that influence employees’ behaviour, attitudes, and
performance”
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Integrated
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HRM Responsibilities
Who does HRM?
HR departments average a 1:9.3 ratio, with labour costs representing approximately 30% of
company revenue
•
Larger companies are more likely to employ HR specialists (benefit specialists are the most common
though recruitment, compensation, and T&D are also common) while small ones tend to have a
single person in charge of HR
•
All managers have HR responsibilities, often in consultation with the HR department
•
The HR Department/HR Professionals have specialized expertise, can lead and develop HR
processes, train, coach, support managers in these processes, and ensure legal compliance
•
Requirements include: academic coursework, National Knowledge Exam, and experience/
professional assessment
•
There are three levels in Ontario: CHRP, Certified Human Resources Leader (CHRL), and
Certified Human Resources Executive (CHRE)
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Certified Human Resources Professional (CHRP)
Competencies of HR
The Canadian Council of Human Resources Associations (CCHRA-CPHR)
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Delivers results with integrity
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Shares information
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Builds trusting relationships
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Influences others, provides candid observation, takes appropriate
risks
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Personal Credibility
Also:
Technical skills
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Consultation
•
Communication
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Critical
evaluation
•
Facilitates, develops,
values change
•
Help employees
navigate the culture
•
Stewardship of
Organizational Culture
Develop talent
•
Design reward
systems
•
Shape
organizations
•
Talent Management
Recognize business trends
and their impact on the
business
•
Provide -evidence based HR
•
Develop people strategies
that contribute to business
strategy
•
Strategic Awareness
Understands the language of business
and how the business makes money
•
General Business Expertise
Implements workplace policies
•
Advances HR technology
•
Administers day-to-day managing of
people
•
Operational Excellence
Evolution of HR
Traditionally an administrative expert and employee advocate used if human resource issues
directly affected the business
•
Shifting focus from current operations to strategies
1.
Preparing non-HRs to develop and implement human resource practices
2.
Currently have two important challenges to face:
•
Demonstrating that HR practices have a positive influence on the bottom line or key
stakeholders with an emphasis on collecting data on metrics such as productivity, turnover,
accidents, attitudes, and medical costs
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Evidence based HR
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Workforce (HR) Analytics –TINYpulse, best employees have the largest networks and get the most
"cheers"
•
Challenges facing Canadian Organizations
Ability of a company to survive and exceed in a dynamic, competitive environment based on
an approach to decision making that considers the company's ability to make a profit without
sacrificing its responsibility to employees, community, or environment
•
Sustainable company success is based on the ability to meet the needs of stakeholders
(anyone with an interest in the company)
•
Includes: dealing with economic issues, social changes, ethical business practices, proving
quality products and services, environmental responsibility
•
Economic concerns can affect sustainability - recessions lead to cutting costs, layoffs, and
other mechanisms such as temporary pay cuts, reduced training, a shortened work week, etc.
See: Standen's Limited avoided this due to work sharing
•
Projections
•
Sustainability
1.
International HR, forecasting, planning,
mergers and acquisitions
•
Interviewing, recruiting, testing,
temporary workforce coordination
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Orientation, performance management,
productivity enhancement
•
Wage and salary administration, job
descriptions, job evaluation, executive
compensation, incentive pay
•
Attitude surveys, labour relations,
publications, compliance with law,
discipline
•
Introduction to HRM
July 10, 2017
3:22 PM
Human Resources Management and Labour Relations Page 1
Document Summary
Wage and salary administration, job descriptions, job evaluation, executive compensation, incentive pay. Attitude surveys, labour relations, publications, compliance with law, discipline. Functional "what it does" (cid:16894)is a set of interrelated policies, practices, and programs whose goal is to attract, socialize, motivate, maintain, and retain an organization"s employees(cid:16895) (belcourt et al. , 2005) Goal-based "what it tries to achieve" (cid:16894)aims to improve the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives(cid:16895) (schwind et al. , 2007) Integrated (cid:862)the poli(cid:272)ies, pra(cid:272)ti(cid:272)es, a(cid:374)d syste(cid:373)s that i(cid:374)flue(cid:374)(cid:272)e e(cid:373)ployees" (cid:271)ehaviour, attitudes, a(cid:374)d perfor(cid:373)a(cid:374)(cid:272)e(cid:863) Hr departments average a 1:9. 3 ratio, with labour costs representing approximately 30% of company revenue. Larger companies are more likely to employ hr specialists (benefit specialists are the most common though recruitment, compensation, and t&d are also common) while small ones tend to have a single person in charge of hr. All managers have hr responsibilities, often in consultation with the hr department.
