EMERGING ISSUES IN HUMAN RESOURCE MANAGEMENT

Lynda Hope Asda, MPA, MaEd

HUMAN RESOURCE MANAGEMENT

The management of an organization's employees. This includes employment and arbitration in accord with the law, and with a company's directives.

Human Resource Management

Recruitment
The process by which a job vacancy is identified and potential employees are notified. The nature of the recruitment process is regulated and subject to employment law. Main forms of recruitment through advertising in newspapers, magazines, trade papers, websites and internal vacancy lists.

Selection
The process of assessing candidates and appointing a post holder Applicants short listed most suitable candidates selected Selection process varies according to organisation

Selection
Interview most common method Psychometric testing assessing the personality of the applicants will they fit in? Aptitude testing assessing the skills of applicants In-tray exercise activity based around what the applicant will be doing, e.g. writing a letter to a disgruntled customer Presentation looking for different skills as well as the ideas of the candidate

Employment Legislation

Employment Legislation
Increasingly important aspect of the HRM role Wide range of areas for attention Adds to the cost of the business

Even in a small business, the legislation relating to employees is important chemicals used in a hairdressing salon for example have to be carefully stored and handled to protect employees.

Employment Legislation
Discrimination
Crucial aspects of employment legislation:
Race Gender Disability

Disability is no longer an issue for employers to ignore, they must take reasonable steps to accommodate and recruit disabled workers.

Discipline
Firms cannot just sack workers Wide range of procedures and steps in dealing with workplace conflict Informal meetings Formal meetings Verbal warnings Written warnings Grievance procedures Working with external agencies

Development
Developing the employee can be regarded as investing in a valuable asset A source of motivation A source of helping the employee fulfil potential

Training
Similar to development: Provides new skills for the employee Keeps the employee up to date with changes in the field Aims to improve efficiency Can be external or in-house

Reward System
The system of pay and benefits used by the firm to reward workers Money not the only method Fringe benefits Flexibility at work Holidays, etc.

Trade Unions
Importance of building relationships with employee representatives Role of Trade Unions has changed Importance of consultation and negotiation and working with trade unions Contributes to smooth change management and leadership

Productivity
Measuring performance: How to value the workers contribution Difficulty in measuring some types of output especially in the service industry Appraisal Meant to be non-judgmental Involves the worker and a nominated appraiser Agreeing strengths, weaknesses and ways forward to help both employee and organisation

A business that does not involve management of human resources correctly will experience a number of problems.

Poor Management Leads to Poor Performance

This may manifest itself in: Lower productivity levels Poor quality products and services High levels of complaints from customers Loss of customers with subsequently lower revenues Higher costs Higher staff turnover Poor industrial relations

In addition, if human resources are managed ineffectively, then:

Teams may not function appropriately Individuals may be placed in positions that do not maximize or utilize their skills The culture of the business is not shared Communication and decision making can be affected and mistakes occur

SHIFTS THAT ARE RE-SHAPING HR ROLES

FROM Local markets, operations Manufacturing, clerical work Hierarchy Intermediaries; face-to-face Obedience to formal authority Stability, efficiency, control Full time job Customer service Work done by employees Fixed work location Management prerogative Loyal service White, male workforce Financial performance Get a job TO Global markets, operations Service, knowledge work Networks Direct access,virtual relationship Questioning of formal authority Change, creativity, flexibility, order Part-time and project work Shareholder, stakeholder value Work done by many contributors Diverse work locations Social licence Marketable knowledge, skills Diverse workforce Triple bottom line Get a life

Beyond recruiting and retention

Emerging Issues & Challenges
Business Drivers for the Future Workplace Challenges

Preparing for New Workforce Challenges

Business drivers for change

Beyond recruiting and retention

Top Emerging Workplace Issues:
Information overload and ineffective communication Increased need to collaborate Corporate culture misalignment Variation in skill and confidence with technology and complexity Shortage of skilled leaders Increasing anxiety and burnout

The bottom line

We only use about 10% of the capacity of existing technology available in a typical organization.

Imagine the unleashed

potential!

The 10% challenge

If we could access even just another 5% brain power and 5% better use of technology, the difference it would make to productivity, innovation and business results would be enormous! So how do we unleash our potential?

Preparing for the future

1
Create a culture for the New World

Foster innovation through co-creation

3 4 5

Manage the extension of work hours Simplify information overload Create capacity for collaboration Support new skill development

6 7 8

Develop HR & IT policies and practices that enable a successful future work environment
Experience the new world ourselves

Are we ready?
Workforce of the near future will need to be successful based on skills not experience.

The 3 Rs become 3 Cs

 Business Drivers Emerging Trends Work together within IT and HR to find the solutions Lets tap our future potential! Get Ready Get Set

Consulting the younger generation

Todays information challenge

More than 80% of enterprise's digitized information reside in individual hard drives and in personal files and 80% of the data is unstructured, not secure nor backed up.

Employees get 50%-75% of their relevant information directly from other people

Individuals hold the key to the knowledge economy and most of it is lost when they leave the enterprise

Time spent looking for information?

Knowledge workers spend 1525% (1-2 hrs) of their time hunting for information 60% of employees spend more Forrester than 1 hour per day duplicating the work of other employees KPMG

100% 80% 60% 40% 20% 0%

Most employee portals have an ROI payback within two years Information Week Research

% of Respondents

48% 50% 20%

30 to 60 Minutes

40%

30%
12%
<30 Minutes >60 Minutes

External Information

Internal Information

 Employees are more likely to turn to colleagues for information* Not in stored in documents Not in stored in databases Its Stored in peoples heads

Documented Knowledge

20%
80%
Individual Knowledge

Source: Delphi Consulting Group

How simple is communication?

Lynda Hope Asda Professor Manila, Philippines

Tel: (207) 555-1000 Direct: (207) 555-1112 Direct: (207) 555-1112 Fax: (207) 555-9999 Mobile: (775) 551-2345 Home (208) 555-5656 Telex: 781 234 Work Email: alexhankin@contoso.com Work IM: alexhankin@contoso.com Home Email: Alex@hotmail.com Home IM: Alex@hotmail.com Professor Skype: AlexH

work
home

Lynda Hope Asda

lyndahope70@yahoo.com

lyndahope70@gmail .com

51 messages/day in up to 7 different places 50% of the calls require phone number look 60% of calls wasted in phone tag and voice mail

mobile

Gen-Y meets Gen-X meets Baby-Boomers

Gen-Y technology use This generation uses technology at greater rates and in different ways than those from other generations
97% own a computer 94% own a cell phone 56% own an mp3 player 76% use Instant Messaging 15% of IM users are logged on 24 hours a day/7 days a week 34% use websites as their primary source of news 28% own a blog and 44% read blogs 49% download music using peer-to-peer file sharing 69% of students have a Facebook account

Source: Connecting to the Net.Generation

People Ready in the New World of Work

Mega Trends: New World of Work

One World of Business
Collaboration Nomadic Workforce Consolidation and Convergence

Transparent Organizations People Drive Success

Regulatory Compliance Privacy Rights Integration and Interoperability

Changing Workforce
Demographic Changes Projected Talent Shortfall Consumerization of IT

Always On, Always Connected

Work & Family Life Balance Information vs. Insight Software and Services Spectrum

Communicate in real time

With one click Make a phone call, with subject line Start an instant message Start a web conference With an available resource

Communicate in real time

One click team meetings
Web conference with video Record for training Find and reuse

Operations Team Site

Safety scorecard

Announcements

Capital budget

Org chart and profile management

View potential successors

View incumbent and successor profiles

My Site private
Profile detail tabs My colleagues External contacts Keywords My profile
My documents My career Plan My HR (vacation) My competencies My communities My Wikis My blogs My news (RSS)

Keywords in common

Blog - share IP and knowledge

Sour Gas COP Turn-around CEO blog United Way Corporate Challenge Workflow Audit Corporate Record

Any question..