Evolution of HRM Function

1
Evolution of HRM Function

• Personnel Administration
• Scientific Management
• Human Relations movement
• Government regulation
• Human Resources movement
• Strategic human resource management

2
HRM Practices

• Human Resource Planning
• Job analysis
• Recruitment and selection
• Compensation and benefits
• Training and development
• Performance appraisal and management
• In a regulatory environment

3
HRM Responsibility

• Company Leadership
• CEO/ Executive leve
• Front-line management
• Human Resources Professionals
• Executives
• Generalists
• Specialists

4
Competitive Advantage

• Cost strategy
• Product differentiation
• Link to HR practices

5
Resource Based View

• Rare
• Valuable
• Imperfectly imitable
• Non-substitutable

6
Competitive Challenges to HRM

• Global challenge
• Satisfying stakeholders
• Economy
• Legal environment
• Technology advances
• Changing demographics

7
Human Resource Planning

• Organizational Planning
• Organizational Mission
• Scan environment
• Set strategic goals
• Formulate strategic plans

8
Sample Mission Statement

• Southwest Airlines
• The mission of Southwest Airlines is dedication
  to the highest quality of Customer Service
  delivered with a sense of warmth, friendliness,
  individual pride, and Company Spirit.

9
Human Resource Planning

• Strategic Plans include
• Technological forecasts
• Economic forecasts
• Organizational planning
• Investment planning
• Annual operating plans

10
HR Planning- Demand Forecasting

• Statistical Analysis
• Business factors
• Trend analysis
• Ration Analysis
• Judgmental Analysis
• Brainstorming
• Delphi Technique
• Sales force estimates
• Other- Unit-demand

11
HR Planning- Supply Forecasting

• Internal
• Assess current workforce
• Skills inventory
• Succession planning

12
HR Planning- Actions

• When labor demand exceeds labor supply (tight)
• training or retraining
• succession planning
• promotion from within
• subcontracting
• use of part-time/ temporary workers
• use of overtime

13
HR Planning- Actions

• When labor supply exceeds labor demand (loose)
• pay cuts
• reduced hours
• work-sharing
• voluntary early retirements
• inducements to quit (eg. Severance pay)
• layoffs

14
Environmental Scanning

• Economic, social, political factors
• Government and legislation
• Population, workforce demographics
• Competition, markets
• Technology

15
Exercise- Trend Analysis

• Aging of the labor force
• Shift from manufacturing economy to service
  economy
• Increasing number of dual career families
• Increasing diversity of workforce (more women and
  minorities)

16
Human Resource Information Systems

• Created for administrative purposes
• Used also to support decision-making
• Typically a relational database
• Often managed by an HR group

17
Data Collected by an HRIS

• Employee Data
• Name
• Social security number
• Date of birth
• Gender
• Race
• Marital Status
• Address
• Telephone Number
• Emergency Contact
• Dependent Information

• Organization/Job Data
• Pre-employment test scores
• Job title
• Job grade
• Salary
• Benefit selections
• Performance appraisal ratings
• Promotional history
• Corrective action records
• Attendance history
• Training records

18
Functional Use of Data

• Functions Using Data
• Compensation and Benefits
• Health and Safety
• Performance Appraisal
• Training and Development
• EEO/AA
• Recruiting and Placement
• Labor Relations

• Regularly Generated/Ad hoc Reports
• Payroll runs
• Benefit costs
• Recruiting effectiveness
• Supply/demand forecasting
• Transaction histories
• Training completed
• Adverse impact analysis

19
Who can access/use the HRIS

• HR Staff
• Managers
• Strategic planners
• Employees

20
Important Considerations in HRIS Implementation

• Return on investment
• Off-the shelf vs. customization
• Confidentiality
• Legal considerations

21
Intranets- HR Uses

• Job posting
• On-line training and scheduling
• Employee manual
• Employee communications and messages
• Self-service file maintenance
• Benefit enrollment

22
Intranets and Competitive Advantage

• Strategic Uses
• Improve communication effectiveness
• Knowledge management
• Support innovation

23
Intranets must have

• Effective management
• Culture that supports information sharing
• User training
• Employee empowerment to use
• Organized content

24
Analyzing HRIS Data

• Data-mining
• Other Statistical Analysis
• Data-warehousing

25
Examples of Relationships in HRIS

• What are some characteristics of applicants that
  are eventually successful in the organization?
• Is there a relationship between merit increases
  and improved performance?
• Do benefit selections affect turnover?
• Are there common career paths in the
  organization?
• Is there a relationship between promotional
  history and length of service?
• Are there any attributes that make an employee a
  productive telecommuter?
• Is there a relationship between absenteeism and
  performance?
• Is there a profile of a typically successful
  employee?

26
Outline of Legal Considerations

• Regulatory Model
• Equal Employment Opportunity
• Workplace Justice Laws
• Pay and Benefit Legislation
• Labor Unions
• Health and Safety

27
EEO Legislation

• 1964 Title Vll Civil Rights Act
• 1967 Age Discrimination in Employment Act
• 1978 Pregnancy Discrimination Act
• 1986 Immigration Reform Control Act
• 1990 Americans with Disabilities Act
• 1991 Civil Rights Act

28
Regulatory Model
Management Responses
Regulatory Action
Agencies
Concerns
Laws

• Fairness issues
• Economic disparity
• Changing material values
• Interest group agendas
• Political party mandates
• Loop-holes in current legislation

• Passed by congress
• Passed by state legislature
• Presidential executive orders

• Planning compliance strategies
• Formulating appropriate HR policies
• Briefing and training employees and managers
• Defending lawsuits
• Working with government agencies lobbying for
  policy changes

• Federal agencies
• State agencies
• Independent
• commissions

• Rulings
• Written regulations
• Complaint investigations
• Technical assistance
• Lawsuits

Challenges to Laws
State Court System
Federal Court System
Opinions and Decisions
29
Types of Discrimination

• Disparate Treatment
• Differential treatment of protected class
  individuals
• Disparate Impact
• Identical treatment of protected class
  individuals, but differential outcomes

30
Defenses Against Discrimination

• Job relatedness
• Business necessity
• Bona Fide Occupational Qualification
• Bona Fide Seniority System
• Voluntary Affirmative Action Program
• Demonstrate no adverse impact

31
Proving Adverse Impact

• 4/5 Rule - comparison of minority/majority
  selection ratio
• If selection ratio is below 4/5 or 80- then
  there is adverse impact

32
Adverse Impact- Examples

• hired/ applied- compute for each group
• Female 30/100 30
• Male 60/100 60
• minority / majority (compare with 4/5)
• 30 / 60 .30/.60 0.5 (5/10 or 50)
• hired/ applied- compute for each group
• Female 50/100 50
• Male 60/100 60
• minority / majority (compare with 4/5)
• 50 / 60 .50/.60 0.83 (5/6 or 83)

33
Affirmative Action Plans

• Required for Federal Contractors by Executive
  Order 11246
• Can also be voluntary
• Never use quota system- unless directed by courts
• Components
• Utilization analysis
• Written plan

34
Employment-at-Will Exceptions

• Violates a law
• Public policy
• Implied contract
• Good faith and fair dealing

35
Avoiding Wrongful Termination

• Employment-at-Will statement in
• applications
• offer letters
• employee handbook
• Train managers
• avoid making commitments or promises
• avoid certain terminology

36
Employee Handbook

• Employment policies or procedures
• Orientation information for new employees
• Legal obligations of employer and employee
• Responsibilities of employer and employee to each
  other

37
Sexual Harassment

• Quid pro quo
• Hostile environment
• Tips to avoid
• Have a written policy
• Provide training
• Formal investigation process
• Be aware

38
Family Medical Leave Act

• Companies with 50 or more employees
• 12 weeks of unpaid leave for
• birth or adoption
• own illness or family member illness
• Continued health coverage
• Can be intermittent
• Reinstated to same or similar position

39
Surveillance and Monitoring

• Business reasons
• Have a written policy
• Use in moderation
• Treat all employees equally

40
The Process of Job Analysis
Sources of Data
Job Description
Job Data
Human Resources Functions
Methods of Collecting Data
Job Specification
41
Sources of Data

• Job Analyst
• Employee
• Supervisor
• Customer

42
Methods of Collection

• Interviews
• Questionnaires
• Observations
• Records or Critical Incidents

43
Data Collected

• Job Content
• Job Context
• Worker Requirements
• Knowledge
• Skills
• Abilities

44
Results of Job Analysis

• Job Description
• Tasks
• Duties
• Responsibilities
• Job Specifications
• Knowledge requirements
• Skill requirements
• Abilities needed (including physical demands)

45
Using Job Analysis Results

• Recruiting and Selection
• Training and Development
• Performance Appraisal
• Compensation
• Productivity improvement
• Employee discipline
• Safety
• Organizational Efficiency

46
Problems with Job Descriptions

• Not useful if not well-written
• Often not updated
• Could violate law
• Can limit scope of job holder

47
Recruiting

• Purpose- create pool
• Specifically
• Minimize cost
• Increase success
• Improve retention
• EEO issues
• Public image

48
Strategic Issues

• Large number or highly qualified?
• Quick or quality?
• Cost?
• Fill vacancy or start career?
• Public relations?

49
Steps in Recruiting Process

• Identify opening
• How to fill opening
• Identify targeted population
• Source candidates
• Selection process

50
Internal Recruitment

• Advantages
• Capitalize on investment
• Increase moral
• Improve retention
• Disadvantages
• Insufficient supply
• Ripple effect
• Lack new ideas

51
Internal Recruiting Process

• Skills database
• Supervisor recommendations
• Career progression system
• Job posting
• Available to all
• Timeliness
• Can de-moralize if not done well
• Confidentiality

52
External Recruiting

• Employee referrals
• Walk-ins
• Recruitment advertising
• Direct recruiting
• Search research
• Contingency search (include temp-to-perm)
• Retained search
• College recruiting
• Non-fee agencies

53
External Recruiting

• Job Fairs
• Professional Associations
• Internet
• Company website
• Online boards
• Banner advertising
• Using e-mail

54
Choosing the Right Method

• Depends on
• Type of job
• Timeframe
• Geographic area
• Cost
• Mix of candidates
• Need to look at
• Define target market
• Whats worked before?

55
Doing it Well

• Realistic Job Preview
• Train organizational recruiters
• Convey organizational information
• Timing of process
• Offer flexibility
• Evaluate your efforts

56
Evaluate your Efforts

• Operating Costs
• Cost per hire
• Yield ratios
• Number of resumes to interviews
• Interviews to offers
• Offers to hires
• Overall
• Retention rates
• Performance rating

57
Importance of Effective Selection

• Retention
• Productivity
• Reduce training costs
• Legal compliance

58
Steps in Selection

• Understand organization and job
• Select evaluation process
• Implement selection process
• Make decision
• Background check
• Offer

59
Legal Considerations

• Equal Employment Opportunity Commission (EEOC)
• Uniform Guidelines on Employee Selection
  Procedures
• National Origin
• Pregnancy discrimination
• Age discrimination
• Religious discrimination
• Disability

60
Legal Considerations

• Constitutional
• Privacy
• Tort law
• Negligent hiring
• Defamation
• Other
• Fair Credit Reporting Act

61
Selection Strategy

• Decide what selection devices to use for each
  position. (Utility Analysis)
• What order?
• Multiple hurdle or same treatment?
• Example- everyone must pass cognitive ability
  test to get to interview OR
• Everyone takes cognitive ability test and gets
  interview

62
Selection Strategy

• Compensatory all applicants get all tests
  (costly!)
• (1) applications 200
• (2) paper pencil tests 200
• (3) work sample test 200
• (4) interview 200
• (5) offers 10
• Note courts dont accept bottom line defense-
  look for adverse impact at each step of the
  process

• Multiple Hurdle weed out applicants at each step
  of the hiring process based on whether pass/fail
  each test (greater potential for adverse
  impact!)
• (1) applications 200
• (2) paper pencil tests 120
• (3) work sample test 40
• (4) interview 20
• (5) offers 10

63
Reliability

• Consistent/stable
• Over time
• Across different samples
• Across different judges

64
Validity

• Face validity
• Content validity
• Construct validity
• Criterion related validity
• Validation approaches
• Predictive validation study
• Concurrent validation study
• Validity generalization

65
Utility Analysis Considerations

• Validity coefficient
• Selection ratio
• Job performance differential
• Cost of test

66
Utility Analysis Example

• Expected gain ()
• ( applicants selected) x (validity) x
• (standard deviation of performance) x
• (average standardized test score) -
• ( applicants tested)(cost of test)

67
Selection Methods

• Application
• Biodata inventory
• Background investigation
• Drug test
• Reference checks
• Written or Computer-based Tests
• Interviews

68
Examples of Written or Computer-based Tests

• Job sample performance tests
• Assessment centers
• Cognitive ability tests
• Psychomotor ability tests
• Personality inventories
• Polygraph or honesty tests

69
Interview Process

• Phone screening
• Human resources- organization fit
• Hiring manager
• Peers/customers
• round robin style
• Lunch, dinner or reception

70
Types of Interviews

• Pre-screening
• Resume-based
• Structured
• Patterned
• Stress
• Case
• Behavioral

71
Interviewers Should

• Be prepared
• Listen
• Take notes
• Avoid common errors
• similar-to-me
• halo/horn effect
• recency effect

72
Selection Process-other

• Candidate communications
• Standard/timely
• One person responsible
• Extending offers
• Contingent
• Salary negotiable
• Verbal followed by written

73
Compensation- Why important?

• Cost efficiency
• Legal compliance
• Enhance recruiting
• Improve retention

74
Equity Theory

• Inputs vs. Outputs
• Variance?
• Decrease inputs
• Request raise
• Change mindset
• Different comparison point
• Escape
• Internal consistency vs. external competitiveness

75
Developing a Compensation System

• Job analysis
• Job evaluation
• Market pricing
• Choose compensation method
• Develop pay structure
• Individual adjustments

76
Job Evaluation- Methods

• Job ranking system
• Job classification system
• Point system
• Factor comparison system
• Hay profile method

77
Market Pricing

• Focus on external
• Salary surveys
• Pay policy
• Lead
• Match
• Lag

78
Final steps

• Choose compensation method
• Flat-rate
• Skill-based
• Incentive pay
• Develop pay structure
• Job grades
• Market point
• Individual adjustments

79
Legal Constraints

• Fair Labor Standards Act
• Exempt vs. non-exempt
• Administrative
• Executive
• Professional
• Sales
• Minimum wage
• Overtime
• Equal Pay Act
• Comparable worth

80
Designing Benefit Plans

• Need to Consider
• Long-term strategic plans
• Characteristics of workforce
• Legal requirements
• Competitiveness
• Cost-effectiveness

81
Mandatory Benefits

• Workers Compensation
• On the job (includes stress)
• Medical expenses/lost wages
• Avoid injuries
• Unemployment Compensation- may be denied
• Quit for no good reason
• Discharged for misconduct
• Refusing suitable work
• Social Security

82
Retirement Benefits

• Defined benefit pension plan
• Defined contribution pension plan
• 401(k) plans
• Employee Retirement Income Security Act (ERISA)

83
Other Benefits

• Insurance
• Health/dental
• Life, death or dismemberment
• Disability
• Paid time-off
• Vacation
• Personal days
• Holidays
• Sick days

84
Other Benefits

• Employee service or perqs
• Day/elder care
• Tuition reimbursement
• Company car/other equipment
• Service/other rewards
• Stock purchase plans
• Fitness/wellness programs
• Employee Assistance Program
• Discounted services
• Social activities/holiday bonus

85
Benefit Administration

• Vanilla packages
• Flexible or Cafeteria plans
• Communication

86
Legal Issues

• Consolidated Omnibus Budget Reconciliation Act
  (COBRA)
• continuation of benefits
• Health Insurance Portability Protection Act
  (HIPPA)
• eliminates pre-existing condition

87
New Hire Orientation

• Retain/motivate
• Increase productivity
• Reduce anxiety
• Set expectations

88
Orientation Dos

• Provide materials in advance
• Provide information on
• Company
• Social
• Technical
• Physical
• Be efficient
• Spread out

89
Orientation Donts

• Emphasize paperwork
• Cause information overload
• Consider HRs job
• Hold hostage

90
Training Department

• Faculty Model
• Customer Model
• Corporate University
• Virtual Training

91
Instructional Design Model

• 1. Conduct needs assessment
• 2. Design training
• 3. Select training methods
• 5. Ensure transfer of training
• 6. Evaluate training programs

92
Needs Assessment

• Levels of analysis
• Organizational
• Task
• Competency
• Person

93
Designing the Program

• Instructional objectives
• Assess readiness and motivation
• Select appropriate instructors
• Understand adult learners
• meaningful examples
• individual differences
• practice
• whole vs. parts
• distributive vs. massed
• feedback and reinforcement

94
Select Training Method

• On-the-job
• Job instruction method
• Apprenticeship training
• Lecture
• Case studies
• Role playing
• Behavior modeling
• Computer-based instruction
• Interactive video

95
Transfer of Training

• Over-learning
• Action plan
• Tie to job
• Follow-up

96
Evaluating Training

• Employee reactions- happy sheets
• Testing
• Performance appraisal
• Organizational performance
• Return on investment

97
Management Development

• Succession planning
• Development opportunities
• Specific training

98
Career Stages

• Exploration/establishment
• Advancement
• Maintenance
• Strategic planning or Disengagement

99
Career Development Initiatives

• Career pathing
• Career Planning Workbooks
• Career counseling or workshops
• Mentoring
• Self-selected training opportunities

100
Performance Appraisal- Goals

• Improve performance
• Support employment decisions
• Ensure legal compliance
• Increase employee satisfaction

101
Types of Rating Instruments

• Individual performance against common standards
• Graphic Rating Scales
• Behaviorally Anchored Rating Scale (BARS)
• Behavior Observation Scale (BOS)
• Individual performance against individual
  standards
• Management by Objectives (MBO)
• Compare employees to one another
• Ranking
• Paired Comparison
• Forced Distribution

102
Who should evaluate?

• Immediate supervisor
• Peers
• Subordinates
• Self-appraisal
• Customers served
• Multi-rater or 360 degree feedback

103
Appraisal Meeting

• Ask for self-assessment
• Express appreciation/share developmental
  opportunities
• Focus on behavior- not the person
• Be supportive

104
Effective PA Systems

• Good standards
• Train raters
• Timely- follow policy
• Well documented performance
• Opportunity to respond
• Action plan

105
Rater Errors

• Recency effect
• First impression error
• Similar-to-me effect
• Halo/horn effect
• Central tendency

106
The Difficult Employee

• Unsatisfactory quality or quantity of work
• Lack of skills or motivation
• May need to identify and offer correction
• Examine environment
• Disciplinary action
• Personal problems affect job
• Drug or alcohol?
• EAP
• Disciplinary action

107
The Difficult Employee

• Violate laws
• Investigative process
• Pursue with authorities
• Disciplinary action
• Violate policies
• Educate employees
• Disciplinary action

108
Disciplinary Process

• Warning system
• Act promptly
• Consistency
• Handle professionally

109
Progressive Discipline

• Stepped process
• Verbal warning
• Written warning
• Final written warning or suspension
• Termination
• Identify behavior and why it is a problem
• Clear warning and explain consequences
• Document!

110
Positive Discipline

• Stepped process
• Counseling motivation replace threats
  punishment
• Collaborative problem solving
• Must train supervisors

111
Disciplinary Meetings

• Keep private
• Criticize selectively
• Opportunity to respond
• Attack problem, not person

112
Alternative Dispute Resolution

• Advantages
• Less time consuming
• Less expensive
• Private
• Components
• Mandatory
• Not binding on employee
• Binding on company

113
Disputes

• Covered
• Involuntary terminations
• Claims of harassment or discrimination
• Constructive discharge
• Additional disputes
• Not covered
• Benefit or pension claims
• Workers compensation
• Unemployment
• Establishment or modification of a policy

114
ADR Format

• Mediation
• Arbitration
• Summary jury trial
• Mini-trial
• Peer review process

115
Successful ADR

• Procedures in place
• Arbitrators with expertise
• Employees right to representation and discovery
• Written opinion

116
Productivity Improvement Programs

• Types of rewards
• Extrinsic-Pay for Performance
• Intrinsic- Employee Empowerment

117
Expectancy Theory
Effort
Expectancy
Performance
X
Instrumentality
MOTIVATION
Rewards
X
Valence
118
Pay for Performance must have

• Effort-performance link
• Performance-reward link
• Valued rewards
• Timeliness of rewards
• Performance- organizational goals link
• Cost-efficient

119
Types of Plans

• Merit pay
• Gainsharing plans
• Profit sharing plans
• Employee Stock Ownership Plans (ESOP)
• Variable pay plans

120
Variable Pay Plans

• Piece rate
• Standard hour
• Bonus
• Sales incentives
• Straight commission
• Combined salary/commission
• Draw

121
Employee Empowerment Plans

• Informal participative decision-making
• Job enrichment
• Skill variety, task identity, task significance,
  autonomy, feedback
• Quality circles
• Continuous improvement programs
• Self-managed work-teams

122
Employee Relations

• Must base initiatives on
• Organizational size
• Company culture
• Strategic goals

123
Responsibilities of Employee Relations Function

• Policies
• Employee retention
• Work/family balance
• EEO Compliance
• Diversity

124
Policy Development

• Monitor, develop and implement
• Manage performance appraisal system
• Manage disciplinary action system

125
Employee Retention Strategy

• Benchmarking
• Attitude surveys
• Union-avoidance
• Wellness programs
• Employee Assistance Program
• Performance counseling
• Service/recognition programs
• Exit interviews

126
Work/Family Balance

• Flexible work schedules
• Telecommuting
• Who
• Financial support
• Communication
• Social issues
• Day/elder care

127
EEO Compliance

• Reporting
• Affirmative action plans
• Responds to employees
• Management training
• Legal issues

128
Diversity Initiatives

• Develops awareness
• Culture building
• Management training
• Employee training

129
Labor Relations History

• 1700s craft guilds
• American Federation of Labor (AFL) 1886
• Congress of Industrial Organizations (CIO) 1936 -
  1935 35 of workforce
• World War II- growth, AFL-CIO merger
• Drop to currently 14 1997

130
Why join a union?

• Economic needs
• Dissatisfaction with management
• Social and status concerns

131
Structure of Unions

• Local Union
• National Union
• AFL-CIO

132
Labor Law

• Railway Labor Act 1926
• Norris-Laguardia Act 1932
• No arbitrary court injunctions
• No yellow dog contracts
• National Labor Relations Act (Wagner Act) 1932
• Employees right to bargain collectively
• Certification/de-certification process
• Right to strike, define ULPs
• Establish National Labor Relations Board (NLRB)

133
Labor Law, Cont.

• Labor Management Relations Act (Taft-Hartley Act)
  1947
• Employers right to free speech
• No closed shop
• President right to seek injunction
• Established Federal Mediation and Conciliation
  Service
• Labor-Management Reporting and Disclosure Act
  (Landrum-Griffin Act) 1959
• Bill of rights for union members
• Unions cannot discriminate
• Financial reporting requirement

134
How Unions Organize

• Employer Recognition
• Petition phase
• Election phase
• Union Certification
• Collective bargaining agreement

135
Collective Bargaining Agreement

• Preparing for bargaining
• Establishing an agenda
• Illegal items
• Mandatory items
• Voluntary items
• Good faith bargaining

136
Collective Bargaining, Cont.

• Unions power
• Strike
• Boycott
• Employers power
• Lockout
• Continue operating
• Resolving deadlocks
• Mediation
• Arbitration

137
Unfair Labor Practices

• Employer
• interfere, restrain or coerce
• dominate/unlawfully support union
• discriminate against those who participate
• retaliation
• refuse to bargain

138
Unfair Labor Practices

• Union
• coercive behavior
• threats of economic reprisals
• third-party strike/boycott
• featherbedding
• unfairly represent employees

139
Labor Relations, cont.

• Administering a contract
• Grievance process
• Cooperation efforts
• Union de-certification
• Petition for de-certification
• Petition for a different union
• Employers may petition

140
Health and Safety Facts

• Over 85,000 work related deaths in past 15 yrs.
• About 75 million lost work days.
• Cost to employers- 1.75 billion per year

141
Occupational Safety and Health Act 1970

• Established Occupational Health and Safety
  Administration
• Covers all employers except government
• Developed and set guidelines

142
How OSHA is enforced

• Workplace inspections
• Citations and penalties
• On-site consultations
• Voluntary Protection Programs

143
Responsibilities and Rights

• Provide hazard-free workplace
• Keep employees informed
• Keep records and report incidents
• Right to know requirements
• Material Safety Data Sheets (MSDS)

144
Creating a Safe Environment

• Safety awareness
• Safety training
• Incentives for safety
• Accident prevention
• Safety committee

145
Health Hazards

• Chemical hazards
• Teratogens
• Indoor air quality
• Video display terminals
• Repetitive motion injuries
• carpal tunnel syndrome
• ergonomics
• Substance abuse

146
Employee Wellness

• Wellness programs
• Stress management
• Employee Assistance Programs

147
Workplace Violence

• Employment process
• Management training
• Communicated policy
• Security

148
International Human Resource Management

• Cultural differences
• Recruiting and selection
• Training
• Compensation
• Legal issues
• Returning home

149
Managing in a Cross-cultural Organization

• Cultural sensitivity
• Motivation
• Ethics
• Negotiations
• Leadership
• Perception
• Communication

150
International Employees

• Expatriate or home-country nationals
• Host-country national
• Third-country nationals

151
Selection

• Stress tolerance
• Relationship development
• Perceptual skills
• Family support
• Testing

152
Training

• Language
• Cultural
• Family/personal life

153
Compensation

• Incentive to take position
• Maintain standard of living
• Children education
• Maintain relationships
• Balance Sheet Approach

154
Legal Issues

• Local laws
• employment discrimination
• Human rights

155
Repatriation

• Planning
• Career Management
• Transitional Support

156
Careers in HRM

• Generalist vs. Specialist
• Large vs. small organization
• Outsourced functions
• Strategic vs. administrative

157
Specialist Functions

• Compensation
• Benefits
• Training
• Employee Relations
• Recruiting
• HRIS

158
Management Career Paths

• Senior Generalist
• Team leader
• Manager
• Director
• Executive

159
Human Resource Service Providers

• Independent or with company
• Organizational effectiveness consulting
• Staffing
• Benefits
• General HR

160
What is needed?

• HR Expertise- Law
• Business Operations expertise
• Strong leadership ability
• Oral and written communication skills
• Ability to develop relationships
• Creative
• Strong sense of ethics
• Persuasive

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Career Preparation

• Undergraduate degree
• Graduate degree- MBA or HR
• Certification PHR, SPHR
• Conferences