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IntroductionHRMTrainingcontents•Strategy•Definitionandfunctionprofile•Trendsandchanging•CompetenciesofHRprofessionals•High-PerformanceWorkSystemChallengeAspeech•Adecadeofglobalization,deregulation,andtechnicaladvanceshasvastlyincreasedthedegreeofcompetitivenessmostorganizationsfacetoday.Companiestodaymustthereforebebetter,fast,andmorecompetitivejusttosurvive.•‘Formanyyearsithasbeensaidthatcapitalisthebottleneckforaindustry.Idon’tthinkthisanylongerholdstrue.Idonotknowofanymajorprojectbackedbygoodideas,vigor,andenthusiasmthathasbeenstoppedbyashortageofcash.Idoknowofindustrieswhosegrowthhasbeenpartlystoppedorhamperedbecausetheycannotmaintainanefficientandenthusiasticlaborforce.’GEJackWelch•Thisplacerunsbyitsgreatpeople…thebiggestaccomplishmentI’vehadistofindpeople.Anarmyofthem.Theyareallbetterthanmost.Theyarebighitters,andtheyseemtothrivethem.Strategy•Corporatestrategy:wherearewegoing?Direction•Businessstrategy/competitiveadvantages:howtobuildandstrengthenthebusinesslongtermcompetitivepositioninthemarketplace.•Functionstrategy:actiontopursueCAinoperationinfunctiondepartmentCompetitiveAdvantages•Costleadership•Differentiation•FocusdifferentiationCompetitiveAdvantages•Itisdeterminedbywhetherthecompanysatisfiestheneedsofstakeholders(groupsaffectedbybusinesspractices)1.Stockholders:returnoninvestment2.Customers:high-qualityproductandservices3.Employees:interestingworkandreasonablecompensation4.Community:minimizepollutionofenvironmentDefinition•Itreferstothepolicies,practicesandsystemsthatinfluenceemployees’behavior,attitudesandperformance.IntegrativeFramework完全体系LawsandregulationsCulturePoliticsUnionsLabormarketsIndustrycharacteristicsInternal内部organizationcontextExternalContext外部Local-National-MultinationalStructureSizelifecyclestageStrategyTechnologyObjectivesLegitimacyStakeholdersEconomicefficiencyResourceacquisition…Income输入Informal….FormalHRM人力资源管理Prescribed…..EnactedCoreofHRMS核心管理Outcomes输出Shortterm..LongtermIndividualOrganizationSocietal….CoreofHRMS核心Philosophies理念Policies政策Practices实践HRMPracticesRecruitingSelectionTraininganddevelopmentCompensationPerformanceManagementEmployeeRelationsHRPlanningCompanyPerformanceStrategicHRMJobAnalysisSecurityandsafetyRecruiting招聘Termination离职•JobEvaluation•CompetencyModel•PlanningEffectiveInfrastructure基础建设Training培训Compensation&Benefit薪酬福利PerformanceEvaluation考核评估Promotion晋升Transfer/Rotation调动•MarketValueOrientation•C&BStructure•CommissionPlan•Stockoptionmanagement•SpotAward•TrainingNeedsCollection•TrainingEvaluation•TrainingResourceAnalysis•Planning•InformationSharing•EmployeeSatisfaction•360Survey•PerformanceEvaluationSystemObjective目标•G&OSetting(withmeasurement)TrendofHRMenvironment1.Globalization2.Technology:HRIS(eHR)reducemoretime3.Deregulation:self-serviceandcareerdevelopment4.Workforcediversity:gender,ages,minority5.Natureofwork:shiftfrommanufacturingtoservice6.LegalTomorrow’sHRToday1.Boundarylessorganization2.Employeesarebeingempowered3.Flatterorganizationarebeingthenorm4.Workisincreasinglyorganizedaroundteamsandprocess5.Thebasesofpowerarechanging6.ManagerstodaymustbuildcommitmentThechangingroleofHRmanagement•1900s,hiringandfiring,payroll,benefits•1930s,personnelmanagement,legislation,unions•1960s:protectorandscreener,provideexpertiseinareaslikerecruitment,screening,andtraining.•Today:strategicpartnerandchangeagent,HRMHRandEmployeecommitment•Anemployee’sidentificationwithandagreementtopursuethecompany’sortheunitsmission•TwowaycommunicationsthroughHRSthatguaranteetwowaycommunicationsandfairtreatmentofallemployee’sgrievancesanddisciplinaryconcerns.•Career-orientedperformanceappraisalproceduresandeffectivetraininganddevelopmentpractices.HRandCompanyPerformance•Personnelscreeningteststoselecttalent•Downsizing,maintainmoral,reducejobstress•HRandservice•HRandresponsivenessHRandCorporateStrategy1.Transitionfromadministrativefunctiontoastrategicbusinesspartnership:Broadcorporatecompetency:partnershipwithinalloflinemanagers,evenindividualstafftoinvolveinHRM2.InvolveHRintheearliststagesofdevelopingandimplementingthefirm’sstrategicplan,ratherthantoletHRreacttoit.CompetenciesofHRprofessionalsAnalyticalFact-BasedDecisionMakingComplianceRegulationAdministrationControlLeadershipConceptualIdeasVisioningInterpersonalTeamworkCompensationStrategicOrganizationdevelopmentChangeManagementEvaluationBenefitsAuditDataManagementEmployeeRelationLegalDiversityCounselingTrainingManagementprocessforallmanagers•Planning:goals,rules,plansandforecasting•Organizing:specifictask,teams,empowerment,communicationchannels,coordinating•Staffing:recruiting,selecting,goalsetting,evaluating,training,developing•Leading:gettingjobdone,morale,motivating•Controlling:settingquartos,checking,takingcorrectiveactionTobeaStaffManager•Line-Manager:amanagerwhoisauthorizedtodirecttheworkofsubordinatesandresponsibleforaccomplishingtheorganization’sgoals.•StaffManager:Amanagerwhoassistsandadvicelinemanagers•HRmanagersareresponsibleforadvisinglinermanagersinareaslikerecruiting,hiring,andcompensation.Determineforstrategi