 By: Heasylyn Gonzales Tadeo

In
the world of human resource
CHANGE is constant.

Therole of HR is changing fast

as technology and the global
marketplace.
 Thepositive result of these changes is that HR
professionals have the opportunity to play a
more strategic role in the business.

 The challenge for HR managers is to keep

with the latest HR innovations-technical, legal
and economic.

 Human resources management (HRM) is now

at the center of corporate decision-making
for organizations.
•Globalization

•Technology

•Human Capital

•Responsiveness
•Cost Containment
Globalization

 The trend toward opening up foreign markets

to international trade and investment.

 Impact of Globalization:
Partnerships with foreign firms
 “Anything, anywhere, anytime” markets
 Lower trade and tariff barriers
 NAFTA, EU, APEC trade agreements
WTO and GATT
 Impact on HRM
Different geographies, cultures, laws,
and business practices
 Issues:
Identifying capable expatriate managers.
Developing foreign culture and work
practice training programs.
Adjusting compensation plans for
overseas work.
Use of technology to communicate with
employees

 Company intranets

 E-Newsletters

 Company emails
 Table 2.2
Technologies Influencing HRM

Cloud
computing, such
Shared Service
Internet Portal as application
Centers
service
providers

Business
Data mining
Intelligence

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 A computer system used to acquire, store,
manipulate, analyze, retrieve, and distribute
information related to an organization’s
human resources. An HRIS can:
◦ support strategic decision making
◦ help the organization avoid lawsuits
◦ provide data for evaluating programs or policies
◦ support day-to-day HR decisions
Electronic Human Resource Management
(e-HRM)
e-HRM: the processing and transmission of
digitized HR information especially using
computer networking and the Internet.
e-HRM has the potential to change all
traditional HRM functions.

Self-Service: System in which employees have

online access to information about HR issues
and go online to enroll themselves in programs
and provide feedback through surveys
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An Aging Workforce

A Diverse Workforce

Skill Deficiencies of the

Workforce
 Generations
Today’s
Workforce

Baby Boomers Generation Y

Silent Generation X or
Generation Millennials

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Figure 2.1: Age Distribution of U.S Labor
Force, 2008 and 2018

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HR Implications of an Aging Workforce

HRM spends much time on retirement

planning, retraining and motivating
workers.
Organizations struggle to Organizations
control rising costs of must find ways
health care and benefits to prepare
youth
Managers will supervise labor force.
older employees.

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 As more and more
of the workforce
reaches retirement
age, some
companies have set
up mentoring
programs between
older and younger
workers so that
knowledge is not
lost but passed on.
 Today, employers are
looking for:
◦ mathematical skills
◦ verbal skills
◦ interpersonal skills
◦ computer skills  They sometimes lack
 The gap between
skills needed and
skills available has
decreased companies
ability to compete.
the capacity to
upgrade technology,
reorganize work, and
empower employees.
Manage the Changing Workforce
Work-life balance
Employees experiencing burnout due
to overwork and increased stress – in
nearly all occupations
Rise in workplace violence, increase in
levels of absenteeism as well as rising
workers’ compensation claims
Causes range from personal ambition
and the pressure of family obligations to
the accelerating pace of technology
 Manage the Changing Workforce
Work-life balance
According to study by Center for Work-Life Policy,
1.7 million people consider their jobs and work hours
excessive
50% of top corporate executives leaving current
positions
64% of workers feel work pressures are
“selfinflicted”, and taking a toll
In the US, 70%, and globally, 81%, say jobs are
affecting their health.
Between 46% and 59% of workers feel stress is
affecting their interpersonal and sexual relationships.
Males feel there is stigma associated with saying “I
can’t do this”
 Organizations that have the best
possible fit between their:
◦ social system (people and how they
interact); and
◦ technical system (equipment and
processes).
 Key trends occurring in today’s high-
performance work systems:
◦ reliance on knowledge workers
◦ the empowerment of employees to make
decisions
◦ the use of teamwork
 Employees whose  They are especially
contribution to the needed for jobs in:
organization is ◦ health services
specialized ◦ business services
knowledge, such ◦ social services
as: ◦ engineering
◦ knowledge of ◦ management
customers
◦ knowledge of a
process
◦ knowledge of a
profession
Top 10 Occupations for Job Growth
 Employee Employee
Empowerment Engagement
 Giving employees  Full involvement in
responsibility and one’s work and
commitment to
authority to make one’s job and
decisions regarding company.
all aspects of  This is associated
product with:
◦ higher productivity
development or ◦ better customer
customer service. service
◦ lower employee
turnover
 The assignment of  Work teams often
work to groups of assume many of the
employees with activities
various skills who traditionally
interact to reserved for
assemble a product managers:
or provide a ◦ selecting new team
members
service. ◦ scheduling work
◦ coordinating work
with customers and
other units of the
organization
TQM is a companywide effort to
continuously improve the ways people,
machines, and systems accomplish
work.

The TQM approach provides guidelines

for all the organization’s activities,
including HRM.
 Methods and processes are designed to meet
the needs of internal and external customers.
 Every employee in the organization receives
training in quality.
 Quality is designed into a product or service
so that errors are prevented from occurring.
 The organization promotes cooperation with
vendors, suppliers, and customers to improve
quality and hold down costs.
 Managers measure progress with feedback
based on data.
 HRM should have a significant role in carrying
out a merger or acquisition.
◦ Differences between the businesses involved in the
deal make conflict inevitable.
◦ Training should include developing conflict
resolution skills.
◦ There is a need to sort out differences in the two
companies’ practices with regard to compensation,
performance appraisal, and other HR systems.
 A complete review of the organization’s
critical work processes to make them more
efficient and able to deliver higher quality.
 Involves reviewing all the processes
performed by all the organization’s major
functions.
◦ This includes human resources management.
 Reengineering affects human resource
management in two ways:
1. The way the HR department itself accomplishes
its goals may change dramatically.
2. The fundamental change throughout the
organization requires the HR department to help
design and implement change so that all
employees will be committed to the success of
the reengineered organization.
 Outsourcing – the practice of having another
company (a vendor, third-party provider, or
consultant) provide services.
 Outsourcing gives the company access to in-
depth expertise and is often more economical
as well.
 HR departments help with a transition to
outsourcing.
 Downsizing is reducing the number of
employees on the operating payroll. Some
users distinguish downsizing from a layoff ,
with downsizing intended to be a permanent
downscaling and a layoff intended to be a
temporary downscaling in which employees
may later be rehired. Businesses use several
techniques in downsizing, including
providing incentives to take early retirement
and transfer to subsidiary companies, but the
most common technique is to simply
terminate the employment of a certain
number of people.
 The International Labor
Offshoring Pool
 Moving operations  Hiring at home may
from the country may involve selection
where a company is of employees from
headquartered to a other countries.
country where pay  The beginning of the
rates are lower but the 21st century has seen
necessary skills are significant
available. immigration.
 Besides hiring an international workforce,
organizations must be prepared to send
employees to other countries.
 This requires HR expertise in selecting and
preparing employees for international
assignments.
 Employees who take assignments in other
countries are called expatriates.
 The employment relationship takes the
form of a “psychological contract” that
describes what employees and employers
expect from the employment relationship.
 In the traditional version, organizations
expected employees to contribute time,
effort, skills, abilities, and loyalty in
exchange for job security and opportunities
for promotion.
 Today, organizations’ needs are constantly
changing.
 Today, organizations are requiring top
performance and longer work hours but
cannot provide job security.
 Instead, employees are looking for:
◦ flexible work schedules
◦ comfortable working conditions
◦ greater autonomy
◦ opportunities for training and development
◦ performance-related financial incentives
 This requires planning for flexible staffing
levels.
 Organizations seek flexibility in
staffing levels through alternatives to
the traditional employment
relationship:
◦ outsourcing, temporary, and contract
workers
◦ flexible work schedules – including
shortened work weeks
◦ allowing employees to adjust work hours
to meet personal and family needs
◦ moving employees to different jobs to
meet changes in demand
Benefits of a No-Layoff Policy
A fiercely loyal, more productive
workforce
Higher customer satisfaction
Readiness to snap back with the
economy
A recruiting edge
Workers who aren’t afraid to innovate,
knowing their jobs are safe.
Hidden Costs of Layoff
Severance and rehiring costs
Accrued vacation and sick day payouts
Pension and benefit payoffs
Potential lawsuits from aggrieved workers
Loss of institutional memory and trust in
management
Lack of staffers when the economy
rebounds
Survivors who are risk-averse, paranoid,
and political.
Thank you!!!!
 Administrative: Focusing on HR clerical
administration and recordkeeping
 Operational and employee advocate:
Managing most HR activities in keeping
with the strategy that has been identified
by management and serving as employee
“champion”
 Strategic: Helping to define the strategy
relative to human capital and its
contributing to organizational results