1 / 34

권 석 균 ( 한국외대 )

미국 HR 분야의 전문직화. 권 석 균 ( 한국외대 ). 2001. 10. 25. Ⅰ. 미국 HRM 의 변화 흐름. 1. Strategic HRM and Evolving Roles 2. New Orientation of HRM 3. Expanding Issues in HRM. Economic Forces. Political Forces. Cultural Forces. Culture. Mission & Strategy. Structure. HRM.

morag
Download Presentation

권 석 균 ( 한국외대 )

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 미국 HR 분야의 전문직화 권 석 균 (한국외대) 2001. 10. 25.

  2. Ⅰ. 미국 HRM의 변화 흐름 1. Strategic HRM and Evolving Roles 2. New Orientation of HRM 3. Expanding Issues in HRM

  3. Economic Forces Political Forces Cultural Forces Culture Mission & Strategy Structure HRM 1. Strategic HRM and Evolving Roles External Fit and Internal Fit Source: Strategic Management and Environmental Pressures (Tichy, Fomburn, and Devanna)

  4. ☞An Evolutionary View of SHRM Stage 1 - HR issues are treated as an afterthought in the strategic planning process Stage 2 - HR planning is established as a staff responsibility.- HRM is influenced by, but not influencing, the corporate strategic planning process. Stage 3 - HRM organization adopts a “strategic orientation” Stage 4 - Strategic HRM is fully integrated into the corporate strategic planning process. - In the overall strategic process, human system considerations are given co-equal status with economic and technical factors. (ex: 3M Co.)

  5. History of Human Resource Management Practices 1920-30 1910 1940 Scientific Management - performance related to working conditions First personnel depts. Hawthorne studies World War II - Selection tests 1980 - 2000 2000 - Now 1960 -70 Employee relations - comply with laws - reactive - stand alone Integration with Business operations Performance-driven Social Fit/Alignment

  6. The Historical Role of Human Resource Management • Personnel management as a specialized function began around 1900. • Unions and government regulations contributed to the growth of HRM • HR function primarily as a police agent that enforces government regulations and ensures the organization's compliance. • Now, an integral part of organizational strategy and planning • Three Vital Roles: • - Advisory to line management • - Service to managers and employees • - Control by reviewing and measuring performance and by developing, • communicating, and implementing policies, procedures and rules.

  7. The Evolving Roles of Human Resources • Role as a Strategist : HR strategic planning • Role as a Change Agent : Training, Changing the culture, • Increasing employee involvement • Role as an Integrator of HR functions (= bundling issues)

  8. 2. New Orientation of HRM • Enhancing Organizational Performance • Expanding Human Capital • Delivering Cost-Effective Compliance Systems

  9. 1) Enhancing Organizational Performance • ▲ Involvement in Strategic Planning • ▲ Decision Making on M&A and Downsizing • ▲ Redesigning Organizations and Work Processes • ▲ Ensuring Financial Accountability for HR Results

  10. 2) Expanding Human Capital • ▲ Attracting and Retaining HR • ▲ Developing HR Capabilities (CBHRM) • ▲ Identifying and Rewarding Performance (PBHRM) • - Individual, Team, Organization

  11. 3) Delivering Cost-Effective Compliance Systems Strategic(planning)Operational(service delivery)Administrative(record keeping and compliance) HR Costs HR Value Added 10% 60% 30% 30% 60% 10% Source: Lyle M. Spencer, Reengineering Human Resources, 16.

  12. ▲ Ensuring Legal Compliance • ▲ Demonstrating Administrative Efficiency • Family/medical leaves • Safety and health management • Union contract grievance • Disability accommodations • Equal Employment • Sexual harassment prevention • Health benefit portability • Pension compliance reporting • Using Information System instead of manual record keeping • Centrally processed and controlled rather than distributed info. processing • Outsourcing of HR activities

  13. ● HR Management in Transition (Employee Advocate + Business Contributor)

  14. ●Shifts in HR Management Traditional HR Function Emerging HR Practice Strategic Focus Administrative Focus Proactive Reactive Key Part of Organizational Mission Separate and Isolatedform Company Mission Service Focus Production Focus Process-Based Organization Functional Organization withVertical Lines of Authority People as Investments People as Expense

  15. 3. Expanding Issues in HRM M&A and Restructuring Talent management & Retention Strategy IT Impacts CBHRM, PBHRM Telework & Alternate Work External Labor Market & Diversity Management Internal Labor market & Career Opportunity HR Restructuring HR Professional Career Alignment & Employment Brand Legal Compliance

  16. Issues Related to Competition 1. Talent management & Retention Strategy 2. Internal Labor market & Career Opportunity : Learning & Growth 3. External Labor Market & Diversity Management : Capitalizing New Labor Pool 4. Alignment Strategic Alignment : Strategies for HR Executives Cultural Alignment : Disney , SWA, Home Depot => Employment Branding

  17. General Issues 5. IT Impacts 6. M&A and Restructuring 7. Legal Compliance 8. Competency & Performance Based HRM 9. Telework & Alternate Work Arrangement 10. Role Changes in HR 11. HR Professional Career

  18. Talent Management & Retention Strategy Talent management is a comprehensive process that addresses the strategic needs of an organization by : 1) aligning employee performance & career goals with business goals and 2) helping individuals seek and perform satisfying work that adds value to the org. TM = Employment Branding + Career Management

  19. Internal Labor Market & Career Development Why does ILM Matter? Tight Labor Market • Staffing & Retention Costs Accelerated Technological Development • Make-not-Buy Effectiveness Flexible Organization • Employee Adaptation Changing Employee Needs • Need for Growth and Learning • Need for High Care

  20. External Labor Market & Diversity Management What Changes Occur in ELM? Tight Labor Market • Restructuring & Layoffs • Legal Constraints Diversity Increased • Women & Minorities • Diversity Correlated with Competitiveness

  21. Alignment & Employment Branding Why Alignment ? Changing Nature of Business Environment • Knowledge Economy • Creative Economy • Core Competency Management Tough Competition in the Product Market • Strategic HRM • Culture-based HRM Tough Competition in the Labor Market • Culture-based HRM • Employment Branding

  22. Employment Branding Why Needed? • Alignment • - Company Mission & Strategy, Culture, HR Staffing and Retention • Employee Satisfaction and Performance • Maximizing Processes • Define a Company Brand(Identify) • Examine Current Employment Practices • Draw a ‘Employee Value’ Proposition • Develop Package and Message • Communicate the Employment Brand • Sustaining & Reinforcing the Employment Brand

  23. General Issues Issues , Still Important IT Impacts of HR • Require New HR Practice • Require New Skills • Need to Attend New Legal Issues Legal Compliance • Adapting to the Changing Legal and Social Demands HR in USA • Lead to build a new company employment brand

  24. Competency-based & Performance–based HRM • Linking to the Issues of Retention and Alignment • Increased Demands for HR Efficiency & Effectiveness Other Issues • Telework : Fast Growing • Alternate Work Arrangement : Unavoidable

  25. Ⅱ. HR as a Profession 1. HR Profession and Competency 2. HR Restructuring 3. Introducing PHR and SPHR

  26. 1. HR Profession and Competency HR as a Profession HR Specialists versus Generalists • HRD, Compensation, Benefit Program • HR Generalists as Value Creators Generalist Certification • Human Resource Certification Institute (HRCI) • Professional in HR (PHR) • Senior Professional in HR (SPHR) Professional Standards • Mission of SHRM • Code of Ethics

  27. The Human Resource Profession Defined by SHRM SHRM : National Organization : 140,000 in 2000  Code of Ethics  Research  Defined Body of Knowledge  Credentialing : HRCI awards generalist certifications.

  28. HR Competencies and Careers • Knowledge of Business and Organization • Influence and Change Management • Knowledge of IT and Other Technologies • Specific HR Knowledge and Expertise ▲ Professional Involvement • Society for Human Resource Management (SHRM) • International Personal Management Association (IPMA) • Human Resource Certification Institute (HRCI) • International Association for Human Resource InformationManagement (IAHRIM) • American Compensation Association (ACA) • American Society for Training and Development (ASTD)

  29. HR generalist HR specialist A person with responsibility for performing a variety of HR activities A person with in-depth knowledge and expertise in a limitedarea of HR 2. HR Restructuring • Organizing HR Unit • ▲ HR Management Costs • ▲ Decentralizing HR Activities (except HRIS, Benefits, EEO) • ▲ Outsourcing HR Activities

  30. Restructuring the HR Function New Roles • Business Partner • Employee Championship • Change Agent • - Core Competency Change • - Culture Change and Cultivation • - Strategy Achievements Processes • Identify Core Competencies • Identify Value-Added Work • Eliminate Non-Value-Added Work • Move Non-Core Competency Processes to External provider • Reorganize and realign Responsibilities with Customer Focus • Measure Degree of Value-Added

  31. Certification • Certified Compensation Professional(CCP)-ACA • Certified Employee Benefits Specialist(CEBS)-IFEBP • Certified Benefits Professional(CBP)-ACA • Certified Safety Professional(CSP)-BCSP • Occupational Health and Safety Technologist(OHST)

  32. 3. Introducing PHR/SPHR - 인사관리의 전문직화를 위해 1988년부터 실시 - 미국인사관리협회 산하의 전문가 인증기관(HRCI)주관

  33. Management Practices(15%, 21%) Contents  Role of HR in Organizations(2.78%, 3.91%)  Human Resource Planning(2.04%, 2.87%)  Human Resource Information Systems(Subset of HRIS)  Organizational Design and Development(.65%, .99%)  Budgeting, Controlling, and Measuring(1.08%, 1.56%)  Leadership and Motivation(1.56%, 2.09%)  Total Quality and Performance Management(1.82%, 2.41%)  Employee Involvement Strategies(2.11%, 2.57%)  Human Resources Research(.71%, 1.16%)  International Human Resource Management(1.49%, 2.48)  Human Resource Ethical Issues(.77%, .96%) General Employment Practices(19%, 17%) Contents  Legal and Regulatory Factors(6.38%, 5.29%)  Individual Employment Rights(1.72%, 1.67%)  Job Analysis and Documentation(2.14%, 1.78%)  Performance Appraisals(5.1%, 4.6%)  Workplace Behavior Problems(1.9%, 1.55%)  Employee Attitudes, Opinions, and Satisfaction (2.01%, 2.11%) Staffing(19%, 15%) Contents  Equal Employment Opportunity/Affirmative Action (2.78%, 3.91%)  Recruitment(2.84%, 2.22%)  Selection(5.94%, 4.39%)  Career Planning and Development(2.06%, 1.84%)  Organizational Exit(4.6%, 3.56%) Human Resource Development(11%, 12%) Contents  HR Training and the Organization(3.06%, 3.72%)  Training Needs Analysis(1.52%, 1.52%)  Training and Development Programs: Part 1(4.42%, 4.5%- 1&2)  Training and Development Programs: Part 2(4.42%, 4.5%- 1&2)  Evaluating Training Effectiveness(2%, 2.26%)

  34. Compensation and Benefit(19%, 15%) Contents  Tax, accounting, and Economic Factors Affecting Compensation(2.66%, 2.3%)  Compensation Philosophy and Strategy(1.81%, 1.55%)  Job Evaluation Methods(2.2%, 1.6%)  Job Pricing and Pay Structure(2.14%, 1.49%)  Compensation Programs(1.71%, 1.2%)  Employee Benefit Programs(3.42%, 2.17%)  Managing Benefit Programs(3.75%, 3.43%)  Evaluating the Effectiveness of Total Compensation Programs(1.32%, 1.26%) Health, Safety, and Security(15%, 21%) Contents  Health(2.41%, 2.22%)  Safety(2.05%, 2.04%)  Security(1.54%, 1.74%) Employee and Labor Relations(15%, 21%) Contents  Union Representation of Employees(1.52%, 1.98%)  Employer Unfair Labor Practices(1.68%, 1.91%)  Union Unfair Labor Practices, Strikes, and Boycotts(1.96%, 2.6%)  Collective Bargaining(2.94%, 4.06%)  Managing Organization-Union Relations(.88%, 1.16%)  Maintaining Nonunion Status(.79%, .91%)  Public-Sector Labor Relations(1.12%, 1.38%)

More Related