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Chapter 15 Working in the HRM Field - PowerPoint PPT Presentation


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Chapter 15 Working in the HRM Field. Chapter Outline. 15-1 Employment in the HRM Field 15-2 Major Challenges Facing Today’s HR Professional. 15-1a Career Options in HRM. HRM generalist Perform virtually all facets of HRM.

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chapter outline
Chapter Outline
  • 15-1 Employment in the HRM Field
  • 15-2 Major Challenges Facing Today’s HR Professional
15 1a career options in hrm
15-1a Career Options in HRM
  • HRM generalist
    • Perform virtually all facets of HRM.
    • Most often found in small to mid-sized organizations that employ few HR professionals.
    • Neither have time nor resources to conduct in-depth studies or projects.
    • Salary depends on the size of organization.
15 1b career entry and growth
15-1b Career Entry and Growth
  • Career entry
    • Most of today’s HR professionals enter the field through self-directed career changes.
      • One-third enter from other parts of the company.
      • The remainder enter from fields such as education, social services, accounting, sales, administrative secretarial positions.
    • Other entrants come directly from college.
15 1b career entry and growth cont
15-1b Career Entry and Growth (cont.)
  • Skills HRM candidates should possess:
    • Leadership and management skills
    • Cross-functional HRM expertise (for generalist position)
    • Technological skills
    • Knowledge of international HRM issues
    • Knowledge of business basics
15 1b career entry and growth cont1
15-1b Career Entry and Growth (cont.)
  • Career progression
    • Begin as specialists and eventually become managers of those specialty units.
    • Begin as an assistant HRM generalist at a small plant or unit and advance into an HRM managerial role at successively larger plants or units.
    • Criteria to become a VP of human resources
      • Job performance
      • Credibility with senior management
      • Interpersonal skills
      • Ability to manage people
      • Skill in specialty area
      • Ability to “play politics”
15 1b career entry and growth cont2
15-1b Career Entry and Growth (cont.)
  • Professional associations
    • Society for Human Resource Management (SHRM)
    • American Society for Training and Development
    • International Personnel Management Association
    • American Compensation Association
    • Personnel Testing Council
    • Society for Industrial and Organizational Psychology
    • Academy of Management
15 1b career entry and growth cont3
15-1b Career Entry and Growth (cont.)
  • Professional certification
    • Recognition that an individual has demonstrated a mastery of a defined body of knowledge required for success in the field.
    • Primary certification designations issued by the Human Resource Certification Institute include:
      • Professional in Human Resources (PHR)
      • Senior Professional in Human Resources (SPHR)
      • Global Professional in Human Resources (GPHR)
    • The PHR and SPHR exams cover six areas: strategic management, workforce planning and employment, human resource development, total rewards, employee and labor relations, and risk management.
15 1b career entry and growth cont4
15-1b Career Entry and Growth (cont.)
  • Continuing education
    • HR professionals must continually update and expand their knowledge of HRM.
    • This can be done in several ways:
      • Attending conferences.
      • Attending seminars and training courses.
      • Obtaining advanced academic degrees.
      • Reading practitioner oriented or research oriented professional journals.
15 2 major challenges facing today s hr professional
15-2 Major Challenges Facing Today’s HR Professional
  • HR professionals are primarily responsible for developing HRM practices that enhance competitive advantage.
  • Additional responsibilities include:
    • Ensuring that employees are treated ethically.
    • Ensuring that their own talents are appropriately utilized by their companies.
15 2a organizational ethics related to hrm
15-2a Organizational Ethics Related to HRM
  • Most serious ethical problems involve managerial decisions regarding employment, promotion, pay, and discipline.
  • These decisions are based on favoritism rather than ability or job performance.
15 2a organizational ethics related to hrm cont
15-2a Organizational Ethics Related to HRM (cont.)
  • Workplace ethics and the HR professional’s job
    • Monitoring: Observe the actions of organizational members to ensure that all individuals are treated fairly and legally.
    • Investigate complaints: Concerning ethical issues such as sexual harassment or violations of employees’ privacy rights.
    • Serve as company spokesperson: Defend the company’s actions when confronted by a regulatory agency or media.
    • Ethics training: Help employees understand how to behave properly in ethically unclear situations.
15 2a organizational ethics related to hrm cont1
15-2a Organizational Ethics Related to HRM (cont.)
  • Code of ethics for HR professionals
    • Maintain the highest standards of professional and personal conduct.
    • Encourage employers to make fair and equitable treatment of all employees a primary concern.
    • Maintain loyalty to employers and pursue company objectives in ways consistent with the public interest.
    • Uphold all laws and regulations relating to employer activities.
    • Maintain the confidentiality of privileged information.
15 2b organizational utilization of hr professionals
15-2b Organizational Utilization of HR Professionals
  • Gaining support for HRM best practices
    • Monitor the effectiveness of its various recruiting sources.
    • Validate its selection practices.
    • Conduct structured, rather than unstructured, employment interviews.
    • Use cognitive ability tests and biographical inventories when selecting candidates for most jobs.
15 2b organizational utilization of hr professionals cont
15-2b Organizational Utilization of HR Professionals (cont.)
  • The failure to universally adopt HRM best practices Is attributed to the following three factors:
    • Resistance to change.
    • Ignorance on the part of decision makers.
    • Political considerations.
15 2b organizational utilization of hr professionals cont1
15-2b Organizational Utilization of HR Professionals (cont.)
  • HR professionals can gain support for best practices by demonstrating
    • Bottom-line implications of each HRM practice; this is achieved by linking traditional practices such as training, compensation, and selection to tangible business goals.
    • Return on investment that can be attributed to various HRM practices.