1. Historical View of HR Roles

2. Historical Turning Points in HR
1793 Samuel Slater
1886 American Federation of Labor (AFL)
1890 Sherman Antitrust Act
1907 Immigration Act of 1907
1909 Frederick Winslow Taylor
1911 Triangle Shirt Waist Company fire
1913 Henry Ford
World War I
1926 Railway Labor Act
1930s Early HR Research
Hawthorne Experiments
Maslow’s Need Hierarchy
McGragor’s Theory X & Y
Herzberg’s Motivators and Satisfiers

3. Historical HR (cont) 1932 Norris-LaGuardia Act
Social Security Act
National Labor Relations Act
Fair Labor Standards Act
World War II
1946 Numerous labor strikes
1947 Taft-Hartley Act
1954 Brown vs. Board of Education
1964 Civil Right Act of 1964
1965 Equal Employment Opportunity Commission (EEOC)
1970 Occupational Safety and Health Act (OSHA)
1977 Human Resources Planning Society (now SHRM)
1979 Office of Personnel Management

4. Historical HR (con’t) 1980s Stock option developed
1981 Professional Air Traffic Controllers (PATCO) strike
1985 Sperry Rand & Burroughs merge to form Unisys
First of mergers and acquisitions
Corporate downsizings
1987 PeopleSoft Inc – first HR management software
1980s (late) Global competition
1991 Clarence Thomas-Anita Hill hearings (sexual harassment)
1994 Monster Board – online recruiting
1999 BP Amoco and Exult – $600M HR outsourcing arrangement
2001 World Trade Center attack
2001 Fraud at Enron
2006 IBM permanently stop defined benefit pensions

5. Current HR Roles Strategic Operational Administrative
Global, long-term perspective
Focuses on building the right culture and organization
Operational
Day-to-day perspective
Focuses on running the organization
Administrative
Focuses on compliance issues and record keeping

6. THE DIAGNOSTIC MODEL F E E D B A C K World ASSESS ENVIRONMENT SET
OBJECTIVES
APPLY
HUMAN
RESOURCE
ACTIVITIES
EVALUATE
RESULTS
EXTERNAL
CONDITIONS
World
Conditions
Economic
Government
Regulations
Unions
Technology
ORGANIZATIONAL
Nature of the
Organization
Work
EMPLOYEE
Abilities (KSA)
Motivation
Interests
EFFICIENCY
Organization
Employee
EQUITY
PLANNING
STAFFING
DEVELOPMENT
EMPLOYEE/UNION
RELATIONS
COMPENSATION
EFFICIENCY
EQUITY
THE DIAGNOSTIC MODEL
George Milkovich
John Boudreau

7. Environmental Scanning
Interprets data related to external opportunities and threats.
Prepares HR to participate in strategic planning.
Looks at seven key factors.
Economic
International
Technological
Social
Employment
Demographics
Political

8. Economic Factors

9. International Factors
European Union
Wage comparisons
Trade agreements
Globalization

10. Technological and Social Factors
Technological factors
Advances in technology
Technological skills
Process changes
Social factors
Worker skills
Corporate responsibility
Population shifts

11. Trends in Technology: Increased Training Access
Streaming desktop video
Delivers training to the desktop.
Provides access to E-learning
Provides access to training at home or work,
24 hours a day/7 days a week.
Virtual-reality technology
Paper-based training modules are replaced with ability to “see” training tasks or environment.

12. Trends in Technology: Access to Knowledge and Information
Knowledge management
Enhances the ability to retain intellectual capital.
Web portals
Provide an interface to resources needed on the job.
Internet
Provides information, enhances productivity, and improves communication.

13. Trends in Technology: Changes in How Business Is Done
Business-to-business integration
B-to-B e-commerce will become the dominant business model.
E-procurement
Online ordering processes streamline transactions.
Electronic signatures
Carry the same weight as a pen-and-ink signature.
Application service providers
Host and manage an organization's software applications on the Internet.

14. Trends in Technology: Widening of the Digital Divide
Refers to the gap between people who have computer access and those who do not.
HR is instrumental in analyzing skill and technology levels in employees.

15. Employment Factors Immigration Migration
Occupational and industry shifts
Recruitment
Unions
Unemployment trends
Turnover trends
Relocation

16. Demographic Factors Generational differences Nontraditional
labor force
Unskilled
labor
Women
Age

17. Political Factors New legislation Partisan climate
Assess organization’s liability.
Maintain compliance.
Integrate with other laws.
Train supervisors.
Partisan climate
Analyze party priorities and platforms.

18. Economic Factors

19. International Factors
European Union
Wage comparisons
Trade agreements
Globalization

20. HR’s Role in Strategic Planning
Serve the organization’s needs.
Learn about the organization’s industry.
Serve as a consultant.
Gather facts and data.
Build partnerships.

21. Phase 1: Strategy Formulation
Develop mission and vision statements.
Define organizational values.
Must understand:
What business the company is in.
When to change the mission and alter strategy.
How and when to communicate the mission.

22. Phase 2: Strategy Development
Conduct a SWOT analysis.
Establish long-term objectives (three to five years).
Identify corporate, unit, and functional strategies.
S = Internal strengths
W = Internal weaknesses
O = External opportunities
T = External threats

23. Phase 3: Strategy Implementation
Establish short-term objectives (six months to a year).
Develop action plans.
Allocate resources.
Motivate employees.
Resources needed to
achieve objectives:
Financial
Physical
Human
Technological

24. Phase 4: Strategy Evaluation
Review strategies at planned intervals.
Measure performance.
Take corrective action.
Assess strategies by noting changes in:
Internal strengths and weaknesses.
External opportunities and threats.
Take corrective action when changes have occurred.

25. Phase 4: Strategy Evaluation
Assess strategies by noting changes in:
Internal strengths and weaknesses.
External opportunities and threats.
Take corrective action when changes have occurred.
Strategy Evaluation
Review strategies at planned intervals.
Measure performance.
Take corrective action.

26. Functions of Management
Planning
Studying the future, forecasting, setting goals, and planning actions.
Organizing
Designing a structure to meet goals and assigning resources.
Coordinating
Uniting all organizational activities and giving resources to accomplish goals.
Directing
Engaging in leadership and motivational activities that ensure effective results.
Controlling
Ensuring that the plan is followed.

27. Which of the following activities best prepares HR to participate in the strategic planning process?
A. Evaluating a new HRIS system
B. Restructuring HR’s recruiting system
C. Training line managers on interviewing techniques
Reviewing the company’s key financial data
Answer: D

28. Which of the following typically appeals to Generation X workers?
A. A project that requires collaboration and rewards team performance
B. Time off to balance the needs of aging parents and children
C. Supervisors who can create an effective team environment for them
Structured work environments that reward individual creativity
Answer: A

29. How can HR meet staffing needs in a small, privately held company affected by swiftly developing technologies?
A. Recruit highly skilled workers who are flexible and adaptable.
B. Promote entrepreneurial initiatives to help avoid unionization.
C. Expand the global recruitment of technical workers.
D. Train workers to be better prepared mentally and professionally for uncertainty.
Answer: A