Intro Case: Wegmans
• 2005: #1 Company to work for
• Employee satisfaction / motivation
• Higher salaries
• Benefits
• Scholarships / Training
• Empowerment
CHAPTER 11: HUMAN RESOURCE MANAGEMENT
“No matter how much we invest in our
people, we get much more in return.”
~ Danny Wegman
It is a comprehensive approach to managing people
and the workplace culture and environment. Effective
HRM enables employees to contribute effectively and
productively to the overall company direction and the
accomplishment of the organization's goals.
HRM is moving away from traditional personnel,
administration, and transactional roles, which are
increasingly outsourced. The new focus of HRM is to
add value to the organization and ensure that
employee programs impact the business in positive,
measurable ways.
THE CHANGING ROLE OF HRM
HRM is the function within an organization that focuses
on people
 Determine what the company needs
 Then recruit, select, develop, motivate,
evaluate, compensate, schedule, etc.
 Qualified employees are scarcer today
Retraining necessary – due to shift from
manufacturing industries
Why are people (employees) considered the “ultimate
resource”?
TRENDS IN HRM
HRM is much more than “working with people”
HR Challenges
 Shortages of people trained in growth areas
 Declining industries => retraining
 Shift in age / family make-up of workforce
 Complex HR laws & regulations
 Shift in employee attitudes / values
 Effects of downsizing on employee morale
 Foreign labor competition
 Increased demand for benefits
 Decrease in employee loyalty => turnover
 Take inventory of current employees
 Job Analysis
 job description
 job specifications
Objectives,
Objectives, responsibilities
responsibilities
(about the JOB)
Minimum qualifications needed
(about the PEOPLE)
 Forecasting future needs, establish training
“Replacing the Old Guard” pg. 290
What is “brain drain”?
TRENDS IN HRM
Determining HR Needs = Planning
 Attracting qualified employees = difficult
 Internal vs. external sources
 Selecting the “right” employees = difficult
 Expensive!
 interview, training, moving, etc.
 Creative staffing alternatives
 contingent workers
 Adv? Disadv?
RECRUITMENT & SELECTION
The right number, at the right time
 Short-term skills vs. long-term abilities
 Orientation
 On-the-job-training
 Apprentice programs
 Off-the-job-training
 Online training
 Vestibule training
 Job simulation
RECRUITMENT & SELECTION
Training & Development
 Networking
 Mentoring
 Diversity
Opportunities for women & minorities
 Why is diversity among employees
important today?
Performance Appraisals
 evaluate performance of workers against
established standards
 What is a 360°review?
RECRUITMENT, SELECTION, AND REVIEW
Training for Managers
 Compensation = tool for attracting and
retaining qualified employees
 It’s a balancing act!
Controlling costs vs. optimizing efficiency
 Fringe benefits
 Cafeteria-style fringe benefits
COMPENSATING EMPLOYEES
“Companies don’t just compete for customers;
they also compete for employees.”
 Flextime plans
 Compressed workweeks
 Telecommuting
 Jetblue!
 Job-sharing
 Advantages / Disadvantages
 Look at chart, pg 308
SCHEDULING EMPLOYEES
Trend => FLEXIBILITY
 Promotion within
 Save costs
 Increase morale
 Terminating employees
 What is “employment-at-will”?
 Has it changed? Pg. 310
 Retiring employees
 What is “golden handshakes”?
 Losing employees… why exit interviews?
MOVING EMPLOYEES
Up, Over, and Out