Managing human resources(rasan r.fatih)y1312.130025
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Managing human resources(rasan r.fatih)y1312.130025
- 1. Managing Human Resources Presentation by: Rasan R. FATIH Supervised by: Prof. Dr. Akın MARŞAP
- 2. Outline: • What does mean by Human Resources Management (HRM)? • What are the Responsibilities of HRM? • Current Common Trends in HRM • HRM Vs Sexual Harassment Issue • HRM and Talent Management • Conclusion • Question & Answer Session
- 3. Definition of HRM • Human resource (HR) management can be defined as the effective use of human resources in an organization through the management of peoplerelated activities. It is a central and strategic organizational activity of increasing complexity and importance. “Harvard University” • The policies, practices, and systems that influence employees’: – behavior – attitudes – performance
- 5. Current Common Trends in HRM • • • • • • • • • Globalization and its implications Work-force Diversity Changing Skill Requirements Corporate Downsizing Continues Improvement Programs Re-engineering work process for more productivity Contingent work-force Decentralized Work Sites Employment Involvement
- 8. Changing Skill Requirement • Skill deficiencies •poor-quality work •lower productivity, •increase in employee accidents • increase customer complaints.
- 9. Corporate Downsizing Minimizing the negative effects of rumors Keep the individuals informed by factual data
- 10. Continues Improvement Programs • Focus on the long term well being of the organization • Organization focuses on quality and builds a better foundation to serve its customers • It is introducing change into the organization • HRM must prepare individuals for the change • Why the change will occur, what is to be expected and what effect it will have on employees
- 11. RETHINK Re-engineering work process for more productivity HRM ROLE; HRM needs to offer skill training to its employees. Whether it’s a new process, a technology enhancement, working in teams, having more decision making authority, or the like , employees would need new skills as a result of the reengineering process. • What work should be done, • How it is to be done • How to best implement these decisions
- 12. Contingent work-force • Contingent workers are individuals who are typically hired for shorter periods of time HRM Role; being able to have these virtual employees available when needed, providing scheduling options that meet their needs and making decisions about whether or not benefits will be offered to the contingent work force. HRM Responsibility; Locate and bring them into the organization, Quickly adapting them to the organization,
- 13. Decentralized Work Sites • How to establish and ensure appropriate work quality and on-time completion. • Compensation Policy (by hour, Salary basis, Job performed • Full Time Worker, opposite to Contingent Workers. •Ensuring Health an Safety
- 14. Employment Involvement Employees expected to ; •Delegate • Have decisions participative handled • To work in team • Set goals • Be trained • Be Empowered
- 15. HRM Vs Sexual Harassment Issue • Offer a sexual harassment policy statement. This statement should address where employees can report complaints, assure confidentiality, and promise that disciplinary action will be taken against sexual harassers. • Provide communication and training programs for supervisors and managers. These programs should emphasize that sexual harassment will not be tolerated. • Conduct fair, impartial investigations and base actions on objectively gathered facts. The complainant must be insulated from the kinds of behavior that prompted the complaint.
- 16. HRM and Talent Management • Talent management refers to the anticipation of required human capital for an organization and the planning to meet those needs. • Talent management is both a goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. HR managers also manage ethics, the standards by which individuals judge their own behaviors.
- 17. References: 1. Bates, Laura. "Sexual harassment in the workplace is endemic." Theguardian.com 23 Oct. 2013. Guardian News and Media. 19 Dec. 2013 <http://www.theguardian.com/lifeandstyle/womens-blog/2013/oct/23/sexualharassment-workplace-endemic-women>. 2. Bersin, Josh. "HR, Leadership, Technology, and Talent Management Predictions for 2013." Forbes. 11 Jan. 2013. Forbes Magazine. 18 Dec. 2013 <http://www.forbes.com/sites/joshbersin/2013/01/11/hr-leadershiptechnology-and-talent-management-predictions-for-2013/>. 3. Biro, Meghan M. "7 Hottest Trends In HR Technology." Forbes. 06 Oct. 2013. Forbes Magazine. 16 Dec. 2013 <http://www.forbes.com/sites/meghanbiro/2013/10/06/7-hottest-trends-in-hr-technology/>. 4. Conrad, Sean. "Talent management strategies for 2013." Talent management strategies for 2013. 18 Dec. 2012. 19 Dec. 2013 <http://www.hcamag.com/opinion/talent-management-strategies-for-2013-147443.aspx>. 5. David, Tutin. "Five Key HR Trends for 2013." Voice of Lumesse. 11 Dec. 2012. 19 Dec. 2013 <http://blog.lumesse.com/2012/12/five-key-hr-trends-for-2013.html>. 6. Genevieve, Douglas. "Talent Management Among Top Issues Facing HR Professionals in 2013, Experts Say | Bloomberg BNA." Bloomberg BNA. 14 Jan. 2013. 19 Dec. 2013 <http://www.bna.com/talent-managementamong-n17179871839/>. 7. Insights, Forbes. "Essential Tools of Talent Management." Forbes. 24 Apr. 2013. Forbes Magazine. 19 Dec. 2013 <http://www.forbes.com/sites/forbesinsights/2013/04/24/essential-tools-of-talent-management/>. 8. Lauren, Coper M. "Top 10 tips for conducting an effective sexual harassment investigation | HR Hero Line." Top 10 tips for conducting an effective sexual harassment investigation | HR Hero Line. 31 July 2013. 19 Dec. 2013 <http://www.hrhero.com/hl/articles/2012/07/31/top-10-tips-for-conducting-an-effective-sexual-harassmentinvestigation/>. 9. Stephen, Bruce. "Top 10 Best Practices in HR Management for 2013 | HR Daily Advisor." HR Daily Advisor. 27 Jan. 2013. 19 Dec. 2013 <http://hrdailyadvisor.blr.com/2013/01/27/top-10-best-practices-in-hr-management-for2013/>. 10. Tim, Gould. "‘Hostile work environment’? One bad act can do it."Http://www.hrmorning.com/. 10 Nov. 2012. 19 Dec. 2013 <http://www.hrmorning.com/just-one-bad-act-can-create-hostile-work-environment/>.
- 18. Question and Answer THANKS FOR YOUR ATTENTION
Notas del editor
- Human resource (HR) management can be defined as the effective use of human resources in an organization through the management of people-related activities. It is a central and strategic organizational activity of increasing complexity and importance. “Harvard Extension Schools”
- - To produce their given product or service (or set of products or services) companies require that a number of tasks be performed. The tasks are grouped together in various combinations to form jobs. Ideally, the tasks should be grouped in ways that help the organization to operate efficiently and to obtain people with the right qualifications to do the jobs well.This function involves the activities of job analysis and job design.-Based on job analysis and design, an organization can determine the kinds of employees it needs.With this knowledge, it carries out the function of recruiting and hiring employees.- Although organizations base hiring decisions on candidates’ existing qualifications, most organizations provide ways for their employees to broaden or deepen their knowledge, skills, and abilities. To do this, organizations provide for employee training and development.- Performance Management –The process of ensuring that employees’ activities and outputs match the organization’s goals.The human resource department may be responsible for developing or obtaining questionnaires and other devices for measuring performance.- Compensation and Benefits :The pay and benefits that employees earn play an important role in motivating them.This is especially true when rewards such as bonuses are linked to the individual’s or group’s achievements.Decisions about pay and benefits can also support other aspects of an organization’s strategy.All such decisions have implications for the organization’s bottom line, as well as for employee motivation.Administering pay and benefits is another big responsibility.Organizations often depend on human resources professionals to help them maintain positive relations with employees- Organizations depend on their HR department to help establish and communicate policies related to:hiringdisciplinepromotionsbenefitsSupport for strategy: To demonstrate how HR practices align with the organization’s strategy, HRM professionals are measuring how the HR-related practices that are in place (e.g., hiring, promotion process, benefits, development, etc.) promote the company’s success. Evidence-based HR refers to demonstrating how HR practices have a positive influence on the company’s profits or key stake holders (e.g., employees, customers, community, shareholders).For example, showing the relationship between a new selection system and subsequent employee turnover would provide evidence that the new system support the organization’s goals of reducing turnover costs and improving organizational commitment among its employees.
- Current Common Trends in Human Resource ManagementThe world of work is rapidly changing. As a part of organization, Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. For the HR people it means understanding the implications of globalization, work-force diversity, changing skill requirements, corporate downsizing, continuous improvement initiatives, re-engineering, the contingent work force, decentralized work sites and employee involvement. Let us consider each of them one by one.1. Globalization and its implicationsBusiness today doesn’t have national boundaries – it reaches around the world. The rise of multinational corporations places new requirements on human resource managers. The HR department needs to ensure that the appropriate mix of employees in terms of knowledge, skills and cultural adaptability is available to handle global assignments. In order to meet this goal, the organizations must train individuals to meet the challenges of globalization. The employees must have working knowledge of the language and culture ( in terms of values, morals, customs and laws) of the host country.Human Resource Management (HRM) must also develop mechanisms that will help multicultural individuals work together. As background, language, custom or age differences become more prevalent, there are indications that employee conflict will increase. HRM would be required to train management to be more flexible in its practices. Because tomorrow’s workers will come in different colors, nationalities and so on, managers will be required to change their ways. This will necessitate managers being trained to recognize differences in workers and to appreciate and even celebrate these differences.2. Work-force DiversityIn the past HRM was considerably simpler because our work force was strikingly homogeneous. Today’s work force comprises of people of different gender, age, social class sexual orientation, values, personality characteristics, ethnicity, religion, education, language, physical appearance, martial status, lifestyle, beliefs, ideologies and background characteristics such as geographic origin, tenure with the organization, and economic status and the list could go on. Diversity is critically linked to the organization’s strategic direction. Where diversity flourishes, the potential benefits from better creativity and decision making and greater innovation can be accrued to help increase organization’s competitiveness. One means of achieving that is through the organization’s benefits package. This includes HRM offerings that fall under the heading of the family friendly organization. A family friendly organization is one that has flexible work schedules and provides such employee benefits such as child care. In addition to the diversity brought by gender and nationality, HRM must be aware of the age differences that exist in today’s work force. HRM must train people of different age groups to effectively mange and to deal with each other and to respect the diversity of views that each offers. In situations like these a participative approach seems to work better.3. Changing skill requirementsRecruiting and developing skilled labor is important for any company concerned about competitiveness, productivity, quality and managing a diverse work force effectively. Skill deficiencies translate into significant losses for the organization in terms of poor-quality work and lower productivity, increase in employee accidents and customer complaints. Since a growing number of jobs will require more education and higher levels of language than current ones, HRM practitioners and specialists will have to communicate this to educators and community leaders etc. Strategic human resource planning will have to carefully weigh the skill deficiencies and shortages. HRM department will have to devise suitable training and short term programs to bridge the skill gaps & deficiencies.4. Corporate downsizingWhenever an organization attempts to delayer, it is attempting to create greater efficiency. The premise of downsizing is to reduce the number of workers employed by the organization. HRM department has a very important role to play in downsizing. HRM people must ensure that proper communication must take place during this time. They must minimize the negative effects of rumors and ensure that individuals are kept informed with factual data. HRM must also deal with actual layoff. HRM dept is key to the downsizing discussions that have to take place.5. Continuous improvement programsContinuous improvement programs focus on the long term well being of the organization. It is a process whereby an organization focuses on quality and builds a better foundation to serve its customers. This often involves a company-wide initiative to improve quality and productivity. The company changes its operations to focus on the customer and to involve workers in matters affecting them. Companies strive to improve everything that they do, from hiring quality people, to administrative paper processing, to meeting customer needs.Unfortunately, such initiatives are not something that can be easily implemented, nor dictated down through the many levels in an organization. Rather, they are like an organization wide development process and the process must be accepted and supported by top management and driven by collaborative efforts, throughout each segment in the organization. HRM plays an important role in the implementation of continuous improvement programs. Whenever an organization embarks on any improvement effort, it is introducing change into the organization. At this point organization development initiatives dominate. Specifically, HRM must prepare individuals for the change. This requires clear and extensive communications of why the change will occur, what is to be expected and what effect it will have on employees.6. Re-engineering work processes for improved productivityAlthough continuous improvement initiatives are positive starts in many of our organizations, they typically focus on ongoing incremental change. Such action is intuitively appealing – the constant and permanent search to make things better. Yet many companies function in an environment that is dynamic- facing rapid and constant change. As a result continuous improvement programs may not be in the best interest of the organization. The problem with them is that they may provide a false sense of security. Ongoing incremental change avoids facing up to the possibility that what the organization may really need is radical or quantum change. Such drastic change results in the re-engineering of the organization.Re-engineering occurs when more than 70% of the work processes in an organization are evaluated and altered. It requires organizational members to rethink what work should be done, how it is to be done and how to best implement these decisions. Re-engineering changes how organizations do their business and directly affects the employees. Re-engineering may leave certain employees frustrated and angry and unsure of what to expect. Accordingly HRM must have mechanisms in place for employees to get appropriate direction of what to do and what to expect as well as assistance in dealing with the conflict that may permeate the organization. For re-engineering to generate its benefits HRM needs to offer skill training to its employees. Whether it’s a new process, a technology enhancement, working in teams, having more decision making authority, or the like , employees would need new skills as a result of the re-engineering process.8. Contingent workforceA very substantial part of the modern day workforce are the contingent workers. Contingent workers are individuals who are typically hired for shorter periods of time. They perform specific tasks that often require special job skills and are employed when an organization is experiencing significant deviations in its workflow. When an organization makes its strategic decision to employ a sizable portion of its workforce from the contingency ranks, several HRM issues come to the forefront. These include being able to have these virtual employees available when needed, providing scheduling options that meet their needs and making decisions about whether or not benefits will be offered to the contingent work force.No organization can make the transition to a contingent workforce without sufficient planning. As such, when these strategic decisions are being made, HRM must be an active partner in these discussions. After all its HRM department’s responsibility to locate and bring into the organization these temporary workers. As temporary workers are brought in, HRM will also have the responsibility of quickly adapting them to the organization. HRM will also have to give some thought to how it will attract quality temporaries.9. Decentralized work sitesWork sites are getting more and more decentralized. Telecommuting capabilities that exist today have made it possible for the employees to be located anywhere on the globe. With this potential, the employers no longer have to consider locating a business near its work force. Telecommuting also offers an opportunity for a business tin a high cost area to have its work done in an area where lower wages prevail.Decentralized work sites also offer opportunities that may meet the needs of the diversified workforce. Those who have family responsibilities like child care, or those who have disabilities may prefer to work in their homes rather than travel to the organization’s facility. For HRM, decentralized work sites present a challenge. Much of that challenge revolves around training managers in how to establish and ensure appropriate work quality and on-time completion. Work at home may also require HRM to rethink its compensation policy. Will it pay by the hour, on a salary basis, or by the job performed. Also, because employees in decentralized work sites are full time employees of the organization as opposed to contingent workers, it will be organization’s responsibility to ensure health and safety of the decentralized work force.10. Employee involvementFor today’s organization’s to be successful, there are a number of employee involvement concepts that appear to be accepted. These are delegation, participative management, work teams, goal setting, employee training and empowering of employees. HRM has a significant role to play in employee involvement. What is needed is demonstrated leadership as well as supportive management. Employees need to be trained and that’s where human resource management has a significant role to play. Employees expected to delegate, to have decisions participative handled, to work in teams, or to set goals cannot do so unless they know and understand what it is that they are to do. Empowering employees requires extensive training in all aspects of the job. Workers may need to understand how new job design processes. They may need training in interpersonal skills to make participative and work teams function properly.
- Globalization and its implicationsBusiness today doesn’t have national boundaries – it reaches around the world. The rise of multinational corporations places new requirements on human resource managers. The HR department needs to ensure that the appropriate mix of employees in terms of knowledge, skills and cultural adaptability is available to handle global assignments. In order to meet this goal, the organizations must train individuals to meet the challenges of globalization. The employees must have working knowledge of the language and culture ( in terms of values, morals, customs and laws) of the host country.Human Resource Management (HRM) must also develop mechanisms that will help multicultural individuals work together. As background, language, custom or age differences become more prevalent, there are indications that employee conflict will increase. HRM would be required to train management to be more flexible in its practices. Because tomorrow’s workers will come in different colors, nationalities and so on, managers will be required to change their ways. This will necessitate managers being trained to recognize differences in workers and to appreciate and even celebrate these differences.
- Work-force DiversityIn the past HRM was considerably simpler because our work force was strikingly homogeneous. Today’s work force comprises of people of different gender, age, social class sexual orientation, values, personality characteristics, ethnicity, religion, education, language, physical appearance, martial status, lifestyle, beliefs, ideologies and background characteristics such as geographic origin, tenure with the organization, and economic status and the list could go on. Diversity is critically linked to the organization’s strategic direction. Where diversity flourishes, the potential benefits from better creativity and decision making and greater innovation can be accrued to help increase organization’s competitiveness. One means of achieving that is through the organization’s benefits package. This includes HRM offerings that fall under the heading of the family friendly organization. A family friendly organization is one that has flexible work schedules and provides such employee benefits such as child care. In addition to the diversity brought by gender and nationality, HRM must be aware of the age differences that exist in today’s work force. HRM must train people of different age groups to effectively mange and to deal with each other and to respect the diversity of views that each offers. In situations like these a participative approach seems to work better.
- Changing skill requirementsRecruiting and developing skilled labor is important for any company concerned about competitiveness, productivity, quality and managing a diverse work force effectively. Skill deficiencies translate into significant losses for the organization in terms of poor-quality work and lower productivity, increase in employee accidents and customer complaints. Since a growing number of jobs will require more education and higher levels of language than current ones, HRM practitioners and specialists will have to communicate this to educators and community leaders etc. Strategic human resource planning will have to carefully weigh the skill deficiencies and shortages. HRM department will have to devise suitable training and short term programs to bridge the skill gaps & deficiencies.
- Corporate downsizingWhenever an organization attempts to delayer, it is attempting to create greater efficiency. The premise of downsizing is to reduce the number of workers employed by the organization. HRM department has a very important role to play in downsizing. HRM people must ensure that proper communication must take place during this time. They must minimize the negative effects of rumors and ensure that individuals are kept informed with factual data. HRM must also deal with actual layoff. HRM dept is key to the downsizing discussions that have to take place.
- Continuous improvement programsContinuous improvement programs focus on the long term well being of the organization. It is a process whereby an organization focuses on quality and builds a better foundation to serve its customers. This often involves a company-wide initiative to improve quality and productivity. The company changes its operations to focus on the customer and to involve workers in matters affecting them. Companies strive to improve everything that they do, from hiring quality people, to administrative paper processing, to meeting customer needs.Unfortunately, such initiatives are not something that can be easily implemented, nor dictated down through the many levels in an organization. Rather, they are like an organization wide development process and the process must be accepted and supported by top management and driven by collaborative efforts, throughout each segment in the organization. HRM plays an important role in the implementation of continuous improvement programs. Whenever an organization embarks on any improvement effort, it is introducing change into the organization. At this point organization development initiatives dominate. Specifically, HRM must prepare individuals for the change. This requires clear and extensive communications of why the change will occur, what is to be expected and what effect it will have on employees.
- Re-engineering work process for more productivityAlthough continuous improvement initiatives are positive starts in many of our organizations, they typically focus on ongoing incremental change. Such action is intuitively appealing – the constant and permanent search to make things better. Yet many companies function in an environment that is dynamic- facing rapid and constant change. As a result continuous improvement programs may not be in the best interest of the organization. The problem with them is that they may provide a false sense of security. Ongoing incremental change avoids facing up to the possibility that what the organization may really need is radical or quantum change. Such drastic change results in the re-engineering of the organization.Re-engineering occurs when more than 70% of the work processes in an organization are evaluated and altered. It requires organizational members to rethink what work should be done, how it is to be done and how to best implement these decisions. Re-engineering changes how organizations do their business and directly affects the employees. Re-engineering may leave certain employees frustrated and angry and unsure of what to expect. Accordingly HRM must have mechanisms in place for employees to get appropriate direction of what to do and what to expect as well as assistance in dealing with the conflict that may permeate the organization. For re-engineering to generate its benefits HRM needs to offer skill training to its employees. Whether it’s a new process, a technology enhancement, working in teams, having more decision making authority, or the like , employees would need new skills as a result of the re-engineering process.
- Contingent work-forceA very substantial part of the modern day workforce are the contingent workers. Contingent workers are individuals who are typically hired for shorter periods of time. They perform specific tasks that often require special job skills and are employed when an organization is experiencing significant deviations in its workflow. When an organization makes its strategic decision to employ a sizable portion of its workforce from the contingency ranks, several HRM issues come to the forefront. These include being able to have these virtual employees available when needed, providing scheduling options that meet their needs and making decisions about whether or not benefits will be offered to the contingent work force.No organization can make the transition to a contingent workforce without sufficient planning. As such, when these strategic decisions are being made, HRM must be an active partner in these discussions. After all its HRM department’s responsibility to locate and bring into the organization these temporary workers. As temporary workers are brought in, HRM will also have the responsibility of quickly adapting them to the organization. HRM will also have to give some thought to how it will attract quality temporaries.
- Decentralized Work SitesWork sites are getting more and more decentralized. Telecommuting capabilities that exist today have made it possible for the employees to be located anywhere on the globe. With this potential, the employers no longer have to consider locating a business near its work force. Telecommuting also offers an opportunity for a business tin a high cost area to have its work done in an area where lower wages prevail.Decentralized work sites also offer opportunities that may meet the needs of the diversified workforce. Those who have family responsibilities like child care, or those who have disabilities may prefer to work in their homes rather than travel to the organization’s facility. For HRM, decentralized work sites present a challenge. Much of that challenge revolves around training managers in how to establish and ensure appropriate work quality and on-time completion. Work at home may also require HRM to rethink its compensation policy. Will it pay by the hour, on a salary basis, or by the job performed. Also, because employees in decentralized work sites are full time employees of the organization as opposed to contingent workers, it will be organization’s responsibility to ensure health and safety of the decentralized work force.
- Employee involvementFor today’s organization’s to be successful, there are a number of employee involvement concepts that appear to be accepted. These are delegation, participative management, work teams, goal setting, employee training and empowering of employees. HRM has a significant role to play in employee involvement. What is needed is demonstrated leadership as well as supportive management. Employees need to be trained and that’s where human resource management has a significant role to play. Employees expected to delegate, to have decisions participative handled, to work in teams, or to set goals cannot do so unless they know and understand what it is that they are to do. Empowering employees requires extensive training in all aspects of the job. Workers may need to understand how new job design processes. They may need training in interpersonal skills to make participative and work teams function properly.
- HRM Challenges Vs Sexual harassment Few workplace topics have received more attention in recent years than that of sexual harassment. Since Professor Anita Hill confronted Supreme Court nominee Clarence Thomas on national television over a decade ago, the number of sexual harassment claims filed annually in the United States has more than doubled.Sexual harassment is not just a woman's problem. Recently, a decision handed down by the U.S. Supreme Court broadened the definition of sexual harassment to include same‐sex harassment as well as harassment of males by female coworkers. In the suit that prompted the Court's decision, a male oil‐rig worker claimed he was singled out by other members of the all‐male crew for crude sex play, unwanted touching, and threats. From management's standpoint, sexual harassment is a growing concern because it intimidates employees, interferes with job performance, and exposes the organization to liability. Organizations must respond to sexual harassment complaints very quickly because employers are held responsible for sexual harassment if appropriate action is not taken. The cost of inaction can be high. The Civil Rights Act of 1991 permits victims of sexual harassment to have jury trials and to collect compensatory damages in cases where the employer acted with “malice or reckless indifference” to the individual's rights. Employers can take the following steps to help minimize liability for sexual harassment suits:Offer a sexual harassment policy statement. This statement should address where employees can report complaints, assure confidentiality, and promise that disciplinary action will be taken against sexual harassers.Provide communication and training programs for supervisors and managers. These programs should emphasize that sexual harassment will not be tolerated.Conduct fair, impartial investigations and base actions on objectively gathered facts. The complainant must be insulated from the kinds of behavior that prompted the complaint.
- Human Resources Management and Talent Management Trends such as the ones just discussed will have an impact on employees and how they are managed. The New Human Resource Managers require the new knowledge and skills and must demonstrate expected results for the future. If you had been working as an HR professional after World War II, your duties would have been significantly different than they are today. Early in the HR profession, most work was transactional in nature and involved such things as payroll and benefits administration and hiring and firing. Today, however, the scope of responsibilities is vastly different. New responsibilities include finding new ways to get the job done. Getting the job done may include outsourcing routine functions including payroll and benefits or installing the company’s own internal social networking sites. In addition, the new HR managers take an integrated “talent management” approach to managing HR. Managing talent now includes managing ethics, employee engagement, adding value, having more and varied core competencies, and measuring HR performance and results. Talent management is both a goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees. HR managers also manage ethics, the standards by which individuals judge their own behaviors. Engagement is the extent to which employees are emotionally and mentally invested in their work. Measurement of the impact of human resource practices on the profitability and growth of an organization can make a significant difference in productivity. For example, knowing that a company is able to recruit and hire productive employees 50% faster than its competition can make a significant difference in efficiency. Using evidence-based HR practices in addition to actual measurements such as existing data or outside research will help keep HR an effective strategic planning partner. In both the long and the short run, HR managers must function as business partners, stewards of an effective organizational culture, a business ally and strategic partner. As the profession of HR continues to change, new competencies will be added to the list.
- Bates, Laura. "Sexual harassment in the workplace is endemic." Theguardian.com 23 Oct. 2013. Guardian News and Media. 19 Dec. 2013 <http://www.theguardian.com/lifeandstyle/womens-blog/2013/oct/23/sexual-harassment-workplace-endemic-women>.Bersin, Josh. "HR, Leadership, Technology, and Talent Management Predictions for 2013." Forbes. 11 Jan. 2013. Forbes Magazine. 18 Dec. 2013 <http://www.forbes.com/sites/joshbersin/2013/01/11/hr-leadership-technology-and-talent-management-predictions-for-2013/>.Biro, Meghan M. "7 Hottest Trends In HR Technology." Forbes. 06 Oct. 2013. Forbes Magazine. 16 Dec. 2013 <http://www.forbes.com/sites/meghanbiro/2013/10/06/7-hottest-trends-in-hr-technology/>.Conrad, Sean. "Talent management strategies for 2013." Talent management strategies for 2013. 18 Dec. 2012. 19 Dec. 2013 <http://www.hcamag.com/opinion/talent-management-strategies-for-2013-147443.aspx>.David, Tutin. "Five Key HR Trends for 2013." Voice of Lumesse. 11 Dec. 2012. 19 Dec. 2013 <http://blog.lumesse.com/2012/12/five-key-hr-trends-for-2013.html>.Genevieve, Douglas. "Talent Management Among Top Issues Facing HR Professionals in 2013, Experts Say | Bloomberg BNA." Bloomberg BNA. 14 Jan. 2013. 19 Dec. 2013 <http://www.bna.com/talent-management-among-n17179871839/>.Insights, Forbes. "Essential Tools of Talent Management." Forbes. 24 Apr. 2013. Forbes Magazine. 19 Dec. 2013 <http://www.forbes.com/sites/forbesinsights/2013/04/24/essential-tools-of-talent-management/>.Lauren, Coper M. "Top 10 tips for conducting an effective sexual harassment investigation | HR Hero Line." Top 10 tips for conducting an effective sexual harassment investigation | HR Hero Line. 31 July 2013. 19 Dec. 2013 <http://www.hrhero.com/hl/articles/2012/07/31/top-10-tips-for-conducting-an-effective-sexual-harassment-investigation/>.Stephen, Bruce. "Top 10 Best Practices in HR Management for 2013 | HR Daily Advisor." HR Daily Advisor. 27 Jan. 2013. 19 Dec. 2013 <http://hrdailyadvisor.blr.com/2013/01/27/top-10-best-practices-in-hr-management-for-2013/>.Tim, Gould. "‘Hostile work environment’? One bad act can do it."Http://www.hrmorning.com/. 10 Nov. 2012. 19 Dec. 2013 <http://www.hrmorning.com/just-one-bad-act-can-create-hostile-work-environment/>.
- MANAGING HUMAN RESOURCESSlides and Presentation By: Rasan Ramzi Fatih MBA Student – 1st Year – English (Thesis) Y1312.130025Supervised by: Prof. Dr. Akin MARSAPPresentation Date: 20 December 2013